persekitaran luaran bab 3. objektif bab selepas mengikuti bab ini, anda seharusnya boleh: 1....
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PERSEKITARAN LUARAN
BAB 3
OBJEKTIF BAB
Selepas mengikuti bab ini, anda seharusnya boleh:1. Menerangkan definisi persekitaran luaran.2. Memahami konsep persekitaran luaran dari sudut
makro dan mikro.3. Menjelaskan faktor-faktor PEST (Politik, Ekonomi,
Sosial dan Teknologi).4. Menghuraikan ‘Porter’s Five Competitive Forces’.5. Membezakan antara PEST dan ‘Porter’s Five
Competitive Forces’.6. Menjelaskan faktor-faktor kritikal O dan T dalam
SWOT.7. Membina Matriks EFAS (External Factor Analysis
Summery).8. Membincangkan penggunaan analisis SWOT dan
Matriks EFAS dalam analisa organisasi anda.
IMBASAN PERSEKITARAN
Environmental scanning- the monitoring, evaluation and dissemination of information from the external and internal environments to key people within the corporation
External Strategic Management Audit
Identify & evaluate factors beyond the control of a single firm Increased foreign competition Population shifts Aging society Fear of traveling Stock market volatility
External Strategic Management Audit
Purpose of External Audit Identify
Opportunities Threats
Makro dan Mikro
Terdapat dua perspektif apabila kita melihat kepada persekitaran luaran, iaitu makro dan mikro (Rajah 3.1 ms 22). Makro adalah perspektif keseluruhan manakala mikro adalah perspektif subset kepada makro ataupun perspektif secara fokus. Untuk perspektif makro kita akan melihat kepada PEST manakala perspektif mikro pula kita akan menggunakan Porter’s Five Competitive Forces ataupun Lima Gerak kuasa Porter.
Figure 3.1: The Components of a Company’s Macro-Environment
MACROENVIRONMENT
Legislation and
Regulation
Societal Values
and LifestylesPopulatio
n
Demographics
Technolo
gy
The Economy at Large
COMPANY
Suppliers Substitutes
Buyers
NewEntrants
Rival Firms
IMMEDIATE INDUSTRY
AND COMPETITIVE ENVIRONMENT
Identifying External Environmental Variables
Societal environment (Macro) - social systems that influence long-term decisions
Economic forces Technological forces Political-legal forces Sociocultural forces
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Identifying External Environmental Variables
Task environment (Micro) - groups that directly affect a corporation and are affected by the corporation
Government Local communities Suppliers Competitors Customers Creditors Unions Special interest groups/trade associations
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Identifying External Environmental Variables
Industry analysis- an in-depth examination of key factors within a corporation’s task environment
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Identifying External Environmental Variables
PEST Analysis- monitoring trends in the societal and natural environments
Political-legal forces Economic- Sociocultural- Technological-
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The Five-Forces Model of Competition
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Ch 3 -13
MODEL LIMA GERAK KUASA KOMPETITIF PORTER(PORTER’S FIVE COMPETITIVE FORCES)
Substitute Products(of firms in
other industries)
Suppliers of Key Inputs
Buyers
PotentialNew
Entrants
RivalryAmong
CompetingSellers
Analyzing the Five Competitive Forces: How to Do It
Assess strength of each of the five competitive forces (Strong? Moderate? Weak? )
Rivalry among competitors Competition from substitute products Competitive threat from potential entrants Bargaining power of suppliers and
supplier-seller collaboration Bargaining power of buyers and
buyer-seller collaboration Explain how each force acts to create competitive
pressure—What are the factors that cause each force to be strong or weak?
Decide whether overall competition (the combined effect of all five competitive forces) is brutal, fierce, strong, normal/moderate, or weak
Rivalry Among Competing Sellers
Usually the most powerful of the five forces The big factor determining the strength of
rivalry is how actively and aggressively are rivals employing the various weapons of competition in jockeying for a stronger market position and seeking bigger sales Is price competition vigorous? Active efforts to improve quality? Are rivals racing to offer better
performance features? Are rivals racing to offer better
customer service? Lots of advertising/sales promotions? Active efforts to build a stronger
dealer network? Active product innovation? Active use of other weapons of rivalry?
What Causes Rivalry to be Stronger?
Active jockeying for position among rivals and frequent launches of new offensives to gain sales and market share
One or more firms initiates moves to bolster their standing at expense of rivals
Lots of firms that are relatively equal in size and capability
Slow market growth Industry conditions tempt some firms to go on the
offensive to boost volume and market share Customers have low costs in switching to rival
brands A successful strategic move carries a big payoff Costs more to get out of business than to stay in Firms have diverse strategies, corporate priorities,
resources, and countries of origin
Principle of Competitive MarketsCompetitive jockeying among rival firms is dynamic and ever-changing
As industry members initiate new offensive and defensive moves
As emphasis swings from one mix of competitive weapons to another
Competitive Force of Potential Entry
Seriousness of threat depends on
Barriers to entry
Reaction of existing firms to entry
Barriers exist when
Newcomers confront obstacles
Economic factors put potential entrant at a disadvantage relative to incumbent firms
Common Barriers to Entry Sizable economies of scale Inability to gain access to specialized
technology Existence of strong learning/experience
curve effects Strong brand preferences and customer loyalty Large capital requirements and/or other
specialized resource requirements Cost disadvantages independent of size Difficulties in gaining access to distribution
channels Regulatory policies, tariffs, trade restrictions
Principle of Competitive Markets
Threat of entry is stronger when: Entry barriers are low Sizable pool of entry candidates
exists Incumbents are unwilling or unable to
contest a newcomer’s entry efforts Newcomers can expect to earn
attractive profits
Competitive Force ofSubstitute Products
Substitutes matter when customers are attracted to the products of firms in
other industries
Concept
Eyeglasses vs. Contact Lens Sugar vs. Artificial Sweeteners Newspapers vs. TV vs. Internet E-mail vs. Overnight Delivery
Examples
How to Tell Whether SubstituteProducts are a Strong Force
Sales of substitutes are growing rapidly
Producers of substitutes plan to add new capacity
Profits of producers of substitutes are up
Principle of Competitive Markets
Competitive threat of substitutes is stronger when they are:
Readily available Attractively priced Believed to have comparable
or better performance features
Customer switching costs are low
Competitive Pressures From Suppliersand Supplier-Seller Collaboration
Whether supplier-seller relationships represent a weak or strong competitive force depends on Whether suppliers can exercise
sufficient bargaining leverage to influence terms of supply in their favor
Extent and competitive importance of collaborative partnerships between one or more sellers and their suppliers
Competitive Force of Suppliers
Suppliers are a strong competitive force when:
Item makes up large portion of product costs, is crucial to production process, and/or significantly affects product quality
It is costly for buyers to switch suppliers They have good reputations and
growing demand They can supply a component cheaper than
industry members can make it themselves They do not have to contend with
substitutes Buying firms are not important customers
Competitive Pressures: Collaboration Between Sellers and Suppliers
Rival sellers are forming long-term strategic partnerships with select suppliers to Promote just-in-time deliveries and
reduced inventory and logistic costs Speed availability of next-generation
components Enhance quality of parts being supplied Reduce suppliers’ costs which paves way for
lower prices on items supplied Competitive advantage potential may
accrue to industry rivals doing the best job of managing supply-chain relationships
Principle of Competitive MarketsSuppliers are a stronger force the more they can exercise power over: Prices charged Quality and
performance of items supplied
Reliability of deliveries
Competitive Pressures From Buyersand Seller-Buyer Collaboration
Whether seller-buyer relationships represent a weak or strong competitive force depends on
Whether buyers have sufficient bargaining leverage to influence terms of sale in their favor
Extent and competitive importance of collaborative partnerships between one or more sellers and their customers
Competitive Force of Buyers
Buyers are a strong competitive force when:
They are large and purchase a sizable percentage of industry’s product
They buy in large quantities They can integrate backward Industry’s product is standardized Their costs in switching to substitutes or
other brands are low They can purchase from several sellers Product purchased does not save buyer
money
Competitive Pressures: Collaboration Between Sellers and Buyers
Partnerships are an increasingly important competitive element in business-to-business relationships
Collaboration may result in mutual benefits regarding Just-in-time deliveries Order processing Electronic invoice payments On-line sharing of sales at the cash register
Competitive advantage potential may accrue to industry rivals who do the best job of managing seller-buyer partnerships
Principle of Competitive MarketsBuyers are a stronger competitive force the more they have leverage to bargain over:
Price Quality Service Other terms and
conditions of sale
Strategic Implications of theFive Competitive Forces
Competitive environment is unattractive from the standpoint of earning good profits when:
Rivalry is strong Entry barriers are low
and entry is likely Competition from
substitutes is strong Suppliers and customers have
considerable bargaining power
Strategic Implications of theFive Competitive Forces
Competitive environment is ideal from a profit-making standpoint when:
Rivalry is moderate Entry barriers are high
and no firm is likely toenter
Good substitutes do not exist
Suppliers and customers are in a weak bargaining position
ANALISIS SWOT: O DAN TKey success factors- variables that
can significantly affect the overall competitive positions of companies within an industry
Industry matrix- summarizes the key success factors within a particular industry
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Competitors
Competitors organizations that offer same, similar, or substitute products or services in the business areas in which a particular company operates
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