1 The External Assessment Overview of Strategic Management What is SM? Different Stages of SM Integrating Intuition and Analysis Adapting to Change Key Terms in SM Competitive Advantage Strategists Vision and Mission statements External Threats and Opportunities Internal Strengths and Weaknesses Long Term Objectives Strategies Annual Objectives Policies SM Model Benefits of SM Business Ethics and SM Importance of Vision and Mission statements
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1
The External Assessment
Overview of Strategic Management
� What is SM?
� Different Stages of SM
� Integrating Intuition and Analysis
� Adapting to Change
� Key Terms in SM
� Competitive Advantage
� Strategists
� Vision and Mission statements
� External Threats and Opportunities
� Internal Strengths and Weaknesses
� Long Term Objectives
� Strategies
� Annual Objectives
� Policies
� SM Model
� Benefits of SM
� Business Ethics and SM
� Importance of Vision and Mission statements
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ExternalAudit
InternalAudit
Long-TermObjectives
Generate,Evaluate,
SelectStrategies
ImplementStrategies:
Mgmt Issues
ImplementStrategies:Marketing,Fin/Acct,R&D, CIS
Measure &Evaluate
PerformanceVision
&Mission
Comprehensive strategic management model
Agenda
� Nature of an external audit
� Key external Forces
� Process of performing an external audit
� The industrial organization view
� Economic Forces
� Russia’s economy
� Social, Cultural, Demographic and environmental Forces
� Political, Governmental and Legal Forces
� Technological Forces
� Competitive Forces
� Competitive Intelligence
� Cooperation among competitors
� Market Commonality and Resource Similarity
� Competitive Analysis: Porter’s Five Forces Model
� Sources of External Information
� Forecasting Tools and Techniques
� Industry Analysis – External Factor Evaluation (EFE Matrix)
� The Competitive Profile Matrix (CPM)
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Module Outline
The Nature of the External Audit
The Industrial Organization (I/O) View
Social, Cultural, Demographic &
Environmental Forces
Module Outline (cont’d)
Political, Governmental, and Legal Forces
Technological Forces
Competitive Forces
4
Module Outline (cont’d)
Porter’s Five-Forces Model
Sources of External Information
Forecasting Tools & Techniques
Module Outline (cont’d)
Global Challenge
The External Factor Evaluation (EFE) Matrix
Competitive Profile Matrix (CPM)
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It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. –Charles Darwin
External Assessment
Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map. –Wayne Calloway, Former CEO, PepsiCo
External Strategic Management Audit
-- Environmental Scanning
-- Industry Analysis
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Identify & Evaluate factors beyond the control of a single firm
� Increased foreign competition
� Population shifts
� Aging society
� Fear of traveling
� Stock market volatility
External Strategic Management Audit
Purpose of External Audit
� Identify
� Opportunities
� Threats
External Strategic Management Audit
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Purpose of External audit
� To develop a finite list of opportunities that could benefit a firm
� Threats that could be avoided
� External audit is aimed at identifying key variables that offer actionable responses
� Firms should be able to respond offensively or defensively to the factors by formulating strategies that take advantage of external opportunities or minimize threats
Industry Analysis: The External Factor Evaluation (EFE) Matrix
CompetitivePoliticalCultural
TechnologicalEnvironmentalSocial
GovernmentalDemographicEconomic
Summarize & Evaluate
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Total weighted score of 4.0� Organization response is outstanding to threats
and weaknesses
Industry Analysis EFE
Total weighted score of 1.0� Firm’s strategies not capitalizing on opportunities
or avoiding threats
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Industry Analysis EFE
Understanding the factors used in the EFE Matrix is more important than the actual weights and ratings assigned.
Important --
Industry Analysis: Competitive Profile Matrix (CPM)
Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions
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Gateway Apple Dell
CSF’s Wt Rating Wt’d
Score
Rating Wt’d
Score
Rating Wt’d
Score
Market share 0.15 3 0.45 2 0.30 4 0.60
Inventory sys 0.08 2 0.16 2 0.16 4 0.32
Fin position 0.10 2 0.20 3 0.30 3 0.30
Prod. Quality 0.08 3 0.24 4 0.32 3 0.24
Cons. Loyalty 0.02 3 0.06 3 0.06 4 0.08
Sales Distr 0.10 3 0.30 2 0.20 3 0.30
Global Exp. 0.15 3 0.45 2 0.30 4 0.60
Org. Structure 0.05 3 0.15 3 0.15 3 0.15
Gateway Apple Dell
CSF’s (cont’d) Wt Rating Wt’d
Score
Rating Wt’d
Score
Rating Wt’d
Score
Prod. Capacity 0.04 3 0.12 3 0.12 3 0.12
E-commerce 0.10 3 0.30 3 0.30 3 0.30
Customer Serv 0.10 3 0.30 2 0.20 4 0.40
Price competitive
0.02 4 0.08 1 0.02 3 0.06
Mgt. experience 0.01 2 0.02 4 0.04 2 0.02
Total 1.00 2.83 2.47 3.49
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Industry Analysis CPM
Just because one firm receives a 3.2 rating and another receives a 2.8 rating, it does not follow that the first firm is 20 percent better than the second.
Important --
To Summarize
� Nature of an external audit
� Key external Forces
� Process of performing an external audit
� The industrial organization view
� Economic Forces
� Russia’s economy
� Social, Cultural, Demographic and environmental Forces
� Political, Governmental and Legal Forces
� Technological Forces
� Competitive Forces
� Competitive Intelligence
� Cooperation among competitors
� Market Commonality and Resource Similarity
� Competitive Analysis: Porter’s Five Forces Model
� Sources of External Information
� Forecasting Tools and Techniques
� Industry Analysis – External Factor Evaluation (EFE Matrix)