The

External
Assessment

Chapter Three

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 Learning Objectives
1. Describe the nature and purpose of an external
assessment in formulating strategies.
2. Identify and discuss 10 external forces that
must be examined in formulating strategies:
economic, social, cultural, demographic,
environmental, political, governmental, legal,
technological, and competitive.
3. Explain Porter’s Five Forces Model and its
relevance in formulating strategies.

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 Learning Objectives (cont.)
4. Describe key sources of information used
for locating vital external information.
5. Discuss forecasting tools and techniques.
6. Explain how to develop and use an
External Factor Evaluation (EFE) Matrix.
7. Explain how to develop and use a
Competitive Profile Matrix.

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 External Audit
External audit
focuses on identifying and evaluating trends
and events beyond the control of a single firm
reveals key opportunities and threats
confronting an organization so that managers
can formulate strategies to take advantage of
the opportunities and avoid or reduce the
impact of threats

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The Nature of an External Audit
The external audit is aimed at identifying
key variables that offer actionable
responses
Firms should be able to respond either
offensively or defensively to the factors by
formulating strategies that take advantage of
external opportunities or that minimize the
impact of potential threats.

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A Comprehensive Strategic-Management
Model

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 Key External Forces
External forces can be divided into five
broad categories:
1. economic forces
2. social, cultural, demographic, and natural
environment forces
3. political, governmental, and legal forces
4. technological forces
5. competitive forces

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Relationships Between Key External
Forces and an Organization

3-8
 The Process of Performing an External
Audit
First, gather competitive intelligence and
information about economic, social,
cultural, demographic, environmental,
political, governmental, legal, and
technological trends.

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 The Process of Performing an External
Audit

Information should be assimilated and

evaluated

A final list of the most important key

external factors should be communicated

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 The Industrial Organization
(I/O) View
The Industrial Organization (I/O) approach
to competitive advantage advocates that
external (industry) factors are more
important than internal factors in a firm for
gaining and sustaining competitive
advantage.

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 Economic Forces
 Shift to service economy  Income differences by region and
 Availability of credit consumer group
 Level of disposable income  Price fluctuations
 Propensity of people to spend  Foreign countries’ economic
 Interest rates conditions
 Inflation rates  Monetary and Fiscal policy
 GDP trends  Stock market trends
 Consumption patterns  Tax rate variation by country and
 Unemployment trends state
 Value of the dollar  European Economic Community
(EEC) policies
 Import/Export factors
 Organization of Petroleum
 Demand shifts for different goods
Exporting Countries (OPEC) policies
and services

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 Advantages of a Strong Dollar
1. Leads to lower exports
2. Leads to higher imports
3. Makes U.S. goods expensive for foreign consumers
4. Helps keep inflation low
5. Allows U.S. firms to purchase raw materials cheaply from other
countries
6. Allows U.S. to service its debt better
7. Spurs foreign investment
8. Encourages Americans to travel abroad
9. Leads to lower oil prices because oil globally is priced in U.S.
dollars
10.Encourages Americans to spend money because they can buy
more for their money
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 Social, Cultural, Demographic, and
Natural Environmental Forces

U.S. Facts
Aging population
Less white
2050 = 20% population > 65 years
2075 = no ethnic or racial majority

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 Key Social, Cultural, Demographic, and
Natural Environmental Variables
 Population changes by race, age,  Attitudes toward retirement
and geographic area  Energy conservation
 Regional changes in tastes and  Attitudes toward product quality
preferences
 Attitudes toward customer
 Number of marriages
service
 Number of divorces
 Pollution control
 Number of births
 Attitudes toward foreign peoples
 Number of deaths
 Immigration and emigration rates  Energy conservation
 Social Security programs  Social programs
 Life expectancy rates  Number of churches
 Per capita income  Number of church members
 Social media pervasiveness  Social responsibility issues

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 Political, Governmental, and
Legal Forces
The increasing global interdependence
among economies, markets, governments,
and organizations makes it imperative that
firms consider the possible impact of
political variables on the formulation and
implementation of competitive strategies.

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 Political, Government, and
Legal Variables

 Environmental  USA vs. other country

regulations relationships
 Political conditions in
 Number of patents foreign countries
 Changes in patent laws  Global price of oil
 Equal employment laws changes
 Local, state, and federal
 Level of defense laws
expenditures  Import–export regulations
 Unionization trends  Tariffs
 Antitrust legislation  Local, state, and national
elections

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 Technological Forces
New technologies such as:
the Internet of Things
3D printing
the cloud
mobile devices
biotech
analytics
autotech
robotics and
artificial intelligence
are fueling innovation in many industries, and impacting strategic-
planning decisions.

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 Technological Forces
Many firms now have a Chief Information
Officer (CIO) and a Chief Technology
Officer (CTO) who work together to
ensure that information needed to
formulate, implement, and evaluate
strategies is available where and when it is
needed

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 Results of Technological Advances
1. Major opportunities and threats that must be considered in
formulating strategies.
2. Can affect organizations’ products, services, markets, suppliers,
distributors, competitors, customers, manufacturing processes,
marketing practices, and competitive position.
3. Can create new markets, result in new and improved products,
change the relative competitive cost positions, and render existing
products and services obsolete.
4. Can reduce or eliminate cost barriers between businesses, create
shorter production runs, create shortages in technical skills, and
result in changing values and expectations of employees,
managers, and customers.
5. Can create new competitive advantages that are more powerful
than existing advantages.

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 Competitive Forces
An important part of an external audit is
identifying rival firms and determining their
strengths, weaknesses, capabilities,
opportunities, threats, objectives, and
strategies

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 Competitive Forces
Characteristics of the most competitive
companies:
1. Strive to continually increase market share
2. Use the vision/mission as a guide for all decisions
3. Whether it's broke or not, fix it–make it better
4. Continually adapt, innovate, improve
5. Acquisition is essential to growth
6. Hire and retain the best employees and managers
possible
7. Strive to stay cost-competitive on a global basis

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 Key Questions About Competitors
1. What are the strengths of our major competitors?
2. What are the weaknesses of our major competitors?
3. What are the objectives and strategies of our major competitors?
4. How will our major competitors most likely respond to current economic, social,
cultural, demographic, environmental, political, governmental, legal, technological,
and competitive trends affecting our industry?
5. How vulnerable are the major competitors to our alternative company strategies?
6. How vulnerable are our alternative strategies to successful counterattack by our
major competitors?
7. How are our products or services positioned relative to major competitors?
8. To what extent are new firms entering and old firms leaving this industry?
9. What key factors have resulted in our present competitive position in this industry?
10.How have the sales and profit rankings of our major competitors in the industry
changed over recent years? Why have these rankings changed that way?
11.What is the nature of supplier and distributor relationships in this industry?
12.To what extent could substitute products or services be a threat to our competitors?

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 Competitive Intelligence Programs

Competitive intelligence (CI)

a systematic and ethical process for gathering
and analyzing information about the
competition's activities and general business
trends to further a business's own goals

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 Competitive Intelligence Programs
The three basic objectives of a CI program are:

1. To provide a general understanding of an industry and

its competitors

2. To identify areas in which competitors are vulnerable

and to assess the impact strategic actions would have
on competitors

3. To identify potential moves that a competitor might make

that would endanger a firm's position in the market

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The Five-Forces Model of Competition

3-26
The Five-Forces Model of Competition

1. Identify key aspects or elements of each

competitive force that impact the firm.

2. Evaluate how strong and important each

element is for the firm.

3. Decide whether the collective strength of

the elements is worth the firm entering or
staying in the industry.
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 The Five-Forces Model
Rivalry among competing firms

Most powerful of the five forces

Focus on competitive advantage of

strategies over other firms

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 The Five-Forces Model
TABLE 3-7 Conditions That Cause High Rivalry Among Competing Firms
▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬
▬
1. When the number of competing firms is high
2. When competing firms are of similar size
3. When competing firms have similar capabilities
4. When the demand for an industry’s products is falling
5. When the product or service prices in the industry are falling
6. When consumers can switch brands easily
7. When barriers to leaving the market are high
8. When barriers to entering the market are low
9. When fixed costs are high among competing firms
10. When the product is perishable
11. When rivals have excess capacity
12. When consumer demand is falling
13. When rivals have excess inventory
14. When rivals sell similar products/services
15. When mergers are common in Pearson
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Education, Inc. 3-29
 The Five-Forces Model
Potential Entry of New
Competitors

Barriers to entry are important

Quality, pricing, and marketing can

overcome barriers

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 Barriers to Entry
 Need to gain economies of scale quickly
 Need to gain technology and specialized know-
how
 Lack of experience
 Strong customer loyalty
 Strong brand preferences
 Large capital requirements
 Lack of adequate distribution channels

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 Barriers to Entry
 Government regulatory policies
 Tariffs
 Lack of access to raw materials
 Possession of patents
 Undesirable locations
 Counterattack by entrenched firms
 Potential saturation of the market

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 The Five-Forces Model
Potential development of
substitute products
Pressure increases when:

Prices of substitutes decrease

Consumers' switching costs decrease

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 The Five-Forces Model
Bargaining Power of Suppliers is
increased when (there are):
Few suppliers
Few substitutes
Costs of switching raw materials is high
Backward integration is gaining control or
ownership of suppliers

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 The Five-Forces Model
Bargaining power of consumers
Customers being concentrated or
buying in volume affects intensity of
competition
Consumer power is higher where
products are standard or
undifferentiated

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 Conditions Where Consumers Gain
Bargaining Power
1. If buyers can inexpensively switch
2. If buyers are particularly important
3. If sellers are struggling in the face of falling
consumer demand
4. If buyers are informed about sellers' products,
prices, and costs
5. If buyers have discretion in whether and when
they purchase the product

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Sources of External Information
 Unpublished sources include customer
surveys, market research, speeches at
professional and shareholders' meetings,
television programs, interviews, and
conversations with stakeholders.
 Published sources of strategic information
include periodicals, journals, reports,
government documents, abstracts, books,
directories, newspapers, and manuals.

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Sources of External Information

http://finance.yahoo.com

 www.hoovers.com

 http://globaledge.msu.edu/industries/

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 Forecasting Tools and Techniques

Forecasts

educated assumptions about future

trends and events

no forecast is perfect

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 Making Assumptions
Assumptions
Best present estimates of the impact of
major external factors, over which the
manager has little if any control, but
which may exert a significant impact on
performance or the ability to achieve
desired results.

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 Business Analytics

Using software to mine huge

volumes of data

Helps executives make decisions

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 Industry Analysis: The External Factor
Evaluation (EFE) Matrix

Summarize and evaluate these factors:

Economic Political
Social Governmental
Cultural Legal
Demographic Technological
Environmental Competitive

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 EFE Matrix Steps
1. List 20 key external factors
2. Weight from 0.0 to 1.0
3. Rate the effectiveness of current
strategies from 1-4
4. Multiply weight * rating
5. Sum weighted scores

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EFE Matrix for a Local Ten-Theater
Cinema Complex

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 Industry Analysis: Competitive Profile
Matrix (CPM)
Identifies firm's major competitors
and their strengths & weaknesses in
relation to a sample firm's strategic
positions

Critical success factors include

internal and external issues

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 An Example Competitive
Profile Matrix
TABLE 3-12 An Example Competitive Profile Matrix
▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬
Company 1 Company 2 Company 3____________
Critical Success
Factors_ ___ _ Weight Rating Score Rating Score Rating Score____ ____
Advertising 0.20 1 0.20 4 0.80 3 0.60
Product Quality 0.10 4 0.40 3 0.30 2 0.20
Price Competitiveness 0.10 3 0.30 2 0.20 1 0.10
Management 0.10 4 0.40 3 0.20 1 0.10
Financial Position 0.15 4 0.60 2 0.30 3 0.45
Customer Loyalty 0.10 4 0.40 3 0.30 2 0.20
Global Expansion 0.20 4 0.80 1 0.20 2 0.40
Market Share 0.05 1 0.05 4 0.20 3 0.15
Total 1.00 3.15 2.50 2.20

Note: The ratings values are as follows: 1 = major weakness, 2 = minor weakness, 3 = minor strength, 4 =
major strength. As indicated by the total weighted score of 2.50, Competitor 2 is weakest. Only eight
critical success factors are included for simplicity; this is too few in actuality.

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