Professional Documents
Culture Documents
Pearce & Robinson, 10 Ed
Pearce & Robinson, 10 Ed
The External
Environment
McGraw-Hill/Irwin
Strategic Management, 10/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
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Learning Objectives
1. Tiga faktor lingkungan yang mempengaruhi kinerja suatu
perusahaan.
2. Lima faktor dalam pengendalian lingkungan.
3. Contoh-contoh pengaruh ekonomi, sosial, politik,
teknologi dan ekologi terhadap perusahaan.
4. Model lima kekuatan dari analisis industri dan contoh-
contohnya.
5. Pengaruh dari hambatan masuknya pendatang baru,
kekuatan suplier, kekuatan pembeli, ketersediaan barang
substitusi dan persaingan dalam bisnis.
6. Lima Faktor dalam mengoperasikan lingkungan.
7. Pengaruh pesaing, kreditor, pelanggan, karyawan dan
suplier langsung pada perusahaan.
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Remote Environment
• Economic Factors
• Social Factors
• Political Factors
• Technological Factors
• Ecological Factors
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Economic Factors
1. Prime interest rates
2. Inflation rates
3. Trends in the growth of the
gross national product
4. Unemployment rates
5. Globalization of the
economy
6. Outsourcing
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Social Factors
Present in the external environment:
– Beliefs & Values
– Attitudes & Opinions
– Lifestyles
Developed from:
– Cultural conditioning
– Ecological conditioning
– Demographic makeup
– Religion
– Education
– Ethnic conditioning.
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Political Factors
Political constraints on firms:
• Fair-trade Decisions
• Antitrust Laws
• Tax Programs
• Minimum Wage Legislation
• Pollution and Pricing Policies
• Administrative jawboning
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Technological Factors
• Technological forecasting helps protect and
improve the profitability of firms in growing
industries.
• It alerts strategic managers to
impending challenges and
promising opportunities.
• The key to beneficial forecasting of technological
advancement lies in accurately predicting future
technological capabilities and their probable
impacts.
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Ecological Factors
• Ecology refers to the relationships among human
beings and other living things and the air, soil, and
water that supports them.
• Threats to our life-supporting ecology caused
principally by human activities in an industrial
society are commonly referred to as pollution
• Loss of habitat and biodiversity
• Environmental legislation
• Eco-efficiency
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International Environment
Industry Environment
• Harvard professor Michael E. Porter propelled
the concept of industry environment into the
foreground of strategic thought and business
planning.
• The cornerstone of Porter’s work first appeared in
the Harvard Business Review, in which he
explains the five forces that shape competition in
an industry.
• Porter’s well-defined analytic framework helps
strategic managers to link remote factors to their
effects on a firm’s operating environment.
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Contending Forces
• Threat of Entry
• Economies of Scale
• Product Differentiation
• Capital Requirements
• Cost Disadvantages
Independent of Size
• Access to Distribution
Channels
• Government Policy
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Powerful Suppliers
A supplier group is powerful if:
• It is dominated by a few companies and
is more concentrated than the industry
it sells to
• Its product is unique or at least
differentiated, or if it has built-up
switching costs
• It is not obliged to contend with other
products for sale to the industry
• It poses a credible threat of integrating forward into the
industry’s business
• The industry is not an important customer of the supplier
group
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Powerful Buyers
A buyer group is powerful if:
• It is concentrated or purchases in
large volumes
• The products it purchases from the industry are standard
• The products it purchases from the industry form a
component of its product and represent a significant
fraction of its cost
• It earns low profits
• The industry’s product is unimportant to the quality of the
buyers’ products or services
• The industry’s product does not save the buyer money
• The buyers pose a credible threat of integrating backward
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Substitute Products
• By placing a ceiling on the prices it can charge,
substitute products or services limit the potential
of an industry
• Substitutes not only limit profits in normal times
but also reduce the bonanza an industry can reap in
boom times
• Substitute products that deserve the most attention
strategically are those that are
– subject to trends improving their price-performance
trade-off with the industry’s product or
– produced by industries earning high profits
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Competitive Analysis
1. How do other firms define the scope of their
market?
2. How similar are the benefits the customers derive
from the products and services that other firms
offer? The more similar the benefits of products or
services, the higher the level of substitutability
between them.
3. How committed are other
firms to the industry?
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Operating Environment