Professional Documents
Culture Documents
David Sm14 Inppt03
David Sm14 Inppt03
David Sm14 Inppt03
Assessment
Chapter Three
Chapter Objectives
3-3
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External Audit
External audit
focuses on identifying and evaluating trends
and events beyond the control of a single
firm
reveals key opportunities and threats
confronting an organization so that managers
can formulate strategies to take advantage of
the opportunities and avoid or reduce the
impact of threats
3-4
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The Nature of an External Audit
3-5
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A Comprehensive Strategic-
Management Model
3-6
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Key External Forces
3-7
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Relationships Between Key External
Forces and an Organization
3-8
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The Process of Performing an
External Audit
First, gather competitive intelligence and
information about economic, social,
cultural, demographic, environmental,
political, governmental, legal, and
technological trends.
3-9
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The Process of Performing an
External Audit
Information should be assimilated and
evaluated
A final list of the most important key
external factors should be communicated
3-10
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The Process of Performing an
External Audit
Key external factors should be:
1.important to achieving long-term and annual
objectives
2.measurable
3.applicable to all competing firms, and
4.hierarchical in the sense that some will pertain
to the overall company and others will be more
narrowly focused on functional or divisional areas
3-11
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The Industrial Organization
(I/O) View
The Industrial Organization (I/O)
approach to competitive advantage
advocates that external (industry) factors
are more important than internal factors in
a firm for achieving competitive
advantage.
3-12
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The Industrial Organization
(I/O) View
Firm performance
is based more on
industry properties
3-13
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Economic Forces
3-14
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Advantages and Disadvantages
of a Weak Dollar
3-15
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Social, Cultural, Demographic, and
Natural Environmental Forces
U.S. Facts
Aging population
Less white
Widening gap between rich & poor
2025 = 18.5% population > 65 years
2075 = no ethnic or racial majority
3-16
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Social, Cultural, Demographic, and
Natural Environmental Forces
Facts
World population 7 billion
World population = 8 billion by 2028
World population = 9 billion by 2054
U.S. population > 310 million
3-17
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Key Social, Cultural, Demographic, and
Natural Environment Variables
3-18
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Political, Governmental, and
Legal Forces
The increasing global interdependence
among economies, markets,
governments, and organizations makes it
imperative that firms consider the
possible impact of political variables on
the formulation and implementation of
competitive strategies.
3-19
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Political, Government, and
Legal Variables
3-20
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American Labor Unions
3-21
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Technological Forces
3-23
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Technological Forces
3-24
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Technological Forces
3-25
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Competitive Forces
3-26
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Competitive Forces
3-28
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Competitive Intelligence
Programs
Competitive intelligence (CI)
a systematic and ethical process for
gathering and analyzing information about
the competition’s activities and general
business trends to further a business’s own
goals
3-29
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Competitive Intelligence
Programs
The three basic objectives of a CI program
are:
1.to provide a general understanding of an
industry and its competitors
2.to identify areas in which competitors are
vulnerable and to assess the impact strategic
actions would have on competitors
3-30
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Competitive Intelligence
Programs
3. to identify potential moves that a
competitor might make that would
endanger a firm’s position in the market
3-31
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Market Commonality and
Resource Similarity
Market Resource
commonality similarity
the number and the extent to which
significance of the type and
markets that a firm amount of a firm’s
competes in with internal resources
rivals are comparable to
a rival
3-32
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The Five-Forces Model of
Competition
3-33
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The Five-Forces Model of
Competition
1. Identify key aspects or elements of each
competitive force that impact the firm.
2. Evaluate how strong and important each
element is for the firm.
3. Decide whether the collective strength of
the elements is worth the firm entering or
staying in the industry.
3-34
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The Five-Forces Model
3-35
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The Five-Forces Model
3-36
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The Five-Forces Model
3-37
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Barriers to Entry
3-38
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Barriers to Entry
3-39
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The Five-Forces Model
3-40
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The Five-Forces Model
3-41
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The Five-Forces Model
3-42
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Conditions Where Consumers Gain
Bargaining Power
1. If buyers can inexpensively switch
2. If buyers are particularly important
3. If sellers are struggling in the face of falling
consumer demand
4. If buyers are informed about sellers’ products,
prices, and costs
5. If buyers have discretion in whether and when
they purchase the product
3-43
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Sources of External Information
3-44
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Sources of External Information
marketwatch.multexinvestor.com
moneycentral.msn.com
finance.yahoo.com
www.clearstation.com
us.etrade.com/e/t/invest/markets
www.hoovers.com
globaledge.msu.edu/industries/
3-45
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Forecasting Tools and
Techniques
Forecasts
educated assumptions about future trends
and events
quantitative, qualitative techniques
3-46
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Making Assumptions
Assumptions
Best present estimates of the impact of major
external factors, over which the manager has
little if any control, but which may exert a
significant impact on performance or the
ability to achieve desired results.
3-47
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Industry Analysis: The External
Factor Evaluation (EFE) Matrix
Economic Political
Social Governmental
Cultural Technological
Demographic Competitive
Environmental Legal
3-48
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EFE Matrix Steps
3-49
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EFE Matrix for a Local Ten-
Theater Cinema Complex
3-50
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Industry Analysis: Competitive
Profile Matrix (CPM)
Identifies firm’s major competitors and
their strengths & weaknesses in relation
to a sample firm’s strategic positions
Critical success factors include internal
and external issues
3-51
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An Example Competitive
Profile Matrix
3-52
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3-53
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