persekitaran luaran bab 3. objektif bab selepas mengikuti bab ini, anda seharusnya boleh: 1....

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

Prentice Hall, Inc. ©2009

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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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Industry analysis- an in-depth examination of key factors within a corporation’s task environment


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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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