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BUSINESS
ENVIRONMENT
Learning Objectives


I.           What exactly is business environment?
      i.           What are the constituents of a business environment?
      ii.          Identify & examine three classes of business environment?
      iii.         What is the behaviour and performance outcomes of management for each
                   class of business environment?
II.          Business Environment Scanning and analysis (BESA).
      i.           What are the benefits of conducting a BESA?
      ii.          Where should you focus the analysis?

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Learning Objectives




III.          Macro Environment Analysis (BESA).
       i.           Using the PESTEL model to conduct macro environment analysis.
       ii.          Where should you focus the analysis?
       iii.         What are the attributes of an excellent macro-environment analysis?




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Business
                        Environment
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The space in
            which an organisation
               does business.

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What is inside
             that space?


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Classes of Business
Environment.
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Classes of Business Environment
           Stable



       Dynamic



       Complex

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Minimal
                                            or subtle
                                            changes.

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Manager’s are
relatively confident in
their decisions and of
      the future.




                                            Mood of Management
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Managers tend to
have plenty of time to
“right” past mistakes.




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Performance (Results)


                       Organisational
                     performance tends
                      to be predictable.

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Planning Cycle


                 In principle,
           strategic plans tend to
            run their full course.

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In a globalisation
                                      age, is there such thing
                                       as a stable business
                                           environment?


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Speedy and
               challenging changes.


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Manager’s are relatively
                                    less confident in their
                                   decisions and uncertain
                                      about the future.



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Time becomes a
luxury to managers.




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Performance (Results)


                Organisational
             performance tends to
              be less predictable.

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Planning Cycle


Strategic plans are unlikely
to run their full course, & if
 they do, they are shorter.

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An extension of a dynamic
environment; myriad of contradictory
   issues, difficult to understand.



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Short-term &
                                             long-term decisions
                                            become hard to make.

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Performance (Results)


                      Organisational
                    performance is less
                        predictable.

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Planning Cycle


         Strategic plans are no
        match to tumultuous &
        uncertain environment.

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The 2008/09
   global financial
meltdown epitomises
  today’s complex
    environment.


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Business
Environment
 Scanning &
  Analysis
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Importance
  of environmental scanning
in strategic planning process?

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1

            
leads to the identification of

                                       Strengths   Opportunities




                                    Weaknesses       Threats




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Strengths &                             Strengths   Opportunities


  Weaknesses are
  concerned with
  ‘internal issues’.                        Weaknesses     Threats




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Strengths   Opportunities




   Opportunities &
Threats are concerned                         Weaknesses     Threats

 with ‘external issues’.

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Match

                                 Strengths               Opportunities




                                       Convert              Convert


                              Weaknesses                    Threats

                                      Minimise               Minimise

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2




   The process is information
driven; can improve the quality
        of strategic decisions.

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3




     The firm maybe better
  prepared to capture market
opportunities; confront market risks.


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The assumption is the process enables
managers to grow specific knowledge
 vital to outperform the competition.



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4




  Improved managerial
knowledge of the business
     environment.

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5




                 To identify & deploy
                 suitable competitive
                      strategies.

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6




               Can result to
          effective and efficient
          use of firm’s resources.

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7




              Can lead to improved
              sales and profit.

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Dimensions
    of Business Environment
        Analysis
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Consumers, communities,
competitors, suppliers, etc

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McKinsey 7S diagnosis
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Value-chain diagnosis

P
r
i
        Inbound                             Outbound    Marketing &           Margin/Profit
m                          Production                               Service
        Logistics                           Logistics      Sales
a
r
y

S                                      Procurement
u
p                            Technology Development
p
                                                                              Margin/Profit
o                       Human Resource Management
r
t                                 Firm Infrastructure




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Macro-Environment:
PESTEL Analysis

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PESTEL Analysis




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Opportunities




              Risks




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Political
        Environment
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Political rule or
                   governance of a
                   country or state.

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How appealing is your country to
 foreign businesses? What initiatives are
been taken by your national government
      to attract foreign businesses?


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ushers in
                                            new policies.
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ObamasignsintoLawnew
Wall Street Reforms and
Consumer Protection
  Reforms—21July2010


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DavidCameron’s
                                            immigration cap and
                                            economic austerity—
                                                   July2010


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Political
                                            uncertainty
                                            in Syria, 2012.




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Civil unrests in the Gulf region, and
geopolitical tension between the West
  and Iran tend to push up oil prices.




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Libya’s crude oil
                                                      production output
                                                   fell, supply-routes were
Picture Source: Wikipedia
                                                    disrupted by the 2011
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Libya's Oil Production Could Quadruple In A Year




     Source: Business Insider (2011). Retrieved from http://articles.businessinsider.com/2011-10-20/markets/30301294_1_libyan-crude-oil-industry-libyan-oil


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Source: Business Insider (2011). Retrieved from http://articles.businessinsider.com/2011-10-20/markets/30301294_1_libyan-crude-oil-industry-libyan-oil


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The political, economic,
socio-cultural and technological
     integration of nations.


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Opportunities
                                            Globalisation

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1




       Access to low-cost
    labour and raw materials.


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2




Access to new markets


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3




 Access to additional
 income streams.


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4




Increased productivity


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Threats
                                            Globalisation

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Political risks
                                      Regulatory risks
                                     Competitive forces
                                     Exchange rate risks
                                     Competitive forces
                                      Natural disasters
                                              Etc.
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A clear political order & application of laws

 Executive | Parliament |
Judiciary | Human rights


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Summary
                                       War
                                Political stability
                            Change of governments
                             Governmental policies
                                   Terrorism
                                       Etc.
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Economic
          Environment
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Recession | Recovery | Boom




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Booming Economy Indicators
                                Rise in real GDP
                           Rising employment rate
                         Increase in personal income
                       Increase in consumer spending
                          Rise in corporate spending
                          Rise in corporate earnings
                                       Etc.
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Declining Economy Indicators
                                  GDP contraction
                              Fall in personal income
                            Rising unemployment rate
                           Decline in corporate earnings
                            Fall in consumer spending
                            Fall in corporate spending
                                         Etc.
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UK Economy Continues to Contract




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Have firms modified their
       behaviours as a result of the
        2008/09 global economic
        recession? In what ways?

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Laid-off staffs
                                       Exited market
                                   Entered new markets
                                 Renewed focus on ethics
                                Forged new partnerships
                                Risk-adverse management
                               Focused on short-term gains
                             Reconfigured competitive strategy
                                            Etc.
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Mass layoffs in the auto,
financial, retail, FMCG, tech,
   public-service industries
   between 2008 & 2012.


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UK Unemployment Rate 2008-2010




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Are some industries
           more affected by rising
             unemployment?

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Sony’s 2010 & 2011 TV
               sales were hurt by a strong
               Yen amidst other reasons.
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Does the UK tourism
industry benefit from a
declining British pound?

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Does Brazil’s export
   industry benefit from
      a declining real?

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Levies on personal &
                 corporate earnings.


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Low corporate tax rates is one
of the main reasons Ireland attracts
businesses like Google & Facebook.
                                             Humphries, C. (2012), “Apple Announces 500 New Jobs in Ireland”.
                                                     Retrieved April 20, 2012, from www.retuers.com




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The         of     price
                         borrowed money.


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Has the BoE’s
       interest rate of 0.5%
    stimulated bank lending?

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Fiscal policies aimed at
          reducing national debt


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Austerity (Fiscal) Policies

                        Welfare benefit cuts.
                       Public sector job-cuts.
                   Cut in government spending.
                   Public-sector wage cut/freeze.
               Increase in taxes (income, consumption, corporate, etc.).
                                 Etc.
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Are austerity measures
the reason for slow economic
  growth in the Eurozone?

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An increase in the prices
of products and services in a
country over a period of time.

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Is
                                            inflation
                                             good or
                                            bad to an
                                            economy
                                                 ?
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expressed by the number
of competitors in an industry.


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Monopoly
         A single provider of a service or good in an industry

                                            E.g.: the market for desktop operating systems


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Duopoly     An industry dominated by two firms

                                            E.g.: the market for desktop operating systems


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The aerospace
industry is far from
 being duopolistic.


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Oligopoly           An industry dominated by few firms

                                            E.g.: the market for desktop operating systems


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Availability and quality of
services used to facilitate economic
   transactions & development.


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Economic Infrastructure

                              Fiscal policies
                             Banking system
                            Transport system
                            Monetary policies
                       Telecommunication system
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How strong is the
economic infrastructure
   in your country?
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Summary
                                                GDP
                                           Interest rates
                                          Exchange rates
                                      Consumer confidence
                                           Price inflation
                                         Unemployment
                                    Size of disposable income
                                   Nature of market competition
                                                Etc.
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Socio-cultural
          Environment
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Source: Office for National Statistics, UK, 2010

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Age Group Growth Rate




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Fertility | Mortality | Life Expectancy




                                            Source: Office for National Statistics, UK, 2010

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Growing
                                      Middle Class
                                      Population.


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Middle-class population
                               as a % of global population.




1820           1890             1913               1938   1950   1960   1980   1990   2000   2006


Source: Economist


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Middle-class population as a % of global population




 1700                         1850            1950   1980   2006

                                                            Source: Economist



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1—2                 3—4   5—6   7+

                            Family-size Segments
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... Couple-households
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... Single-mother households
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Source: Office for National Statistics, UK, 2010

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Single                    Engaged           Married   Widow   Widower   Divorced




                      Marital-status Segments
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The habits, attitudes,
moral standards, economic
level, etc., that typify your
      mode of living.
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Source: Office for National Statistics, UK, 2010




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Crimes
                                                   Murder
                                                  Hacking
                                                Kidnappings
                                            Money laundering
                                            Bribery & corruption
                                               Counterfeiting
                                                  Hijacking
                                                   Piracy
                                                    Theft
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Wal-Mart May Pay Millions to
               Resolve Mexican Bribery Allegations.




                 Source: LA Times (2012). Retrieved from www.latimes.com/business/la-fi-wal-mart-bribery-20120424,0,2920404.story


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Should the bribery
allegation be true, what effect
 would it have on Wal-Mart?


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Global Corruption Barometer:
                                  2009 Corruption Perception Index (CPI)—Selected Ranks
                                      Source: Selected data from the TI Corruption Perception index, 2009


                                            Top 20—Least Corrupt
1.     New Zealand                                                     12.    Luxembourg
2.     Denmark                                                         14.    Germany
3.     Singapore                                                       14.    Ireland
3.     Sweden                                                          16.    Austria
5.     Switzerland                                                     17.    Japan
6.     Finland                                                         17.    United Kingdom
6.     Netherlands                                                     19.    United States
8.     Australia                                                       20.    Barbados
8.     Canada
8.     Iceland
11.    Norway
12.    Honk Kong

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Global Corruption Barometer:
                              2009 Corruption Perception Index (CPI)—Selected Ranks
                                   Source: Selected data from the TI Corruption Perception index, 2009

                                      Bottom 20—Most Corrupt
  158. Tajikistan                                                   176. Iraq
  162. Angola                                                       176. Sudan
  162. Congo Brazzaville                                            178. Myanmar
  162. Dem Rep Congo                                                179. Afghanistan
  162. Guinea-Bissau                                                180. Somalia
  162. Kyrgyzstan
  162. Venezuela
  168. Burundi
  168. Equatorial Guinea
  168. Guinea
  168. Haiti
  168. Iran
  168. Turkmenistan
  174. Uzbekistan
  175. Chad
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Pandemics

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Avian Flu
                                      Swine flu
                                      Mad-cow
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Which industries were
         affected by the 2009
          Swine flu pandemic?


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Airline
                                     Food
                                Agribusinesses
                              Restaurant dining
                           Public-gathering activities
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It’s difficult to predict a pandemic.
 Pandemic-vulnerable businesses
  should have contingency plans.


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Increasing
                                                                                                         preference for
                                                                                                        healthy foods &
                                                                                                             drinks.




Source: Joe (2009). Retrieved from www.livestrong.com/blog/blog/curious-joe-wants-to-know-are-you-addicted-to-diet-coke/


       © 2013 Berlin Asong. All rights reserved.
Launched in March 2012




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Source: Northattan (2011). Retrieved from http://northattan.com/wp-content/uploads/2011/11/IMG_93111.jpg


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STPaul’s Cathedral, London
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Source: Bonini, McKillop, & Mendonca 2007



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Protectionism

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Buddhism
                                            Christianity
                                            Hinduism
                                              Islam
                                             Judaism
                                            Shintoism
                                               Etc.
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Hofstede Four
       Dimensions of National Culture

                                   Power distance
                                 Uncertainty avoidance
                                     Individualism
                                      Masculinity

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According to
                                            Geert Hofstede

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Power distance culture



                          The degree to
                       which hierarchy and
                      class exist in a society.


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High Power Distant Culture Nations
                                               Brazil
                                               Spain
                                            Singapore
                                              Japan
                                            Philippines
                                            Venezuela
                                              France
                                               India
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Low Power Distant Culture Nations
                                              UK
                                            Germany
                                            Australia
                                             Austria
                                              USA
                                            Denmark
                                            Canada
                                              Etc.
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Uncertainty avoidance culture


                                             The degree to which
                                             people tend to avoid
                                            uncertainty, ambiguity,
                                                conventions.



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High Uncertainty
                 Avoidance Culture Nations

                                              Japan
                                            South Korea
                                              Greece
                                             Pakistan
                                                Etc.

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Low Uncertainty
                 Avoidance Culture Nations


                                            Hong Kong
                                             Denmark
                                               Etc.

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Individualism culture



  The degree to
which people place
personal interests
 over collective
    interests.
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High Individualism
                                   Culture Nations
                                             Australia
                                             Canada
                                            Netherland
                                               UK
                                               USA
                                               Etc.
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Low Individualism
                                    Culture Nations
                                             Columbia
                                              Greece
                                            Hong Kong
                                              Mexico
                                               Peru
                                              Taiwan
                                                Etc.
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Technological
          Environment
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The state and pace of
         technological advances
                and uses.

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Internet
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The internet has altered the
 business landscape, & continues to
rewrite the “rules” of doing business.


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© 2013 Berlin Asong. All rights reserved.   Source: Office for National Statistics, UK, 2010   249
How is the internet
    revolutionising society and
            businesses?


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Broadband Speed

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Then                                        Now




                        The impact of mobile
                      technologies on society.
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The advent of
                                            mobile payment.
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Influence of Social Media




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Source: Office for National Statistics, UK, 2010



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Source: Office for National Statistics, UK, 2010
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Has the power
                    of social media been
                        exaggerated?


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Ecological
          Environment
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Tsunami
                                                Drought
                                              Earthquake
                                            Volcanic eruption
                                                Hurricane
                                                Flooding
                                                   Etc.
© 2013 Berlin Asong. All rights reserved.                       263
2011 Japanese
Tsunami: lost of lives
 & livelihood; supply-
chains disrupted, etc.



© 2013 Berlin Asong. All rights reserved.   264
Flight cancellations in
 urope in 2010 & 2011
aused by the Icelandic
 volcanic ash-cloud.



   © 2013 Berlin Asong. All rights reserved.   265
Drought in the
                                            Horn of Africa.



© 2013 Berlin Asong. All rights reserved.                266
© 2013 Berlin Asong. All rights reserved.   267
© 2013 Berlin Asong. All rights reserved.   268
Depletion
                                            of natural
                                            resources.



© 2013 Berlin Asong. All rights reserved.                269
Waste




© 2013 Berlin Asong. All rights reserved.   270
BP oil spill
in the Gulf
 of Mexico
  of 2010.




 © 2013 Berlin Asong. All rights reserved.   271
© 2013 Berlin Asong. All rights reserved.   272
LEGAL
          Environment
© 2013 Berlin Asong. All rights reserved.    273
© 2013 Berlin Asong. All rights reserved.   274
Major Business
                     Regulatory Frameworks.
                                          Advertising laws
                                         Competition laws
                                    Consumer protection laws
                                     Intellectual property laws
                                        Health & Safety laws
                                         Employment laws
                                                 Etc.
© 2013 Berlin Asong. All rights reserved.                         275
© 2013 Berlin Asong. All rights reserved.   276
© 2013 Berlin Asong. All rights reserved.   277
Burger King to scrap ad after complaint




© 2013 Berlin Asong. All rights reserved.   278
© 2013 Berlin Asong. All rights reserved.   279
© 2013 Berlin Asong. All rights reserved.   280
What are the
                                       attributes of a great
                                       macro-environment
                                             analysis?

© 2013 Berlin Asong. All rights reserved.                281
1




 Thorough &
facts-checked.


    © 2013 Berlin Asong. All rights reserved.   282
2




      The issues covered are
relevant to the purpose for which
 the analysis was commissioned.


    © 2013 Berlin Asong. All rights reserved.   283
PESTEL                        PESTEL        PESTEL   PESTEL   PESTEL



                   PESTEL
                                                                        PESTEL
                                            PESTEL
                                                          PESTEL
                   PESTEL         PESTEL


                                               PESTEL

                                  PESTEL




© 2013 Berlin Asong. All rights reserved.                                                 284
3




                      It’s up-to-date and
                     tracks future trends.


    © 2013 Berlin Asong. All rights reserved.   285
4




                                      It’s actionable.


    © 2013 Berlin Asong. All rights reserved.            286
© 2013 Berlin Asong. All rights reserved.   287

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Business Environment

  • 2. Learning Objectives I. What exactly is business environment? i. What are the constituents of a business environment? ii. Identify & examine three classes of business environment? iii. What is the behaviour and performance outcomes of management for each class of business environment? II. Business Environment Scanning and analysis (BESA). i. What are the benefits of conducting a BESA? ii. Where should you focus the analysis? © 2013 Berlin Asong. All rights reserved. 2
  • 3. Learning Objectives III. Macro Environment Analysis (BESA). i. Using the PESTEL model to conduct macro environment analysis. ii. Where should you focus the analysis? iii. What are the attributes of an excellent macro-environment analysis? © 2013 Berlin Asong. All rights reserved. 3
  • 4. Business Environment © 2013 Berlin Asong. All rights reserved. 4
  • 5. The space in which an organisation does business. © 2013 Berlin Asong. All rights reserved. 5
  • 6. What is inside that space? © 2013 Berlin Asong. All rights reserved. 6
  • 7. © 2013 Berlin Asong. All rights reserved. 7
  • 8. Classes of Business Environment. © 2013 Berlin Asong. All rights reserved. 8
  • 9. Classes of Business Environment Stable Dynamic Complex © 2013 Berlin Asong. All rights reserved. 9
  • 10. © 2013 Berlin Asong. All rights reserved. 10
  • 11. Minimal or subtle changes. © 2013 Berlin Asong. All rights reserved. 11
  • 12. © 2013 Berlin Asong. All rights reserved. 12
  • 13. Manager’s are relatively confident in their decisions and of the future. Mood of Management © 2013 Berlin Asong. All rights reserved. 13
  • 14. Managers tend to have plenty of time to “right” past mistakes. © 2013 Berlin Asong. All rights reserved. 14
  • 15. Performance (Results) Organisational performance tends to be predictable. © 2013 Berlin Asong. All rights reserved. 15
  • 16. Planning Cycle In principle, strategic plans tend to run their full course. © 2013 Berlin Asong. All rights reserved. 16
  • 17. In a globalisation age, is there such thing as a stable business environment? © 2013 Berlin Asong. All rights reserved. 17
  • 18. © 2013 Berlin Asong. All rights reserved. 18
  • 19. Speedy and challenging changes. © 2013 Berlin Asong. All rights reserved. 19
  • 20. © 2013 Berlin Asong. All rights reserved. 20
  • 21. Manager’s are relatively less confident in their decisions and uncertain about the future. © 2013 Berlin Asong. All rights reserved. 21
  • 22. Time becomes a luxury to managers. © 2013 Berlin Asong. All rights reserved. 22
  • 23. Performance (Results) Organisational performance tends to be less predictable. © 2013 Berlin Asong. All rights reserved. 23
  • 24. Planning Cycle Strategic plans are unlikely to run their full course, & if they do, they are shorter. © 2013 Berlin Asong. All rights reserved. 24
  • 25. © 2013 Berlin Asong. All rights reserved. 25
  • 26. An extension of a dynamic environment; myriad of contradictory issues, difficult to understand. © 2013 Berlin Asong. All rights reserved. 26
  • 27. Short-term & long-term decisions become hard to make. © 2013 Berlin Asong. All rights reserved. 27
  • 28. Performance (Results) Organisational performance is less predictable. © 2013 Berlin Asong. All rights reserved. 28
  • 29. Planning Cycle Strategic plans are no match to tumultuous & uncertain environment. © 2013 Berlin Asong. All rights reserved. 29
  • 30. The 2008/09 global financial meltdown epitomises today’s complex environment. © 2013 Berlin Asong. All rights reserved. 30
  • 31. © 2013 Berlin Asong. All rights reserved. 31
  • 32. Business Environment Scanning & Analysis © 2013 Berlin Asong. All rights reserved. 32
  • 33. © 2013 Berlin Asong. All rights reserved. 33
  • 34. © 2013 Berlin Asong. All rights reserved. 34
  • 35. © 2013 Berlin Asong. All rights reserved. 35
  • 36. © 2013 Berlin Asong. All rights reserved. 36
  • 37. © 2013 Berlin Asong. All rights reserved. 37
  • 38. Importance of environmental scanning in strategic planning process? © 2013 Berlin Asong. All rights reserved. 38
  • 39. © 2013 Berlin Asong. All rights reserved. 39
  • 40. 1 
leads to the identification of Strengths Opportunities Weaknesses Threats © 2013 Berlin Asong. All rights reserved. 40
  • 41. Strengths & Strengths Opportunities Weaknesses are concerned with ‘internal issues’. Weaknesses Threats © 2013 Berlin Asong. All rights reserved. 41
  • 42. Strengths Opportunities Opportunities & Threats are concerned Weaknesses Threats with ‘external issues’. © 2013 Berlin Asong. All rights reserved. 42
  • 43. Match Strengths Opportunities Convert Convert Weaknesses Threats Minimise Minimise © 2013 Berlin Asong. All rights reserved. 43
  • 44. 2 The process is information driven; can improve the quality of strategic decisions. © 2013 Berlin Asong. All rights reserved. 44
  • 45. © 2013 Berlin Asong. All rights reserved. 45
  • 46. 3 The firm maybe better prepared to capture market opportunities; confront market risks. © 2013 Berlin Asong. All rights reserved. 46
  • 47. The assumption is the process enables managers to grow specific knowledge vital to outperform the competition. © 2013 Berlin Asong. All rights reserved. 47
  • 48. 4 Improved managerial knowledge of the business environment. © 2013 Berlin Asong. All rights reserved. 48
  • 49. 5 To identify & deploy suitable competitive strategies. © 2013 Berlin Asong. All rights reserved. 49
  • 50. 6 Can result to effective and efficient use of firm’s resources. © 2013 Berlin Asong. All rights reserved. 50
  • 51. 7 Can lead to improved sales and profit. © 2013 Berlin Asong. All rights reserved. 51
  • 52. © 2013 Berlin Asong. All rights reserved. 52
  • 53. Dimensions of Business Environment Analysis © 2013 Berlin Asong. All rights reserved. 53
  • 54. © 2013 Berlin Asong. All rights reserved. 54
  • 55. © 2013 Berlin Asong. All rights reserved. 55
  • 56. © 2013 Berlin Asong. All rights reserved. 56
  • 57. © 2013 Berlin Asong. All rights reserved. 57
  • 58. © 2013 Berlin Asong. All rights reserved. 58
  • 59. Consumers, communities, competitors, suppliers, etc © 2013 Berlin Asong. All rights reserved. 59
  • 60. © 2013 Berlin Asong. All rights reserved. 60
  • 61. McKinsey 7S diagnosis © 2013 Berlin Asong. All rights reserved. 61
  • 62. Value-chain diagnosis P r i Inbound Outbound Marketing & Margin/Profit m Production Service Logistics Logistics Sales a r y S Procurement u p Technology Development p Margin/Profit o Human Resource Management r t Firm Infrastructure © 2013 Berlin Asong. All rights reserved. 62
  • 63. © 2013 Berlin Asong. All rights reserved. 63
  • 64. Macro-Environment: PESTEL Analysis © 2013 Berlin Asong. All rights reserved. 64
  • 65. © 2013 Berlin Asong. All rights reserved. 65
  • 66. PESTEL Analysis © 2013 Berlin Asong. All rights reserved. 66
  • 67. Opportunities Risks © 2013 Berlin Asong. All rights reserved. 67
  • 68. Political Environment © 2013 Berlin Asong. All rights reserved. 68
  • 69. © 2013 Berlin Asong. All rights reserved. 69
  • 70. Political rule or governance of a country or state. © 2013 Berlin Asong. All rights reserved.
  • 71. © 2013 Berlin Asong. All rights reserved. 71
  • 72. © 2013 Berlin Asong. All rights reserved. 72
  • 73. © 2013 Berlin Asong. All rights reserved. 73
  • 74. © 2013 Berlin Asong. All rights reserved. 74
  • 75. © 2013 Berlin Asong. All rights reserved. 75
  • 76. © 2013 Berlin Asong. All rights reserved. 76
  • 77. © 2013 Berlin Asong. All rights reserved. 77
  • 78. © 2013 Berlin Asong. All rights reserved. 78
  • 79. How appealing is your country to foreign businesses? What initiatives are been taken by your national government to attract foreign businesses? © 2013 Berlin Asong. All rights reserved.
  • 80. © 2013 Berlin Asong. All rights reserved. 80
  • 81. 
ushers in new policies. © 2013 Berlin Asong. All rights reserved. 81
  • 82. © 2013 Berlin Asong. All rights reserved. 82
  • 83. © 2013 Berlin Asong. All rights reserved. 83
  • 84. ObamasignsintoLawnew Wall Street Reforms and Consumer Protection Reforms—21July2010 © 2013 Berlin Asong. All rights reserved. 84
  • 85. DavidCameron’s immigration cap and economic austerity— July2010 © 2013 Berlin Asong. All rights reserved. 85
  • 86. © 2013 Berlin Asong. All rights reserved. 86
  • 87. Political uncertainty in Syria, 2012. © 2013 Berlin Asong. All rights reserved. 87
  • 88. © 2013 Berlin Asong. All rights reserved. 88
  • 89. © 2013 Berlin Asong. All rights reserved. 89
  • 90. © 2013 Berlin Asong. All rights reserved. 90
  • 91. Civil unrests in the Gulf region, and geopolitical tension between the West and Iran tend to push up oil prices. © 2013 Berlin Asong. All rights reserved. 91
  • 92. Libya’s crude oil production output fell, supply-routes were Picture Source: Wikipedia disrupted by the 2011 © 2013 Berlin Asong. All rights reserved. spring uprising.92
  • 93. Libya's Oil Production Could Quadruple In A Year Source: Business Insider (2011). Retrieved from http://articles.businessinsider.com/2011-10-20/markets/30301294_1_libyan-crude-oil-industry-libyan-oil © 2013 Berlin Asong. All rights reserved. 93
  • 94. Source: Business Insider (2011). Retrieved from http://articles.businessinsider.com/2011-10-20/markets/30301294_1_libyan-crude-oil-industry-libyan-oil © 2013 Berlin Asong. All rights reserved. 94
  • 95. © 2013 Berlin Asong. All rights reserved. 95
  • 96. The political, economic, socio-cultural and technological integration of nations. © 2013 Berlin Asong. All rights reserved.
  • 97. Opportunities Globalisation © 2013 Berlin Asong. All rights reserved. 97
  • 98. 1 Access to low-cost labour and raw materials. © 2013 Berlin Asong. All rights reserved. 98
  • 99. 2 Access to new markets © 2013 Berlin Asong. All rights reserved. 99
  • 100. 3 Access to additional income streams. © 2013 Berlin Asong. All rights reserved. 100
  • 101. 4 Increased productivity © 2013 Berlin Asong. All rights reserved. 101
  • 102. Threats Globalisation © 2013 Berlin Asong. All rights reserved. 102
  • 103. Political risks Regulatory risks Competitive forces Exchange rate risks Competitive forces Natural disasters Etc. © 2013 Berlin Asong. All rights reserved. 103
  • 104. © 2013 Berlin Asong. All rights reserved. 104
  • 105. A clear political order & application of laws Executive | Parliament | Judiciary | Human rights © 2013 Berlin Asong. All rights reserved.
  • 106. Summary War Political stability Change of governments Governmental policies Terrorism Etc. © 2013 Berlin Asong. All rights reserved. 106
  • 107. © 2013 Berlin Asong. All rights reserved. 107
  • 108. Economic Environment © 2013 Berlin Asong. All rights reserved. 108
  • 109. © 2013 Berlin Asong. All rights reserved. 109
  • 110. Recession | Recovery | Boom © 2013 Berlin Asong. All rights reserved. 110
  • 111. Booming Economy Indicators Rise in real GDP Rising employment rate Increase in personal income Increase in consumer spending Rise in corporate spending Rise in corporate earnings Etc. © 2013 Berlin Asong. All rights reserved. 111
  • 112. Declining Economy Indicators GDP contraction Fall in personal income Rising unemployment rate Decline in corporate earnings Fall in consumer spending Fall in corporate spending Etc. © 2013 Berlin Asong. All rights reserved. 112
  • 113. © 2013 Berlin Asong. All rights reserved.
  • 114. UK Economy Continues to Contract © 2013 Berlin Asong. All rights reserved. 114
  • 115. Have firms modified their behaviours as a result of the 2008/09 global economic recession? In what ways? © 2013 Berlin Asong. All rights reserved.
  • 116. Laid-off staffs Exited market Entered new markets Renewed focus on ethics Forged new partnerships Risk-adverse management Focused on short-term gains Reconfigured competitive strategy Etc. © 2013 Berlin Asong. All rights reserved. 116
  • 117. © 2013 Berlin Asong. All rights reserved. 117
  • 118. © 2013 Berlin Asong. All rights reserved. 118
  • 119. © 2013 Berlin Asong. All rights reserved. 119
  • 120. © 2013 Berlin Asong. All rights reserved. 120
  • 121. Mass layoffs in the auto, financial, retail, FMCG, tech, public-service industries between 2008 & 2012. © 2013 Berlin Asong. All rights reserved.
  • 122. UK Unemployment Rate 2008-2010 © 2013 Berlin Asong. All rights reserved. 122
  • 123. Are some industries more affected by rising unemployment? © 2013 Berlin Asong. All rights reserved.
  • 124. © 2013 Berlin Asong. All rights reserved. 124
  • 125. © 2013 Berlin Asong. All rights reserved. 125
  • 126. Sony’s 2010 & 2011 TV sales were hurt by a strong Yen amidst other reasons. © 2013 Berlin Asong. All rights reserved. 126
  • 127. Does the UK tourism industry benefit from a declining British pound? © 2013 Berlin Asong. All rights reserved.
  • 128. Does Brazil’s export industry benefit from a declining real? © 2013 Berlin Asong. All rights reserved.
  • 129. © 2013 Berlin Asong. All rights reserved. 129
  • 130. Levies on personal & corporate earnings. © 2013 Berlin Asong. All rights reserved. 130
  • 131. Low corporate tax rates is one of the main reasons Ireland attracts businesses like Google & Facebook. Humphries, C. (2012), “Apple Announces 500 New Jobs in Ireland”. Retrieved April 20, 2012, from www.retuers.com © 2013 Berlin Asong. All rights reserved. 131
  • 132. © 2013 Berlin Asong. All rights reserved. 132
  • 133. The of price borrowed money. © 2013 Berlin Asong. All rights reserved.
  • 134. © 2013 Berlin Asong. All rights reserved. 134
  • 135. Has the BoE’s interest rate of 0.5% stimulated bank lending? © 2013 Berlin Asong. All rights reserved.
  • 136. © 2013 Berlin Asong. All rights reserved. 136
  • 137. Fiscal policies aimed at reducing national debt © 2013 Berlin Asong. All rights reserved. 137
  • 138. Austerity (Fiscal) Policies Welfare benefit cuts. Public sector job-cuts. Cut in government spending. Public-sector wage cut/freeze. Increase in taxes (income, consumption, corporate, etc.). Etc. © 2013 Berlin Asong. All rights reserved. 138
  • 139. © 2013 Berlin Asong. All rights reserved. 139
  • 140. Are austerity measures the reason for slow economic growth in the Eurozone? © 2013 Berlin Asong. All rights reserved.
  • 141. © 2013 Berlin Asong. All rights reserved. 141
  • 142. An increase in the prices of products and services in a country over a period of time. © 2013 Berlin Asong. All rights reserved.
  • 143. Is inflation good or bad to an economy ? © 2013 Berlin Asong. All rights reserved.
  • 144. © 2013 Berlin Asong. All rights reserved. 144
  • 145. 
expressed by the number of competitors in an industry. © 2013 Berlin Asong. All rights reserved.
  • 146. Monopoly A single provider of a service or good in an industry E.g.: the market for desktop operating systems © 2013 Berlin Asong. All rights reserved. 146
  • 147. Duopoly An industry dominated by two firms E.g.: the market for desktop operating systems © 2013 Berlin Asong. All rights reserved. 147
  • 148. © 2013 Berlin Asong. All rights reserved. 148
  • 149. The aerospace industry is far from being duopolistic. © 2013 Berlin Asong. All rights reserved. 149
  • 150. © 2013 Berlin Asong. All rights reserved. 150
  • 151. Oligopoly An industry dominated by few firms E.g.: the market for desktop operating systems © 2013 Berlin Asong. All rights reserved. 151
  • 152. © 2013 Berlin Asong. All rights reserved. 152
  • 153. Availability and quality of services used to facilitate economic transactions & development. © 2013 Berlin Asong. All rights reserved. 153
  • 154. Economic Infrastructure Fiscal policies Banking system Transport system Monetary policies Telecommunication system © 2013 Berlin Asong. All rights reserved. 154
  • 155. How strong is the economic infrastructure in your country? © 2013 Berlin Asong. All rights reserved.
  • 156. Summary GDP Interest rates Exchange rates Consumer confidence Price inflation Unemployment Size of disposable income Nature of market competition Etc. © 2013 Berlin Asong. All rights reserved. 156
  • 157. © 2013 Berlin Asong. All rights reserved. 157
  • 158. Socio-cultural Environment © 2013 Berlin Asong. All rights reserved. 158
  • 159. © 2013 Berlin Asong. All rights reserved. 159
  • 160. Source: Office for National Statistics, UK, 2010 © 2013 Berlin Asong. All rights reserved. 160
  • 161. Age Group Growth Rate © 2013 Berlin Asong. All rights reserved. 161
  • 162. © 2013 Berlin Asong. All rights reserved. 162
  • 163. Fertility | Mortality | Life Expectancy Source: Office for National Statistics, UK, 2010 © 2013 Berlin Asong. All rights reserved. 163
  • 164. Growing Middle Class Population. © 2013 Berlin Asong. All rights reserved. 164
  • 165. Middle-class population as a % of global population. 1820 1890 1913 1938 1950 1960 1980 1990 2000 2006 Source: Economist © 2013 Berlin Asong. All rights reserved. 165
  • 166. Middle-class population as a % of global population 1700 1850 1950 1980 2006 Source: Economist © 2013 Berlin Asong. All rights reserved. 166
  • 167. © 2013 Berlin Asong. All rights reserved. 167
  • 168. 1—2 3—4 5—6 7+ Family-size Segments © 2013 Berlin Asong. All rights reserved. 168
  • 169. © 2013 Berlin Asong. All rights reserved. 169
  • 170. © 2013 Berlin Asong. All rights reserved. 170
  • 171. © 2013 Berlin Asong. All rights reserved. 171
  • 172. ... Couple-households © 2013 Berlin Asong. All rights reserved. 172
  • 173. ... Single-mother households © 2013 Berlin Asong. All rights reserved. 173
  • 174. Source: Office for National Statistics, UK, 2010 © 2013 Berlin Asong. All rights reserved. 174
  • 175. Single Engaged Married Widow Widower Divorced Marital-status Segments © 2013 Berlin Asong. All rights reserved. 175
  • 176. © 2013 Berlin Asong. All rights reserved. 176
  • 177. © 2013 Berlin Asong. All rights reserved. 177
  • 178. © 2013 Berlin Asong. All rights reserved. 178
  • 179. The habits, attitudes, moral standards, economic level, etc., that typify your mode of living. © 2013 Berlin Asong. All rights reserved. 179
  • 180. © 2013 Berlin Asong. All rights reserved. 180
  • 181. © 2013 Berlin Asong. All rights reserved. 181
  • 182. © 2013 Berlin Asong. All rights reserved. 182
  • 183. © 2013 Berlin Asong. All rights reserved. 183
  • 184. © 2013 Berlin Asong. All rights reserved. 184
  • 185. © 2013 Berlin Asong. All rights reserved. 185
  • 186. © 2013 Berlin Asong. All rights reserved. 186
  • 187. © 2013 Berlin Asong. All rights reserved. 187
  • 188. © 2013 Berlin Asong. All rights reserved. 188
  • 189. Source: Office for National Statistics, UK, 2010 © 2013 Berlin Asong. All rights reserved. 189
  • 190. © 2013 Berlin Asong. All rights reserved. 190
  • 191. © 2013 Berlin Asong. All rights reserved. 191
  • 192. © 2013 Berlin Asong. All rights reserved. 192
  • 193. © 2013 Berlin Asong. All rights reserved. 193
  • 194. Crimes Murder Hacking Kidnappings Money laundering Bribery & corruption Counterfeiting Hijacking Piracy Theft © 2013 Berlin Asong. All rights reserved. Etc. 194
  • 195. © 2013 Berlin Asong. All rights reserved. 195
  • 196. Wal-Mart May Pay Millions to Resolve Mexican Bribery Allegations. Source: LA Times (2012). Retrieved from www.latimes.com/business/la-fi-wal-mart-bribery-20120424,0,2920404.story © 2013 Berlin Asong. All rights reserved. 196
  • 197. Should the bribery allegation be true, what effect would it have on Wal-Mart? © 2013 Berlin Asong. All rights reserved.
  • 198. © 2013 Berlin Asong. All rights reserved. 198
  • 199. Global Corruption Barometer: 2009 Corruption Perception Index (CPI)—Selected Ranks Source: Selected data from the TI Corruption Perception index, 2009 Top 20—Least Corrupt 1. New Zealand 12. Luxembourg 2. Denmark 14. Germany 3. Singapore 14. Ireland 3. Sweden 16. Austria 5. Switzerland 17. Japan 6. Finland 17. United Kingdom 6. Netherlands 19. United States 8. Australia 20. Barbados 8. Canada 8. Iceland 11. Norway 12. Honk Kong © 2013 Berlin Asong. All rights reserved. 199
  • 200. Global Corruption Barometer: 2009 Corruption Perception Index (CPI)—Selected Ranks Source: Selected data from the TI Corruption Perception index, 2009 Bottom 20—Most Corrupt 158. Tajikistan 176. Iraq 162. Angola 176. Sudan 162. Congo Brazzaville 178. Myanmar 162. Dem Rep Congo 179. Afghanistan 162. Guinea-Bissau 180. Somalia 162. Kyrgyzstan 162. Venezuela 168. Burundi 168. Equatorial Guinea 168. Guinea 168. Haiti 168. Iran 168. Turkmenistan 174. Uzbekistan 175. Chad © 2013 Berlin Asong. All rights reserved. 200
  • 201. © 2013 Berlin Asong. All rights reserved. 201
  • 202. Pandemics © 2013 Berlin Asong. All rights reserved. 202
  • 203. Avian Flu Swine flu Mad-cow © 2013 Berlin Asong. All rights reserved. 203
  • 204. Which industries were affected by the 2009 Swine flu pandemic? © 2013 Berlin Asong. All rights reserved.
  • 205. Airline Food Agribusinesses Restaurant dining Public-gathering activities © 2013 Berlin Asong. All rights reserved. 205
  • 206. It’s difficult to predict a pandemic. Pandemic-vulnerable businesses should have contingency plans. © 2013 Berlin Asong. All rights reserved.
  • 207. © 2013 Berlin Asong. All rights reserved. 207
  • 208. © 2013 Berlin Asong. All rights reserved. 208
  • 209. © 2013 Berlin Asong. All rights reserved. 209
  • 210. Increasing preference for healthy foods & drinks. Source: Joe (2009). Retrieved from www.livestrong.com/blog/blog/curious-joe-wants-to-know-are-you-addicted-to-diet-coke/ © 2013 Berlin Asong. All rights reserved.
  • 211. Launched in March 2012 © 2013 Berlin Asong. All rights reserved. 211
  • 212. © 2013 Berlin Asong. All rights reserved. 212
  • 213. Source: Northattan (2011). Retrieved from http://northattan.com/wp-content/uploads/2011/11/IMG_93111.jpg © 2013 Berlin Asong. All rights reserved. 213
  • 214. STPaul’s Cathedral, London © 2013 Berlin Asong. All rights reserved. 214
  • 215. © 2013 Berlin Asong. All rights reserved. 215
  • 216. © 2013 Berlin Asong. All rights reserved. 216
  • 217. © 2013 Berlin Asong. All rights reserved. 217
  • 218. © 2013 Berlin Asong. All rights reserved. 218
  • 219. Source: Bonini, McKillop, & Mendonca 2007 © 2013 Berlin Asong. All rights reserved. 219
  • 220. © 2013 Berlin Asong. All rights reserved. 220
  • 221. © 2013 Berlin Asong. All rights reserved. 221
  • 222. © 2013 Berlin Asong. All rights reserved. 222
  • 223. Protectionism © 2013 Berlin Asong. All rights reserved. 223
  • 224. © 2013 Berlin Asong. All rights reserved. 224
  • 225. Buddhism Christianity Hinduism Islam Judaism Shintoism Etc. © 2013 Berlin Asong. All rights reserved. 225
  • 226. © 2013 Berlin Asong. All rights reserved. 226
  • 227. © 2013 Berlin Asong. All rights reserved. 227
  • 228. © 2013 Berlin Asong. All rights reserved. 228
  • 229. © 2013 Berlin Asong. All rights reserved. 229
  • 230. © 2013 Berlin Asong. All rights reserved. 230
  • 231. © 2013 Berlin Asong. All rights reserved. 231
  • 232. © 2013 Berlin Asong. All rights reserved. 232
  • 233. Hofstede Four Dimensions of National Culture Power distance Uncertainty avoidance Individualism Masculinity © 2013 Berlin Asong. All rights reserved. 233
  • 234. According to Geert Hofstede
 © 2013 Berlin Asong. All rights reserved. 234
  • 235. Power distance culture The degree to which hierarchy and class exist in a society. © 2013 Berlin Asong. All rights reserved. 235
  • 236. High Power Distant Culture Nations Brazil Spain Singapore Japan Philippines Venezuela France India © 2013 Berlin Asong. All rights reserved. Etc. 236
  • 237. Low Power Distant Culture Nations UK Germany Australia Austria USA Denmark Canada Etc. © 2013 Berlin Asong. All rights reserved. 237
  • 238. Uncertainty avoidance culture The degree to which people tend to avoid uncertainty, ambiguity, conventions. © 2013 Berlin Asong. All rights reserved. 238
  • 239. High Uncertainty Avoidance Culture Nations Japan South Korea Greece Pakistan Etc. © 2013 Berlin Asong. All rights reserved. 239
  • 240. Low Uncertainty Avoidance Culture Nations Hong Kong Denmark Etc. © 2013 Berlin Asong. All rights reserved. 240
  • 241. Individualism culture The degree to which people place personal interests over collective interests. © 2013 Berlin Asong. All rights reserved. 241
  • 242. High Individualism Culture Nations Australia Canada Netherland UK USA Etc. © 2013 Berlin Asong. All rights reserved. 242
  • 243. Low Individualism Culture Nations Columbia Greece Hong Kong Mexico Peru Taiwan Etc. © 2013 Berlin Asong. All rights reserved. 243
  • 244. © 2013 Berlin Asong. All rights reserved. 244
  • 245. Technological Environment © 2013 Berlin Asong. All rights reserved. 245
  • 246. The state and pace of technological advances and uses. © 2013 Berlin Asong. All rights reserved.
  • 247. Internet © 2013 Berlin Asong. All rights reserved. 247
  • 248. The internet has altered the business landscape, & continues to rewrite the “rules” of doing business. © 2013 Berlin Asong. All rights reserved.
  • 249. © 2013 Berlin Asong. All rights reserved. Source: Office for National Statistics, UK, 2010 249
  • 250. How is the internet revolutionising society and businesses? © 2013 Berlin Asong. All rights reserved.
  • 251. Broadband Speed © 2013 Berlin Asong. All rights reserved. 251
  • 252. Then Now The impact of mobile technologies on society. © 2013 Berlin Asong. All rights reserved. 252
  • 253. The advent of mobile payment. © 2013 Berlin Asong. All rights reserved. 253
  • 254. © 2013 Berlin Asong. All rights reserved. 254
  • 255. Influence of Social Media © 2013 Berlin Asong. All rights reserved. 255
  • 256. Source: Office for National Statistics, UK, 2010 © 2013 Berlin Asong. All rights reserved. 256
  • 257. Source: Office for National Statistics, UK, 2010 © 2013 Berlin Asong. All rights reserved. 257
  • 258. © 2013 Berlin Asong. All rights reserved. 258
  • 259. Has the power of social media been exaggerated? © 2013 Berlin Asong. All rights reserved.
  • 260. © 2013 Berlin Asong. All rights reserved. 260
  • 261. Ecological Environment © 2013 Berlin Asong. All rights reserved. 261
  • 262. © 2013 Berlin Asong. All rights reserved. 262
  • 263. Tsunami Drought Earthquake Volcanic eruption Hurricane Flooding Etc. © 2013 Berlin Asong. All rights reserved. 263
  • 264. 2011 Japanese Tsunami: lost of lives & livelihood; supply- chains disrupted, etc. © 2013 Berlin Asong. All rights reserved. 264
  • 265. Flight cancellations in urope in 2010 & 2011 aused by the Icelandic volcanic ash-cloud. © 2013 Berlin Asong. All rights reserved. 265
  • 266. Drought in the Horn of Africa. © 2013 Berlin Asong. All rights reserved. 266
  • 267. © 2013 Berlin Asong. All rights reserved. 267
  • 268. © 2013 Berlin Asong. All rights reserved. 268
  • 269. Depletion of natural resources. © 2013 Berlin Asong. All rights reserved. 269
  • 270. Waste © 2013 Berlin Asong. All rights reserved. 270
  • 271. BP oil spill in the Gulf of Mexico of 2010. © 2013 Berlin Asong. All rights reserved. 271
  • 272. © 2013 Berlin Asong. All rights reserved. 272
  • 273. LEGAL Environment © 2013 Berlin Asong. All rights reserved. 273
  • 274. © 2013 Berlin Asong. All rights reserved. 274
  • 275. Major Business Regulatory Frameworks. Advertising laws Competition laws Consumer protection laws Intellectual property laws Health & Safety laws Employment laws Etc. © 2013 Berlin Asong. All rights reserved. 275
  • 276. © 2013 Berlin Asong. All rights reserved. 276
  • 277. © 2013 Berlin Asong. All rights reserved. 277
  • 278. Burger King to scrap ad after complaint © 2013 Berlin Asong. All rights reserved. 278
  • 279. © 2013 Berlin Asong. All rights reserved. 279
  • 280. © 2013 Berlin Asong. All rights reserved. 280
  • 281. What are the attributes of a great macro-environment analysis? © 2013 Berlin Asong. All rights reserved. 281
  • 282. 1 Thorough & facts-checked. © 2013 Berlin Asong. All rights reserved. 282
  • 283. 2 The issues covered are relevant to the purpose for which the analysis was commissioned. © 2013 Berlin Asong. All rights reserved. 283
  • 284. PESTEL PESTEL PESTEL PESTEL PESTEL PESTEL PESTEL PESTEL PESTEL PESTEL PESTEL PESTEL PESTEL © 2013 Berlin Asong. All rights reserved. 284
  • 285. 3 It’s up-to-date and tracks future trends. © 2013 Berlin Asong. All rights reserved. 285
  • 286. 4 It’s actionable. © 2013 Berlin Asong. All rights reserved. 286
  • 287. © 2013 Berlin Asong. All rights reserved. 287