ch02The External Environmen Opportunities, Threatst(戰(zhàn)略管理

1、ch02the external environmen opportunities, threatst(戰(zhàn)略管理 chapter 2 the external environment:opportunities, threats, industry competition, and competitor analysismichael a. hitt r. duane ireland robert e. hoskisson2000 south-western college publishingch2-1 strategic inputs chapter 2 external environm

2、ent strategic intent strategic mission chapter 3 internal environment the strategic management processstrategy implementationchapter 10 corporate governance chapter 12 strategic leadership chapter 11 structure control chapter 13entrepreneurship strategy formulationchapter 4 business-level strategy c

3、hapter 7 acquisitions restructuring chapter 5 competitive dynamics chapter 6 corporate-level strategy chapter 9 cooperative strategies strategic actions chapter 8 international strategy innovation strategic outcomes feedback strategic competitiveness above average returnsch2-2 components of the gene

4、ral environmenteconomicdemographic industry environment sociocultural competitive environmentpolitical/ legal global technologicalch2-3 components of the general environmentdemographic segment population size age structure geographic distribution inflation rates interest rates trade deficits or surp

5、luses budget deficits or surpluses ethnic mix income distribution personal savings rate business savings rates gross domestic product labor training laws educational philosophies and policies concerns about the environment shifts in work and career preferences shifts in preferences regarding product

6、 and service characteristics focus of private and government-supported rd expenditures new communication technologies newly industrialized countries different cultural and institutional attributes economic segment political/legal segment antitrust laws taxation laws deregulation philosophies women i

7、n the workforce workforce diversity attitudes about work life quality sociocultural segment technological segment product innovations applications of knowledge global segment important political events critical global markets ch2-4 external environmental analysisthe external environmental analysis p

8、rocess should be conducted on a continuous basis. this process includes four activities: scanningidentifying early signals of environmental changes and trends of environmental changes and trends monitoring detecting meaning through ongoing observations forecasting developing projections of anticipat

9、ed outcomesbased on monitored changes and trends assessing determining the timing and importance of environmental changes and trends for firms' strategies and their management ch2-5 external environmental analysisstates in the top 10 of those that are trying to transform themselves to the realit

10、ies and needs of a digital economy may experience an influx of high-tech companies and skilled workers as well as increases in tax revenuestop 10 u.s. states moving toward digital economyrank 1 2 3 4 5 6 7 8 9 10 state massachusetts california colorado washington connecticut utah new hampshire new j

11、ersey delaware arizonach2-6 porters five forces model of competitionthreat of threat of new new entrants entrants ch2-7 threat of new entrantseconomies of scale barriers to entry product differentiation capital requirements switching costs access to distribution channels cost disadvantages independe

12、nt of scale government policy expected retaliationch2-8 porters five forces model of competitionthreat of threat of new new entrants entrants bargaining power of suppliers ch2-9 bargaining power of supplierssuppliers are likely to be powerful if:suppliers exert power in the industry by: * threatenin

13、g to raise prices or to reduce quality powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases supplier industry is dominated by a few firms suppliers products have few substitutes buyer is not an important customer to supplier suppliers product is an impo

14、rtant input to buyers product suppliers products are differentiated suppliers products have high switching costs supplier poses credible threat of forward integration ch2-10 porters five forces model of competitionthreat of threat of new new entrants entrants bargaining power of suppliers bargaining

15、 power of buyers ch2-11 bargaining power of buyersbuyer groups are likely to be powerful if: buyers are concentrated or purchases are large relative to sellers sales purchase accounts for a significant fraction of suppliers sales products are undifferentiated buyers face few switching costs buyers c

16、ompete with the supplying industry by:* bargaining down prices * forcing higher quality * playing firms off of each other buyers industry earns low profitsbuyer presents a credible threat of backward integration product unimportant to qualitybuyer has full informationch2-12 porters five forces model

17、 of competitionthreat of threat of new new entrants entrants bargaining power of suppliers bargaining power of buyers threat of substitute productsch2-13 threat of substitute productskeys to evaluate substitute products:products with similar function limit the prices firms can charge products with i

18、mproving price/performance tradeoffs relative to present industry products example: electronic security systems in place of security guardsfax machines in place of overnight mail deliverych2-14 porters five forces model of competitionthreat of threat of new new entrants entrants bargaining power of

19、suppliers bargaining power of buyers rivalry among competing firms in industry threat of substitute productsch2-15 rivalry among existing competitorsintense rivalry often plays out in the following ways:jockeying for strategic position using price competition staging advertising battles increasing c

20、onsumer warranties or service making new product introductions occurs when a firm is pressured or sees an opportunityprice competition often leaves the entire industry worse off advertising battles may increase total industry demand, but may be costly to smaller competitorsch2-16 rivalry among exist

21、ing competitorscutthroat competition is more likely to occur when: numerous or equally balanced competitors slow growth industryhigh fixed costs high storage costs lack of differentiation or switching costs capacity added in large increments diverse competitors high strategic stakeshigh exit barriersch2-17 rivalry among existing competitorshigh exit barriers ar