企业环境分析方法介绍(英文版).docx

Environment analysisAccording to Ginter(1990), environment means the surroundings of an organization; the climate in which the organization functions. The environment can have a huge influence on organizations position, performance and strategy. Therefore, it is necessary to study environment. There are many ways to do environment analysis. Among them, Porters 5 forces, PEST and Scenario analysis are very useful.1.Porters 5 forces theory1. Brief description The model of the five competitive forces was developed by Michael Porter in 1980. Porters model is based on the insight that a corporate strategy should meet the opportunities and threats in the organizations external environment. Porter has identified five competitive forces that shape every industry and every market. These forces determine the intensity of competition and hence the profitability and attractiveness of an industry. According to Porter (1980), his model of 5 forces can be shown as following. 2. Detail analysis2.1 Bargaining Power of SuppliersThe term suppliers contains all sources for inputs that are needed in order to provide goods or services. Suppliers, if powerful, can exert an influence on the producing industry, such as selling raw materials at a high price, offer bad services and products. Suppler bargaining power is likely to be high when: (use 2)(1) The market is dominated by a few large suppliers(2) The switching costs from one supplier to another are high(3) There are no substitutes for the particular input(4) There is the possibility of the supplier integrating forwards.The relationship to powerful suppliers can potentially reduce strategic options for the organization.2.2 Bargaining Power of CustomersBargaining power of customers is likely to be high when (use 1-2)(1) They buy large volumes. (concentration of buyers)(2) The supplying industry comprises a large number of small operators(3) The product is not of strategically importance for the customer(4) Switching to an alternative product is relatively simple2.3 Threat of New EntrantsThe threat of new entries will depend on the extent to which there are barriers to entry. These barriers are typically:(1) Economies of scale(2) Capital requirement (3) Product differentiation(4) Customer switching costs(5) Distribution channel2.4 Threat of SubstitutesA threat from substitutes exists if there are alternative products with lower prices of better performance for the same purpose.The treat of substitutes is determined by factors like (1) Brand loyalty of customers(2) Customer relationships(3) Switching costs for customers(4) Current trends, fashion2.5 Competitive RivalryCompetition between existing players is likely to be high when(1) There are many players of about the same size(2) Low market growth rates (growth of a particular company is possible only at the expense of a competitor)(3) Players have similar strategies3. Use of the five forces analysisStatic analysisThe Five forces analysis allows determining the attractiveness of an industry. It provides insights on profitability. Thus, it supports decisions about entry to or exit from and industry or a market segment. Moreover, the model can be used to compare the impact of competitive forces on the own organization with their impact on competitors.Dynamical AnalysisIn combination with a PEST analysis, which reveals drivers for change in an industry, five forces analysis can reveal insights about the potential future attractiveness of the industry. Useful tools to determine potential changes of competitive forces are scenarios.Analysis of OptionsWith the knowledge about intensity and power of competitive forces, organizations can develop options to influence them in a way that improves their own competitive position. (eg. New positioning, differentiation) 4. Critique of Porters five forcesPorters model of five competitive forces has been subject of much critique. Its main weakness results from the historical context in which it was developed. In the early eighties, development in most industries has been fairly stable and predictable, compared with todays dynamics. In general, the meaningfulness of this model is reduced by the following factors:(1) In the economic sense, the model assumes a classic perfect market, which is hard to get in todays world. (2) The model is best applicable for analysis of simple market structures. A comprehensive description and analysis of all five forces gets very difficult in complex industries with multiple interrelations, product groups and segments.(3) The model assumes relatively static market structures. This is hardly the case in todays dynamic markets. Technological breakthroughs and dynamic market entrants make markets today more dynamic.(4) The model is based on the idea of competition. It assumes that companies try to achieve competitive advantages over other players, suppliers or customers. With this focus, it does not really take into consideration strategies of co-operation like strategic alliances. (5) The model is lack of empirical evidence on industry environment as determinant of firm profitability(6) The model ignores the notion of suppliers as complements that create value and exert bargaining powerThe case of environmental analysisThe case of AppleIf use PEST to analyze:Technology: in the music industry, internet and mobile telephony have huge influencesEconomic: The profit of the whole industry falls due to the technologySocial: people likes to download the music and todays world show a high demand for musicMusic recording industry analysis through iPod:For apple, buyer bargaining power is high, supplier bargaining power is low (only 10% artists profitable), the threat of new entrants is high from online iTunes, threat of substitutes is high due to online products and industry rivalry is low.2. The brief introduction to PESTThe PEST framework provides a comprehensive list of influences on the possible success or failure of particular strategies. PEST stands for Political, Economic, Social, and Technological. Politics highlights the role of governments; Economics refers to macro-economic factors such as exchange rates, business cycles and economic growth rates; Social influences include changing cultures and peoples attitude to work; Technological influences refer to innovations such as the Internet.For managers, it is important to analyze how these factors are changing now and how they are likely to change in the future, drawing out implications for the management. Also, it is necessary to identify the key drivers for change. Typical key drivers will vary with industries. For example, a computer manufacturer is likely to be concerned with technological change. Identifying key drivers for change helps managers to focus on the PEST factors that are most important. 3. Scenario planning Scenario is a different, non-linear approach to planning fo