IMPACT OF GENERAL ENVIRONMENT OVER A

FIRM
Introduction:
Generally speaking an environment includes the air we breathe, the water we
drink, the available business, social and educational infrastructure in the locality , state
and country etc. In the context of business the environment refers to the sum of internal
and external forces operating on an organization. The managers must perforce recognize
the elements, severity and impact of these forces on the organization. They must identify,
evaluate and react to the forces triggered by the external environment.

More often than not, these forces are beyond the control of an organization and its
managers. Accordingly, the factors of the environment will need to be considered as
inputs in the planning and forecasting models developed by an organization.

It is quite possible that some large organizations themselves constitute a greater part of
the business environment e.g. Public Sector Oil Companies in India.
An organization operates within the larger framework of the external environment that
shapes opportunities and poses threats to the organization. The external environment is a
set of complex, rapidly changing and significant interacting institutions and forces that
affect the organization's ability to serve its customers. External forces are not controlled
by an organization, but they may be influenced or affected by that organization. It is
necessary for organizations to understand the environmental conditions because they
interact with strategy decisions. The external environment has a major impact on the
determination of marketing decisions. Successful organizations scan their external
environment so that they can respond profitably to unmet needs and trends in the targeted
markets.
The Organization as a System
Internally, an organization can be viewed as a resource conversion machine that takes
inputs (labor, money, materials and equipment) from the external environment (i.e., the
world outside the boundaries of the organization), converts them into useful products,
goods, and services, and makes them available to customers as outputs. The organization
must continuously monitor and adapt to the environment if it is to survive and prosper.
Disturbances in the environment may spell profound threats or new opportunities. The
successful organization will identify, appraise, and respond to the various opportunities
and threats in its environment.

External Macro environment

The external macro environment consists of all the outside institutions and forces that
have an actual or potential interest or impact on the organization's ability to achieve its
objectives: competitive, economic, technological, political, legal, demographic, cultural,
and ecosystem. Though noncontrollable, these forces require a response in order to keep
positive actions with the targeted markets. An organization with an environmental
management perspective takes aggressive actions to affect the forces in its marketing
environment rather than simply watching and reacting to it.
1. Economic Environment
The economic environment consists of factors that affect consumer purchasing power and
spending patterns. Economic factors include business cycles, inflation, unemployment,
interest rates, and income. Changes in major economic variables have a significant
impact on the marketplace. For example, income affects consumer spending which
affects sales for organizations. According to Engel's Laws, as income rises, the
percentage of income spent on food decreases, while the percentage spent on housing
remains constant.
2. Technological Environment
The technological environment refers to new technologies, which create new product and
market opportunities. Technological developments are the most manageable
uncontrollable force faced by marketers. Organizations need to be aware of new
technologies in order to turn these advances into opportunities and a competitive edge.
Technology has a tremendous effect on life-styles, consumption patterns, and the
economy. Advances in technology can start new industries, radically alter or destroy
existing industries, and stimulate entirely separate markets. The rapid rate at which
technology changes has forced organizations to quickly adapt in terms of how they
develop, price, distribute, and promote their products.
3. Political and Legal Environment
Organizations must operate within a framework of governmental regulation and
legislation. Government relationships with organizations encompass subsidies, tariffs,
import quotas, and deregulation of industries.
The political environment includes governmental and special interest groups that
influence and limit various organizations and individuals in a given society.
Organizations hire lobbyists to influence legislation and run advocacy ads that state their
point of view on public issues. Special interest groups have grown in number and power
over the last three decades, putting more constraints on marketers. The public expects
organizations to be ethical and responsible. An example of response by marketers to
special interests is green marketing, the use of recyclable or biodegradable packing
materials as part of marketing strategy.
The major purposes of business legislation include protection of companies from unfair
competition, protection of consumers from unfair business practices and protection of the
interests of society from unbridled business behavior. The legal environment becomes
more complicated as organizations expand globally and face governmental structures
quite different from those within the United States.
4. Demographic Environment
Demographics tell marketers who current and potential customers are; where they are;
and how many are likely to buy what the marketer is selling. Demography is the study of
human populations in terms of size, density, location, age, sex, race, occupation, and
other statistics. Changes in the demographic environment can result in significant
opportunities and threats presenting themselves to the organization. Major trends for
marketers in the demographic environment include worldwide explosive population
growth; a changing age, ethnic and educational mix; new types of households; and
geographical shifts in population.
5. Social / Cultural Environment
Social/cultural forces are the most difficult uncontrollable variables to predict. It is
important for marketers to understand and appreciate the cultural values of the
environment in which they operate. The cultural environment is made up of forces that
affect society's basic values, perceptions, preferences, and behaviors. U.S. values and
beliefs include equality, achievement, youthfulness, efficiency, practicality, self-
actualization, freedom, humanitarianism, mastery over the environment, patriotism,
individualism, religious and moral orientation, progress, materialism, social interaction,
conformity, courage, and acceptance of responsibility. Changes in social/cultural
environment affect customer behavior, which affects sales of products. Trends in the
cultural environment include individuals changing their views of themselves, others, and
the world around them and movement toward self-fulfillment, immediate gratification,
and secularism.
6. Ecosystem Environment
The ecosystem refers to natural systems and its resources that are needed as inputs by
marketers or that are affected by marketing activities. Green marketing or environmental
concern about the physical environment has intensified in recent years. To avoid
shortages in raw materials, organizations can use renewable resources (such as forests)
and alternatives (such as solar and wind energy) for nonrenewable resources (such as oil
and coal). Organizations can limit their energy usage by increasing efficiency. Goodwill
can be built by voluntarily engaging in pollution prevention activities and natural
resource.

External Microenvironment
The external microenvironment consists of forces that are part of an organization's
marketing process but are external to the organization. These micro environmental forces
include the organization's market, its producer-suppliers, and its marketing
intermediaries. While these are external, the organization is capable of exerting more
influence over these than forces in the macro environment.
1. The Market
Organizations closely monitor their customer markets in order to adjust to changing tastes
and preferences. A market is people or organizations with wants to satisfy, money to
spend, and the willingness to spend it. Each target market has distinct needs, which need
to be monitored. It is imperative for an organization to know their customers, how to
reach them and when customers' needs change in order to adjust its marketing efforts
accordingly. The market is the focal point for all marketing decisions in an organization.

2. Suppliers
Suppliers are organizations and individuals that provide the resources needed to produce
goods and services. They are critical to an organization's marketing success and an
important link in its value delivery system.

3. Marketing Intermediaries
Like suppliers, marketing intermediaries are an important part of the system used to
deliver value to customers. Marketing intermediaries are independent organizations that
aid in the flow of products from the marketing organization to its markets. The
intermediaries between an organization and its markets constitute a channel of
distribution. These include middlemen (wholesalers and retailers who buy and resell
merchandise). Physical distribution firms help the organization to stock and move
products from their points of origin to their destinations. Warehouses store and protect
the goods before they move to the next destination. Marketing service agencies help the
organization target and promote its products and include marketing research firms,
advertising agencies, and media firms. Financial intermediaries help finance transactions
and insure against risks and include banks, credit unions, and insurance companies.
Importance of understanding the environment
The managers job cannot be accomplished in a vacuum within the organization. There are
a number of factors both internal as well as external which jointly affect managerial
decision-making. It is therefore very important for the manager to understand and
evaluate the impact of the business environment due to the following reasons :

a)Businesses may be doomed to be non starters due to restrictive business environment

which may take the form of rigid government laws ( no polluting industry can ever be
located in around 50 Km radius of the Taj) , state of competition ( Car manufacturing
capacity presently in the country is far in excess of demand) etc.

b)The present and future viability of an enterprise is impacted by the environment For eg
no TV manufacturer can be expected to survive by making only B&W television sets
when consumer preference has clearly shifted to colour television sets.

c)The cost of capital and the cost of borrowing - two key financial drivers of any
enterprise are impacted by the external environment . For eg the ability of a business to
fund its expansion plan by raising money from the stock markets depends on the
prevalent public mood towards investment in stock markets.

d)The availability of all key inputs like skilled labour , trained managers , raw materials ,
electricity , transportation , fuel etc are a factor of the business environment.

e)Increasing public awareness of the negative aspects of certain industries like hand
woven carpets ( use of child labour ) , pesticides (damage to environment in the form of
chemical residues in groundwater), plastic bags (choking of sewer lines) have resulted in
the slow decline of some industries.
f)Finally , the environment offers the opportunities for growth and profits . For eg when
the insurance and aviation industry was thrown open to the private sector , the new
entrant could easily build on the expectations of the public.

Changing profile of Indian economic environment

India gained independence in 1947 paving the way for national leaders of the Indian
Government to build an economically independent new India. Policies between 1950-70
were implemented with a sincere belief in the efficacy of the socialist philosophy and
political democracy. Heavy investment by government in Steel plants, atomic energy,
hydroelectric power and irrigation projects laid the foundation of a strong industrial
edifice. The non-aligned movement at a time when the world was divided into two power
blocks with cold war between the Super-powers, prevented India from becoming a
satellite of any other nation and enabled it to protect Its economy and the Indian
Population.
Indian economy has made great strides in the years since independence. In 1947 the
country was poor and shattered by the violence and economic and physical disruption
involved in the partition from Pakistan. The economy had stagnated since the late
nineteenth century, and industrial development had been restrained to preserve the area as
a market for British manufacturers. In fiscal year (FY) 1950, agriculture, forestry, and
fishing accounted for 58.9 percent of the gross domestic product (GDP) and for a much
larger proportion of employment. Manufacturing, which was dominated by the jute and
cotton textile industries, accounted for only 10.3 percent of GDP at that time.
India's new leaders sought to use the power of the state to direct economic growth and
reduce widespread poverty. The public sector came to dominate heavy industry,
transportation, and telecommunications. The private sector produced most consumer
goods but was controlled directly by a variety of government regulations and financial
institutions that provided major financing for large private-sector projects. Government
emphasized self-sufficiency rather than foreign trade and imposed strict controls on
imports and exports. In the 1950s, there was steady economic growth, but results in the
1960s and 1970s were less encouraging.
Beginning in the late 1970s, successive Indian governments sought to reduce state control
of the economy. Progress toward that goal was slow but steady, and many analysts
attributed the stronger growth of the 1980s to those efforts. In the late 1980s, however,
India relied on foreign borrowing to finance development plans to a greater extent than
before. As a result, when the price of oil rose sharply in August 1990, the nation faced a
balance of payments crisis. The need for emergency loans led the government to make a
greater commitment to economic liberalization than it had up to this time. In the early
1990s, India's post-independence development pattern of strong centralized planning,
regulation and control of private enterprise, state ownership of many large units of
production, trade protectionism, and strict limits on foreign capital was increasingly
questioned not only by policy makers but also by most of the intelligentsia.
But too much of protection from the Government had its own disadvantages. Our quality
standards were not in tune with international competition. It had produced more traders
than industrialists. It was high time that Indian economy became more open and entered
the international market.
India embarked on a series of economic reforms in 1991 in reaction to a severe foreign
exchange crisis. Those reforms have included liberalized foreign investment and
exchange regimes, significant reductions in tariffs and other trade barriers, reform and
modernization of the financial sector, and significant adjustments in government
monetary and fiscal policies.
The reform process has had some very beneficial effects on the Indian economy,
including higher growth rates, lower inflation, and significant increases in foreign
investment. Foreign portfolio and direct investment flows have risen significantly since
reforms began in 1991 and have contributed to healthy foreign currency reserves ($32
billion in February 2000) and a moderate current account deficit of about 1% (1998-99).
India's economic growth is constrained, however, by inadequate infrastructure,
cumbersome bureaucratic procedures, and high real interest rates. India will have to
address these constraints in formulating its economic policies and by pursuing the second
generation reforms to maintain recent trends in economic growth.
India's trade has increased significantly since reforms began in 1991, largely as a result of
staged tariff reductions and elimination of non-tariff barriers. The outlook for further
trade liberalization is mixed. India has agreed to eliminate quantitative restrictions on
imports of about 1,420 consumer goods by April 2001 to meet its WTO commitments.
On the other hand, the government has imposed "additional" import duties of 5% on most
products plus a surcharge of 10% over the past 2 years. The U.S. is India's largest trading
partner; bilateral trade in 1998-99 was about $10.9 billion. Principal U.S. exports to India
are aircraft and parts, advanced machinery, fertilizers, ferrous waste and scrap metal, and
computer hardware. Major U.S. imports from India include textiles and ready-made
garments, agricultural and related products, gems and jewelry, leather products, and
chemicals.
Significant liberalization of its investment regime since 1991 has made India an attractive
place for foreign direct and portfolio investment. The U.S. is India's largest investment
partner, with total inflow of U.S. direct investment estimated at $2 billion (market value)
in 1999. U.S. investors also have provided an estimated 11% of the $18 billion of foreign
portfolio investment that has entered India since 1992. Proposals for direct foreign
investment are considered by the Foreign Investment Promotion Board and generally
receive government approval. Automatic approvals are available for investments
involving up to 100% foreign equity, depending on the kind of industry. Foreign
investment is particularly sought after in power generation, telecommunications, ports,
roads, petroleum exploration and processing, and mining.
As India moved into the mid-1990s, the economic outlook was mixed. Most analysts
believed that economic liberalization would continue, although there was disagreement
about the speed and scale of the measures that would be implemented. It seemed likely
that India would come close to or equal the relatively impressive rate of economic growth
attained in the 1980s, but that the poorest sections of the population might not benefit.
In the recent past, India has witnessed changes in several critical factors strengthening its
economy. With globalisation becoming the key word of the 90's, it seems to have paved
the way for India's entry in world markets. Economic reforms have been initiated to
facilitate stabilisation and structural -adjustments essential for the growth of the economy