人民大2024战略管理（第13版）教师手册 David_13e_im_03.docx

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1、Chapier3:TheExternalAvsessniefKCHAPTER3THEEXTERNA1.ASSESSMENTCHAPTEROUT1.INE TheNatureofanExternalAudit TheIiMiustrialOrganization(I/O)View EconomicForces Social.Cultural.Demographic,andNaturalEnvironmentForces Political.Governmental,and1.egalForces TcchnologiailForces CompetitiveForces CompetitiveA

2、nalysis:Porter*sFive-ForcesModel SourcesofExternalInlbniialion ForecastingTlsandTcxhniques IndustiyAnalysis:TlieExternalFactorEvaluation(EFE)Matrix TheCompetitiveProfileMatrix(CPM)CHAIyIEROBJECTIVES.AlterMudyingthischapter,youshouldbeableiodotheiblloving:1. Describehowloconductanex(emalstrategic-nun

3、age11enlalit.34567892. DiscussIO11vjorexternalforcesthataffectOrganiZations:economic,social,cultural,demographic,cnvironnnlal.politicalgovernmental,legal,technological,andcompetitive.Identifykeysourcesofexternalinibmution.includingtheInternet.Discussimportanforecastingtoolsusedinstrategicmanagement.

4、Discussdieimportanceofmonitoringexternaltrendsandevents.ExplainhwtodevelopanEFEMatrix.ExplainhowtodevelopaCompetitiveProfileMatrix.Discusstheimportanceofgatheringcompetitiveintelligence.DescribethetrendtowardcperationanongCOmpelitOis.1().Discussmark式commonalityandresourcesimilarityinrelationocompeti

5、tiveanalysis.44CHAPTEROVERVIEWChapter3examinesthe100kandconceptsneededtoconductanexternalstrategic-managementaudit(sometimescalledenvironmentalscanningorindustryanalysis).AnexternalauditfocusesonidenlityingandevaluatingtrendsandevenInbcyorlthecontrolofasinglefl11n,suchaxincreasedfi)rcignCompelition,

6、populationshiftstotheSunBdl,anagingsg11phic.andnaturalenvironmentforces;(3)politicalgovemnnial.andlegalforces:(4)technologicalforces;and(5)competitiveforces.2. Relationsa11MngtheseforcesalanOrganizatiOnaredepictedinFigure3-2.ExternalIrendSatleventssignificantlyaffectallproducts,sen,ices.naAes.andorg

7、anizationsintheworld.Chapcer3:TheExiemalAen(3. ChangesinexternalforcestranslateintochangesinconsumerUenIandfixbothindustrialandconsumerproductsandservices.AnexampleofthisistheriseoflhcU.S.UnemploynientrateinJune2009toover9percent.B. TheProcessofPertbnninganExternalAudit1. TbCprocessofcrlb11ninganext

8、ernalauditmustinvolveasmanymanagersantiemployeesaspossible.Asemphasizedinearlierchapters,involvementintheStraiegiumanagememprocesscanleadtounderstandingandcommitmentfromorganizationalmembers.2. ToPerHwinanexternalaudit,acompanyfirstInUSIgatherCoinpetiliveinlelligenceandinlbmationaboutsocial,cultural

9、,dc11)g11phic.CnVironInCntai.economic,political,legal,governmental,andtechnologicaltrends.a. IndividualsCanbeaskedtomonitorvarioussourcesofinfixmationsuchaskeymagazines,tradejournals,andnewspapers.h. ThCIntenielisanothersourcelrgatheringSlralegicinIbnnalion,asarccorporate,university,andpubliclibrari

10、es.i. Suppliers,distributors,salespersons,customers,andcompetitorsrepresentothersourcesofvitalinib11ation.3. Onceinl()nnalionisgalhercd,ilshouldbeassimilated,evaluatal,andprioritized.4. Keyexternalfactorsshouldbeimportanttoachievinglongtermandannualobjectives,measurable,applicabletoallcompetingfirms

11、,andhierarchicalinthesensethatsomewillpertainto(heoverallcompanywhileotherswillbemorenarrowlyfocused.TeachingTip:Manyorganizationsarcscramblingtocollectinformationabouthow(oconductbusinessontheInternet.Thefollowingisalistofthepremiermagazinesthatarcavailableonlinethatfocusone-commerceandtheInternet.

12、 MoneyMagazine:htnx)n.connagazine!noneynag TheIndustryStandard:httpy RedHerring:http:/AVwW.似I，TeaChinKTip:TberCareanumberofInternetsites(hatprovideawealthfinIbniialiononpubliclyl*adcdcorporations,includingEDGARfilings,CQmPanypressreleases,newspaperarticles,andanalysts,estimates.Thefollowingisasample

13、ofthesitesthatarcparticularlyUSCfiI1. HversOnline:htpw.hves.conV CBSMarketwatch:htt7cbs.narketwatch.nx,46 M:htlpwww.11omingslar.cl.con Yal!ConxnyInfinnation:hitp:/iinaiKe.yalKx).coin/II. THEINDUSTRIA1.ORGANIZATION(I/O)VIEWA. ExternalFactorsversusInternalFactors1. ExternalfactonikrarclistedinTable3-1

14、.Thelistincludes(1)shiftstoaserviceeconomyintheUnitedStates;(2)availabilityofcredit;(3)levelof(Jisposxiblcinco11w;(4)propensityofpeopletospend;(5)interest11Ucs;(6)inflationrate:(7)unemploymenttrends;andsoon.3. AneconomicvariableofSignifkantinortanceisgrossdomesticpduciespeciallyacrosscountries.Table

15、3-2listsIheGDPofvariouscountriesinAsiaforallof2009.UnlikenstcountriesinEuropealtheAmericas,mostAsiancountriesexpectpositiveGDPgrowthin2009.4. Trendsinthedollarsvaluehavesignificantandunequaleffectsoncompaniesindi11erentindustriesandindifferentlocations.Forexample,thepla11naceu(ical,Chapcer3:TheExter

16、nalAen(tourism,enlertainnent,11Xorvehicle,aerospace,andf(rcstproductsindustriesbenefitgreatlywhenthedollarfallsagainsttheyenandeuro.AgriculturalandpetroleumindustriesarehurtbythedollarsriseagainstthecurrenciesofMexico.Brazil.Venezuela,andAustralia.5. BetweenMarchandJune2009,IbeU.S.dollarweakened11Pe

17、rCCnIagainsttheeu11duetothegwingUnitedStatesdebt,whichmaySoOnexceedSI2trillion.Table3-3listssomeadvantagesanddisadvantagesofaweakU.S.dollarforAmericanfirms.6. RisingunemploymentralesacrossIheUnitedStatesliastouchedoffaraceamongstatestoattractbusinesseswithtaxbreaksandfinancialincentives.7. Theslumpi

18、ngeconomyworldwidealdepressedpricesofassetshavedramaticallyslowedthemigrationofpeoplefromcontrj,tocountryandfromthecitiestotheSUbUrt)s.Asaresult,thereislowerdemandforneworusedhomes.Ilius.Ihehousingmarketisexecedto忙mainsluggishwellinto2()1()and2()11.VTN(VisittheNet):hup:WwW.hq.n心u.g*Wg.hlmexplainsNAS

19、Astrategicmanagement)tw:essandproidesNASAsentirestrategicplan.TeachingTip:TheEconomistisahigh-qualityBritishmagazinethatisavaikblconline.TheIiiagazinepublishesinsightfularticlesoneconomicandpoliticalissuesthatareofinterest(obusinessstrategists(http:/.).IV. SOCIAUCU1.TURA1.,DEMOGRAPHIC,ANDNATURAI.ENV

20、IRONMENTFORCESA.Social.Cultural.Demographic,andEnvironnwntalImpact1. Social,cultural,demographic,andenvironmentalchangeshaveaIMorimpactonvirtuallyallPIXKlUCis.services,markets,andcustomers.2. TheUnitedStatesisgettingolderandlessWhite.Thefive“oldestandfiveOoungcststatesin2007arcgiveninTable3-4,By2O75

21、theUnitedStateswillhavenoracialorethnicmajority.3. Table3-2identifiesstateswithIheOIdeSlandyoungestpopulations.Table3-3listskeysocial,cultural,de11H)graphic,andenvironmenIalvariables.4. Social,CiiItuni1.demographic,andenvironmentaltrendsarcshapingthewayAmeriCanSlive.work,produce,andconsume.Newtrends

22、arecreatingadifferenttypeofnsunwrand,consequently,aneedtordifferentproducts,services,andstrategies.485. ASUmmaryofimportantsocial,cuhural,demographic,andenvinmmentalvariablesthatrepresentopportunitiesorthreatstorvirtuallyallorganizationsisgiveninTable3-5.V. PO1.ITICA1.,GOVERNMENTA1.AND1.EGAI.FORCESA

23、. Federal,state,local,andforeigngovernmentsarenuyorregulators,deregulators,subsidizers,employers,aiklCUStoInerSoforganizations.Political,gove11mwntal.andlegalfactors.Ihereibiv.Canrepresentkeyopportunitiesorthreatstorbothsmallandhrgeorganizations.1. Forindustriesandfirmsthatdependheavilyongovernmentc

24、ontractsorsubsidies,politicalforecastscanbethemostimportantpartofanexternalaudit.2. ChangeSinpatentlaws,antitrustlegislation,taxrales,andIobbyingactivitiescanafleclFinnssignificantly.3. Inthetaccofadeepeningglobalrecessioncountriesworldwidearcresortingtoprotectionismtosateguardtheirownindustries.Man

25、yeconomistspointoutthatthecurrentrashoftradeconstraintswillmakeitharderforglobaleconomicgrowthto!xxoverfromIheglobalrecession.4. GOVCmnxmlsaretakingComrOlOflnOreandmorecompaniesaslheglobalCa)IKHniCrecessioncripplesfirmsconsideredvitaltothenationsfinancialstability.Asmoreandmorecompaniesaroundtheworl

26、dacceptgovernmentbailouts,thosecompaniesarebeingforcedtomarchtoprioritiessetbypoliticalleaders.B. local,stale,andfederallaws,regulator*agencies,andspecialinterestgroupscanhavea11uj)rimpacton(hestrategiesofsmall,Iarge9fi)-p11)l11,andnonprofitadc(s,increasingthespeedofdistribution,creatingnewPr(KIUCIS

27、arlservices,erasinglimitationsofImdilionalgeographicmarkets,arlchangingthehistoricaltradc-offbetweenprxluctionstandardizationandflexibility.3. ToeectivelyCaPitalizeonintb11naiontechnology,anumberoforganizationsareestablishingtwonewpositionsin(heirfims:chiefinformationofficer(CIO)axlchieftechnologyof

28、ficer(CTO).Thistrendreflectsthegnnvingimportanceofinformationtechnology(IT)instrategicmanagement.B. Technologicalforcesrepresentmajoropportunitiesandthreatsthatmustbesideredinformulatingstrategies.1. Technologicaladvance11ntscandramaticallyaffectorganiations,prluct,services,11urkels,suppliers,dislri

29、htors,cHnpelitors,customers,rnanutacluringpractices,arlcompetitiveposition.2. Technologymanagementisoneofthekeyresponsibilitiesofstrategists.FirmsshouldpursuestrategiesIhattakeadvantageofIedWoIOgiCaIOPPOnUnitieStoachievesustainable,COmPeEiVeadvantagesintheHiarkelplace.3. Notallsectorsoftheeconomyarc

30、affectedccuallybetechnologicaldevelopments.ArecentWallStreetJounuda11icledetailedhowwirelesstechnologywillchange10particularindustries.able3-7providesaglimpseofthearticle.TeachingTips:Thereareanumberofon-lineperixlicalsthatR)CUSspecificallyontechnologyrelatedbusinessissues.Asampleofthesemagazines,wh

31、ichPrOVidCSinIbrnwtiontostrategistsintc11nsofmoniloringchangesintheirbusinessstechnologicalenvironments,arcasfbllors: CIO:httpJwvw.cio.conV ComputerWorId:hup:IWWW IntranetJournal:httpyws.intraetjournal.nz MITTcchRcvicw:http:WwW， Wired:httpwf.wircdomVII. COMPETITIVEFORCESA. Aninportan(partofanexterna

32、lauditisidentifyingrivalfirmsandUetenniningIheirstrengths,weaknesses,pportunilies,threats,objcx(ives,arlSlraICg沁s.CollcxlingarlEvaluatinginformationoncompetitorsisessentialforsuccessfulstrategyIbnnulation.501. ThetopfiveU.S.competitorsinfourdifferentindustriesarcidcntifiaiinTable3-8.2. Table3-9lists

33、keyquestionsaboutcompetitors.AddreSSingsuchquestionsisiinpoilantinpertb11ninganexternalaudit.B. Sevenconceptsdescribethe11sicompetitivecompanies:1. Marke(sharematters.2. UnderstandandivnemberpciselyWhalbusinessyouain.3. Whetherit,sbrokeorno(.ixi(.4. Innovaleorevaporate.Acquisitionisessentialtogrowth

34、.5. PCOPlCmakeadifference.6. Ihereisnosubstituteforquality.VTN(VisittheNet):hltwC. CompetitiveIntelligence(Cl)P11grams1. Cl.asfb11nallydefinedbytheSocietyofCompetitiveIntelligenceProfessionals(SCIP).isasystematicandeihicalprocessofgatheringandanalyzinginformationabouttlecompetitionsactivitiesandgene

35、ralbusinesstrendstofurtherabusinesssowngoals(SCIPwebsite).2. GckxIClinbusiness,asinthemilitary,isoneofthekeystosuccess.Themoreinformationandknowledgeafirmcanobtainaboutcompetitors,themorelikelyitcanfbmwlateandimplementeftectivestrategies.3. ThI伎strongmisconceptionsaboutbusinessintelligenceprevailamo

36、ngU.S.executivestoday:a. Runninganintelligenceprogramrequireslotsofpeople,computers,andotherresources.b. CollectingintelligenceaboutComPeIiIorSviolatesantitrustlaws;businessintelligenceequalsespionage.c. Intelligencegatheringisanunelhicalbusinesspractice.4. TheInternethasbecomeanexcellentmediumforgatheringcompetitiveintelligence.5. FirnlSneedaneftecliveCIprogram.TlietlreebasicobjectivesofaCIngranare(1)toprovideageneralUnderstatklingofanindusiryanditscompetitors.(2)toidenlifareasinwhichcompetitorsarcvulnerableandtoassessestheimpacts