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Strategy Chapter 3 - External - Analysis
Strategy Chapter 3 - External - Analysis
EXTERNAL
ENVIRONMENT
ANALYSIS
Kenichi Ohmae
“Quote”
Strategic Management Model
Feedback/Learning
Definition
Monitoring and interpreting sweep of social,
political, economic, ecological, and technological
events to spot budding trends that could
eventually impact industry
Purpose
Raise consciousness of managers about potential
developments that could
Have important impact on industry conditions
Pose new opportunities and threats
Focuses on two considerations
PESTE (STEEP): vĩ mô , luât pháp chính trị , văn hóa xã hội, công nghệ và môi trường
0
MACROENVIRONMENT
The Economy
at Large
Suppliers Substitutes
COMPANY
Rival
Buyers
Firms
New
Entrants
IMMEDIATE INDUSTRY
AND COMPETITIVE
ENVIRONMENT
xu hướng xh, quy mô thị GDP, GNP
trường, nhân khẩu
Changes in long-term industry growth rate
Product innovation
Marketing innovation
2. Assess impact
◦ What difference will the
forces make (favorable?
unfavorable?)
Scanning the External Environment
Market
Analysis
Customer Competitor
Analysis Analysis
Supplier
Analysis
Selection of
Interest Group Strategic Factors Governmental
Analysis Analysis
• Opportunities
• Threats
Rivalry
Suppliers
Among
of Key Buyers
Competing
Inputs
Sellers
Potential
New
Entrants
Assess strength of each competitive force (Strong?
Moderate? Weak? )
◦ Rivalry among competitors
◦ Substitute products
◦ Potential entry
◦ Bargaining power of suppliers
◦ Bargaining power of buyers
Industry Matrix
1 2 3 4 5 6
Total 1.00
Synthesis of External Factors
To summarize the external factors into generally accepted categories of opportunities and threats
the so called EFAS table can be established.
External Factors Analysis Summary (EFAS): Maytag Corporation
Threats
Total Score