Please enable JavaScript.
Coggle requires JavaScript to display documents.
CHAPTER 3 EVALUATING A COMPANY'S EXTERNAL ENVIRONMENT (MACRO…
CHAPTER 3
EVALUATING A COMPANY'S EXTERNAL ENVIRONMENT
MACRO-ENVIRONMENT
SOCIOCULTURAL
TECHNOLOGICAL
ECONOMIC
ENVIRONMENT
POLITICAL
LEGAL
5 FORCES FRAMEWORK
SUPPLIERS
NEW ENTRANTS
RIVALRY
SUBSTITUTE PRODUCTS
BUYERS
VALUE NET
DRIVING-FORCES ANALYSIS
ACCESSING THE IMPACTS
ADJUSTING STRATEGY TO PREPARE FOR THE IMPACTS
IDENTIFY DRIVING FORCES
STRATEGIC GROUP MAPS
COMPETITOR ANALYSIS
STRATEGIC MOVES (ACTIONS & REACTIONS) & OUTCOME
RESOURCES & CAPABILITIES
OBJECTIVES
CURRENT STRATEGY
ASSUMPTIONS
BASIC QUESTIONS
WHAT RESOURCES & COMPETITIVE CAPABILITIES MUST A COMPANY HAVE TO BE COMPETITIVELY SUCCESSFUL
WHAT SHORTCOMINGS ARE ALMOST CERTAIN TO PUT A COMPANY AT A SIGNIFICANT COMPETITIVE ADVANTAGE
ON WHAT BASIS DO BUYERS OF THE INDUSTRY'S PRODUCT CHOOSE BETWEEN THE COMPETING BRAND OF SELLER
THE INDUSTRY OUTLOOK FOR PROFITABLE
DRIVING FORCES
5 FORCES ANALYSIS
STRATEGIC GROUP MAPPING
PESTEL
COMPETITOR ANALYSIS
KEY SUCCESS FACTOR