林奇《战略管理》(英文版第7版)教学课件-pp03.pptxVIP

Part 2Strategic analysis andpurposeChapter 3Analysing the strategicenvironment How do we analyse the strategic environment? Analysing the main elements of the environmentEnvironmentResourcesPurposeOptionsOptionsOptionsChoiceImplementThis session Analysing the strategic environment - 1 The nine basic analytical toolsCompany or public sector organisationEnvironment basicsDegree of turbulencePESTEL analysisIndustry life cycleKey factors for successFive Forces analysisFour Links analysisCompetitor analysisCustomer analysisSee: Lynch, Chapter 3 Analysing the strategic environment - 2Useful to take the tools in the following sequence:General evaluation: market size, growth and shareDegree of turbulenceFactors affecting many industries: PESTEL analysisGrowth: Life cycle analysisFactors specific to the industry: Key factors for successFactors specific to competition: Five Forces analysisFactors specific to co-operation: Four Links analysisFactors specific to immediate competitorsCustomer analysis: demand, segmentation and positioning Step 1: General evaluationMarket sizeMarket definition – what products/services do we include?Is the market big or small?Implications for business opportunity?Market growthGrowing fast or slow?Attractive opportunity or really mature?Market shareDominant company? Or fragmented market?See: Lynch Ch 3, Section 3.2 Step 2: Measure the degree of turbulenceChangeability: the degree to which the environment is likely to changePredictability: the degree to which such changes can be predictedWhen both factors are high, essential to use emergent processesTurbulence levelLowHighSee: Lynch, Ch 3, Section 3.3 Step 3: Factors influencing many industries PESTEL AnalysisConsider the general environment surrounding many businesses under six main headings:PoliticalEconomicSociological TechnologicalEnvironmentalLegalKey point: PESTEL is not a ‘formula’, just a useful checklist – it is wise to be selectiveSee: Lynch Ch 3, Section 3.4 Step 4: Growth and Life Cycle