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EVALUASI LINGKUNGAN
EKSTERNAL PERUSAHAAN
POKOK BAHASAN
1. Komponen stratejik yang relevan
terhadap lingkungan makro
perusahaan
2. Berpikir stratejik mengenai industri
dan lingkungan kompetitif
perusahaan
3. Dll
Table 2.2
The
External
Environme
nt
General Environment
The Economic Segment
(contd)
Inflation rates
Interest rates
Trade deficits or
surpluses
Budget deficits or
surpluses
Personal savings
rate
Business savings
rates
General Environment
The Sociocultural
(contd)
Segment
Women in the
workplace
Workforce diversity
Attitudes about
quality of worklife
Concerns about
environment
Shifts in work and
career preferences
General Environment
The Global Segment
(contd)
Product
innovations
Applications of
knowledge
Focus of private
and governmentsupported R&D
expenditures
New
communication
General Environment
The Technological
(contd)
Segment
Product
innovations
Applications of
knowledge
Focus of private
and governmentsupported R&D
expenditures
New
General Environment
The Political/Legal
(contd)
Segment
Antitrust laws
Taxation laws
Deregulation
philosophies
Labor training
laws
Educational
philosophies and
policies
General Environment
The Demographic
Segment
Population size
Age structure
Geographic
distribution
Ethnic mix
Income
distribution
Key
External
Forces
Competitors
Suppliers
Distributors
Creditors
Customers
Employees
Communities
Managers
Stockholders
Labor Unions
Special Interest
Groups
Products
Services
Opportunitie
s
&
Threats
Interest
Group
Analysis
Competito
r
Analysis
Selection of
strategic
Factors
Opportunitie
s
Threats
Supplier
Analysis
Governme
nt
Analysis
Matching Company
Strategy to Competitive
Conditions
A companys strategy is increasingly
effective the
more it provides some insulation from
competitive
pressures, shifts the competitive battle in
the
companys favor, and positions firms to
take
Bargaining power
of suppliers
Rivalry among
competing firms
Bargaining power
of consumers
Potential
Potential
Entrants
Entrants
Threat of
Relative Power
New Entrants
Of Unions,
Industry
Goverments,
Competitors
Other
etc
Other
Bargaining
Stakeholders
Stakeholders
Power
Of Buyers
Suppliers
Suppliers
Bargaining
Power
Of Suppliers
Rivalry Among
Existing Firms
Threat of
Substitute Products
Or services
Substitutes
Substitutes
Buyers
Buyers
Competitive Forces
Identifying Rival Firms
Strengths
Weaknesses
Capabilities
Opportunities
Threats
Objectives
Strategies
TOWS
MATRIX
CURRENT
CURRENT STRATEGY:
STRATEGY: how
how
the
the company
company is
is
competing
competing currently
currently
OBJECTIVES:
OBJECTIVES:
strategic
strategic and
and
performance
performance
objectives
objectives
Strategic
Moves
(actions and
reactions)
And
Outcomes
A Framework
for Competitor
Analysis
ASSUMPTIONS
ASSUMPTIONS
:: held
held about
about
itselt
itselt and
and the
the
industry
industry
CAPABILITIES:
CAPABILITIES:
key
key strengths
strengths
and
and
weaknesses
weaknesses
Competitor Analysis
Components
STEPS
OUTPUT
1. Trend watching
2. SWOT Analysis
3. Envisioning
4. Strategy crafting
Chosen strategy
SWOT ANALYSIS
Kegiatan:
Identifikasi peluang (Opportunities)
Identifikasi ancaman (Threats)
Identifikasi kekuatan (Strengths)
Identifikasi keterbatasan
(Weaknesses)
Keluaran:
Peluang, ancaman, kekuatan, dan
keterbatasan
Industry Matrix
Weight
Total
Company A
Rating
Company A
Weighted Score
Company B
Rating / Comments
5
1.00
Notes: 1. List opportunities and threats (510 each) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not
Important) in Column 2 based on that factors probable impact on the companys strategic position. The total weights must sum to
1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the companys response to that factor. 4. Multiply
each factors weight times its rating to obtain each factors weighted score in Column 4. 5. Use Column 5 (comments) for rationale
used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well
the company is responding to the strategic factors in its external environment.
Source:T. L. Wheelen and J. D. Hunger, Synthesis of External Strategic Factors Analysis Summary (EFAS). Copyright 2012
by Wheelen and Hunger Associates. Reprinted by permission.