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lecturechapter3-120701231440-phpapp02.pptx
1.
Chapter 3 The External
Assessment Ch 3 -1 Copyright © 2011 Pearson Education Strategic Management: Concepts & Cases 13th Edition Global Edition Fred David
2.
Ch 3 -2 Copyright
© 2011 Pearson Education
3.
“It is not
the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin Ch 3 -3 Copyright © 2011 Pearson Education External Assessment “Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map.” – Wayne Calloway, Former CEO, PepsiCo
4.
External Strategic Management Audit Ch
3 -4 Copyright © 2011 Pearson Education – Environmental Scanning – Industry Analysis
5.
Identify & evaluate
factors beyond the control of a single firm Increased foreign competition Population shifts Ageing society Fear of travelling Stock market volatility Ch 3 -5 Copyright © 2011 Pearson Education External Strategic Management Audit
6.
Purpose of an
External Audit Develop a finite list of opportunities that could benefit a firm threats that should be avoided Ch 3 -6 Copyright © 2011 Pearson Education External Strategic Management Audit
7.
Ch 3 -7 Copyright
© 2011 Pearson Education
8.
Gather competitive
intelligence Assimilate information Evaluate Resulting in a list of the most important key external factors Ch 3 -8 Copyright © 2011 Pearson Education External Audit
9.
Performing External Audit External Factors Measurable Long-term
Orientation Applicable to Competing Firms Hierarchical Ch 3 -9 Copyright © 2011 Pearson Education
10.
Industrial Organization (I/O) View Industry
factors are more important than internal factors Performance determined by industry forces Ch 3 -10 Copyright © 2011 Pearson Education
11.
Industry Properties Ch 3
-11 Copyright © 2011 Pearson Education Economies of Scale Barriers to Market Entry Product Differentiation The Economy Level of Competitiveness I/O Perspective Firm Performance
12.
Economic Forces Ch 3
-12 Copyright © 2011 Pearson Education GDP Trends in the dollar’s value Unemployment rates
13.
Ch 3 -13 Copyright
© 2011 Pearson Education
14.
Social, Cultural, Demographic,
and Natural Environmental Forces Ch 3 -14 Copyright © 2011 Pearson Education Major Impact – •Products •Services •Markets •Customers
15.
Social, Cultural, Demographic,
and Natural Environmental Forces US Facts Aging population Less White Widening gap between rich & poor 2025 = 18.5% population > 65 years 2075 = no ethnic or racial majority Ch 3 -15 Copyright © 2011 Pearson Education
16.
Social, Cultural, Demographic,
and Natural Environmental Forces Facts World population 7 billion World population = 8 billion by 2028 World population = 9 billion by 2054 U.S. population > 310 million Ch 3 -16 Copyright © 2011 Pearson Education
17.
Trends More
American households with people living alone Aging Americans – affects all organizations Ch 3 -17 Copyright © 2011 Pearson Education Social, Cultural, Demographic, and Natural Environmental Forces
18.
Political, Governmental, and Legal
Forces Ch 3 -18 Copyright © 2011 Pearson Education Key opportunities & threats Antitrust legislation Tax rates Lobbying activities Patent laws Government Regulation
19.
Political, Governmental, and Legal
Forces Ch 3 -19 Copyright © 2011 Pearson Education Protectionist policies Governments taking equity stakes in companies
20.
Technological Forces Ch 3
-20 Copyright © 2011 Pearson Education Major Impact – •Internet
21.
Technological Forces Ch 3
-21 Copyright © 2011 Pearson Education Significance of IT •Chief Information Officer (CIO) •Chief Technology Officer (CTO)
22.
Technological Forces Ch 3
-22 Copyright © 2011 Pearson Education Essential for nearly every strategic decision
23.
Competitive Forces Ch 3
-23 Copyright © 2011 Pearson Education Collection & evaluation of data on competitors is essential for successful strategy formulation
24.
Competitive Forces Ch 3
-24 Copyright © 2011 Pearson Education •Strengths •Weaknesses •Capabilities •Opportunities •Threats •Objectives •Strategies Identify Rival Firms’
25.
Competitive Forces Ch 3
-25 Copyright © 2011 Pearson Education Competition in virtually all industries can be described as intense
26.
Key Questions Concerning Competitors
Their strengths Their weaknesses Their objectives and strategies Their responses to external variables Their vulnerability to our alternative strategies Our vulnerability to strategic counterattack Ch 3 -26 Copyright © 2011 Pearson Education
27.
Key Questions Concerning Competitors
Our product/service positioning Entry and exit of firms in the industry Key factors for our current position in industry Sales/profit ranking of competitors over time Nature of supplier and distributor relationships The threat of substitute products/services Ch 3 -27 Copyright © 2011 Pearson Education
28.
Competitive Forces Ch 3
-28 Copyright © 2011 Pearson Education 7 characteristics of most competitive firms Market share matters Understanding what business you are in Broke or not, fix it Innovate or evaporate Acquisition is essential to growth People make a difference No substitute for quality
29.
Competitive Intelligence A
systematic and ethical process for gathering and analyzing information about the competition’s activities and general business trends to further a business’s own goals Ch 3 -29 Copyright © 2011 Pearson Education
30.
Sources of Competitive
Intelligence Ch 3 -30 Copyright © 2011 Pearson Education Internet Employees Managers Suppliers Distributors Customers Creditors Consultants Trade journals Want ads Newspaper articles Government filings Competitors
31.
Objectives of Competitive
Intelligence Provide a general understanding of industry and competitors Identify areas where competitors are vulnerable and assess impact of actions on competitors Identify potential moves that a competitor might make Ch 3 -31 Copyright © 2011 Pearson Education
32.
Market Commonality The
number and significance of markets that a firm competes in with rivals Ch 3 -32 Copyright © 2011 Pearson Education
33.
Resource Similarity Extent
to which the type and amount of a firm’s internal resources are comparable to a rival Ch 3 -33 Copyright © 2011 Pearson Education
34.
The Five-Forces Model
of Competition Ch 3 -34 Copyright © 2011 Pearson Education
35.
Steps to Determine
if an Acceptable Profit Can Be Earned 1. Identify key aspects or elements of each competitive force 2. Evaluate how strong and important each element is for the firm 3. Decide whether the collective strength of the elements is worth the firm entering or staying in the industry Ch 3 -35 Copyright © 2011 Pearson Education
36.
The Five-Forces Model
Rivalry among competing firms Most powerful of the five forces Focus on competitive advantage of strategies over other firms Ch 3 -36 Copyright © 2011 Pearson Education
37.
Conditions that Cause
High Rivalry Among Competing Firms High number of competing firms Similar size of firms competing Similar capability of firms competing Falling demand for the industry’s products Falling product/service prices in the industry Ch 3 -37 Copyright © 2011 Pearson Education
38.
Conditions that Cause
High Rivalry Among Competing Firms Consumers can switch brands easily Barriers to leaving the market are high Barriers to entering the market are low Fixed costs are high among firms competing The product is perishable Ch 3 -38 Copyright © 2011 Pearson Education
39.
Conditions that Cause
High Rivalry Among Competing Firms Rivals have excess capacity Consumer demand is falling Rivals have excess inventory Rivals sell similar products/services Mergers are common in the industry Ch 3 -39 Copyright © 2011 Pearson Education
40.
The Five-Forces Model
Potential Entry of New Competitors Barriers to entry are important Quality, pricing, and marketing can overcome barriers Ch 3 -40 Copyright © 2011 Pearson Education
41.
The Five-Forces Model
Potential development of substitute products Pressure increases when: Prices of substitutes decrease Consumers’ switching costs decrease Ch 3 -41 Copyright © 2011 Pearson Education
42.
The Five-Forces Model
Bargaining Power of Suppliers is increased when there are: Large numbers of suppliers Few substitutes Costs of switching raw materials is high Backward integration is gaining control or ownership of suppliers Ch 3 -42 Copyright © 2011 Pearson Education
43.
The Five-Forces Model Ch
3 -43 Copyright © 2011 Pearson Education Bargaining power of consumers Customers being concentrated or buying in volume affects intensity of competition Consumer power is higher where products are standard or undifferentiated
44.
Conditions Where Consumers
Gain Bargaining Power Ch 3 -44 Copyright © 2011 Pearson Education If buyers can inexpensively switch If buyers are particularly important If sellers are struggling in the face of falling consumer demand If buyers are informed about sellers’ products, prices, and costs If buyers have discretion in whether and when they purchase the product
45.
Sources of External
Information: Unpublished Sources Customer surveys Market research Speeches at professional or shareholder meetings Television programs Interviews and conversations with stakeholders Ch 3 -45 Copyright © 2011 Pearson Education
46.
Sources of External
Information: Published Sources Ch 3 -46 Copyright © 2011 Pearson Education Periodicals Journals Reports Government documents Abstracts Books Directories Newspapers Manuals
47.
Sources of External
Information: Web Sites http://marketwatch.multexinvestor.com http://moneycentral.msn.com http://finance.yahoo.com www.clearstation.com https://us.etrade.com/e/t/invest/markets www.hoovers.com Ch 3 -47 Copyright © 2011 Pearson Education
48.
Forecasting Tools and
Techniques Forecasts are educated assumptions about future trends and events Quantitative techniques – most appropriate when historical data is available and there is a constant relationship Qualitative techniques Ch 3 -48 Copyright © 2011 Pearson Education
49.
Assumptions Estimates of future
events based upon the best available information in the present Ch 3 -49 Copyright © 2011 Pearson Education
50.
Industry Analysis: The
External Factor Evaluation (EFE) Matrix Ch 3 -50 Copyright © 2011 Pearson Education Economic Social Cultural Demographic Environmental Political Governmental Technological Competitive Legal
51.
EFE Matrix Steps 1.
List key external factors 2. Weight from 0 to 1 3. Rate effectiveness of current strategies 4. Multiply weight * rating 5. Sum weighted scores Ch 3 -51 Copyright © 2011 Pearson Education
52.
Ch 3 -52 Copyright
© 2011 Pearson Education
53.
Ch 3 -53 Copyright
© 2011 Pearson Education
54.
Total weighted score
of 4.0 Organization response is outstanding to threats and weaknesses Ch 3 -54 Copyright © 2011 Pearson Education Industry Analysis EFE Total weighted score of 1.0 Firm’s strategies not capitalizing on opportunities or avoiding threats
55.
Industry Analysis: Competitive
Profile Matrix (CPM) Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions Critical success factors include internal and external issues Ch 3 -55 Copyright © 2011 Pearson Education
56.
Ch 3 -56 Copyright
© 2011 Pearson Education
57.
Industry Analysis CPM Important
– Just because one firm receives a 3.2 rating and another receives a 2.8 rating, it does not follow that the first firm is 20 percent better than the second. Ch 3 -57 Copyright © 2011 Pearson Education
58.
GROUP EXERCISE Ch 3
-58 Copyright © 2011 Pearson Education Analyse Varsity College’s External Strategic Situation Identify 10 opportunities and rank them in order of importance, 1 being most important, 10 being least important Identify 10 threats and rank them in order of importance, 1 being most important, 10 being least important Develop an EFE matrix for Varsity College Prepare a 2 minute presentation to summarise your findings
59.
FOR NEXT WEEK Ch
3 -59 Copyright © 2011 Pearson Education • Readings 5 & 6 Strategic Management Supplement for Southern Africa • Assurance of Learning exercise 3A – Group exercise • Read Business Report, www.busrep.co.za • Read CNBC, www.cnbc.com
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