戴维-战略管理(第17版)全套英文教辅教学课件david--sm17-03

1、Strategic Management Concepts: A Competitive Advantage Approach, Concepts and CasesSeventeenth EditionChapter 3The External AssessmentCopyright 2020, 2017, 2015 Pearson Education, Inc. All Rights ReservedStrategic Management Concepts:Learning Objectives (1 of 2)3.1 Describe the nature and purpose of

2、 an external assessment in formulating strategies.3.2 Identify and discuss 10 external forces that impact organizations.3.3 Explain Porters Five-Forces Model and its relevance in formulating strategies.Learning Objectives (1 of 2)3.Learning Objectives (2 of 2) 3.4 Describe key sources of information

3、 for identifying opportunities and threats.3.5 Discuss forecasting tools and techniques.3.6 Explain how to develop and use an External Factor Evaluation (E F E) Matrix.3.7 Explain how to develop and use a Competitive Profile Matrix (CPM).Learning Objectives (2 of 2) 3Figure 3.1 A Comprehensive Strat

4、egic-Management ModelSource: Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no. 1 (February 1989): 91. See also Anik Ratnaningsih, Nadjadji Anwar, Patdono Suwignjo, and Putu Artama Wiguna, “Balance Scorecard of Davids Strategic Modeling at Industrial Business for Nation

5、al Construction Contractor of Indonesia,” Journal of Mathematics and Technology, no. 4 (October 2010): 20.Figure 3.1 A Comprehensive StrExternal AuditExternal auditfocuses on identifying and evaluating trends and events beyond the control of a single firmreveals key opportunities and threats confron

6、ting an organization so that managers can formulate strategies to take advantage of the opportunities and avoid or reduce the impact of threatsExternal AuditExternal auditThe Purpose of an External AuditThe external audit is aimed at identifying key variables that offer actionable responsesFirms sho

7、uld be able to respond either offensively or defensively to the factors by formulating strategies that take advantage of external opportunities or that minimize the impact of potential threats.The Purpose of an External AudKey External ForcesExternal forces can be divided into five broad categories:

8、 economic forcessocial, cultural, demographic, and environmental (SCDE) forcespolitical, governmental, and legal forcestechnological forcescompetitive forcesKey External ForcesExternal foFigure 3.2 Relationships Between Key External Forces and an OrganizationFigure 3.2 Relationships BetweThe AQCD Te

9、stWhen identifying and prioritizing key external factors in strategic planning, the following 4 factors are important:ActionableQuantitativeComparativeDivisionalThe AQCD is a measure of the quality of an external factor.The AQCD TestWhen identifying Economic Forces (1 of 2)Shift to service economyAv

10、ailability of creditLevel of disposable incomePropensity of people to spendInterest ratesInflation ratesG D P trendsConsumption patternsUnemployment trendsValue of the dollar Economic Forces (1 of 2)Shift Economic Forces (2 of 2)Import/Export factorsDemand shifts for different goods and servicesInco

11、me differences by region and consumer groupPrice fluctuationsForeign countries economic conditionsMonetary and Fiscal policyStock market trendsTax rate variation by country and stateEuropean Economic Community (E E C) policiesOrganization of Petroleum Exporting Countries (O P E C) policiesEconomic F

12、orces (2 of 2)ImportSocial, Cultural, Demographic, and Environmental (SCDE) ForcesSCDE forces impact strategic decisions on virtually all products, services, markets, and customers.These forces are shaping the way people live, work, produce, and consume.Social, Cultural, Demographic,Key SCDE Variabl

13、es (1 of 3)Population changes by race, age, and geographic areaRegional changes in tastes and preferencesNumber of marriagesNumber of divorcesNumber of birthsNumber of deathsImmigration and emigration ratesSocial Security programsKey SCDE Variables (1 of 3)PopKey SCDE Variables (2 of 3)Life expectan

14、cy ratesPer capita incomeSocial media pervasivenessAttitudes toward retirementEnergy conservationAttitudes toward product qualityAttitudes toward customer servicePollution controlKey SCDE Variables (2 of 3)LifKey SCDE Variables (3 of 3)Attitudes toward foreign peoplesEnergy conservationSocial progra

15、msNumber of churchesNumber of church membersSocial responsibility issuesKey SCDE Variables (3 of 3)AttPolitical, Governmental, and Legal ForcesLocal, state, and federal laws, as well as regulatory agencies and special-interest groups, can have a major impact on the strategies of small, large, for-pr

16、ofit, and nonprofit organizations.Political, Governmental, and LPolitical, Government, and Legal Variables (1 of 2)Natural environmental regulationsProtectionist actions by countriesChanges in patent lawsEqual employment opportunity lawsLevel of defense expendituresUnionization trendsAntitrust legis

17、lationPolitical, Government, and LegPolitical, Government, and Legal Variables (2 of 2)U S A versus other country relationshipsPolitical conditions in countriesGlobal price of oil changesLocal, state, and federal lawsImport-export regulationsTariffs, particularly on steel and aluminumLocal, state, a

18、nd national electionsPolitical, Government, and LegTechnological Forces (1 of 3)New technologies such as:the Internet of Things3D printingthe cloudmobile devicesbiotechanalyticsautotechTechnological Forces (1 of 3)NTechnological Forces (2 of 3)robotics andartificial intelligenceare fueling innovatio

19、n in many industries, and impacting strategic-planning decisions.Technological Forces (2 of 3)rTechnological Forces (3 of 3)Many firms now have a Chief Information Officer (C I O) and a Chief Technology Officer (C T O) who work together to ensure that information needed to formulate, implement, and

20、evaluate strategies is available where and when it is neededTechnological Forces (3 of 3)MCompetitive ForcesAn important part of an external audit is identifying rival firms and determining their strengths, weaknesses, capabilities, opportunities, threats, objectives, and strategiesCompetitive Force

21、sAn importantObtaining Competitive Intelligence (1 of 2)Legal and ethical ways to obtain competitive intelligence:Reverse-engineer rival firms products.Use surveys and interviews of customers, suppliers, and distributors of rival firms.Analyze rival firms Form 10-K.Conduct fly-over and drive-by visi

22、ts to rival firm operations.Search online databases.Contact government agencies for public information about rival firms.Obtaining Competitive IntelligObtaining Competitive Intelligence (2 of 2)Monitor relevant trade publications, magazines, and newspapers.Purchase social-media data about customers

23、of all firms in the industry.Hire top executives from rival firms.Obtaining Competitive IntelligKey Questions About Competitors (1 of 3)What are the strengths and weaknesses of our major competitors?What products and services do we offer that are unique in the industry?What are the objectives and st

24、rategies of our major competitors?How will our major competitors most likely respond to current economic, SCDE, political, governmental, legal, technological, and competitive trends affecting our industry?Key Questions About CompetitorKey Questions About Competitors (2 of 3)How vulnerable are the ma

25、jor competitors to our new strategies, products, and services?How vulnerable is our firm to successful counterattack by our major competitors?How does our firm compare to rivals in mastering the social-media conversation in this industry?To what extent are new firms entering and old firms leaving th

26、is industry?What key factors have resulted in our present competitive position in this industry? Key Questions About CompetitorKey Questions About Competitors (3 of 3)How are supplier and distributor relationships changing in this industry?Key Questions About CompetitorCompetitive Intelligence Progr

27、amsCompetitive intelligence (CI)a systematic and ethical process for gathering and analyzing information about the competitions activities and general business trends to further a businesss own goalsCompetitive Intelligence ProgrFigure 3.3 The Five-Forces Model of Competition (1 of 2)Figure 3.3 The

28、Five-Forces ModThe Five-Forces Model of Competition (2 of 2)Identify key aspects or elements of each competitive force that impact the firm.Evaluate how strong and important each element is for the firm.Decide whether the collective strength of the elements is worth the firm entering or staying in t

29、he industry.The Five-Forces Model of CompeThe Five-Forces Model (1 of 6)Rivalry among competing firmsMost powerful of the five forcesFocus on competitive advantage of strategies over other firmsThe Five-Forces Model (1 of 6)Table 3.5 The Five-Forces Model1.When the number of competing firms is high2

30、.When competing firms are of similar size3.When competing firms have similar capabilities4.When demand for the industrys products is changing rapidly5.When price cuts are common in the industry6.When consumers can switch brands easily7.When barriers to leaving the market are high8.When barriers to e

31、ntering the market are low9.When fixed costs are high among competing firms10.When products are perishable or have short product life cyclesConditions That Cause High Rivalry Among Competing FirmsTable 3.5 The Five-Forces ModeThe Five-Forces Model (3 of 6)Potential Entry of New CompetitorsBarriers t

32、o entry are importantQuality, pricing, and marketing can overcome barriersThe Five-Forces Model (3 of 6)Barriers to Entry (1 of 2)Need to gain economies of scale quicklyNeed to gain technology and specialized know-howLack of experienceStrong customer loyaltyStrong brand preferencesLarge capital requ

33、irementsLack of adequate distribution channelsBarriers to Entry (1 of 2)NeedBarriers to Entry (2 of 2)Government regulatory policiesTariffsLack of access to raw materialsPossession of patentsUndesirable locationsCounterattack by entrenched firmsPotential saturation of the marketBarriers to Entry (2

34、of 2)GoveThe Five-Forces Model (4 of 6)Potential development of substitute productsPressure increases when:Prices of substitutes decreaseConsumers switching costs decreaseThe Five-Forces Model (4 of 6)The Five-Forces Model (5 of 6)Bargaining Power of Suppliers is increased when (there are):Few suppl

35、iersFew substitutesCosts of switching raw materials is highBackward integration is gaining control or ownership of suppliersThe Five-Forces Model (5 of 6)The Five-Forces Model (6 of 6)Bargaining power of consumersCustomers being concentrated or buying in volume affects intensity of competitionConsum

36、er power is higher where products are standard or undifferentiatedThe Five-Forces Model (6 of 6)Conditions Where Consumers Gain Bargaining PowerIf buyers can inexpensively switchIf buyers are particularly importantIf sellers are struggling in the face of falling consumer demandIf buyers are informed

37、 about sellers products, prices, and costsIf buyers have discretion in whether and when they purchase the productConditions Where Consumers GaiSources of External Information (1 of 2)Unpublished sources include customer surveys, market research, speeches at professional and shareholders meetings, te

38、levision programs, interviews, and conversations with stakeholders.Published sources of strategic information include periodicals, journals, reports, government documents, abstracts, books, directories, newspapers, and manuals.Sources of External InformatioSources of External Information (2 of 2)IBI

39、SWorldLexis-Nexis AcademicLexis-Nexis Company DossierMergent OnlinePrivCoRegional Business NewsS&P NetAdvantageValue Line Investment SurveyU.S. Securities and Exchanges CommissionCompany Annual Reports On-Line (CAROL)Sources of External InformatioForecasting Tools and TechniquesForecasts educated as

40、sumptions about future trends and eventsno forecast is perfectForecasting Tools and TechniquMaking AssumptionsAssumptionsBest present estimates of the impact of major external factors, over which the manager has little if any control, but which may exert a significant impact on performance or the ab

41、ility to achieve desired results.Making AssumptionsAssumptionsIndustry Analysis: The External Factor Evaluation (E F E) MatrixSummarize and evaluate these factors:SocialCulturalDemographicEconomicEnvironmentalPoliticalGovernmentalLegalTechnologicalCompetitiveIndustry Analysis: The ExternaE F E Matri

42、x StepsList 20 key external factorsWeight from 0.0 to 1.0Rate the effectiveness of current strategies from 1-4Multiply weight * ratingSum weighted scoresE F E Matrix StepsList 20 key Table 3.8 E F E Matrix for a Local 10-Theater Cinema Complex (1 of 2)Key External FactorsWeightRatingWeighted ScoreOp

43、portunities1. Two new neighborhoods developing within 3 miles0.0910.092. TDB University is expanding 6% annually0.0840.323. Major competitor across town recently closed0.0830.244. Demand for going to cinemas growing 10%0.0720.145. Disposable income among citizens up 5% in prior year0.0630.156. Rowan County is growing 8% annually in population0.0530.157. Unemployment rate in county declined to 3.1%0.0320.06Table 3.8 E F E Matrix for a LTable 3.8 E F E Matrix for a Local 10-Theater Ci