Part I: Strategic Management Inputs Chapter 2: The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis
第二章 外部环境：机会、威胁、行业竞 争和竞争对手分析
firm's efforts to generate above-average returns
企业直接和间接的竞争者 竞争动态理论影响企业为了得到超额利 润的预期。
10
Chapter 2: The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis
机会指那些能帮助企业获得竞争优势的总体环境条件。
Threat General environment condition that may hinder a company's efforts to achieve strategic competitiveness
威胁指那些会妨碍企业获得竞争优势的环境条件。
Industry 行业 Definition: Group of firms producing products that are close substitutes
14
Chapter 2: The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis
Overview: Seven content areas
The firm’s external environment General and industry environment External environment analysis process activities
The General Environment
(Cont’d)
The broader society dimensions that influence an industry
and the firms within it
包括那些在广阔的社会环境中影响到一个行 业和业内企业的各种因素。
Grouped into 6 dimensions OR ‘environmental segments’
Strategic competitiveness and Above-average returns
Intensity of industry competition and industry’s profit
potential are a function of 5 forces (See next slide)
1
The Strategic Management Process
2
Chapter 2: The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis Overview: Seven content areas
16
External Environment: General, Industry and Competitor
Industry Environment Set of factors directly influencing
A firm’s competitive actions/responses
(N=4) General environmental segments (N=6) Porter’s 5 Competitive Forces Strategic groups: Definition and influence Competitors and intelligence collection methods
(N=4) General environmental segments (N=6) Porter’s 5 Competitive Forces Strategic groups: Definition and influence Competitors and intelligence collection methods
Overview: Seven content areas
The firm’s external environment General and industry environment External environment analysis process activities
(N=4) General environmental segments (N=6) Porter’s 5 Competitive Forces Strategic groups: Definition and influence Competitors and intelligence collection methods
Competitors and intelligence collection
methods
企业了解竞争对手的哪些情况，以及手机竞 争对手信息的几种不同方法
4
Chapter 2: The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis
Overview: Seven content areas
The firm’s external environment General and industry environment External environment analysis process
activities (N=4) General environmental segments (N=6) Porter’s 5 Competitive Forces Strategic groups: Definition and influence Competitors and intelligence collection methods
12
External Environment Analysis
搜索——总体环境各方面的研究 Monitoring
(Cont’d)
4 components of External Environment Scanning
监测——分析家们通过观察环境的变化，发现在那 些有搜索定位的领域里是否出现重要的趋势。 Forecasting 预测——分析家们通过对将来作出的推断，分析得出合理 的结论，说明有以上搜索和监测的那些变化趋势将会发生 什么，什么时候发生 Assessing 评估——判断环境变化和趋势对企业战略管理影响的 时间点和显著程度。
(Cont’d)
Relates to Porter’s 5 Forces – see upcoming slides Competitor analysis: gather and interpret competitor
information
Competitor Environment Gives details about
(Cont’d)
行业环境 Industry Environment Set of factors directly influencing
A firm’s competitive actions/responses Relates to Porter’s 5 Forces – see upcoming slides Competitor analysis: gather and interpret competitor
General environmental segments (N=6)
企业总体环境的六个方面进行命名和描述
3
Porter’s 5 Competitive Forces
波特的五力模型
Strategic groups: Definition and influence
战略群组：定义、对竞争行为的影响
13
Chapter 2: The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis
Overview: Seven content areas
The firm’s external environment General and industry environment External environment analysis process activities
Each segment composed of elements
细分为六个方面：人口、经济、法律/政策、 社会文化、技术、全球化。
7
The External Environment
经济
人口
社会文化
政策 技术全球化8 NhomakorabeaExternal Environment: General, Industry and Competitor
A firm’s direct and indirect competitors The competitive dynamics expected to impact a firm's
efforts to generate above-average returns