Professional Documents
Culture Documents
3 Evaluating a
Companys
External
Environment
LO1 Identify factors in a companys broad macroenvironment that may have strategic significance.
LO2 Become adept at recognizing the factors that cause
competition in an industry to be fierce, more or less
normal, or relatively weak.
LO3 Become adept at mapping the market positions of key
groups of industry rivals.
LO4 Learn how to determine whether an industrys outlook
presents a company with sufficiently attractive
opportunities for growth and profitability.
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FIGURE 3.1
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CORE CONCEPT
The macro-environment encompasses the broad
environmental context in which a firm is situated
and is comprised of six principal components:
political factors, economic conditions, sociocultural
forces, technological factors, environmental
factors, and legal/regulatory conditions.
PESTEL analysis can be used to assess the
strategic relevance of the six principal components
of the macro-environment: political, economic,
social, technological, environmental, and legal
forces.
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TABLE 3.1
Sociocultural
factors
Political
factors
Economic
conditions
Technological
factors
PESTAL Analysis:
Macro-Environmental
Components
Environmental
forces
Legal and
regulatory
factors
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TABLE 3.2
ECONOMIC
CHARACTERISTIC
QUESTIONS TO ANSWER
Scope of competitive
rivalry
Demand-supply
conditions
Market segmentation
Pace of technological
change
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on industry to another.
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FIGURE 3.2
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FIGURE 3.3
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attractively priced.
Whether buyers view the substitutes as comparable
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FIGURE 3.4
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FIGURE 3.5
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command.
Current industry participants are looking beyond their
current markets for growth opportunities.
When the industry is growing, offers attractive profit
opportunities, and its barriers to entry are low.
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Restrictive regulatory
policies
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TABLE 3.6
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performance.
Competitors are equal in size and capability.
Markets are slow-growing or are declining and demand is off,
resulting in no growth opportunities, excess capacity and inventory.
It has become less costly for buyers to switch brands.
The products of rival sellers have become more standardized.
Industry conditions tempt competitors to use price cuts or other
competitive weapons to boost unit volume.
Competitors have become dissatisfied with their market position.
Strong outside firms acquire weak firms in the industry and launch
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FIGURE 3.7
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Industry Rivalry
Cutthroat
(Brutal)
Fierce
(Strong)
Moderate
(Normal)
Weak
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positions
There are no good substitutes
High entry barriers deter entry of new competitors
Internal rivalry is producing only moderate competitive
pressure
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positions.
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CORE CONCEPT
Driving forces are the major underlying causes of
change in industry and competitive conditions.
Some driving forces originate in the outer ring of
the companys macro-environment but most
originate in the companys more immediate
industry and competitive environment.
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TABLE 3.2
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A Strategic Group
Is a cluster of industry rivals that have similar
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CORE CONCEPT
Strategic group mapping is a technique for
displaying the different market or competitive
positions that rival firms occupy in the industry.
A strategic group is a cluster of industry rivals
that have similar competitive approaches and
market positions.
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Concepts &
Connections 3.1
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the firms situation, and their past actions and leadership styles.
Identifying trends in the timing of product launches or new
marketing promotions.
Determining which rivals badly need to increase unit sales and
market share.
Considering which rivals have a strong incentive, along with the
resources, to make major strategic changes.
Knowing which rivals are likely to enter new geographic markets.
Deciding which rivals are strong candidates to expand their
product offerings and enter new product segments.
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Concepts &
Connections 3.2
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CORE CONCEPT
Key success factors are the strategy elements,
product attributes, competitive capabilities, or
intangible assets with the greatest impact on
future success in the marketplace.
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TABLE 3.4
Technologyrelated KSFs
Manufacturingrelated KSFs
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TABLE 3.4
Distributionrelated KSFs
Marketingrelated KSFs
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TABLE 3.4
Skills-and
capabilityrelated KSFs
Other types
of KSFs
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Examples of Industry
Key Success Factors
Expertise in a particular technology
Scale economies
Experience curve benefits
High capacity utilization
Strong network of wholesale distributors
Brand building skills
Convenient retail locations
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factors
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