Thursday, 10 October 2013

EVALUATING A COMPANY

EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT


         We have to learn and understand the evaluating a company’s external environment it is to become aware of factors in a company’s broad macro-environment that may have strategic significance. That means thinking strategically about a firm’s external environment that companies have to choose the best situation to running their business. In the business we can use PESTEL analysis focus on the six principle component of strategic significance in the macro-environment. With learn evaluating a company’s external environment it can help company to Gain command of the basic concepts and analytical tools widely used to diagnose the competitive conditions in a company’s industry. Then become adept at mapping the market positions of key groups of industry rivals. Learn how to use multiple frameworks to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability.

There have example figure to explain from thinking strategically about the company’s situation to choosing a strategy. With that figure it can help company to choose best strategy.


I will talk about the macro-environment encompasses the broad environment context in which a company’s industry is situated that includes strategically relevant components over which the firm has no direct control. Use PESTEL as a focus on principal components the strategically relevant factors in the Macro-Environment. PESTEL Analysis:
ü  Political factors
ü  Economic conditions (local to worldwide)
ü  Sociocultural forces
ü  Technological factors
ü  Environment factors (the natural environment)
ü  Legal/regulatory conditions

To related macro-environment with PESTEL must see first what the component of companies:





The figure show the component of a company’s macro-environment.

Political factors --à These factors include political policies and processes, including the extent to which a government intervenes in the economy. They include such matters as tax policy, fiscal policy, tariffs, the political climate, and the strength of institutions such as the federal banking system. Some political factors, such as bailouts, are industry-specific. Others, such as energy policy, affect certain types of industries (energy producers and heavy users of energy) more than others.

Economic conditions --à Economic conditions include the general economic climate and specific factors such as interest rates, exchange rates, the inflation rate, and the unemployment rate, the rate of economic growth, trade deficits or surpluses, savings rates, and per capita domestic product. Economic factors also include conditions in the markets for stocks and bonds, which can affect consumer confidence and discretionary income. Some industries, such as construction, are particularly vulnerable to economic downturns but are positively affected by factors such as low interest rates.

Sociocultural forces --à Sociocultural forces include the societal values, attitudes, cultural factors, and lifestyles that impact businesses, as well as demographic factors such as the population size, growth rate and age distribution. Sociocultural forces vary by locale and change over time. An example is the trend toward healthier lifestyles, which can shift spending toward exercise equipment and health clubs and away from alcohol and snack foods. Population demographics can have large implications for industries such as health care, where costs and service needs vary with demographic factors such as age and income distribution.

Technological factors --à Technological factors include the pace of technological change and technical developments that have the potential for wide-ranging effects on society, such as genetic engineering and nanotechnology. They include institutions involved in creating new knowledge and controlling the use of technology, such as R&D consortia, university-sponsored technology incubators, patent and copyright laws, and government control over the Internet.

Environmental forces --à This includes ecological and environmental forces such as weather, climate, climate change, and associated factors like water shortages. These factors can directly impact industries such as insurance, farming, energy production, and tourism. They may have an indirect but substantial effect on other industries such as transportation and utilities.
Legal and regulatory factors --à These factors include the regulations and laws with which companies must comply such as consumer laws, labor laws, antitrust laws, and occupational health and safety regulation. Some factors, such as banking deregulation, are industry-specific. Others, such as minimum wage legislation, affect certain types of industries (low-wage, labor-intensive industries) more than others.
That all, thank you.. chill J

Wednesday, 9 October 2013

THE FIVE GENERIC COMPETITIVE STRATEGIES: WHICH ONE TO EMPLOY?

THE FIVE GENERIC COMPETITIVE STRATEGIES: WHICH ONE TO EMPLOY?

The figure show the five generic competitive strategies


Low-Cost provider strategies:
Ø  Effective Low-Cost approaches
·         such as pursue cost-saving that are difficult imitate
·         avoid reducing product quality to unacceptable levels
Ø  competitive advantages and risks
·         Greater total profit and increased market share gained from underpricing competitors.
·         Larger profit margin when selling products at prices comparable to and competitive with rivals.
·         Low pricing does not attract enough new buyers.
·         Rival’s retaliatory price cutting set off a price war.
A low-cost provider’s basis for competitive advantage is lower overall costs than competitors. Successful low-cost leaders, who have the lowest industry costs, are exceptionally good at finding ways to drive costs out of their businesses and still provide a product or service that buyers find acceptable. In addition a cost driver is a factor that has a strong influence on a firm’s costs.
Example: Air Asia


AirAsia is one of the award winning and largest low fare airlines in the Asia expanding rapidly since 2001. With a fleet of 72 aircrafts, AirAsia flies to over 61 domestic and international destinations with 108 routes, and operates over 400 flights daily from hubs located in Malaysia, Thailand, and Indonesia. Today, AirAsia has flown over 55 million guests across the region and continues to create more extensive route network through its associate companies. AirAsia believes in the no-frills, hassle-free, low fare business concept and feels that keeping costs low requires high efficiency in every part of the business. Through the corporate philosophy of “Now Everyone Can Fly”, AirAsia has sparked a revolution in air travel with more and more people around the region choosing AirAsia as their preferred choice of transport.
The vision and mission that AirAsia want to achieve is:
Ø  Vision
ü  To be the largest low cost Airline in Asia and serving the 3 billion people who are currently underserved with poor connectivity and high fares.
Ø  Mission AirAsia is:
ü  To be the best company to work for whereby employees are treated as part of a big family.
ü  Create a globally recognized ASEAN brand.
ü  To attain the lowest cost so that everyone can fly with AirAsia.
ü  Maintain the highest quality product, embracing technology to reduce cost and enhance service levels.
Even though AirAsia have a low-cost provider and it can make strengths to AirAsia but AirAsia have lack service resource is limited by lower costs and also have new entrants to provide the price-sensitive services.
Strategic management principle is success in achieving a low-cost edge over rivals comes from out-managing rivals in finding ways to perform value chain activities faster ,more accurately, and more cost-effectively. In addition, a low-cost provider is in the best position to win the business of price-sensitive buyers, set the floor on market price, and still earn a profit. Thus, Reducing price does not lead to higher total profits unless the added gains in unit sales are large enough to bring in a bigger total profit despite lower margins per unit sold. Furthermore, A low-cost provider’s product offering must always contain enough attributes to be attractive to prospective buyers—low price, by itself, is not always appealing to buyers.