文档介绍：Chapter 2 Analyzing the External Environment of the Firm
Chapter 2
Analyzing the External Environment of the Firm
Strategic Management: petitive advantages
Gregory G3>. Dess
G. T. Lumpkin
Marilyn L. Taylor
Part 1: Strategic Analysis
Creating the Environmentally anization
Adapted from Exhibit Inputs to Forecasting
Environmental Scanning
Surveillance of a firm’s external environment
Predict environmental changes e
Detect changes already under way
Proactive mode
Environmental Monitoring
Track evolution of
Environmental trends
Sequences of events
Streams of activities
Competitive Intelligence
Define and understand a firm’s industry
Identify rivals’ strengths and weaknesses
Intelligence gathering (data)
Interpretation of intelligence data
Helps a firm avoid surprises
petitive Intelligence Is and Is Not
Competitive Intelligence Is …
Information that has been analyzed to the point where you can make a decision.
A tool to alert management to early recognition of both threats and opportunities.
A means to deliver reasonable assessments.
A way of life, a process.
Competitive Intelligence Is Not …
Spying. Spying implies illegal or unethical activities. It is a rare activity.
A crystal ball. CI is good approximation of reality, it does not predict the future.
Database search. Data by itself is not good intelligence.
A job for one smart person.
Adapted from Exhibit petitive Intelligence (CI) Is and Is Not
Environmental Forecasting
Plausible projections about
Direction of environmental change
Scope of environmental change
Speed of environmental change
Intensity of environmental change
Scenario analysis
SWOT Analysis
Managers need to analyze
The general environment
The firm’s industry petitive environment
SWOT analysis
Strengths
Weaknesses
Opportunities
Threats
Basic technique for analyzing firm and industry conditions
The General Environment
General environmental trends and events
Little ability to predict them