Professional Documents
Culture Documents
External
Assessment
Chapter Three
Copyright 2017 Pearson Educa9on, Inc.
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Learning Objectives
1. Describe the nature and purpose of an external
assessment in formulating strategies.
2. Identify and discuss 10 external forces that
must be examined in formulating strategies:
economic, social, cultural, demographic,
environmental, political, governmental, legal,
technological, and competitive.
3. Explain Porters Five Forces Model and its
relevance in formulating strategies.
Copyright 2017 Pearson Educa9on, Inc.
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External Audit
vExternal audit
vfocuses on identifying and evaluating trends
and events beyond the control of a single firm
vreveals key opportunities and threats
confronting an organization so that managers
can formulate strategies to take advantage of
the opportunities and avoid or reduce the
impact of threats
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Economic Forces
v ShiE to service economy
v Availability of credit
v Level of disposable income
v Propensity of people to spend
v Interest rates
v Ina9on rates
v GDP trends
v Consump9on paPerns
v Unemployment trends
v Value of the dollar
v Import/Export factors
v Demand shiEs for dierent
goods and services
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Technological Forces
New technologies such as:
vthe Internet of Things
v3D printing
vthe cloud
vmobile devices
vbiotech
vanalytics
vautotech
vrobotics and
vartificial intelligence
are fueling innovation in many industries, and impacting
strategic-planning decisions.
Copyright 2017 Pearson Educa9on, Inc.
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Technological Forces
vMany firms now have a Chief Information
Officer (CIO) and a Chief Technology
Officer (CTO) who work together to
ensure that information needed to
formulate, implement, and evaluate
strategies is available where and when it is
needed
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3.
4.
5.
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Competitive Forces
vAn important part of an external audit is
identifying rival firms and determining their
strengths, weaknesses, capabilities,
opportunities, threats, objectives, and
strategies
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Competitive Forces
Characteristics of the most competitive
companies:
1.
2.
3.
4.
5.
6.
7.
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Barriers to Entry
vNeed to gain economies of scale quickly
vNeed to gain technology and specialized knowhow
vLack of experience
vStrong customer loyalty
vStrong brand preferences
vLarge capital requirements
vLack of adequate distribution channels
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Barriers to Entry
vGovernment regulatory policies
vTariffs
vLack of access to raw materials
vPossession of patents
vUndesirable locations
vCounterattack by entrenched firms
vPotential saturation of the market
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Making Assumptions
vAssumptions
vBest 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 ability to achieve
desired results.
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Business Analytics
vUsing software to mine huge
volumes of data
vHelps executives make decisions
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An Example Competitive
Profile Matrix
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