Lecture_2_SWOT_and_PESTLE

Lecture_2_SWOT_and_PESTLE - BU35035 eBusinessModelsand...

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  1 BU35035  e-Business Models and  Strategies Boon Tan Boonleing.tan@xjtlu.edu.cn Yi Wu Yi.wu@xjtlu.edu.cn
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  2 Lecture 2 SWOT and PESTLE
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  3 Learning Outcomes At the end of the session, students should be able to: Describe forces in macro-environment using PESTEL framework Identify key structural drivers of change and the differential  impact on organisations Define an industry and provide examples of industry  convergence Use the 5 Forces Framework to identify sources of competition Define strategic groups and how the concept facilitates  understanding competition Explain what is meant by market segmentation and how it  facilitates understanding what customers value Describe typical kinds of opportunities and threats Understand what is the SWOT framework Analysis a business with SWOT
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  4 Analysing the Environment “Organisations do not exist in a vacuum, they  are part of a complex world”. “Management should be continually aware of  the external forces which not only influence  demand for existing products and services,  but also create opportunities for new products  and services”. (Bowman and Asch, 1987, p. 60)
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  5 Environmental Scanning    “Before firm can formulate strategy, it  needs to scan the environment to identify  possible  opportunities  and  threats,  and its  internal environment for  strengths  and  weaknesses”   (Wheelen and Hunger, 2000, p. 53)
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  6 Business Strategy and Competitive Positioning    “ Business Strategy focuses on improving  the  competitive position  of a company’s or  business unit’s products or services within  the specific industry or market segment  that the company or business unit serves”   (Wheelen and Hunger, 2000, p. 113).
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  7 Environmental Scanning … “ refers to gathering information about  external conditions  for use in formulating  the  firm’s strategies . Scanning is an important on- going  activity because it helps managers  understand and oversee the potential changes  in market demand, industry rivalry patterns, the  rise of potential substitute products, and general  macro-environmental forces that may have long  term effects on the firm”. (Pitts and Lei, 1996, p. 47)
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  8 PESTEL Framework P olitical  (e.g. government stability; taxation policy;      foreign trade regulations; social welfare policies) E conomic  (e.g.business cycles; interest rates;     unemployment; disposable income) S ocio-cultural  (e.g. population demographics; income  distribution; social mobility; lifestyle changes; attitude to work  and leisure; consumerism; levels of education) (Johnson and Scholes, 2002)
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  9 PESTEL contd. T
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Lecture_2_SWOT_and_PESTLE - BU35035 eBusinessModelsand...

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