Environmental scanning is a concept from business management by which businesses gather information from the environment, to better achieve a sustainable competitive advantage. Environmental Scanning & Monitoring- Techniques PEST, SWOT, QUEST

1. Environmental Scanning & MonitoringTechniques

2. Environmental Scanning & Monitoring Environmental scanningis a concept from business management by which businesses gather information from the environment, to better achieve a sustainable competitive advantage. To sustain competitive advantage the company must also respond to the information gathered from environmental scanning by altering its strategies and plans when the need arises.

3. Environmental Scanning & Monitoring- Techniques SWOT Techniques QUEST PEST Industry Analysis Competitor Analysis

4. SWOT(Strength-Weakness-Opportunity-Threat) Identification of threats and Opportunities in the environment (External) and strengths and Weaknesses of the firm (Internal) is the cornerstone of business policy formulation; it is these factors which determine the course of action to ensure the survival and growth of the firm.

5. SWOT Analysis

6. The SWOT analysis is an extremely useful tool for understanding and decision-making for all sorts of situations in business and organizations. SWOT is an acronym for Strengths, Weaknesses, Opportunities, Threats. SWOT analysis came from the research conducted at Stanford Research Institute from 1960-1970. The background to SWOT stemmed from the need to find out why corporate planning failed. The research was funded by the fortune 500 companies to find out what could be done about this failure. The Research Team were Marion Dosher, Dr Otis Benepe, Albert Humphrey, Robert Stewart, Birger Lie.

7. SWOT: Studying Internal & External Environment The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. SWOT analysis groups key pieces of information into two main categories: Internal factors – The strengths and weaknesses internal to the organization. External factors – The opportunities and threats presented by the external environment.

8. Examples of SWOTs Strengths and Weaknesses Resources: financial, intellectual, location Cost advantages from proprietary know-how Creativity / ability to develop new products Valuable intangible assets: intellectual capital Competitive capabilities Big campus selection

9. Opportunities and Threats Takeovers Market Trends Economic condition Mergers Joint ventures Strategic alliances Expectations of stakeholders Technology Public expectations Competitors and competitive actions Poor Public Relations Development Criticism (Editorial) Global Markets Environmental conditions

10. Uses of SWOT Analysis Corporate planning Set objectives – defining what the organisation is intending to do Environmental scanning Internal appraisals of the organisations SWOT, this needs to include an assessment of the present situation as well as a portfolio of products/services and an analysis of the product/service life cycle

11. Analysis of existing strategies, this should determine relevance from the results of an internal/external appraisal. This may include gap analysis (compare its actual performance with its potential performance which will look at environmental factors) Strategic Issues defined – key factors in the development of a corporate plan which needs to be addressed by the organisation Develop new/revised strategies – revised analysis of strategic issues may mean the objectives need to change

12. Establish critical success factors – the achievement of objectives and strategy implementation Preparation of operational, resource, projects plans for strategy implementation Monitoring results – mapping against plans, taking corrective action which may mean amending objectives/strategies.

13. Also; Use SWOT analysis for business planning, strategic planning, competitor evaluation, marketing, business and product development and research reports.

15. Economic

16. Social

19. employment laws

20. environmental regulations

21. trade restrictions and tariffs

23. interest rates

24. exchange rates

26. population growth rate

27. age distribution

28. career attitudes

30. automation

31. technology incentives

33. Porter’s approach to Industry Analysis A corporation is most concerned with the intensity of competition within its industry The level of this intensity is determined by basic competitive forces In scanning its industry, the corporation must assess the importance to its success of each of the six forces

34. Potential Entrants Threat of New Entrants Relative Power of Unions, Governments, Industry etc. Other Bargaining Competitors Stakeholders Power of Buyers Buyers Suppliers Rivalry Among Bargaining Existing Firms Power of Suppliers Threat of Substitute Products or Services Substitutes Forces Driving Industry Competition

35. Threat of New Entrants:Some Barriers to Entry Economies of Scale Product Differentiation Capital Requirements Switching Costs Access to Distribution Channels Cost Disadvantages Independent of Size Government Policy Expected Retaliation

36. Properties of Entry Barriers Entry barriers can and do change as the conditions change Entry barriers can change for reasons inside the firm : impact of the firm’s strategic decisions Some firms may possess resources or skills which allow them to overcome entry barriers into an industry more cheaply than most other firms

37. Rivalry Among Existing Firms Intense Rivalry is Related To: Number of Competitors: numerous or equally balanced competitors Rate of Industry Growth: slow industry growth Product or Service Characteristics: Lack of differentiation or switching costs Amount of Fixed Costs : high fixed or storage costs

38. High fixed or storage costs Lack of differentiation or switching costs Capacity augmented in large increments (leading to overcapacity and price cuttings) Diverse competitors High strategic stakes High exit barriers (specialized assets, fixed costs of exit, strategic interrelationships, emotional barriers, government and social restrictions)

39. Shifting Rivalry The factors that determine the intensity of competitive rivalry can and do change As an industry matures, its growth rate declines, resulting in intensified rivalry, declining profits An acquisition can introduce a different personality to an industry Focusing selling efforts on the fastest growing segments can reduce the impact of industry rivalry

40. Entry Barriers and Exit Barriers When entry barriers are high and exit barriers are low, entry will be deterred, and unsuccessful competitors will leave the industry When both entry and exit barriers are high, profit potential is high, but is usually accompanied by more risks, and unsuccessful firms will fight to stay The worst case is when entry barriers are low and exit barriers are high (overcapacity, poor profitability)

41. Pressure from Substitute Products Substitutes limit the potential return of an industry by placing a ceiling on the prices firms in the industry can profitably charge Identifying substitute is searching for other products that can perform the same function as the product of the industry The impact of substitutes can be summarized as the industry’s overall elasticity of demand

42. Bargaining Power of Buyers Buyers compete by forcing down prices, bargaining for higher quality or more services, and playing competitors against each other A buyer’s group is powerful if: It purchases large volumes relative to seller sales The products it purchases from the industry represent a significant fraction of the buyer’s cost of purchase (shop for good price)

43. The products it purchases from the industry are standard or undifferentiated It faces few switching costs It earns low profits (thus sensitive to costs) Buyers pose a credible threat of backward integration The industry’s product is unimportant to the quality of the buyer’s products or services The buyer has full information

44. Bargaining Power of Suppliers Suppliers can exert bargaining power over participants in an industry by threatening to raise prices or reduce the quality of purchased goods and services A supplier group is powerful if: It is dominated by a few companies It is not obliged to contend with other substitute products for sale to the industry The industry is not an important customer The supplier’s product is an important input to the buyer’s business

45. The supplier’s group products are differentiated or it has built up switching costs The supplier group poses a credible threat of forward integration Labor must be considered as a supplier that exerts great power in many industries

46. Government as a force in industry competition Government role as supplier and buyer can be influenced by political factors Government regulations can set limits on the behavior of firms as suppliers or buyers Government can affect the position of an industry with substitutes through regulations, subsidies, or other means Government can affect rivalry among competitors by influencing industry growth

47. 10 questions to monitor competitors for strategic planning Why do your competitors exist? to make profits or to support another unit? Where do they add customer value? Higher quality, lower price, credit terms, better service? Which of your customers are the competition most interested in? best customers or the ones you don’t want? What is their cost base and liquidity? Are they less exposed with their suppliers than your firm?

48. What do they intend to do in the future? Target your market segments? Growing? How will their activities affect your strategies? Should you adjust your plans and operations? How much better than your competitor do you need to be in order to win customers? Will new competitors appear over the next few years? If you were a customer, would you choose your product over those offered by your competitors?