战略管理SM David 3-52.pptVIP

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin Identify Evaluate factors beyond the control of a single firm Increased foreign competition Population shifts Information technology Outline of Chap.3 Chapter Outline (cont’d) 3.1 The Nature of the External Audit 3.1.1 Key External Forces 3.1.2 The Process of Performing an External Audit  3.3 n Forces 3.3.1 Economic Forces Trends in the dollar’s value European Union Layoffs Economic standard of living States with the Highest Percentage of Minorities Nevada Arizona Georgia Florida Idaho North Carolina Colorado Social, Cultural, Demographic, and Environmental Forces Trends More American households with people living alone Aging Americans – affects all organizations Population shift to the south and west Decimation and degradation of the natural environment 3.4 Sources of External Information  Forecasting Tools Techniques3.4.1 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 elements is worth the firm entering or staying in the industry Conditions Where Consumers GainBargaining Power If they can inexpensively switch If they are particularly important If sellers are struggling in the face of falling consumer demand If they are informed about sellers’ products, prices, and costs If they have discretion in whether and when they purchase the product 3.4.2 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 Total weighted score of 4.0 Organization response is out