Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,The External Environment:Opportunities,Threats,and Industry Competition,and Competitor Analysis,Michael A.Hitt,R.Duane Ireland,Robert E.Hoskisson,Chapter 2,1,2003,Southwestern Publishing Company,Strategy Implementation,Chapter 13,Strategic,Entrepreneurship,Chapter 11,Organizational,Structureand,Controls,Chapter10,Corporate,Governance,Chapter12,Strategic,Leadership,StrategyFormulation,Chapter6,Corporate-,Level Strategy,Chapter9,Cooperative,Strategy,Chapter5,CompetitiveRivalry,andCompetitive,Dynamics,Chapter8,International,Strategy,Chapter4,Business-Level,Strategy,Chapter7,Acquisitionand,Restructuring,Strategies,Strategic,Competitiveness,Above-Average,Returns,Strategic Intent,Strategic Mission,Chapter2,TheExternal,Environment,Chapter3,TheInternal,Environment,TheStrategic ManagementProcess,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,2,General,Environment,General,Environment,General,Environment,Sociocultural,Global,Technological,Political/Legal,Demographic,Economic,TheExternalEnvironment,Industry,Environment,Threat of new entrants,Power ofsuppliers,Power ofbuyers,Productsubstitutes,Intensity ofrivalry,Competitor,Environment,總體環境,產業環境,競爭者環,境,境,3,ExternalEnvironmental Analysis,A continuousprocesswhich includes,Scanning,掃瞄:,Identifyingearlysignals,of environmental changesand trends,Monitoring,監測:,Detecting meaningthrough ongoing observations of environmental changesand trends,Forecasting,預測:,Developing projections of,anticipatedoutcomes,basedon monitoredchanges andtrends,Assessing,評價:,Determiningthe timing and importance of environmentalchanges andtrends for,firmsstrategiesand their management,4,External Environmental Analysis,Strategic Intent,Strategic Mission,The External,Environment,Analysis ofgeneral environment,Analysis ofindustry environment,Analysis ofcompetitor environment,The External,Environment,5,General Environment,Sociocultural segment,社會文化面,Womenin theworkplace,Workforce diversity,勞動力多元化,Attitudes about qualityof worklife,工作生活素質,Concerns about environment,Shiftsin work andcareer preferences,Shiftsin productand servicepreferences,6,Economic segment,經濟面,General Environment,Inflation rates,Interest rates,Tradedeficits orsurpluses,Budgetdeficits orsurpluses,Personal savings rate,Business savings rates,Grossdomestic product,7,General Environment,Political/Legal Segment,政治/法律面,Antitrust laws(,公平交易法),Taxation laws,Deregulationphilosophies,管,制,制,解,解,除,除(,鬆,鬆,綁,綁),理,理,念,念,Labortraininglaws,Educationalphilosophiesandpolicies,8,GeneralEnvironment,TechnologicalSegment,科,技,技,面,面,Productinnovations,Applicationsofknowledge,Focusofprivateandgovernment-supportedR&Dexpenditures,Newcommunicationtechnologies,9,GeneralEnvironment,GlobalSegment,全,球,球,面,面,Importantpoliticalevents,Criticalglobalmarkets,Newlyindustrializecountries,Differentculturalandinstitutionalattributes,10,GeneralEnvironment,DemographicSegment,人,口,口,統,統,計,計,面,面,Populationsize,Agestructure,Geographicdistribution,Ethnicmix,Incomedistribution,11,IndustryEnvironment,Asetoffactorsthat,directlyinfluences,acompanyanditscompetitiveactionsandresponses.,Interactionamongthesefactors determinean,industrys profitpotential,.,Threatofnew entrants,Powerofsuppliers,Powerofbuyers,Product substitutes,Intensityofrivalry,12,Five ForcesModelofCompetition,Identify,current andpotentialcompetitors,anddetermine which firms serve them.,Conduct competitive analysis.,Recognizethatsuppliersand buyerscanbecome competitors.,Recognizethatproducersofpotential substitutes maybecomecompetitors.,13,ThreatofNew Entrants,Bargaining Power of Suppliers,Bargaining Power of Buyers,ThreatofSubstituteProducts,Rivalry Among CompetingFirms,Five ForcesModelofCompetition,Five Forcesof,Competition,14,ThreatofNew Entrants,Barrierstoentry,Economiesofscale,Product differentiation,Capital requirements,Switchingcosts,轉換成,本,本,Accesstodistribution channels,Cost disadvantagesindependentofscale,無關規,模,模之成,本,本優勢,Government policy,Expectedretaliation,預期的,報,報復行,動,動,15,產業生,命,命週期,與,與進入,障,障礙,進入障,礙,礙,萌,萌芽期,成,成,長,長期,成,成長,消,消退期,成,成,熟,熟期,衰,衰退期,科技,高,高至中,中,中,至,至低,低,低,低,低,低,低,規模經,濟,濟,低,低,低,低至,中,中,中,中至,高,高,中,中至,高,高,中,中至,高,高,品牌忠,誠,誠,低,低,低,低至,中,中,中,中至,高,高,中,中至,高,高,中,中至,高,高,產業生,命,命週期,進入障,礙,礙來源,需求高,度,度成長,需求成,長,長緩慢,與,與停滯,需求衰,退,退,16,Bargaining Power of Suppliers,A supplier group is powerful when:,itis,dominatedbyafewlargecompanies,satisfactorysubstituteproductsare,not,availabletoindustryfirms,industryfirmsare,notasignificantcustomer,forthesuppliergroup,suppliersgoodsarecriticaltobuyers,marketplacesuccess,effectivenessofsuppliers,productshascreated,highswitchingcosts,suppliersareacrediblethreatto,integrateforward,intothebuyersindustry,向前(向,下,下),整,整合,17,BargainingPowerofBuyers,Buyers(customers)arepowerfulwhen:,theypurchasealargeportionofanindustry,stotaloutput,thesalesoftheproductbeingpurchasedaccountforasignificantportionoftheseller,sannualrevenues,theycouldeasilyswitchtoanotherproduct,theindustry