CHAPTER 8

ENVIRONMENTAL
SCANNING

BUCOL, NINO JAN

NAHIAL, AIZA BERNADETTE
THE TASKS TO BE DONE
01 ENVIRONMENTAL SCANNING

02 SETTING VISION AND MISSION STATEMENT

03 SETTING STRATEGIC OBJECTIVES

04 CRAFTING STRATEGIES

05 IMPLEMENTING/EXECUTING STRATEGIES

06 PERFORMANCE EVALUATION AND REVISIONS

 THE NATURE OF
ENVIRONMENTAL SCANNING
covers a broader
context as it involves
evaluating, monitoring,
a process that takes and dissemination of
into account both information from the
external and internal It covers social, political, external and internal
environment. cultural, legal, environments to key
economic, people within the
technological, and corporation
geopolitical
considerations
THE MACRO
ENVIROMENT
refers to all forms of direct/indirect factors
of overall environmental conditions at large
considered external or outside the business
organization.
 THE MACRO ENVIROMENT
S W O T

STRENGTH WEAKNESS OPPORTUNITIES THREATS

something a firm does something a firm lacks, situations where there usually come in the
well or a characteristic does poorly, or a are potentials from form of internal and
that enhances its condition placing it at a developing into external factors that
competitiveness disadvantage products or services ot may put the firm in
other business uncompromising
opportunities situation.
 EXAMPLE OF SITUATIONS WHICH CAN
POSE SWOT TO BUSINESS IN GENERAL:

S W O T

STRENGTH WEAKNESS OPPORTUNITIES THREATS

a. valuable competencies a. defeciencies in a. capability for a. emegence of
b. valuable physical, expertise/competencies expansion in geographic cheaper/better
human, organizational, and b. lack of important areas or product line technologies
intangible assets physical, organizational, b. rise in interest rate
c. important competitive or intangible assets c. advese shifts in foreign
capabilities c. missing capabilities in exchange rates
key areas
RELEVANCE
OF SWOT IN
STRATEGIC
MANAGEMENT
MICRO
ENVIROMENT
The micro environment refers
to the internal environment or
the environment within the
business organization itself

CUSTOMERS
 CORE COMPENTENCY
Refers to a well-performed
internal acitvity that is central
(not peripheral or incindenta) to
a company’s competitiveness
and profitability.
ORGANIZATIONAL
DISTINCTIVE COMPETENCIES
COMPENTENCIES Forming part of the major
asset comsidered to be
Competitively valuable activity
internal to the business
that a company perfroms better
than its rivals.
TYPES OF CORE COMPETENCIES
A. Expertise in building networks and systems to enable e-Commerce;
B. Speeding new/next-generation products to market;
C. Better after-sale service capability;
D. Skills in manufacturing a high quality product;
E. Innovativeness in developing popular product features;
F. Speed/agility in responding to new market trends;
G. System to fill customer orders accurately and swiftly; and
H. Expertise in integrating multiple technologies to create families of new products.
BCG MATRIX
A four-quadrant diagram
showing categorization of
products or service handled
by the firm
COMPANY COMPETITIVE INDEX
Addresses the individual
competitiveness of each of the
players within the industry
 GROUP 8

BUCOL, NAHIAL, AIZA

NINO JAN BERNADETTE