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

Chapier3:TheExternalAvsessniefKCHAPTER3THEEXTERNA1.ASSESSMENTCHAPTEROUT1.INE TheNatureofanExternalAudit TheIiMiustrialOrganization(I/O)View EconomicForces Social.Cultural.Demographic,andNaturalEnvironmentForces Political.Governmental,and1.egalForces TcchnologiailForces CompetitiveForces CompetitiveAnalysis:Porter*sFive-ForcesModel SourcesofExternalInlbniialion ForecastingT<>lsandTcxhniques IndustiyAnalysis:TlieExternalFactorEvaluation(EFE)Matrix TheCompetitiveProfileMatrix(CPM)CHAIyIEROBJECTIVES.AlterMudyingthischapter,youshouldbeableiodotheiblloving:1. Describehowloconductanex(emalstrategic-nunage11>enlalit.34567892. DiscussIO11vjorexternalforcesthataffectOrganiZations:economic,social,cultural,demographic,cnvironnnlal.politicalgovernmental,legal,technological,andcompetitive.Identifykeysourcesofexternalinibmution.includingtheInternet.Discussimportanforecastingtoolsusedinstrategicmanagement.Discussdieimportanceofmonitoringexternaltrendsandevents.Explainh<>wtodevelopanEFEMatrix.ExplainhowtodevelopaCompetitiveProfileMatrix.Discusstheimportanceofgatheringcompetitiveintelligence.DescribethetrendtowardcperationanongCOmpelitOis.1().Discussmark式commonalityandresourcesimilarityinrelationocompetitiveanalysis.44CHAPTEROVERVIEWChapter3examinesthe100kandconceptsneededtoconductanexternalstrategic-managementaudit(sometimescalledenvironmentalscanningorindustryanalysis).AnexternalauditfocusesonidenlityingandevaluatingtrendsandevenInbcyorlthecontrolofasinglefl11n,suchaxincreasedfi)rcignCompelition,populationshiftstotheSunBdl,anagings<xriety,consumerfearoftraveling,andstockmarketvolatility.Anexterna!auditrevealskeyopportunitiesandthrcalsconfrontinganorganization,somanagerscantb11nulaiestrategiestotakeadvantageoftheopportunitiesandavoidorreducetheimpactoftlreats.IhischapterpresentsapracticalIrameworkandguidelinesforgathering,assimilating,andanalyzingenvi11)11mentalinfixmation.TheIndustrialOrganization(I/O)viewofstrategicmanagementisint11iuced.DoingGreatinaWeakEconomy-DunkinBrands9Inc.Dunkin*DonutsandBaskin-RobbinsarcunderoneumbrellacompanynamedDunkinBrandsInc.Dunkin'Donutsistheworld,sleadingchainofdonutshops,andBaskin-Robbinsisaleadingselleroficecreamandfrozensnacks.In2009.DunkiifDonutslaunchedaS1OOmillionadvertisingcampaignaroundIhetheme44YouKin'DoIthathighlightseverydaychallenges.Dunkin,Donutsalsointroduceditsfirst99centbreakfastwrapin2009,launchingfierceIronlalattacksonbothMcDonald'sandStarbucks.Thecompanyiscurrentlytestmarketingasix-itembreakfastvaluemenu.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPS1. THENATUREOEANEXTERNA1.AUDITThepurposeofanexternalauditistodevelopatnitelistofOPpOnUnitieStlatCoUIdbenefitafirmandavoidthreats.Figure3-1iIIuMniteshowtheexternalaiiifitsintothestrategic-managementprocess.VIN(VisittheNet):加rZ加加JmeGA中旬ccl”!W而JWMyii"11sgd"r""kgiu4即沏加gdescribeshowStnttegicplanningevolvedfivmlongraneplanningandenimnmenalscunfiing.A. KeyExternalForces1. ExternalIbrcescanbedividedintofiveb11xicategories:(I)economicIbrces;(2)social,cultural,dcn>g11phic.andnaturalenvironmentforces;(3)politicalgovemnnial.andlegalforces:(4)technologicalforces;and(5)competitiveforces.2. Relationsa11M>ngtheseforcesalanOrganizatiOnaredepictedinFigure3-2.ExternalIrendSatleventssignificantlyaffectallproducts,sen,ices.naAes.andorganizationsintheworld.Chapcer3:TheExiemalA<essn>en(3. ChangesinexternalforcestranslateintochangesinconsumerUenIandfixbothindustrialandconsumerproductsandservices.AnexampleofthisistheriseoflhcU.S.UnemploynientrateinJune2009toover9percent.B. TheProcessofPertbnninganExternalAudit1. TbCprocessofcrlb11ninganexternalauditmustinvolveasmanymanagersantiemployeesaspossible.Asemphasizedinearlierchapters,involvementintheStraiegiumanagememprocesscanleadtounderstandingandcommitmentfromorganizationalmembers.2. ToPerHwinanexternalaudit,acompanyfirstInUSIgatherCoinpetiliveinlelligenceandinlbmationaboutsocial,cultural,dc11)g11phic.CnVironInCntai.economic,political,legal,governmental,andtechnologicaltrends.a. IndividualsCanbeaskedtomonitorvarioussourcesofinfixmationsuchaskeymagazines,tradejournals,andnewspapers.h. ThCIntenielisanothersourcel<>rgatheringSlralegicinIbnnalion,asarccorporate,university,andpubliclibraries.i. Suppliers,distributors,salespersons,customers,andcompetitorsrepresentothersourcesofvitalinib11ation.3. Onceinl()nnalionisgalhercd,ilshouldbeassimilated,evaluatal,andprioritized.4. Keyexternalfactorsshouldbeimportanttoachievinglongtermandannualobjectives,measurable,applicabletoallcompetingfirms,andhierarchicalinthesensethatsomewillpertainto(heoverallcompanywhileotherswillbemorenarrowlyfocused.TeachingTip:Manyorganizationsarcscramblingtocollectinformationabouthow(oconductbusinessontheInternet.Thefollowingisalistofthepremiermagazinesthatarcavailableonlinethatfocusone-commerceandtheInternet. MoneyMagazine:htnx)n.connagazine!noneynag TheIndustryStandard