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EXTERNAL ANALYSIS

EXTERNAL ANALYSIS. Some cases Societal (Macro) Environment Task (Micro) Environment Porter & Freeman Sensing & Forecasting. OPPORTUNITIES AND THREATS. The external environment will determine, in large part, the future of the firm, at two levels 1. Societal (Macroenvironment)

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EXTERNAL ANALYSIS

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  1. EXTERNAL ANALYSIS • Some cases • Societal (Macro) Environment • Task (Micro) Environment • Porter & Freeman • Sensing & Forecasting

  2. OPPORTUNITIES AND THREATS • The external environment will determine, in large part, the future of the firm, at two levels 1. Societal (Macroenvironment) • S ociocultural • T echnological • E conomic • P olitical - Legal 2. Task (Microenvironment) • Competitive factors

  3. FIRST, THE MACROENVIRONMENT SocioculturalTechnical Demographics New products Attitudes Innovation Styles Productivity Life styles R & D EconomicPolitical-Legal GNP Environment Interest rates Laws Unemployment Anti-trust Taxes Stability

  4. NOW, FOR THE MICROENVIRONMENT & COMPETITIVE FACTORS Company Industry Society

  5. PORTER’S MODEL • A firm is most affected by developments in its industry -- basic competitive forces • Current and Projected

  6. PORTER’S FIVE FACTORS 1. Threat of New Competitors (Long distance, cable) 2. Rivalry Among Existing Firms (Bud v. Miller) 3. Threat of Substitute Products (Air v. auto) 4. Power of Buyers (WalMart) 5. Power of Suppliers (Intel, Air to Tortola)

  7. FREEMAN’S SIXTH FACTOR 6. Power of other industry stakeholders • Environmentalists (SWPCC) • Communities (VT v. WalMart) • Banks (Covenants) • Unions (AAUP) • Government agencies (Regents) • More

  8. INTELLIGENCE & FORECASTING • Environmental Sensing • Internal System (Belasco & Stayer) • Outside Agents (D & B, CBD, databases) • Spying and Offensive Hiring • Dangerous Area • DeLorean’s view on GM’s forecasting • Change at an increasing rate • Drucker’s discontinuities

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