Professional Documents
Culture Documents
Perform External Audits Generate, Evaluate and Select strategies Implement Strategies Management Issues Implement Strategies Mktg, Fin, Acc, R&D and MIS Issues Measure and Evaluate Performance
Strategy Formulation
Strategy Implementation
Strategy Evaluation
Identify
Opportunities Threats
Political, governmental & legal forces Economic forces Social, cultural, demographic & environmental forces Technological forces
Competitive forces
Competition
Market share Breadth of competing products World economies Foreign affiliates Proprietary account advantages
Long-term orientation
External Factors
Industry Properties
Economies of Scale Barriers to market entry Product differentiation Level of competitiveness
Economic Forces
Key Economic Variables to Be Monitored
Shift to a service economy Availability of credit Level of disposable income Propensity of people to spend Interest rates Inflation rates Money market rates Federal government budget deficits Gross domestic product trend Consumption patterns Unemployment trends Worker productivity levels Value of the dollar in world markets
Stock market trends Foreign countries economic conditions Import/export factors Demand shifts for different categories of goods and services Income differences by region and consumer groups Price fluctuations Export of labor and capital from the United States Monetary policies Fiscal policies Tax rates Organization of Petroleum Exporting Countries (OPEC) policies Coalitions of Lesser Developed Countries (LCD) policies
Products
Services
Markets
Customers
Childbearing rates Number of special interest groups Number of marriages & divorces Number of births & deaths Immigration & emigration rates
Technological Forces
Major Impact
Internet
Communications Semiconductors
Technology-based issues
Competitive Forces
Collection & evaluation of data on competitors is essential for successful strategy formulation Competition on virtually all industries can be described as intense.
Competitive Forces
Identifying Rival Firms
Strengths
Weaknesses Capabilities
Opportunities
Threats Objectives Strategies
Competitive Forces
7 Characteristics of most Competitive U.S. Firms:
1. Market share matters 2. Understand what business you are in 3. Broke or not, fix it 4. Innovate or evaporate 5. Acquisition is essential to growth 6. People make a difference 7. No substitute for quality
Industry Analysis: The External Factor Evaluation (EFE) Matrix Summarize & Evaluate
Economic Social Cultural Demographic Environmental Political Governmental Technological Competitive
Opportunities
1. Global PC market expected to grow 20% in 2004 2. Cost of PC component parts expected to decrease 10% - 2004 3. Internet use growing rapidly 4. China entered WTO; lowered taxes for importing PCs 5. The average income for PC worker has declined from $40K/yr to $30k/yr
0.10
0.10 0.05
3
3 2
0.30
0.30 0.10
0.10
0.05
1
3
0.10
0.15
Opportunities (contd)
6. Modernization of business firms and government agencies 7. U.S. (& world) economies recovering 8. 30% of Chinese population can afford a PC; only 10% of homes have a PC
0.05
0.05 0.05 0.10 0.10
2
3 1 1 1
0.10
0.15 0.05 0.10 0.05
Threats
1. Intense rivalry in industry
Threats (contd)
2. Severe price cutting in PC industry 3. Different countries have different regs and infrastructure for PCs 0.10 0.05 2 1 0.20 0.05
0.05
0.05 0.05
3
4 3
0.15
0.20 0.15
Threats (contd)
7. U.s. consumers and businesses delaying purchase of PCs 8. PC firms diversifying into consumer electronics 0.05 0.05 2 3 0.10 0.15
Total
1.00
2.40
Important --
Understanding the factors used in the EFE Matrix is more important than the actual weights and ratings assigned.
Identifies firms major competitors and their strengths & weaknesses in relation to a sample firms strategic positions
Gateway
Apple
Rating Wtd Score
Dell
Rating Wtd Score
CSFs
Market share
Wt
Rating
Wtd Score
0.15
0.45
0.30
0.60
Inventory sys
Fin position Prod. Quality Cons. Loyalty
0.08
0.10 0.08 0.02
2
2 3 3
0.16
0.20 0.24 0.06
2
3 4 3
0.16
0.30 0.32 0.06
4
3 3 4
0.32
0.30 0.24 0.08
Sales Distr
Global Exp. Org. Structure
0.10
0.15 0.05
3
3 3
0.30
0.45 0.15
2
2 3
0.20
0.30 0.15
3
4 3
0.30
0.60 0.15
Apple
Rating Wtd Score
Dell
Rating Wtd Score
0.04
0.12
0.12
0.12
E-commerce
Customer Serv Price competitive
0.10
0.10 0.02
3
3 4
0.30
0.30 0.08
3
2 1
0.30
0.20 0.02
3
4 3
0.30
0.40 0.06
Mgt. experience
Total
0.01
1.00
0.02
2.83
0.04
2.47
0.02
3.49
Important --
Just because one firm receives a 3.2 rating and another receives a 2.8 rating, it does not follow that the first firm is 20 percent better than the second.