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1. external factors that affects business environment
The document outlines the external factors influencing firm performance, including various environmental tiers: remote, industry, and operating environments. It details economic, social, political, technological, and ecological factors, as well as competitive dynamics through Porter's five forces model. Key points include barriers to entry, supplier and buyer power, substitute availability, and competitive rivalry that shape industry competition.
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1. external factors that affects business environment
- 1. McGraw-Hill/Irwin Copyright ©2011 by the McGraw-Hill Companies, Inc. All rights reserved.
- 2. Learning Objectives 1. Threetiers of environmental factors that affect firm performance 2. Five factors in the remote environment 3. Examples of the economic, social, political, technological, and ecological influences on a business 4. The five forces model of industry analysis and give examples 5. The influences of entry barriers, supplier power, buyer power, substitute availability, and competitive rivalry on a business 6. The five factors in the operating environment 7. The influences of competitors, creditors, customers, labor, and direct suppliers on a business 4-2
- 3. The Firm’s ExternalEnvironment Comprised of following Components: Remote environment Industry environment Operating environment 4-3
- 4. Ex. 4.1 TheFirm’s External Environment 4-4
- 5. Remote Environment EconomicFactors Social Factors Political Factors Technological Factors Ecological Factors 4-5
- 6. Economic Factors 1. Primeinterest rates 2. Inflation rates 3. Trends in the growth of the gross national product 4. Unemployment rates 5. Globalization of the economy 6. Outsourcing 4-6
- 7. Social Factors Present inthe external environment: Beliefs & Values Attitudes & Opinions Lifestyles Developed from: Cultural conditioning Ecological conditioning Demographic makeup Religion Education Ethnic conditioning. 4-7
- 8. Political Factors Political constraintson firms: • Fair-trade Decisions • Antitrust Laws • Tax Programs • Minimum Wage Legislation • Pollution and Pricing Policies • Administrative jawboning 4-8
- 9. Technological Factors Technologicalforecasting 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. 4-9
- 10. Ecological Factors Ecologyrefers 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 4-10
- 11. International Environment Monitoringthe international environment involves assessing each non-domestic market on the same factors that are used in a domestic assessment. While the importance of factors will differ, the same set of considerations can be used for each country. Economic, political, legal, and social factors are used to assess international environments. One complication to this process is that the interplay among international markets must be considered. 4-11
- 12. Industry Environment Harvardprofessor 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. 4-12
- 13. Competitive Forces ShapeStrategy The essence of strategy formulation is coping with competition. Intense competition in an industry is neither coincidence nor bad luck. Competition in an industry is rooted in its underlying economics, and competitive forces exist that go well beyond the established combatants in a particular industry. The corporate strategists’ goal is to find a position in the industry where his or her company can best defend itself against these forces or can influence them in its favor. 4-13
- 14. Ex. 4.8 ForcesDriving Industry Competition 4-14
- 15. Contending Forces Threatof Entry Economies of Scale Product Differentiation Capital Requirements Cost Disadvantages Independent of Size Access to Distribution Channels Government Policy 4-15
- 16. Powerful Suppliers A suppliergroup 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 4-16
- 17. Powerful Buyers A buyergroup 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 4-17
- 18. Substitute Products Byplacing 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 4-18
- 19. Jockeying for Position Intenserivalry occurs when: Competitors are numerous or are roughly equal Industry growth is slow, precipitating fights for market share that involve expansion The product or service lacks differentiation or switching costs Fixed costs are high or the product is perishable, creating strong temptation to cut prices Capacity normally is augmented in large increments Exit barriers are high Rivals are diverse in strategy, origin, and personality 4-19
- 20. Industry Analysis &Competitive Analysis An industry is a collection of firms that offer similar products or services. Structural attributes are the enduring characteristics that give an industry its distinctive character. Concentration refers to the extent to which industry sales are dominated by only a few firms. Barriers to entry are the obstacles that a firm must overcome to enter an industry. 4-20
- 21. Competitive Analysis 1. Howdo 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? 4-21
- 22. Operating Environment Also calledcompetitive or task environment Includes competitor positions and customer profiling based on the following factors: Geographic Demographic Psychographic Buyer Behavior Also includes suppliers & creditors and HRM 4-22
- 23. HR: Nature ofthe Labor Market Access to personnel is affected by 4 factors: Firm’s reputation as an employer Local employment rates Availability of people with the needed skills Its relationship with labor unions. 4-23
- 24. Emphasis on EnvironmentalFactors Differing external elements affect different strategies at different times and with varying strengths Only certainty is that the effect of the remote and operating environments will be uncertain until a strategy is implemented Many managers, particularly in less powerful firms, minimize long-term planning Instead, they allow managers to adapt to new pressures from the environment Absence of strong resources and psychological commitment to a proactive strategy effectively bars a firm from assuming a leadership role in its environment 4-24