Professional Documents
Culture Documents
● General
● Industry
● Competitor
● General Environment
MACRO Dimensions in the broader society that influence
an industry and the firms within it
● Industry Environment
Set of factors that directly influences a firm and its
competitive actions and response
● Competitor Environment
MICRO Focuses on each company against which a firm
directly competes
THE EXTERNAL ENVIRONMENT
FIGURE 2.1
The External
Environment
OPENING CASE
BRITISH PETROLEUM (BP)
External environment affects a firm’s strategic
actions
●BP seeks to expand its oil reserves after the
Deepwater Horizon oil and gas drilling platform disaster
in the Gulf of Mexico by forming joint ventures in
Russia with Rosneft Corporation and in India with
Reliance Industries.
●BP’s strategic actions are also affected by conditions in
other segments of its general environment: e.g., the
political/legal, social/cultural, and physical environment
segments.
THE EXTERNAL ENVIRONMENT
EXTERNAL
ENVIRONMENT
IN G
UNDERSTANDING
TCH
INTERNAL
ENVIRONMENT
MA
KNOWLEDGE
Demographic Segment
• Population size
• Age structure
• Geographic distribution
• Ethnic mix
• Income distribution
THE EXTERNAL ENVIRONMENT
GENERAL SEGMENTS AND ELEMENTS
Political/Legal Segment
• Antitrust laws
• Taxation laws
• Deregulation philosophies
• Labor training laws
• Educational philosophies and policies
THE EXTERNAL ENVIRONMENT
GENERAL SEGMENTS AND ELEMENTS
Technological Segment
• Product innovations • Applications of knowledge
• New communication • Focus of private and
technologies government-supported R&D
expenditures
THE EXTERNAL ENVIRONMENT
GENERAL SEGMENTS AND ELEMENTS
Global Segment
• Important political events
• Critical global markets
• Newly industrialized countries
• Different cultural and institutional attributes
THE EXTERNAL ENVIRONMENT
GENERAL SEGMENTS AND ELEMENTS
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EXTERNAL ENVIRONMENTAL ANALYSIS
Scanning often
Scanning: the study of reveals ambiguous, Many firms use
all segments in the incomplete, or special software to
general environment; unconnected data and reduce the trade-off
through scanning, information. between an important
firms identify early Environmental missed event and
signals of potential scanning is false alarm rates. Also,
changes in the general challenging but the Internet provides
environment and critically important for significant
detect changes that firms, especially those opportunities for
are already underway competing in highly scanning.
volatile environment.
EXTERNAL ENVIRONMENTAL ANALYSIS:
MONITORING
Effective monitoring
Monitoring: analysts requires the firm to Scanning and
observe MEANINGFUL identify important
monitoring are
environmental stakeholders and particularly important
changes to see if an understand its when a firm competes
important trend is reputation among in an industry with
emerging from among these stakeholders as high technological
those spotted through the foundation for uncertainty.
scanning serving their unique
needs.
EXTERNAL ENVIRONMENTAL ANALYSIS:
FORECASTING
Forecasting: feasibility
projections developed
for what might Technology trends are
happen, and how continually driving During an economic
product life cycles
quickly, as a result of shorter, which makes downturn, forecasting
the changes and forecasting demand becomes more
trends detected for new technological difficult and more
through scanning and important.
monitoring, both of products that much
more challenging.
which focus on events
at a point in time
EXTERNAL ENVIRONMENTAL ANALYSIS:
ASSESSING
FIGURE 2.2
ECONOMIES OF SCALE
● Marginal improvements in efficiency that a
firm experiences as it incrementally increases
its size
● Economies of scale can be developed in most
business functions, such as marketing,
manufacturing, research and development,
and purchasing
INDUSTRY ENVIRONMENT ANALYSIS
PRODUCT DIFFERENTIATION
● Unique products
● Customer loyalty
● New entrants frequently offer products at
lower prices
INDUSTRY ENVIRONMENT ANALYSIS
CAPITAL REQUIREMENTS
● Differ according to industry
● Availability of capital
● Physical facilities/Inventories/Marketing
activities
● Knowledge requirements
INDUSTRY ENVIRONMENT ANALYSIS
SWITCHING COSTS
One-time costs customers incur when they buy
from a different supplier
■ New equipment
■ Retraining employees
■ Psychological costs of ending a
supplier relationship
INDUSTRY ENVIRONMENT ANALYSIS
GOVERNMENT POLICY
● Licensing and permit requirements
● Regulation/Deregulation of industries
● Antitrust violations resulting from
industry dominance
INDUSTRY ENVIRONMENT ANALYSIS
EXPECTED RETALIATION
Vigorous retaliation can be expected when the existing firm has
a major stake in the industry.
■ It has fixed assets with few, if any, alternative uses
■ It has substantial resources
■ When industry growth is slow or constrained
● Locating market niches not being served by incumbents
allows the new entrant to avoid entry barriers
● Small entrepreneurial firms are generally best suited for
identifying and serving neglected market segments
INDUSTRY ENVIRONMENT ANALYSIS
FUNCTION OF A SUBSTITUTE
● Places a ceiling on prices firms can charge
INDUSTRY RIVALRY
● Competitors are rarely homogeneous; they differ in resources
and capabilities and seek to differentiate themselves from
competitors
● Firms seek to differentiate their products in ways that
customers value and in which the firms have a competitive
advantage
● Common rivalry dimensions:
■ Price
■ Service after the sale
■ Innovation
INDUSTRY ENVIRONMENT ANALYSIS
EXIT BARRIERS
High exit barriers prevent competitors from
leaving the industry
EXAMPLES
■ Specialized assets: assets with values linked to
a particular business
■ Fixed costs of exit: such as labor agreements
INDUSTRY ENVIRONMENT ANALYSIS
Moderate rivalry
among competitors HIGH PROFIT POTENTIAL
INDUSTRY ENVIRONMENT ANALYSIS:
STRATEGIC GROUPS
STRATEGIC DIMENSIONS
● Extent of technological leadership
● Product quality
● Pricing policies
● Distribution channels
● Customer service
INDUSTRY ENVIRONMENT ANALYSIS:
STRATEGIC GROUPS
IMPLICATIONS
■ Firms within a strategic group are direct competitors
(offer similar products), thus rivalry can be intense; the
greater the rivalry the greater the threat to each firm’s
profitability
FIGURE 2.3
Competitor
Analysis
Components
COMPETITOR ANALYSIS:
COMPLEMENTORS
Complementors: The network of companies that sell complementary
products or services or are compatible with the focal firm’s own product or service.
Complementors expand the set of competitors that firms must evaluate when
completing a competitor analysis
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