Chapter 3

PART TWO

Scanning the Environment

ENVIRONMENTAL SCANNING AND INDUSTRY ANALYSIS

Chapter Summary

This chapter explains the environmental scanning in the context of the whole organization.
Organizational environment consists of both external and internal factors. Environment must be
scanned so as to determine development and forecasts of factors that will influence
organizational success. Environmental scanning refers to possession and utilization of
information about occasions, patterns, trends, and relationships within an organization’s
internal and external environment. It helps the managers to decide the future path of the
organization. Scanning must identify the threats and opportunities existing in the environment.
While strategy formulation, an organization must take advantage of the opportunities and
minimize the threats. A threat for one organization may be an opportunity for another.
 Chapter 3
PART TWO

Scanning the Environment

Environmental Scanning and Industry Analysis

Environmental Strategy Formulation Strategy Implementation Evaluation

Sçanning and Control
Mission
External
Reason for Objectives
existence
Societal What results Strategies
Environment: to accomplish
General forces by when Plan to Policies
achieve the
Task mission &
Environment: objectives Broad
Industry
guidelines
anslysis
for decision
making
Programs
Internal
Structure:
Chain of
command Activities Budgets
needed to
accomplis
Culture:
h a plan
Beliefs,expe
ctation, Cost of Procedure
the s
value program
Performances
Resources: Sequence
Assets,skills, of steps
competenci needed to Actual result
es, do the job
knowledge

Feedback/Learning
Chefs Unlimited was founded by Dodd and Michelle Aldred of Raleigh, North Carolina. As husband and wife veterans of
the restaurant industry, they knew how difficult it was to work long hours and still allow time to prepare home-cooked
meals. That was one reason why people were spending more at restaurants. (The percentage of food dollars spent away
from home had increase from 36% in 1980 to 44% by the mid-1990s.) The Aldreds felt that many people were beginning
to tire of eating out and would be willing to pay for a quality meal eaten in their own home. They offered people the
opportunity to order entrees for either a one or two-week period. Doing their own cooking in a 3,000 square foot
commercial kitchen, the Aldreds delivered meals to customers for subsequent reheating. Although more expensive, these
meals were of higher quality than the typical frozen dinner. In just four years Chefs Unlimited was so successful catering
to modern families that the Aldreds were planning to air express their meals to a nationwide audience the next year.
Meanwhile, the U.S. Personal Chef Association was predicting a five-fold increase in the number of personal chef
entrepreneurs in the United States and Canada.

Pioneering companies have gone out of business because of their failure to adapt to environmental change or,
even worse, by failing to create change. For example, Baldwin Locomotive, the major manufacturer of steam locomotives,
was very slow in making the switch to diesel locomotives. General Electric and General Motors soon dominated the diesel
locomotive business. The dominant manufacturers of vacuum tubes failed to make the change to transistors and
consequently lost this market. Failure to adapt is, however, only one side of the coin. The aforementioned Chefs
Unlimited example shows how a changing environment can create new opportunities at the same time it destroys old
ones. The lesson is simple: To be successful over time, an organization needs to be in tune with its external environment.
There must be a strategic fit between what the environment wants and what the corporation has to offer, as well as
between what the corporation needs and what the environment can provide.

Current predictions are that the environment for all organizations will become even more uncertain with every
passing year. What is environmental uncertainly? It is the degree of complexity plus the degree of change existing in an
organization’s external environment. As more and more markets become global, the number of factors a company must
consider in any decision become huge more complex. With new technologies being discovered every year, markets
change and products must change with them.

On the one hand, environmental uncertainly is a threat to strategic managers because it hampers their ability to
develop long-range plans and to make strategic decision to keep the corporation in equilibrium with its external
environment. On the other hand, environmental uncertainly is an opportunity because it create a new playing field in
which creativity and innovation can have a major part in strategic decisions.

3.1 Environmental Scanning

Before an organization can begin strategy formulation, it must scan the external environment to identify possible
opportunities and threats and its internal environment for strength and weaknesses. Environmental scanning is the
monitoring evaluating, and disseminating of information form the external and internal environments to key people
within the corporation. A corporation uses this tool to avoid strategic surprise and to ensure its long-term health.
Research has found a positive relationship between environmental scanning and profits.

IDENTIFYING EXTERNAL ENVIRONMENTAL VARIABLES

In underrating environmental scanning, strategic managers must first be aware of the many variables within a
corporation’s societal and task environments. The societal environment includes general forces that do not directly touch
on the short-run activities of the organization but that can, and often do, influence its long-run decisions. These, shown in
Figure 1-3, are as follows:

 Economic forces that regulate the exchange of materials, money, energy, and information
 Technological forces that generate problem-solving inventions
 Political-legal forces that allocate power and provide constraining and protecting laws and regulations
 Sociocultural forces that regulate the values, mores, and customs of society

The task environment includes those elements or groups that directly affect the corporation and, in turn, are affected by
it. These are governments, local communities, suppliers, competitors, customers, creditors, employees/labor unions,
special-interest groups, and trade associations. A corporation’s task environment is typically the industry within which
that firm operates. Industry analysis refers to an in depth examination of key factors within a corporation’s task
environment. Both the social and task environments must be monitored to detect the strategic factors that are likely to
have a strong impact on corporate success of failure.

Scanning the Societal Environmental

The number of possible strategic factors in the societal environmental is very high. The number becomes enormous when
we realize that, generally speaking, each country in the world can be represented by its own unique set of societal forces
some of which are very similar to neighbouring countries, and some of which are very different.

For example, even though Korea and China share Asia’s Pacific Rim area with Thailand, Taiwan, and Hong Kong
(sharing many similar cultural values), they have very different views about the role of business in society. It is generally
believed in Korea and China (and to a lesser extent in Japan) that the role of business is primarily to contribute to national
development whereas in Hong Kong, Taiwan, and Thailand (and to a lesser extent in the Philippines, Indonesia, Singapore,
and Malaysia), the role of business is primarily to make profits for the shareholders. Such differences may translate into
different trade regulations and varying difficulty in the repatriation of profits (transferring profits from a foreign
subsidiary to a corporation’s headquarters) from one group of Pacific Rim countries to another.

Monitoring Societal Trends As noted in Table 3-1, large corporations categories the societal environment in
any one geographic region into four areas and focus their scanning in each area on trends with corporate wide relevance.
Obviously trends in any 1 area may be very important to the firm in one industry but of lesser importance to firms in their
industries.
TABLE 3-1 Some Important Variables in the Societal environment

Economic Technological Political-Legal Sociocultural

GPD trends Total government Antitrust regulation Lifestyle changes

Interest rates spending for R&D Environmental protection Career expectations
Money supply Total industry spending laws Consumer activism
Inflation rates for R&D Tax laws Rate of family
Unemployment levels Focus of technological Special incentives formulation
Wage/price controls efforts Foreign trade regulations Growth rate of
Devaluation/revaluation Patents protection Attitudes toward foreign population
Energy availability and New products companies Age distribution of
cost New development in Laws on hiring and population
Disposable and technology transfer from promotion Regional shifts In
Discretionary income lab to marketplace Stability of government population
Productivity Life expectancies
improvements through Birth rates
automation
Internet availability
Telecommunication
infrastructure

Trends in the economic part of the societal environment can have an obvious impact on business activity. For
example, an increase in interest rates means fewer sales major home appliances. Why? A rising interest rate tends to be
reflected in higher montage rates. Because higher montages rates increase the cost of buying a house, the demand for
new and used houses tends to fall. Because most major home appliances are sold when people change houses, a
reduction in house sales soon translates into a decline in sales of refrigerators, stoves, and dishwashers and reduced
profits for everyone in that industry.

Changes in the technological part of the societal environment can also have a great impact on multiple industries.
For example, improvements in computer microprocessors have not only led to the widespread use of home computers,
but also to better automobile engine performance in terms of power and fuel economy through the use of
microprocessors to monitor fuel injection. Researchers at George Washington University have identified a number of
breakthrough development in technology, which they forecast will have a significant impact during the decade from 2000
to 2010:
  Portable Information Devices and Electronic Networking: combining the computing power of the personal
computer, the networking of the internet, the images of the television, and the convenience of the telephone,
these appliances will soon be used by over 30% of the population of industrialized nations to make phone call,
send e-mail, and transmit data and documents. Even now, homes, autos, and offices are being connected (via
wires and wireless) into intelligent networks that interact with one another. The traditional stand-alone desktop
computer my soon join the manual typewriter as a historical curiosity.
 Fuel Cells and Alternative Energy Sources: The use of wind, geothermal, hydroelectric, solar, biomass, and other
alternative energy sources should increase from their present level of 100% to about 30% by the end of the
decade. Once used exclusively to power spacecraft, fuel cells offer the prospect of pollution free electrical power.
Fuel cells chemically combine hydrogen and oxygen to produce electricity with water as a by product. Although it
will take a number of years before fuel cells replace gas-powered engines or vast power generation plants, this
technology is already providing an alternate source of power for large building.
 Precision Farming: The computerized management of corps to suit variations in land characteristics will make
farming more efficient. Farm equipment dealers, such as Case and Deere, add this equipment to tractors for an
additional $6,000. It enables farmers to reduce costs, increase yields, and decrease environmental impact. The
old system of small, low-tech farming will become less viable as large corporate farms are able to increase crop
yields on limited farmland for a giving population.
 Virtual Personal Assistants: Very smart computer programs that monitor e-mail, taxes, and phone call will be
able to take over routine tasks, such as writing a letter, retrieving a file, making a phone call, or screening
requests. Acting like secretary a person’s virtual assistant (VA) could substitute for a person at meetings or in
dealing with routine actions.
 Genetically Altered Organisms: A convergence of biotechnology and agriculture is creating a new field of life
sciences. Plants seeds can be genetically modified to produce more needed vitamins or to be less attractive to
pests and more able to survive. Animals (and people) could be similarly modified for desirable characteristics and
to eliminate genetic disabilities and diseases.
 Smart, Mobile Robots: Robot development has been limited by a lack of sensory devices and sophisticated
artificial intelligence systems. Improvements in these areas means that robot will be performing more
sophisticated factory work, run errands, do household chores, and assist the handicapped.

Trends in the political-legal part of the societal environment have a significant impact not only on the level of competition
within and industry, but also on which strategic might be successful. For example, period of strict enforcement of U.S.
antitrust laws directly affect corporate growth strategy. As large companies find it more difficult to acquire another firm
in the same or in a related industry, they are typically driven to diversity into unrelated industries. In Europe, the
formation of the European Union has led to an increase in merger activity across national boundaries.

Demographic trends are part of sociocultural aspect of the societal environment. The demographic bulge in the
U.S. population caused by “baby boom’’ in the 1950’s strongly affects market demand in many industries. For example,
between 1995 and 2005, an average of 4,400 Americans turns 50 every day. This over- 50 age group has become the
fastest growing age group in all developed countries. Companies with an eye on the future can find many opportunities
offering products and services to the growing number of ‘‘woofies’’ (well-off old folks)- defined as people over 50 with
money to spend. These people are very likely to purchase recreational vehicles, take ocean cruises and enjoy leisure
sports such as boating, fishing, and bowling, in addition to needing financial services and health care.
 This trend can mean increasing sales for firms like Winnebago (RVs) Carnival Cruise Lines, and Brunswick (sports
equipment), among others. To attract older customers, retailers will need to place seats in their larger stores so aging
shoppers can rest. Washrooms need to be more accessible. Signs need to be larger. Restaurants need to raise the level of
lightning so market for road bikes is declining as sales for tread mills and massagers for aching muscles increase.

Seven sociocultural trends in the United States that are helping to define what, North America and the world will
soon look like are:

1. Increasing environmental awareness: Recycling and conservation are becoming more than slogans, Busch
garden, for example, eliminated the use of disposable Styrofoam trays in favor of washing and reusing plastic
trays.
2. Growth of the seniors marked: As their numbers increase, people over age 55 will become an even more
important market. Already some companies are segmenting the senior population into Young Matures, Older
Matures, and the Elderly- each having a different set of attitudes and interests.
3. Impact of Generation Y boomlet: born after 1980 to the boomer and X generations, this cohort may end up
being as large as the boomer generation. In 1957, the peak year of the postwar boom, 4.3 million babies were
born. In 1990s, there were 4.2 million births. By the mid-1990s, elementary schools were becoming overcrowded.
As a result, both Republican and Democratic candidates in the 2000 presidential election made “education” a
primary issue. The U.S. census bureau projects Generation Y to crest at 30.8 million births by 2005. Expect this
cohort to have a strong impact on future products and services.
4. Decline of the mass market: Niche markets are beginning to define the marketers environments. People want
products and services that are adapted more to their personal needs. For example, Estee Launder’s “All Skin” and
Maybelline’s “shades of you” lines of cosmetic products are specifically made for African American women. “Mass
customization” – the making and marketing of products tailored to a person’s requirements (e.g. Dell and
Gateway Computers)- is replacing the mass production and marketing of the same product in some markets.
5. Changing pace and location of life: Instant communication via fax machines, cell phones, and overnight mail
enhance efficiency, but it also puts more pressure on people. Merging the personal computer with the
communication and entertainment industry through telephone lines, satellite dishes, and cable television
increases consumers’ choices and allows workers to leave overcrowded urban areas for small towns and
“telecommute” via personal computers and modems.
6. Changing household composition: Single-person households could become the most common household type in
the United States after the year 2005. By 2005, only households composed of married couples with no children
will be larger. Although the Y generation baby boom let many alter this estimate, a household clearly is no longer
the same as it was once portrayed in The Brady Bunch in the 1970s or even The Cosby Show in the 1980s.
7. Increasing diversity of workforce and markets: Minority groups are increasing as a percentage of the total U.S.
Census Bureau to change as follows: whites- from 83% to 75%; African Americans-from 13% to 15%: Asian-from
4% to 9%; American Indian-slight increase. Hispanics, who can be of any race, are projected to grow from 10% to
25% during this time period. Traditional minority groups are increasing their numbers in the workforce and are
being identified as desirable target markets. For examples, the South Dekalb Mall in Atlanta, Georgia, restyled
itself as an “Afrocentric retail center” in response to the rapid growth of the African American 18-to-34 age group.
International Societal Considerations
Each country or group of countries in which a company operates presents a whole new societal environment with
a different set of economic, technological, political-legal, and sociocultural variables for the company to face.
International societal environments vary so widely that a corporation’s internal environment and strategic management
process must be very flexible. Cultural trends in Germany, for example, have resulted in the inclusion of worker
representatives in corporate strategic planning. Differences in societal environments strongly affect the ways in which a
multinational corporation (MNC), a company with significant assets and activities in multiple countries, conducts its
marketing, financial, manufacturing, and other functional activities. For example, the existence of regional associations
like the European Union, the North America Free Trade Zone, and Mercusor in South America has a significant impact on
the competitive “rules of the game” both for those MNCs operating within and for those MNCs wanting to enter these
areas.

To account for the many differences among societal environments from one country to another, consider Table
3-2. It includes a list of economics, technological, political-legal, and sociocultural variables for any particular country or
region. For example, an important economic variables for any investing in a foreign country in currency convertibility.
Without convertibility, a company operating in Russia cannot convert its profits from rubbles to dollars. In terms of
sociocultural variables, many Asian cultures (especially China) are less concerned with the value of human rights than are
European and North American cultures. Some Asians actually contend that American companies are trying to impose
Western human rights requirements on them in an attempt to make Asian products less competitive by raising their
costs.

Before planning its strategy for a particular international location, a company must scan the particular country
environment (s) in question for opportunities and threats, and compare these with its own organizational strengths and
weaknesses. For example, to operate successfully in a global industry such as automobiles, tires, electronics, or watches,
a company must be prepared to establish a significant presence in the three developed areas of the world known
collectively as the Triad. This term was coined by the Japanese management expert, Kenichi Ohmae, and it refers to the
three developed markets of Japan, North America, and Western Europe, which now form a single market with common
needs. Focusing on the Triad is essential for an MNC pursuing success in a global industry, according to Ohmae, because
close to 90% of all high-value added, high-technology manufactured goods are produced and consumed in North America,
Western Europe, and Japan. Ideally a company should have a significant presence in each of these regions so that it can
develop, produce, and market its products simultaneously in all three areas. Otherwise, it will lose competitive advantage
to Triad-oriented MNCs. No longer can an MNC develop and market a new product in one part of the world before it
exports it to other developed countries.

Focusing only on the developed nations, however, causes a corporation to miss important market opportunities
in the developing nations of the world. Although these nations may not have developed to the point that they have
significant demand for a broad spectrum of products, they may very likely be on the threshold of rapid growth in the
demand of specific products. This would be the ideal time for a company to enter this market before competition is
established. The key is to be able to identify the “trigger point” when demand for a particular product or service is ready
to boom. See the Global Issue feature for an in-depth explanation of a technique to identify the optimum time to enter a
particular market in a developing nation.
Scanning the Task Environment
As shown in Figure 3-1, a corporation’s scanning of the environment will include analyses of all the relevant elements in
the task environment. These analyses take the form of individual reports written by various people in different parts of
the firm. At Procter & Gamble (P&G), for example, people from each of the brand management teams work with key
people from the sales and market research departments to research and write a “competitive activity report” each
quarter on each of the product categories in which P&G competes. People in purchasing also write similar reports
concerning new developments in the industries that supply P&G. These and other reports are then summarized and
transmitted up the corporate hierarchy for top management to use in strategic decision making. If a new development is
reported regarding a particular product category, top management may then send memos asking people throughout to
watch for and report on developments in related product areas. They many reports resulting from these scanning efforts,
when boiled down to their essentials, act as a detailed list of external strategic factors.

IDENTIFYING EXTERNAL STRATEGIC FACTORS

Why do companies often respond differently to the same environmental changes? One reason is because of differences
in the ability of managers to recognize and understand external strategic issues and factors. No firm can successfully
monitor all external factors. Choices must be made regarding which factors are important and which are not. Even though
managers agree that strategic importance determines what variables are consistently tracked, they sometimes miss or
choose to ignore crucial new developments. Personal values and functional experiences of a corporation’s managers as
well as the success of current strategies are likely to bias both their perceptions of what is important to monitor in the
external environment and their interpretation of what they perceive.

This willingness to reject unfamiliar as well as negative information is called strategic myopia. If a firm needs to
change its strategy, it might not be gathering the appropriate external information to change strategies successfully.

One way to identify and analyse developments in the external environment is to use the issues priority matrix
(Figure 3-2) as follows:

1. Identify a number of likely trends emerging in the societal and task environments. These are strategic environmental
issues those important trends that, if they occur, determine what the industry or the world will look like in the near
future.

2. Asses the probability of these trends actually occurring from low to high.

3. Attempt to ascertain the likely impact (from low to high) of each of these trends on the corporation being examined.
 People of Mexico City can enjoy the same standard of

Global Issue living (with respect to shoe shines) as people in New

York City with only 5% to 10% of the money. Correcting
for PPR restates all Mexican shoe shines at their were
Identifying Potential Markets in purchased in Mexico last year, using the PPP model
Developing Nations would effectively increase Mexican GDP by $5 million to
$10 million. Using PPP, China becomes the world’s
second largest economy after the United States, with
Brazil, Mexico, and India moving ahead of Canada into
Research by the Deloitte & Touche Consulting Group the top 10 world markets.
reveals that the demand for a specific product increases Trigger points identify when demand for a particular
exponentially at certain points in a country’s product is about to rapidly increase in a country. This
development. Identifying this trigger point of demand is can be very useful technique to identify when to enter a
thus critical to entering emerging markets at the best new market in a developing nation. Trigger points vary
time. A trigger point is the time when enough people for different products. For example, an apparent trigger
have enough money to buy what a company has to sell, point for long-distance telephone services is at $7,500
but before competition is established. This can be done in GDP per capital a point when demand for
by using the concept of purchasing power parity (PPP), telecommunications services increase rapidly. Once
which measures the cost in dollars of the U.S. – national wealth surpasses $15,000 per capital, demand
produced equivalent volume of goods that an economy increases at a much slower rate with further increases
produces. in wealth. The trigger point for life insurance is around
PPP offers an estimate of the material wealth a $8,000 in GDP per capital. At this point he demand for
nation can purchase, rather than the financial wealth it life insurance increases between 200% and 300% above
creates as typically measured by Gross Domestic those countries with GDP per capital below the trigger
Product (GDP). As a result, restating a nation’s GDP in point.
PPP terms reveals mush greater spending power than
market exchange rates would suggest. For example, a
shoe shine costing $5 to $10 in New York City can be
purchased for 50₵ in Mexico City. Consequently the
 Analysis of Societal Environment
Economic, Sociocultural, Technological, Political-Legal Factors

Market
Analysis
Community Competitor
Analysis Analysis

Supplier
Analysis

Interest Group Selection of

Government
Analysis Strategic Factors
Analysis
 Opportunities
 Threats

A corporation’s external strategic factors are those key environmental trends that are judged to have both medium to
high probability of occurrence and a medium to high probability of impact of the corporation. The issues priority matrix
can then be used to help managers decide which environmental trends should be merely scanned (low priority) and
which should be monitored as strategic factors (high priority). These environmental trends judged to be a corporation’s
strategic factors are then categorized as opportunities and threats and are included in strategy formulation.

3.2 Industry Analysis: Analyzing the Task Environment

An industry is a group of firms producing a similar product or service, such as soft drinks or financial services. An
examination of the important stakeholders groups, such as suppliers and customers, in a particular corporation’s task
environment is a part of industry analysis.

PORTER’S APPROACH TO INDUSTRY ANALYSIS

Michael Porter, an authority on competitive strategy, contends that a corporation is most concerned with the intensity of
competition within its industry. The level of this intensity is determined by basic competitive forces, which are depicted in
Figure 3-3. “The collective strength of these forces.” be contends, “determines the ultimate profit potential in the
industry, where profit potential is measured in terms of long-run return on invested capital. In carefully scanning its
industry, the corporation must assess the importance to its success of each of the six forces threat of new entrants, rivalry
among existing firms, threat of substitute product or services, bargaining power of buyers, bargaining of power of
suppliers, and relative power of other stakeholders. The stronger each of these forces the more limited companies are in
their ability to raise prices and earn greater profits. Although Porter mentions only five forces, a sixth other stakeholders
is added here to reflect the power that governments, local communities, and other groups from the task environment
wield over industry activities.

Using the model in Figure 3-3, a high force can be regarded as a threat because it is likely to reduce profits. A low
force, in contrast, can be viewed as an opportunity because it may allow the company to earn greater profits. In the short
run, these forces act as constraints on a company’s activities. In the long run, however, it may be possible for a company’s
advantage. For example, in order to pressure its costumers (PC markets) to purchase more of Intel’s latest
microprocessors for use in their PCs, Intel supported the development of sophisticated software needing increasingly
larger amounts of processing power. In the nid-1990s Intel began selling 3D graphic chips not because it wanted to be in
that business, but because 3D chips needed large amounts of processing power (provided of course by Intel) , Intel also
introduced software that made it easier for network administrators to manage PCs on their networks, which Intel
believed would help sell more PCs and neutralize a threat from network computers.

A strategist can analyse any industry by rating each competitive force as high, medium, or low in strength. For
example, the athletic shoe industry could be currently rated as follows: rivalry is high (Nike, Reebok, Adidas, Converse are
strong competitions worldwide); threat of potential entrants is low (industry has reached maturity; sales growth rate has
slowed); threat of substitutes is low (other shoes don’t provide support for sports activities); bargaining power of
suppliers is medium but rising (suppliers in Asian countries are increasing in size and ability); bargaining power of buyers
is medium, but increasing (athletic shoes are dropping in popularity as brown shoes gain); threat of other stakeholders is
medium to high (government regulations and human rights concerns are growing). Based on current trends in each of
those competitive forces, the industry appears to be increasing in its level of competitive intensity, meaning profit
managers will be falling for the industry as a whole.
Figure 3-3
Forces Driving Industry Competitive
Potential
Entrants
Relative Threat
Power of of New
Unions, Entrants
Governments,
etc. Bargaining
Industry Power of
Other
Competitors Buyers
Stakeholders
Buyers

Rivalry Among
Suppliers Existing Firms
Bargaining
Power of Threats of
Supplier Substitute
Products or
Services
Substitutes

Threat of New Entrants

New entrants to an industry typically bring to it new capacity, a desire to gain market share, and substantial resources.
They are, therefore, threats to an established corporation. The threat on entry depends on the presence of entry barriers
and the reaction that can be expected from existing competitors. An entry barrier is an obstruction that makes it difficult
for a company to enter an industry. For example, no new domestic automobile companies have been successfully
established in the United States since the 1930s because of the high capital requirements to build production facilities
and to develop a dealer distribution network. Some of the possible barriers to entry are:
 Economies of Scale: Scale economies in the production and sale microprocessors, for example, gave Intel a
significant cost advantage over any new rival.
 Product Differentiation: Corporations like Procter & Gamble and General Mills, which manufacture products like
Tide and Cheerios, create high entry barriers through their high levels of advertising and promotion.
 Capital Requirements: The need to invest huge financial resources in manufacturing facilities in order to produce
large commercial airplanes creates a significant barrier to entry to any competitor for Boeing and Airbus.
 Switching Costs: Once a software program like Excel or World becomes established in an office, office managers
are very reluctant to switch to a new program because of the high training costs.
 Access to Distribution Channels: Small entrepreneurs often have difficulty obtaining supermarket shelf for their
good become large retailers charge for space on their shelves and give priority to the established firms who can
pay for the advertising needed to generate high customer demand.
 Cost Disadvantages Independent of Size: Once a new product earns sufficient market share to be accepted as the
standard for that type of product, the market has a key advantage. Microsoft’s development of the first widely
adopted operating system (MS-DOS) for the IBM-type personal computer gave it a significant competitive
advantage over potential competitive. Its introduction of Windows helped to cement that advantage so that the
Microsoft operating system is now on over 90% of personal computers worldwide.
 Government Policy: Government can limit entry to an industry through licensing requirements access to raw
materials, such as oil-drilling sites in protected areas.

Rivalry Among Existing Firms

In most industries corporations are mutually dependent. A competitive move by one firm can be expected to have a
noticeable effect on its competitors and thus may cause retaliation or counter efforts. For example, the entry by mail
order companies such as Dell and Gateway into a PC industry previously dominated by IBM. Apple, and Compaq
increased the level of competitive activity to such an extent that any price reduction or new product introduction is
now quickly followed by similar moves from other PC makers. The same is true of prices in the U.S. airline industry.
According to Porter, intense rivalry is related to presence of several factors, including:

 Number of Competitors: when competitors are few and roughly equal in size, such as in the U.S. auto and major
home appliance industries, they watch each other carefully to make sure that any move by another firm is
matched by an equal countermove.
 Rate of Industry Growth: Any slowing in passenger traffic tends to set off price wars in the airline industry
because the only path of growth is to take sales away from a competitor.
 Product or Service Characteristics: Many people choose a videotape rental store based on location, variety of
selection, and pricing because they view videotapes as a commodity a product whose characteristics are the same
regardless of who sells it.
 Amount of Fixed Costs: Because airlines must fly their planes on a schedule regardless of the number of paying
passengers for any one flight, they offer cheap standby fares whenever a plane has empty seats.
 Capacity: If the only way a manufacturer can increase capacity is in a large increment by building a new plan (as in
the paper industry), it will run that new plant at full capacity to keep its unit costs as low as possible thus
producing so much that the selling price falls, throughout the industry.
  Height of Exit Barriers: Exit Barriers keep a company from leaving an industry. The brewing industry, for example,
has a low percentage of companies that voluntarily leave the industry because breweries are specialized assets
with few uses except for making beer.
 Diversity of Rivals: Rivals that have very different ideas of how to compete are likely to cross paths often and
unknowingly challenge each other’s position. This happens often in the retail clothing industry when a number of
retailers open outlets in the same location thus taking sales away from each other.

Threat of Substitutes Product or Services

Substitute products are those products that appear to be different but can satisfy the same need as another product. For
example, fox machines are a substitute for FedEx, NutraSweet is a substitute for sugar, and bottled water is a substitute
for a cola. According to Porter. “Substitutes limit the potential returns of an industry by placing a ceiling on the prices
firms in the industry can profitably charge. To the extent that switching costs are low, substitutes may have a strong
effect on an industry. Tea can be considered a substitute for coffee. If the price of coffee goes up high enough, coffee
drinkers will slowly begin switching to tea. The price of tea thus puts a price ceiling on the price of coffee. Identifying
possible substitute products or services is sometimes a difficult task. It means searching for products or services that can
perform the same function, even though they have a different appearance and may not appear to be easily substitutable.

Bargaining Power of Buyers

Buyers affect an industry through their ability to force down prices, bargain for higher quality or move services, and play
competitors against each other. A buyer or a group of buyers is powerful if some of the following factors hold true:

 A buyer purchases a large proportion of the seller’s product or service (for example, oil filters purchased by a
major auto maker).
 A buyer has the potential to integrate backward by producing itself (for example, a newspaper chain could make
its own paper).
 Alternative suppliers are plentiful because the product is standard or undifferentiated (for example, motorists can
choose among many gas stations).
 Changing suppliers costs very little (for example, office supplies are easy to find).
 The purchased product represents a high percentage of a buyer’s costs, thus providing an incentive to shop
around for a lower price (for example, gasoline purchased for resale by convenience stores makes up half their
total costs).
 A buyer earns low profits and is thus very sensitive to costs and service differences (for example, grocery stores
have very small margins).
 The purchased products is unimportant to the final quality of a buyer’s products or services and thus can be easily
substituted without affecting the final product adversely (for example, electric wire bought for use in lamps).
Bargaining Power of Suppliers
Suppliers can affect an industry through their ability to raise prices or reduce the quality of purchased goods and services.
A supplier group is powerful if some of the following factors apply:

 The supplier industry is dominated by a few companies, but it sells to many (for example, the petroleum
industry).
 Its product or service is unique and for it has built up switching costs (for example, word processing software).
 Substitutes are not readily available (for example, electricity).
 Suppliers are able to integrate forward and compete directly with their present customers (for example, a
microprocessor producer like Intel can make PCs).
 A purchasing industry buys only a small portion of the supplier group’s goods and services and is thus
unimportant to the supplier (for example, sales of lawn mower tires are less important to the tire industry than
are sales of auto tires).

Relative Power of Other Stakeholders

A sixth force should be added to Porter’s list to include a variety of stakeholders groups from the task environment. Some
of those groups are governments (if not explicitly included else-where), local communities, creditors (if not included with
suppliers), trade associations, special-interest groups, unions (if not included with suppliers), shareholders, and
complementors. According to Andy Grove, ex-CEO of Intel, a complementor is a company (e, g. , Microsoft) or an industry
whose product works well with another industry’s or a firm’s (e, g. , Intel’s) product and without which the product would
lose much of its value. Another example is the tire and automobile industries.

The importance of these stakeholders varies by industry. For example, environmental groups in Maine, Michigan,
Oregon, and Iowa successfully fought to pass bills outlawing disposable bottles and cans, and thus deposits for most drink
containers are now required. This effectively raised costs across the board, with the most impact on the marginal
producers who could not internally absorb all of these costs. The traditionally strong power of national unions in the U.S.
auto and rail mad industries has effectively raised costs throughout these industries but are of little importance in
computer software.

INDUSTRY EVOLUTION
Over time most industries evolve through a series of stages from growth through maturity to eventual decline. The
strength of each of the six forces mentioned earlier varies according to the stage of industry evolution. The industry life
cycle is useful for explaining and predicting trends among the six forces driving industry competition. For example, when
an industry is new, people often buy the product regardless of price because it fulfils a unique need. This is probably a
fragmented industry no firm has large market share and each firm serves only a small piece of the total market in
competition with others (for example, Chinese restaurants and cleaning services). As new competitors enter the industry,
prices drop as a result of competition. Companies use the experience curve (to be discussed in Chapter 4) and economies
of scale to reduce costs faster than the competition. Companies integrate to reduce costs even further by acquiring their
suppliers and distributors. Competitions try to differentiate their products from one another’s in order to avoid the fierce
price competition common to a maturing industry.

By the time an industry enters maturity, products tend to become more like commodities. This is now a
consolidated industry dominated by a few large firms, each of which struggles to differentiate its products from the
competition. As buyers become more sophisticated over time, purchasing decisions are based on better information.
Price becomes a dominant concern, given a minimum level of quality and features. One example of this trend is the video
cassette recorder industry. By the 1990s, VCRs had reached the point where there were few major differences among
them. Consumers realized that because slight improvements cost significantly more money, it made little sense to pay
more than the minimum for a VCR. The same is true of gasoline.

As an industry moves through maturity toward possible decline, its products growth rate of sales slows and may
even begin to decrease. To the extent that exit barriers are low, firms will begin converting their facilities to alternate
uses or will sell them to another firm. The industry tends to consolidate around fewer but larger competitions. In the case
of the U.S. major home appliance industry, the industry changed from a fragmented industry (pure competition)
composed of hundreds of appliance manufacturers in the industry’s early years to a consolidated industry (mature
oligopoly) composed of five companies controlling over 98% of U.S. appliance sales. A similar consolidation is occurring
now in European major home appliances.

CATEGORIZING INTERNATIONAL INDUSTRIES

According to Porter, world industries vary on a continuums from multidomestic to global (see Figure 3-4). Multidomestic
industries are specific to each country or group of countries. This type of international industry is a collection of
essentially domestic industries, like retailing and insurance. The activities in a subsidiary of a multinational corporation
(MNC) in this type of industry are essentially independent of the activities of the MNC’s subsidiaries in other countries.
Within each country, it has a manufacturing facility to produce goods for sale within that country. The MNC is thus able to
tailor its product or services to the very specific needs of customers in a particular country or group of countries having
similar societal environments.

Figure 3-4
Continuums of International Industries

Multidomestic <l--------------------------------------------------------------------------------------------l> Global

Industry in which companies tailor Industry in which companies manufacture and

their products to the specific needs sell the same products, with only minor
of consumers in a particular country. adjustments made for individual countries
 Retailing around the world
 Insurance  Automobiles
 Banking  Tires
 Television sets

Global industries, in contract, operate worldwide, with MNCs making only small adjustments for country specific
circumstances. A global industry is one in which an MNC’s activities in one country are significantly affected by its
activities in other countries. MNCs produce products or services in various locations throughout the world and sell them,
making only minor adjustments for specific country requirements. Examples of global industries are commercial aircraft,
television sets, semiconductors, copiers, automobiles, watches, and tires. The largest industrial corporation in the world
in terms of dollar sales are, for the most part, multinational corporations operating in global industries.
 The factors that tend to determine whether an industry will be primarily multidomestic or primarily global are:

1. Pressure for coordination within the multinational corporation operating in that industry

2. Pressure for local responsiveness on the part of individual country market

To the extent that the pressure of the coordination is strong and the pressure for local responsiveness is weak for
multinational corporations within a particular industry, that industry will ten to become global. In contrast, when the
pressure for local responsiveness is strong and the pressure for coordination for multinational corporations in an industry,
that industry will tend to be multidomestic. Between these two extremes lie a number of industries with varying
characteristics of both multidomestic and global industries. The dynamic tension between these two factors is contained
in the phrase: Think globally, but act locally.

INTERNATIONAL RISK ASSESMENT

Some firms, such as American Can Company and Mitsubishi Trading Company, develop elaborate information networks
and computerized systems to evaluate and rank investment risks. Small companies can hire outside consultants such as
Chicago’s Associated Consultants International or Boston’s Arthur D. Little, Inc., to provide political-risk assessments.
Among the many systems that exist to assess political and economic risks are the Political System Stability Index, the
Business Environment Risk Index, Business International’s Country Assessment Service, and Frost and Sullivan’s World
Political Risk Forecasts. Business International provides subscribes with continuously updated information on conditions
in 63 countries. A Boston company called International strategies offers an Export Hotline (800 USA-XPORT) that faxes
information to callers for only the cost of the call. (Contact (ExportHotline.com) for a free membership.) Regardless of the
source of data, a firm must develop its own method of assessing risk. It must decide on its most important risk factors and
then assign weights to each.

STRATEGIC GROUPS
A strategic group is a set of business units or firms that “pursue similar strategies with similar resources. Categories firms
in any one industry into a set of strategic groups is very useful as a way of better understanding the competitive
environment. Because a corporation’s structure and culture tend to reflect the kinds of strategies it follows, companies
or business units belonging to be more similar to each other than to competitors in other strategic groups within the
same industry.

For example, although McDonald’s and Olive Garden are a part of the same restaurant industry, they have
different missions, objectives, and strategies, and thus belong to different strategic groups. They generally have very little
in common and pay little attention to each other when planning competitive actions. Burger King and Hardee’s, however,
have a great deal in common with McDonald’s in terms of their similar strategy of producing a high volume of low-priced
meals targeted for sale to the average family. Consequently they are strong rivals and are organized to operate similarly.

Strategic groups in a particular industry can be mapped by plotting the market positions of industry competitors
on a two-dimensional graph using two strategic variables as the vertical and horizontal axes. (See Figure 3-5.)

1. Select two broad characteristics, such as price and menu that differentiate the companies in an industry from one
another.

2. Plot the firm using these two characteristics as the dimensions,

3. Draw a circle around those companies that are closes to one another as one strategic group, varying the size of the
circle proportion to the group’s share of total industry sales. (You could also name each strategic group in the restaurant
industry with an identifying title, such as quick fast food or buffet style service.)

Other dimensions, such as quality, service, locations, or degree of vertical integration, can also be used in
additional graphs of the restaurant industry to gain a better understanding of bow the various firms in the industry
compete. Keep in mind, however, that when choosing the two dimensions, they should not be highly correlated;
otherwise, the circles on the map will simply lie along the diagonal, providing very little new information other than the
obvious.

STRATEGIC TYPES
In analysing the level of competitive intensity within a particular industry or strategic group, it is useful to characterize the
various competitors for predictive purposes. A strategic type is a category of firms based on a common strategic
orientation and a combination of structure, culture and processes consistent with that strategy. According to Miles and
Snow, competing firms within a single industry can be categorized on the basis of their general strategic orientation into
one for four basis types. This distinction helps explain why companies facing similar situations behave differently and why
they continue to do so over a long period of time. These general types have the following characteristics:

 Defenders are companies with a limited product line that focus on improving the efficiency of their existing
operations. This cost orientation makes then unlikely to innovate in mew areas.
 Figure 3-5
Mapping Strategic Groups in the U.S. Restaurant Chain Industry

High
Red Lobster
Olive Garden
TGI Friday’s

Perkins
International House
Of Pancakes

Ponderosa Shoney’s
Denny’s
Bonanza
Country Kitchen

KFC
Pizza Hut
Long John Silver’s

Arby’s Wendy’s
Domino’s Dairy Queen
Hardee’s Taco Bell
Burger King McDonald’s

Low
Limited Menu Product Line Breadth Full Menu

 Reactors are corporations that lack a consistent strategy-structure-culture relationship. Their (often ineffective)
responses to environmental pressures tend to be piecemeal strategic changes.
 Prospectors are companies with fairly broad product lines that focus on product innovation and market
opportunities. This sales orientation makes them somewhat inefficient. They tend to emphasize creativity over
efficiency.
 Analysers are corporation that operate in at least two different product-market areas, one stable and one
variable. In the stable areas, efficiency is emphasized. In the variable areas, innovation in emphasized.

Dividing the competition into these four categories enables the strategic manager not only to monitor the effectiveness
of certain strategic orientations, but also to develop scenarios of future industry developments (discussed later in this
chapter).
HYPERCOMPETITION
Most industries today are facing an ever-increasing level of environmental uncertainly. They are becoming more complex
and move dynamic. Industries that used to be multidomestic are becoming global. New flexible, aggressive, innovative
competitors are moving into established market to erode rapidly the advantages of large previously dominant firms.
Distribution channels vary from country to country are being altered daily through the use of sophisticated information
systems. Closer relationship with suppliers are being forged to reduce costs, increase quality, and gain access to new
technology. Companies learn to quickly imitate the successful strategies of market leaders, and it becomes harder to
sustain any competitive advantage for very long. Consequently, the level of competitive intensity is increasing in most
industries.

Richard D’ Aveni contends that as this type of environmental turbulence reaches more industries, competition
becomes hypercompetition. According to D’ Aveni:

In hypercompetitive industries such as computers, competitive advantage comes from an up-to-date knowledge of
environmental trends and competitive activity coupled with a willingness to risk a current advantage for a possible new
advantage. Companies must be willing to cannibalize their own products (replacing popular products before competitors
do so) in order to sustain their competitive advantage. As a result, industry or competitive intelligence has never been more
important. See the boxed example to learn how Microsoft is operating in the hypercompetitive industry of computer
software. (Hypercompetition is discussed in more detail in Chapter 5.)

Microsoft Operates in a Hypercompetitive Industry

Microsoft is a hypercompetitive firm operating in a hypercompetitive industry. It has used its dominance in
operating systems (DO5 and Windows) to move into a very strong position in application programs like word
processing and spreadsheets (Word and Excel). Even through Microsoft held 90% of the market for personal
computer operating system in 1992, it still invested millions in developing the next generation. Windows 95 and
Windows NT. Instead of trying to protect its advantage in the profitable DO5 operating system. Microsoft actively
sought to replace DO5 with various versions of Windows. Before hypercompetition, most experts argued against
cannibalization of a company’s own product line because it destroys a very profitable product instead of harvesting
it like a “cash cow.” According to this line of thought, a company would be better off defending its older products.
New products would be introduced only if it could be proven that they would not take sales away from current
products. Microsoft was one of the first companies to disprove this argument against cannibalization.
Bill Gates, Microsoft’s Cofounder, Chairman, and CEO, realized that if his company didn’t replace its own DO5
product line with a better product, someone else would (such as IBM with O5/2 Warp). He know that success in the
software industry depends not so much on company size but on moving aggressively to the next competitive
advantage before a competitor does. “This is a hypercompetitive market,” explained Gates. “Scale is not all positive
in this business. Cleverness is the position in this business.” By 2000, Microsoft still controlled over 90% of operating
systems software and had achieved a dominant position in applications software as well.

_____

Table 3-3 Industry Matrix

Key Success Factors Weight Company A Company A Company B Company B
Rating Weighted Score Rating Weighted Score
1 2 3 4 5 6

Total 1.00
 USING KEY SUCCESS FACTORS TO CREATE AN INDUSTRY MATRIX
Within any industry there usually are certain variables key success factors that a company’s management must
understand in order to be successful. Key success factors are those variables that can affect significantly the overall
competitive positions of all companies within any particular industry. They typically vary from industry to industry and are
crucial to determining a company’s ability to succeed within that industry. They are usually determined by the economic
and technological characteristics of the industry and by the competitive weapons on which the firms in the industry have
built their strategies. For example, in the major home appliance industry, a firm must achieve low costs, typically by
building large manufacturing facilities dedicated to making multiple versions of one type of appliance, such as washing
machines. Since 60% of major home appliances in the United States are sold through “power retailers” like Sears and Best
Buy, a firm must have a strong presence in the mass merchandizer distribution channel. It must offer a full line of
appliance, a firm must have excellent process R&D. Any appliance manufacturer that is unable to deal successfully with
these key success factors will not long survive in the U.S. market.

Key success factors are different from strategic factors. Key success factors deal with an entire industry; whereas,
strategic factors deal with a particular company.

An industry matrix summarizes the key success factors within a particular industry. As shown in Table 3-3, the
matrix gives a weight for each factors based on how important that factors is for success within the industry. The matrix
also specifies how well various competitors in the industry are responding to each factor. To generate an industry matrix
using two industry competitors (called A and B), complete the following steps for the industry being analysed:

1. In Column 1 (Key success factors) list the 8 to 10 factors that appears to determine current and excepted success
in the industry
2. In Column 2 (Weight) assign a weight to each factors from 1.0 (Most Important) to 0.0 (Not Important) based on
that factor’s probable impact on the overall industry’s current and future success. (All weights must sum to 1.0
regardless of the number of strategic factors.)
3. In Column 3 (Company A Rating) examine a particular company within the industry for example, Company A.
Assign a rating to each factor from 5.0 (Outstanding) to 1.0 (Poor) based on Company A’s current response to that
particular factor. Each rating is a judgement regarding how well that company is currently dealing with each key
success factor.

5.0 4.0 3.0 2.0 1.0

4.5 3.5 2.5 1.5

Outstanding Above Average Average Below Average Poor

 4. In Column 4 (Company A Weighted Score) multiply the weight in Column 2 for each factors times its rating in
Column 3 to obtain that factor’s weighted score for Company A. This results in a weighted score for each key
success factor ranging from 5.0 (Outstanding) to 1.0 (Poor) with 3.0 as the average.
5. In Column 5 (Company B Rating) examine a second company within the industry in this case. Company B. Assign a
rating to each key success factors from 5.0 (Outstanding) to 1.0 (Poor) based on Company B’s current response to
each particular factors.
6. In Column 6 (Company B Weighted Score) multiply the weight in Column 2 for each factor time its rating in
Column 5 to obtain that factor’s weighted score for Company B.

Finally, add the weighted scores for all the factors in Column 4 and 6 to determine the total weighted scores for
companies A and B. The total weighted score indicates how well each company is responding to current and expected key
success factors in the industry’s environment. The industry matrix can be expanded to include all the major competitors
within an industry simply by adding two additional columns for each additional competitor.

3.3 Competitive Intelligence

Much external environmental scanning is done on an informal and individual basis. Information is obtained from a variety
of sources suppliers, customers, industry publications, employees, industry experts, industry conferences, and the
Internet. For example, scientists and engineers working in a firm’s A&D lab can learn about new products and
competitor’s idea at professional meetings; someone from the purchasing department, speaking with supplier-
representatives’ personnel, may also uncover valuable bits of information about a competitors. A study of product
innovation found that 77% of all product innovation in the scientific instrument and 67% in semiconductors and printed
circuit boards were initiated by the costumer in the form of inquiries and complaints. In these industries, the sales force
and service departments must be especially vigilant.

Competitive intelligence is a formal program of gathering information on a company’s competitors. Until

recently, few U.S. corporations had fully developed competitive intelligence programs. In contrast, all Japanese
corporation involved in international business and most large European companies have active intelligence programs.
This situation is changing, however. Competitive intelligence is now one of the fastest growing fields within strategic
management. At General Mills, for example, all employees have been trained to recognize and tap sources of competitive
information. Janitors no longer simply place orders with suppliers of cleaning materials, they also ask about relevant
practices at competing firms. A recent survey of large U.S. corporations revealed that 78% of then reported competitive
intelligence activities within their firm.

Most corporations rely on outside organizations to provide them with environmental data. Firms such as A. C.
Nielsen Co. provide subscribes with bimonthly data on brand share, retail prices, percentages of stores stocking as items,
and percentages of stock-out stores. Strategists can use this data to spot regional and national trends as well as to assess
market share. Information on market conditions, government regulations, competitors, and new products can be bought
from “information broker” such as Marketresearch.com and Finsbury Data Services. Company and industry profiles are
generally available from the Hoover’s Online site on the internet (www.hoovers.com). Many business corporations have
established their own in-house libraries and computerized information systems to deal with the growing mass of available
information.

Some companies, however, choose to use industrial espionage or other intelligence gathering techniques to get
their information straight from their competitors. According to the American Society of Industrial Security, there were
more than 1,100 documented incidents of illegal economic espionage in 1997 alone. Using current of former competitors’
employees and by using private contractors, some firms attempt to steal trade secrets, technology, business plans, and
pricing strategies. For example, Avon Products hired private investigators to retrieve from a public dumpster documents
(some of them shredded) that Mary Kay Corporation had thrown away. Even Procter & Gamble, which defends itself like
a fortress from information leaks, is vulnerable. A competitor was able to learn the precise launch date of a concentrated
laundry detergent in Europe when one of its people visited the factory’s where machinery was being made. Simply asking
a few questions about what a certain machine did, whom it was for, and when it would be delivered was all that was
necessary.

To combat the increasing theft of company secrets, the U.S government passed the Economic Espionage Act in
1996. The law make it illegal (with fines up to $5 million and 10 years in jail) to steal any material that a business has
taken “reasonable efforts” to keep secrets and if the materials derives its value from not being known. The Society of
Competitive Intelligence Professionals. (www.scip.org) urges strategists to stay within the law and to act ethically when
searching for information. The society states that illegal activities are foolish because the vast majority of worthwhile
competitive Intelligence is available publicly via annual reports, Web sites, and public libraries.

3.4 FORECASTING
Environmental scanning provides reasonably hard data on the present situation and current trends, but intuition and luck
are needed to predict accurately if these trends will continue. The resulting forecasts are, however, usually based on a set
of assumptions that may or may not be valid.

DANGER OF ASSUMPTIONS

Faulty underlying assumptions are the most frequent cause of forecasting errors. Nevertheless many managers who
formulate and implement strategic plans rarely consider that their success is based on a series of assumptions. Many
long-range plans are simply based on projections of the current situation.

One example of what can happen when a corporate strategy rests on the very questionable assumption that the
future will simply be an extension of the present is that of Tupperware, the company that originated air-tight, easy-to-use
plastic food storage containers. Much of the company’s success had been based on Tupperware parties in the 1950s
when housewives gathered in each other’s homes to socialize and play games while the local Tupperware lady
demonstrated and sold new products. Management assumed during the following decades that Tupperware parties
would continue being an excellent distribution channel. Its faith in this assumption blinded it to information about
America’s changing lifestyle (two-career families) and its likely impact on sales. Even in the 1990s, when Tupperware
executives realized that their sales forecasts were no longer justified, they were unable to improve their forecasting
techniques until they changes their assumption that the best way to sell Tupperware was at a Tupperware party,
Consequently, Rubbermaid and other competitors, who chose to market their containers in agency and discount stores
continued to grow at the expense of Tupperware.

USEFUL FORECASTING TECHNIQUE

Various techniques are used to forecast future situations. Each has its proponents and critics. A study of nearly 500 of the
world’s largest corporations revealed trend extrapolation to be the most widely practiced from of forecasting over 70%
use this technique either occasionally or frequently. Simply stated, extrapolation is the extension of present trends into
the future. It rests on the assumption that the world is reasonably consistent and changes slowly in the short run. Time-
series methods are approaches of this type, they attempt to carry a series of historical events forward into the future. The
basic problem with extrapolation is that a historical trend is based on a series of patterns or relationship among so many
different variables that a change in any one can drastically alter the future direction of the trend. As a rule of thumb, the
further back into the past you can find relevant data supporting the trend, the more confidence you can have in the
prediction.

Brainstorming, expert opinion, and statistical modelling are also very popular forecasting techniques.
Brainstorming is a non-quantitative approach requiring simply the presence of people with some knowledge of the
situation to be predicted. The basic ground rule is to propose ideas without first mentally screening them. No criticism is
allowed. Ideas tend to build on previous ideas until a consensus is reached. This is a good technique to use with operating
managers who have more faith in “gut feel” than in more quantitative “number crunching” techniques. Expert opinion is
a non-quantitative technique in which experts in a particular area attempt to forecast likely development. This type of
forecast is based on the ability of a knowledge person(s) to construct probable future development based on the
interaction of key variables. One application is the Delphi technique in which separated experts independently assess the
likelihoods of specified events. These assessments are combined and sent back to each expert for fine tuning until an
agreement is reached. Statistical modelling is a quantitative technique that attempts to discover casual or at least
explanatory factors that link two or more time series together. Examples of statistical modelling are regression analysis
and other econometric methods. Although very useful for graphing historic trends, statistical modeling, like trend
extrapolation, is based on historical data. As the patterns of relationships change, the accuracy of the forecast
deteriorates. Other forecasting techniques, such as cross-impact analysis (CIA) and trend-impact analysis (TIA), have not
established themselves successfully as regularly employed tools.

Scenario writing appears to be the most widely used forecasting technique after trend extrapolation. Organized
by Royal Dutch Shell, scenario are focused descriptions of different likely future presented in narrative fashion. The
scenario thus may be merely a written description of some future state, in terms of key variables and issues, or it may be
generated in combination with other forecasting techniques.

An industry scenario is a forecasted description of a particular industry’s likely future. Such as scenario is
developed by analysing the probable impact of future societal forces on key groups in a particular industry. The process
may operate as follows.

1. Examine possible shifts in the societal variables globally.

2. Identify uncertainties in each of the six forces of the task environment (for example, potential entrants,
competitors, likely substitutes, buyers, suppliers, and other key stakeholders).
3. Make a range of plausible assumptions about future trends.
4. Combine assumptions about individual trends into internally consistent scenario.
5. Analyse the industry situation that would prevail under each scenario.
6. Determine the sources of competitive advantage under each scenario.
7. Predict competitors’ behaviour under each scenario.
8. Select the scenarios that are either most likely to occur or most likely to have a strong impact on the future of the
company. Use these scenarios in strategy formulation.
3.5 Synthesis of External Factors--- EFAS

After strategic managers have scanned the societal and task environments and identified a number of likely external
factors for their particular corporation, they may want to refine their analysis of these factors using a form such as that
given in Table 3-4. The EFAS (External Factors Analysis Summary) Table is one way to organize the external factors into
the generally accepted categories of opportunities and threats as well as to analyse how well a particular company’s
management (rating) is responding to these specific factors in light of the perceived importance (weight) of these factors
to the company. To generate an EFAS Table for the company being analysed, complete the following steps:

 In Column 1 (External Factors), list the 8 to 10 most important opportunities and threats facing the company.
 In Column 2 (Weight), assign a weight to each factor from 1.0 (Most Important) to 0.0 (Not Important) based on
that factor’s probable impact on a particular company’s current strategic position. The higher the weight, the
more important is the factor to the current and future success of the company. (All weights must sum 1.0
regardless of the number of factors.)
 In column 3 (Rating), assign a rating to each factor from 5.0 (Outstanding) to 1.0 (Poor) based on management’s
current response to that particular factor. Each rating is a judgement on how well the company’s management
currently dealing with each specific external factor.

 In Column 4 (Weighted Score), multiply the weight in Column 2 for each factor times its rating in Column 3 to
obtain each factor’s weighted score. This results in a weighted score for each factor ranging from 5.0
(Outstanding) to 1.0 (Poor) with 3.0 as average.
  In Column 5 (Comments), note why a particular factor was selected and/or how its weight and rating were
estimated.

Finally, add the individual weighted score for all the external factors in Column 4 to determine the total weighted score
for that particular company. The total weighted score indicates how well a particular company is responding to current
and expected factors in its external environment. The score can be used to compare that firm to other firms in its
industry. The total weighted score for an average firm in an industry is always 3.0.

Table 3-4 External Factor Analysis Summary (EFAS Table): Maytag as Example

Notes:

1. List opportunities and threats (8-10) in Column 1

2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factor’s probable
impact on the company’s strategic positions. The total weights must sum to 1.00.

3. Rate each factor from 5.0 (Outstanding) to 1.0 (Poor) in Column 3 based on the company’s response to that factor.
4. Multiply each factor’s weight tittles its rating to obtain each factors weighted score in Column 4.

5. Use Column 5 (Comments) for the rationale used for each factor.

6. Add the individual weighted scores to obtain the total weighted score for the company in Column 4. This tells how well
the company is responding to the factors in its external environment.

As an example of this procedure, Table 3-4 includes a number of external factors of Maytag Corporation
with corresponding weights, ratings, and weighted scores provided. This table is appropriate for 1995 before
Maytag sold its European and Australian operations. Note that Maytag’s total weight is 3.15, meaning that the
corporation was slightly above average in the major home appliance industry at that time.

3.6 Impact of the Internet on Environmental Scanning and Industry Analysis

The Internet has changed the way the strategist engages in environmental scanning. It provides the
quickest means to obtain data on almost any subject. A recent joint study of 77 companies by the American
productivity & Quality and the Society of Competitive Intelligence Professionals reveals that 73% of the firms
ranked the Internet as being used to a “great” or “very great” extent. Other mentioned sources of information
were competitor offerings & products (66%), industry experts (62%), personal industry contacts (60%), online
databases (56%), and the sales force (54%). Although the scope and quality of Internet information is increasing
geometrically, it is also littered with “noise,” misinformation, and utter nonsense. For example, a number of
corporate Web sites are sending unwanted guests to specially constructed bogus Web sites.
Unlike the library, the Internet lacks the tight bibliographic control standards that exist in the print world.
There is no ISBN or Dewey Decimal System to identify, search, and retrieve a document. Many Web documents
lack the name of the author and the date of publication. A Web page providing useful information may be
assemble on the Web one day and gone the next! Unhappy ex-employees, far-out environmentalists, prank-
prone hackers create Web sites to attack and discredit an otherwise reputable corporation. Rumours with no
basis in fact are spread via chat rooms and personal Web sites. This creates a serious problem for the researcher.
How can one evaluate the information found on the Internet!
A basic rule in intelligence gathering is that before a piece of information can be used in any report of
briefing, it must first be evaluated in two ways. First, the source of the information should be judged in terms of its
truthfulness and reliability. How trustworthy is the source? How well can researcher rely upon it for truthful and
correct information? One approach is to rank the reliability of the source on a scale from A (extremely reliable), B
(reliable), C (unknown reliability), D (probably unreliable), to E (very questionable reliability). The reliability of a
source can be judged on the basis of the author’s credentials, the organization sponsoring the information, and
past performance, among other factors. Second, the information or data should be judged in terms of its
likelihood of being correct. The correctness of the data may be ranked on a scale from 1 (correct), 2 (probably
correct), 3 (unknown), 4 (doubtful), to 5 (extremely doubtful). The correctness of a piece of data or information
can be judged on the basis of its agreement with other bits of separately obtained information or with a general
trend supported by previous data. For every piece of information found on the Internet, list not only the Web
address of the Web page, but also the evaluation of the information from A1 (good stuff) to E5 (bad doodoo).
Information found through library research in sources such as Moody’s industrials, Standard & Poor’s, or Value
Line can generally be evaluated as having a reliability of A. The correctness of the data can still range anywhere
from 1 to 5, but in most instances is likely to be either 1 or 2, but probably no worse than 3 or 4. Other sources
may be less reliable.
 Sites such as those sponsored by the U.S. Securities and Exchange Commission (www.sec.gov) or Hoovers
Online (www.hoovers.com) are extremely reliable. Company sponsored Web sites are generally reliable but are
not the place to go for trade secrets, strategic plans, or propriety information. For one thing, many firms think of
their Web sites primarily in terms of marketing, and they provide little data aside from product descriptions and
distribution channels. Other companies provide their latest financial statements and links to other useful Web
sites. Nevertheless, some companies in very competitive industries may install software on their Web site to
ascertain a visitor’s Web address. Visitors from a competitor’s domain name are thus screened before they are
allowed to access certain Web sites. They may not be allowed beyond the product information page, or they may
be sent to a bogus Web site containing misinformation. Cisco Systems, for example, uses its Web site to send
visitors from other high-tech firms to a special Web page asking if they would like to apply for a job at Cisco!
Time searching the Internet can be saved by using search engines Web sites that search the Internet for
names and products typed in by the user. The search engines most used by competitive intelligence professionals
are AltaVista (50%), Yahoo! (25%), and Lycos (15%). Others are WebCrawler (7.5%), Switchboard (7.5%), Infoseek
(5%), and Metacrawler (3%).
Although information about publicly held corporations is widely available, it is much harder to obtain
information privately held companies. For a comparison of the type of information generally available on publicly
and privately held companies, see the Internet Issue feature for competitor information available on the Internet.
 GLOSSARY OF TERMS
Analysis Is the process of breaking a complex topic or substance
into smaller parts in order to gain a better understanding
of it.

External Belonging to or forming the outer surface or structure of

something.

Fragmented Industry Is an industry with a large number of small or medium size

firms where no firm has a significant market share or
strong influence on the industry.

Forecasting Is a technique that uses historical data as inputs to make

informed estimates that are predictive in determining the
direction of future trends.

Hyper competitions Is rapid and dynamic competition characterized by

unsustainable advantage.

Industry Evolution The industry life cycle refers to the evolution of an

industry or business through four stages based on the
business characteristics commonly displayed in each
phase.
Scanning Look at all parts of (something) carefully in order to detect
some feature.

Societal Relating to society or social relations.

Task A piece of work to be done or undertaken.

Technique A way of carrying out a particular task, especially the

execution or performance of an artistic work or a scientific
procedure.

Threat Is a communicated intent to inflict harm or loss on another

person. Intimidation is widely observed in animal behavior
chiefly in order to avoid the unnecessary physical violence
that can lead to physical damage or the death of both
conflicting parties. A threat is considered an act of
coercion.

Trends A general direction in which something is developing or

changing.