Upload
opal-walters
View
213
Download
0
Embed Size (px)
Citation preview
EXTERNAL ANALYSIS
•Some cases•Societal (Macro) Environment
•Task (Micro) Environment•Porter & Freeman•Sensing & Forecasting
OPPORTUNITIES AND THREATS
•The external environment will determine, in large part, the future of the firm, at two levels1. Societal (Macroenvironment)
»S ociocultural»T echnological»E conomic»P olitical - Legal
2. Task (Microenvironment)»Competitive factors
FIRST, THE MACROENVIRONMENT
Sociocultural TechnicalDemographics New products
Attitudes Innovation
Styles Productivity
Life styles R & D
Economic Political-LegalGNP Environment
Interest rates Laws
Unemployment Anti-trust
Taxes Stability
NOW, FOR THE MICROENVIRONMENT & COMPETITIVE FACTORS
Company
Industry
Society
PORTER’S MODEL
•A firm is most affected by developments in its industry -- basic competitive forces
»Current and Projected
PORTER’S FIVE FACTORS
1. Threat of New Competitors (Long distance, cable)
2. Rivalry Among Existing Firms (Bud v. Miller)
3. Threat of Substitute Products (Air v. auto)
4. Power of Buyers (WalMart)
5. Power of Suppliers (Intel, Air to Tortola)
FREEMAN’S SIXTH FACTOR
6. Power of other industry stakeholders
–Environmentalists (SWPCC)–Communities (VT v. WalMart)–Banks (Covenants)–Unions (AAUP)–Government agencies (Regents)–More
INTELLIGENCE & FORECASTING
•Environmental Sensing– Internal System (Belasco & Stayer)–Outside Agents (D & B, CBD, databases)
–Spying and Offensive Hiring
•Dangerous Area–DeLorean’s view on GM’s forecasting–Change at an increasing rate–Drucker’s discontinuities