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Copyright 2005 Prentice Hall Chapter 3 The External Assessment Strategic Management: Concepts Cases 11th Edition Fred David Chapter Outline Chapter Outline (cont’d) Chapter Outline (cont’d) Chapter Outline (cont’d) It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. –Charles Darwin -- Environmental Scanning -- Industry Analysis Identify Evaluate factors beyond the control of a single firm Increased foreign competition Population shifts Aging society Fear of traveling Stock market volatility Purpose of External Audit Identify Opportunities Threats Gather competitive intelligence – Social Cultural Demographic Environmental Governmental Legal Technological -- Key Factors Vary over time Vary by industry Research Findings “Approximately 20% of a firm’s profitability can be explained by the industry, whereas 36% of the variance in profitability is attributed to the firm’s internal factors” Economic Forces Economic Forces Trends in the dollar’s value European Union Layoffs Economic standard of living Economic Standard of Living Russia’s Economy Political bureaucracy Illegal actions by officialsand policemen State-run gas; monopolypurchase of newspaper Foreign direct investment Social, Cultural, Demographic Environmental Forces Trends More American households with people living alone By 2021 Hispanics will be largest minority group Aging Americans – affects all organizations Population shift to the south and west Less interested in fitness and exercise Decimation and degradation of the natural environment U.S. – Mexico Border North America’s fastestgrowing region 1,500 maquiladoras No longer largestexporter to U.S. The Five-Forces Model of Competition Steps to Determine if an Acceptable Profit Can be Earned Identify key aspects or elements of each competitive force Evaluate how strong and important each element is for the firm Decide whether the collective strength of the ele
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