Management of Strategy Concepts International Edition 10th Edition Ireland Solutions Manual
Management of Strategy Concepts International Edition 10th Edition Ireland Solutions Manual
Management of Strategy Concepts International Edition 10th Edition Ireland Solutions Manual
KNOWLEDGE OBJECTIVES
1. Explain the importance of analyzing and understanding the firm‟s external environment.
2. Define and describe the general environment and the industry environment.
3. Discuss the four activities of the external environmental analysis process.
4. Name and describe the general environment‟s seven segments.
5. Identify the five competitive forces and explain how they determine an industry‟s profit
potential.
6. Define strategic groups and describe their influence on the firm.
7. Describe what firms need to know about their competitors and different methods (including
ethical standards) used to collect intelligence about them.
CHAPTER OUTLINE
Opening Case British Petroleum (BP) and Its Environment: How the Deepwater Horizon
Offshore Drilling Platform Disaster Is Shaping Its Strategy
THE GENERAL, INDUSTRY, AND COMPETITOR ENVIRONMENTS
EXTERNAL ENVIRONMENTAL ANALYSIS
Scanning
Monitoring
Forecasting
Assessing
SEGMENTS OF THE GENERAL ENVIRONMENT
The Demographic Segment
The Economic Segment
The Political/Legal Segment
The Sociocultural Segment
The Technological Segment
The Global Segment
The Physical Environment Segment
Strategic Focus Firms‟ Efforts to Take Care of the Physical Environment in Which They
Compete
INDUSTRY ENVIRONMENT ANALYSIS
Threat of New Entrants
Bargaining Power of Suppliers
Bargaining Power of Buyers
Threat of Substitute Products
Strategic Focus The Multi-Industry Battle for Mobile and Home Digital Computing and
Entertainment
© 2013 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different
from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
2-1
LECTURE NOTES
Chapter Introduction: This chapter can be introduced with a general statement regarding
the importance of understanding what is happening outside of the firm itself and how
what is happening can affect the firm‟s ability to achieve strategic competitiveness and
earn above-average returns. This importance is illustrated by the Opening Case, which
discusses the impact events in the external environment can have on a firm‟s
performance, despite efforts to adjust to industry dynamics.
OPENING CASE
British Petroleum (BP) and Its Environment: How the Deepwater Horizon Offshore
Drilling Platform Disaster is Shaping Its Strategy
The opening case illustrates how BP can use information from the general environment to
develop plans for the future. For example, analyzing the Political/Legal segment leads one to
believe that increased regulations and governmental investigations are likely. Information
from the Economic segment indicates that the demand for energy will remain strong.
Demographic and Global data show that emerging countries will require greater quantities of
oil (and other sources of energy) in the future. Technological advances, Sociocultural factors,
and concern over the Physical Environment point toward the development of alternative
energy sources and increasing demand for „clean‟ energy. Taken together, one can see that
assessing the influence of factors in the general environment is important for planning for
future success.
Teaching Note: The opening case lays out how BP uses information from the
general environment to make strategic decisions. As an opening discussion
question, ask students to identify and discuss examples of how BP might
base its strategies on information from the general environment. Ask students
to identify and discuss how BP might develop forecasts to predict the impact
of the various environmental segments. Finally, since most students will be
familiar with BP and the Deepwater Horizon disaster, ask them to identify and
discuss some of the ways that BP could use other information from the
external environment to develop future strategies.
© 2013 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different
from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.
2-2
Chapter 2: The External Environment
External environmental factors—like the war and political unrest, variations in the strength
of national economies, and new technologies—affect firm growth and profitability in the US
and beyond.
Environmental conditions in the current global economy differ from those previously faced
by firms:
Technological advances require more timely and effective competitive actions and
responses.
Rapid sociological changes abroad affect labor practices and product demand of diverse
consumers.
Governmental policies and laws affect where and how firms may choose to compete.
Changes to nations‟ financial regulatory systems.
Understanding the external environment helps build the firm‟s base of knowledge and
information that can (1) help build new capabilities, (2) buffer the firm from environmental
impacts, and (3) build bridges to influential stakeholders.
Teaching Note: This section introduces definitions, Figure 2.1 (which deals
with the external environment), and the competitor/industry environment.
Because of the chapter layout, it is best to delay a detailed presentation or
discussion of the general environment until after discussing the external
environmental analysis process because the characteristics of the general
environment are presented in more detail later in the chapter.