战略管理：建立持续竞争优势（第18版）课件全套 第1-11章 战略管理的本质- 全球化与国际化

StrategicManagement:ACompetitiveAdvantageApproach,ConceptsandCasesEighteenthEditionChapter1TheNatureofStrategicManagementCopyright©2024,2020,2017PearsonEducation,Inc.LearningObjectives1.1 Describethestrategicmanagementprocess.1.2 Discussthethreestagesofactivitiesforstrategyformulation,implementation,andevaluation.1.3 Explaintheneedforintegratinganalysisandintuitioninstrategicmanagement.1.4 Defineandgiveexamplesofkeytermsinstrategicmanagement.LearningObjectives(continued)1.5 Describethebenefitsofengaginginstrategicmanagement.1.6 Explainwhysomefirmsdonotengageinstrategicplanning.1.7 Describethepitfallsindoingstrategicplanning.1.8 Discusstheconnectionbetweenbusinessandmilitarystrategies.1.9 Explainhowthiscoursecanenhanceastudent’semployability.DefiningStrategicManagement(1of3)StrategicManagementTheartandscienceofformulating,implementing,andevaluatingcross-functionaldecisionsthatenableanorganizationtoachieveitsobjectives.DefiningStrategicManagement(2of3)Strategicmanagementisusedsynonymouslywiththetermstrategicplanninginthiscourse.Sometimesthetermstrategicmanagementisusedtorefertostrategyformulation,implementation,andevaluation,withstrategicplanningreferringonlytostrategyformulation.Incontrast,long-rangeplanningtriestooptimizetrendsoftodayfortomorrow.DefiningStrategicManagement(3of3)Astrategicplanisacompany’sgameplan.Astrategicplanresultsfromtoughmanagerialchoicesamongnumerousgoodalternatives,anditsignalscommitmenttospecificmarkets,policies,procedures,andoperations.Figure1.1TheComprehensive,Integrative,StrategicManagementModelSource:

FredR.David,“HowCompaniesDefineTheirMission,”LongRangePlanning22,1(February1989):91.SeealsoAnikRatnaningsih,NadjadjiAnwar,PatdonoSuwignjo,andPutuArtamaWiguna,“BalanceScorecardofDavid’sStrategicModelingatIndustrialBusinessforNationalConstructionContractorofIndonesia,”JournalofMathematicsandTechnology4(October2010):20.SeealsoMeredithE.David,FredR.David,andForestR.David,“ClosingtheGapBetweenGraduates’SkillsandEmployers’Requirements:AFocusontheStrategicManagementCapstoneBusinessCourse,”AdministrativeSciences11,1(2021):10.TheStrategic-ManagementModelWherearewenow?Wheredowewanttogo?Howarewegoingtogetthere?StagesofStrategicManagement(1of4)Strategyformulation.Strategyimplementation.Strategyevaluation.StagesofStrategicManagement

(2of4)StrategyFormulationDevelopingavisionandmission.Identifyinganorganization’sexternalopportunitiesandthreats.Determininginternalstrengthsandweaknesses.Establishinglong-termobjectives.Generatingalternativestrategies.Choosingparticularstrategiestopursue.StrategyFormulationDecisionsWhatnewbusinessestoenter.Whatbusinessestoabandon.Whethertoexpandoperationsordiversify.Whethertoenterinternationalmarkets.Whethertomergeorformajointventure.Howtoavoidahostiletakeover.StagesofStrategicManagement(3of4)StrategyImplementationRequiresafirmtoestablishannualobjectives,devisepolicies,motivateemployees,andallocateresourcessothatformulatedstrategiescanbeexecuted.Includesdevelopingasupportiveculture,creatinganorganizationalstructure,redirectingmarketingefforts,preparingbudgets,devisingtactics,andothertasks.Oftencalledtheactionstage.StagesofStrategicManagement(4of4)StrategyEvaluationDeterminingwhichstrategiesarenotworkingwell.Threefundamentalactivities:Reviewingexternalandinternalfactorsthatarethebasesforcurrentstrategies.Measuringperformance.Takingcorrectiveactions.KeyTermsinStrategicManagement(1of6)CompetitiveAdvantageAnyactivityafirmdoesespeciallywellcomparedtoactivitiesdonebyrivalfirms,or;Anyresourceafirmpossessesthatrivalfirmsdesire.Afirmmuststrivetoachievesustainedcompetitiveadvantage.KeyTermsinStrategicManagement(2of6)StrategistsIndividualsmostresponsibleforthesuccessorfailureofanorganization.Helpanorganizationgather,analyze,andorganizeinformation.VisionandMissionStatementsAvisionstatementanswersthequestion“Whatdowewanttobecome?”Amissionstatementanswersthequestion“Whatisourbusiness?”KeyTermsinStrategicManagement(3of6)ExternalOpportunitiesandThreatsPolitical,economic,sociocultural,technological,environmental,legal,(PESTEL)andcompetitivetrendsandeventsthatcouldsignificantlybenefitorharmanorganization.InternalStrengthsandInternalWeaknessesAnorganization’scontrollableactivitiesthatareperformedespeciallywellorpoorly.Determinedrelativetocompetitors.SomeOpportunitiesandThreatsConsumers'expectationforgreenoperationsandproductsisrising8percentannuallyinWesternEurope.Internetmarketingisgrowing11percentannuallyintheUnitedStates.Commodityfoodpricesrose6percenttheprioryear.Oilandgaspricesincreased8percentinthelasttwelvemonths.Computerhackerproblemsareincreasing14percentannually.KeyTermsinStrategicManagement(4of6)Long-TermObjectivesSpecificresultsthatanorganizationseekstoachieveinpursuingitsbasicmission.Longtermmeansmorethanoneyear.Shouldbechallenging,measurable,consistent,reasonable,andclear.KeyTermsinStrategicManagement(5of6)StrategiesThemeansbywhichlong-termobjectiveswillbeachieved.Mayincludegeographicexpansion,diversification,acquisition,productdevelopment,marketpenetration,retrenchment,divestiture,liquidation,andjointventures.SWOTanalysisSWOTstandsforStrengths,Weaknesses,Opportunities,andThreats.Thistoolhelpsmanagersidentifyfourdifferentpotentialstrategies.Figure1.2TheBasicSWOTMatrixFormatKeyTermsinStrategicManagement(6of6)AnnualobjectivesShort-termmilestonesthatorganizationsmustachievetoreachlong-termobjectives.Shouldbemeasurable,quantitative,challenging,realistic,consistent,andprioritized.Shouldbeestablishedatthecorporate,divisional,andfunctionallevelsinalargeorganization.PoliciesThemeansbywhichannualobjectiveswillbeachieved.BenefitsofStrategicManagementStrategicmanagementallowsanorganizationtobemoreproactivethanreactiveinshapingitsownfuture.Itallowsanorganizationtoinitiateandinfluence(ratherthanjustrespondto)activities–andthustoexertcontroloveritsowndestiny.Figure1.3BenefitstoaFirmThatDoesStrategicPlanningFinancialBenefitsOrganizationsusingstrategic-managementconceptsshowsignificantimprovementinsales,profitability,andproductivitycomparedtofirmswithoutsystematicplanningactivities.High-performingfirmstendtodosystematicplanningtoprepareforfuturefluctuationsintheirexternalandinternalenvironments.NonfinancialBenefitsEnhancedawarenessofexternalthreats.Improvedunderstandingofcompetitors’

strategies.Increasedemployeeproductivity.Reducedresistancetochange.Clearerunderstandingofperformance-rewardrelationships.WhySomeFirmsDoNoStrategicPlanningNoformaltraininginstrategicmanagement.Nounderstandingoforappreciationforthebenefitsofplanning.Nomonetaryrewardsfordoingplanning.Nopunishmentfornotplanning.Toobusy“firefighting”(resolvinginternalcrises)toplanahead.Viewplanningasawasteoftime,sincenoproduct/serviceismade.WhySomeFirmsDoNoStrategicPlanning(continued)Laziness;effectiveplanningtakestimeandeffort;timeismoney.Contentwithcurrentsuccess;failuretorealizethatsuccesstodayisnoguaranteeforsuccesstomorrow.Overconfidence.Priorbadexperiencewithstrategicplanningdonesometime/somewhere.PitfallsinStrategicPlanningUsingstrategicplanningtogaincontroloverdecisionsandresources.Doingstrategicplanningonlytosatisfyaccreditationorregulatoryrequirements.Toohastilymovingfrommissiondevelopmenttostrategyformulation.Notcommunicatingtheplantoemployees,whocontinueworkinginthedark.Topmanagersmakingmanyintuitivedecisionsthatconflictwiththeformalplan.Topmanagersnotactivelysupportingthestrategic-planningprocess.Notusingplansasastandardformeasuringperformance.PitfallsinStrategicPlanning(continued)Delegatingplanningtoa“planner”ratherthaninvolvingallmanagers.Notinvolvingkeyemployeesinallphasesofplanning.Notcreatingacollaborativeclimatesupportiveofchange.Viewingplanningasunnecessaryorunimportant.Viewingplanningactivitiesassiloscomprisedofindependentparts.Becomingsoengrossedincurrentproblemsthatinsufficientornoplanningisdone.Beingsoformalinplanningthatflexibilityandcreativityarestifled.ComparingBusinessandMilitaryStrategyAfundamentaldifferencebetweenmilitaryandbusinessstrategyisthatbusinessstrategyisformulated,implemented,andevaluatedwithanassumptionofcompetition,

whereasmilitarystrategyisbasedonanassumptionofconflict.Bothbusinessandmilitaryorganizationsmustadapttochangeandconstantlyimprovetobesuccessful.ExcerptsfromSunTzu’sTheArtofWarWritingsStrategicplanningisamatterofvitalimportancetothestate:amatteroflifeordeath,theroadeithertosurvivalorruin.Hence,itisimperativethatitbestudiedthoroughly.Knowyourenemyandknowyourself,andinahundredbattlesyouwillneverbedefeated.Skillfulleadersdonotletastrategyinhibitcreativecounter-movement.ExamplesofEmployabilitySkillsfromUsingTextCriticalthinking.Collaboration.Knowledgeapplicationandanalysis.Businessethicsandsocialresponsibility.Informationtechnology.Dataliteracy.Figure1.4HowtoGainandSustainCompetitiveAdvantagesCopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandisprovidedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbemadeavailabletostudentsexceptbyinstructorsusingtheaccompanyingtextintheirclasses.Allrecipientsofthisworkareexpectedtoabidebytheserestrictionsandtohonortheintendedpedagogicalpurposesandtheneedsofotherinstructorswhorelyonthesematerials.StrategicManagement:ACompetitiveAdvantageApproach,ConceptsandCasesEighteenthEditionChapter2BusinessVisionandMissionCopyright©2024,2020,2017PearsonEducation,Inc.LearningObjectives2.1 Explaintheneedforcorevaluesstatementsinstrategicmanagement.2.2 Describethenatureandroleofvisionstatementsinstrategicmanagement.2.3 Identifythecharacteristicsofavisionstatement.2.4 Describethenatureandroleofmissionstatementsinstrategicmanagement.2.5 Identifyanddiscussthecharacteristicsofaneffectivemissionstatement.LearningObjectives(continued)2.6 Identifyanddiscussthecomponentsofmissionstatements.2.7 Discussthebenefitsofafirmhavingclearvisionandmissionstatements.2.8 Evaluateandwritevisionandmissionstatementsfordifferentorganizations.Figure2.1TheComprehensive,IntegrativeStrategicManagementModelSource:FredR.David,“HowCompaniesDefineTheirMission,”LongRangePlanning22,(February1989):91.SeealsoAnikRatnaningsih,NadjadjiAnwar,PatdonoSuwignjo,andPutuArtamaWiguna,“BalanceScorecardofDavid’sStrategicModelingatIndustrialBusinessforNationalConstructionContractorofIndonesia,”JournalofMathematicsandTechnology(October2010):20.SeealsoMeredithE.David,FredR.David,andForestR.David,“ClosingtheGapBetweenGraduates’SkillsandEmployers’Requirements:AFocusontheStrategicManagementCapstoneBusinessCourse,”AdministrativeSciences11,(2021):10-26.CoreValuesStatementAcorevaluesstatementspecifiesafirm’scommitmenttointegrity,fairness,discipline,equalemploymentopportunity,teamwork,accountability,continuousimprovement,orothersuchexemplaryattributes.VisionStatementAvisionstatementshouldanswerthebasicquestion:

“Whatdowewanttobecome?”Thevisionstatementprovidesthefoundationforacomprehensivemissionstatement.Forthisreason,itshouldbedevelopedfirst.Visionstatementsshouldbewrittenfromthecustomerperspective.CharacteristicsofaVisionStatementThevisionstatementshouldhavethesefivecharacteristics;Clear:revealstheindustrytypeandwhatthefirmstrivestobecome.Futuristic:revealswhatthefirmstrivestobecomeoraccomplishwithin5years.Concise:onesentenceinlength.Unique:revealsthefirm’scompetitiveadvantage.Inspiring:motivatesthereaderstosupportthefirm.VisionStatementExamplesDrPepperSnapple:tobethebestbeveragebusinessglobally;ourbrandsaresynonymouswithrefreshment,fun,andflavortodayandtomorrow.Starbucks:tobethepremierpurveyorofthefinestcoffeeintheworldwhilemaintaininguncompromisingprinciplesaswesteadilygrow.MissionStatementMissionstatement:anenduringstatementofpurposethatdistinguishesoneorganizationfromothersimilarenterprises.Adeclarationofanorganization’s“reasonforbeing.”Itanswersthepivotalquestion“Whatisourbusiness?”Itisessentialforeffectivelyestablishingobjectivesandformulatingstrategies.MissionStatement(continued)Itrevealswhatanorganizationwantstobeandwhomitwantstoserve.Itisalsocalledacreedstatement,astatementofpurpose,astatementofphilosophy,astatementofbeliefs,andastatementofbusinessprinciples.CharacteristicsofaMissionStatement(1of4)Agoodmissionstatementallowsforthegenerationandconsiderationofarangeoffeasiblealternativeobjectivesandstrategieswithoutundulystiflingmanagementcreativity.Amissionstatementneedstobebroadtoreconciledifferenceseffectivelyamongandappealtoanorganization'sdiversestakeholders.CharacteristicsofaMissionStatement(2of4)Stakeholdersincludeemployees,managers,stockholders,boardsofdirectors,customers,suppliers,distributors,creditors,governments(local,state,federal,andforeign),unions,competitors,environmentalgroups,andthegeneralpublic.CharacteristicsofaMissionStatement(3of4)Broadinscope;doesnotincludemonetaryamounts,numbers,percentages,ratios,orobjectives.Fewerthan100wordsinlength.Inspiring.Identifiestheutilityofafirm’sproducts.Revealsthatthefirmissociallyresponsible.Revealsthatthefirmisenvironmentallyresponsible.CharacteristicsofaMissionStatement(4of4)Includesninecomponents:customers,productsorservices,markets,technology,concernforsurvival/growth/profits,philosophy,distinctivecompetence,concernforpublicimage,concernforemployees.Reconciliatory.Enduring.Attractscustomers.InsightonScopeofMissionStatementWhenwrittenfromacustomerperspective,missionstatementscanspuremployees,salespersons,andmanagerstoprovideexemplarycustomerservice,whicharguablywouldenhancecustomerloyaltyandtranslateintocustomersbeing“onamission”toseekout,use,andpromotethefirm’sproductsandservices.Missionstatementsshouldbedevelopedafterconsideringutilitystatementswhichidentifythevalueofthefirm’sofferingstocustomers.UtilityStatementsDonotoffermethings.Offermebenefits.Donotoffermeclothes.Offermeattractivelooks.Donotoffermeshoes.Offermecomfortformyfeetandthepleasureofwalking.Donotoffermeahouse.Offermesecurity,comfort,andaplacethatiscleanandhappy.Donotoffermebooks.Offermehoursofpleasureandthebenefitofknowledge.DonotoffermeC

Ds.Offermeleisureandthesoundofmusic.UtilityStatements(continued)Donotoffermetools.Offermethebenefitsandthepleasurethatcomefrommakingbeautifulthings.Donotoffermefurniture.Offermecomfortandthequietnessofacozyplace.Donotoffermethings.Offermeideas,emotions,ambience,feelings,andbenefits.Please,donotoffermethings.MissionStatementComponentsCustomers-Whoarethefirm’scustomers?Productsorservices-Whatarethefirm’smajorproductsorservices?Markets-Geographically,wheredoesthefirmcompete?Technology-Isthefirmtechnologicallycurrent?Concernforsurvival,growth,andprofitability-Isthefirmcommittedtogrowthandfinancialsoundness?MissionStatementComponents(continued)Philosophy-Whatarethebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm?Distinctivecompetence-Whatisthefirm’smajorcompetitiveadvantage?Concernforpublicimage-Isthefirmresponsivetosocial,community,andenvironmentalconcerns?Concernforemployees-Areemployeesavaluableassetofthefirm?ImportanceofVisionandMissionStatementsTomakesureallemployees/managersunderstandthefirm’spurposeorreasonforbeing.Toprovideabasisforprioritizationofkeyinternalandexternalfactorsutilizedtoformulatefeasiblestrategies.Toprovideabasisfortheallocationofresources.Toprovideabasisfororganizingwork,departments,activities,andsegmentsaroundacommonpurpose.Table2.5TenBenefitsofHavingaClearVisionandMissionAchieveclarityofpurposeamongallmanagersandemployees.Provideabasisforallotherstrategicplanningactivities,includinginternalandexternalassessment,establishingobjectives,developingstrategies,choosingamongalternativestrategies,devisingpolicies,establishingorganizationalstructure,allocatingresources,andevaluatingperformance.Providedirection.Provideafocalpointforallstakeholdersofthefirm.Resolvedivergentviewsamongmanagers.Promoteasenseofsharedexpectationsamongallmanagersandemployees.Projectasenseofworthandintenttoallstakeholders.Projectanorganized,motivatedorganizationworthyofsupport.Achievehigherorganizationalperformance.Achievesynergyamongallmanagersandemployees.DevelopingVisionandMissionStatementsAwidelyusedapproachincludes:Askallmanagerstoreadthischapterasbackgroundinformation.Involveasmanymanagersaspossible.Askmanagersthemselvestoprepareavisionandmissionstatementfortheorganization.Afacilitatororcommitteeoftopmanagersshouldthenmergethesestatementsintoasingledocumentanddistributethedraftstatementstoallmanagers.Arequestformodifications,additions,anddeletionsisneedednext,alongwithameetingtorevisethedocument.ExampleVisionandMissionStatementNestléS.A.AviablevisionstatementforNestlécouldbe:WestrivetoproducethemosthealthyandtastyfoodwiththeaimtoimprovelifeforeveryoneonEarthnowandforfuturegenerations.Theproposedvisionstatementmeetsthe5-out-of-5testpresentedbecauseitincludesthefivedesiredcharacteristics:Clear,Futuristic,Concise,Unique,andInspiring.ExampleVisionandMissionStatement(continued)AproposedmissionstatementforNestléS.A.couldbe:“OurphilosophyatNestléistohirethemosttalentedscientists(4)andmostdevotedemployees(9)aswestrivetoprovidethemostnutritiousfoods,drinks,andpetfoods(2)toourcustomers.Quality,healthy,affordablefoods(7)shouldbeavailabletoeveryonearoundtheworld(1,3).Wearecommittedtocontrollingcosts(5)andconductingbusinessinanethicalway(6)thathasaneutralimpactontheenvironment(8).”Notethatthismissionstatementhasall9componentsofanexemplarymissionstatementandisonly64wordslong.ExemplaryProposedVisionStatementforEmiratesGroupEmiratesGroupprovidespassengerandfreightservicesin35countries.AproposedvisionstatementforEmiratesGroupcouldbe:Toprovideefficient,innovativepassengerandcargoairflightserviceswhereverpeopleliveandworktodayandtomorrow.ExemplaryProposedMissionStatementforEmiratesGroupWestrivetoofferthebestaward-winningpassengerandcargojetservices(7)aswellason-the-groundairportservices(2)aroundtheworld(3)andtosetanexcellentexampleforintegrity(6)andhumilityforall.Westrivetohirethebestemployees(9)andusethelatesttechnology(4)toassurethatpassengers(1)andcommunitiesaresafeandhappy,asweendeavortomeetandexceedtheexpectationsofourshareholders(5)andthesilentneedsofthenaturalenvironment(8).(75words)Figure2.2HowtoGainandSustainCompetitiveAdvantagesCopyrightThisworkisprotectedbyUnitedStatescopyrightlawsandisprovidedsolelyfortheuseofinstructorsinteachingtheircoursesandassessingstudentlearning.Disseminationorsaleofanypartofthiswork(includingontheWorldWideWeb)willdestroytheintegrityoftheworkandisnotpermitted.Theworkandmaterialsfromitshouldneverbemadeavailabletostudentsexceptbyinstructorsusingtheaccompanyingtextintheirclasses.Allrecipientsofthisworkareexpectedtoabidebytheserestrictionsandtohonortheintendedpedagogicalpurposesandtheneedsofotherinstructorswhorelyonthesematerials.StrategicManagement:ACompetitiveAdvantageApproach,ConceptsandCasesEighteenthEditionChapter3TheExternalAssessmentCopyright©2024,2020,2017PearsonEducation,Inc.LearningObjectives3.1 Describethenatureandpurposeofanexternalassessmentinformulatingstrategies.3.2 IdentifyanddiscussthePESTELexternalforcesthatimpactorganizations.3.3 ExplainPorter’sFive-ForcesModelandcompetitiveforcesthatimpactorganizations.LearningObjectives(continued)3.4 Describekeysourcesofinformationforidentifyingopportunitiesandthreats.3.5 Discussforecastingtoolsandtechniques.3.6 ExplainhowtodevelopanduseanExternalFactorEvaluation(EFE)Matrix.3.7 ExplainhowtodevelopanduseaCompetitiveProfileMatrix(CPM).Figure3.1TheComprehensive,Integrative,StrategicManagementModelSource:FredR.David,“HowCompaniesDefineTheirMission,”LongRangePlanning22,1(February1989):91.SeealsoAnikRatnaningsih,NadjadjiAnwar,PatdonoSuwignjo,andPutuArtamaWiguna,“BalanceScorecardofDavid’sStrategicModelingatIndustrialBusinessforNationalConstructionContractorofIndonesia,”JournalofMathematicsandTechnology4(October2010):20.SeealsoMeredithE.David,FredR.David,andForestR.David,“ClosingtheGapBetweenGraduates’SkillsandEmployers’Requirements:AFocusontheStrategicManagementCapstoneBusinessCourse,”AdministrativeSciences11,1(2021):10–26.ExternalAuditExternalauditFocusesonidentifyingandevaluatingtrendsandeventsbeyondthecontrolofasinglefirm.Revealskeyopportunitiesandthreatsconfrontinganorganizationsothatmanagerscanformulatestrategiestotakeadvantageoftheopportunitiesandavoidorreducetheimpactofthreats.Sometimescalledindustryanalysis.ThePurposeofanExternalAuditTheexternalauditisaimedatidentifyingkeyvariables

thatofferactionableresponses.Firmsshouldbeabletorespondeitheroffensivelyordefensivelytothefactorsbyformulatingstrategiesthattakeadvantageofexternalopportunitiesorthatminimizetheimpactofpotentialthreats.KeyExternalForcesExternalforcescanbedividedintosixgroups:Political.Economic.Sociocultural.Technological.Environmental.Legal.PESTEListheacronymforthesesixforces.Five-ForcesAnalysisThefive-forcesanalysisfocuseson:Currentcompetitors.Potentialnewcompetitors.Suppliers.Buyers.Substituteproducts.Five-ForcesAnalysisandPESTELFive-ForcesismorerefinedthanthePESTELanalysis.Five-Forcesfocusesonkeyindustrystakeholders.CombinedwithPESTELithelpsthefirmdiscoverkeyopportunitiesandthreats.PESTELcanaccountforupto25%ofafirm’sperformance.PESTELcanincludeBlackSwaneventssuchastheCOVID-19pandemic.Five-ForcesModelcanexplainanother20%ofthefirm’sperformance.Figure3.2HowAreKeyExternalFactorsIdentifiedinPerformingStrategicPlanninginaFirm?TheAQCDTestWhenidentifyingandprioritizingessentialPESTELandFive-Forcesexternalfactorsinstrategicplanning,thefollowing4criteriaareimportant:Actionable.Quantitative.Comparative.Divisional.TheAQCDisameasureofthequalityofanexternalfactor.PESTEL:PoliticalExternalForcesthatImpactOrganizations(1of3)Local,state,andfederallaws,aswellasregulatoryagenciesandspecial-interestgroups,canhaveamajorimpactonthestrategiesofsmall,large,for-profit,andnonprofitorganizations.Afewexamplesinclude:SevenU.S.stateshavezerostateincometaxeswhichmakesitattractivetolocatefacilities.Between2016and2020FedExinvested$71milliononcampaigncontributionsandlobbying,andthecompanyreceivedtaxcreditsof$877millionbetween2018and2020.Dubai’spoliticalandsocialreformssuchaszerotaxrates,allowingtheconsumptionofalcoholwithoutalicense,andothershavemadeitoneofthemostboomingeconomiesintheworld.PESTEL:PoliticalExternalForcesthatImpactOrganizations(2of3)Table3.1containssomeexamplesofpoliticalvariablestobemonitoredthatinclude:Naturalenvironmentalregulations.Protectionistactionsbycountries.Changesinpatentlaws.Equalemploymentopportunitylaws.Levelofdefenseexpenditures.Unionizationtrends.Antitrustlegislation.PESTEL:PoliticalExternalForcesthatImpactOrganizations(3of3)Additionalpoliticalvariablestobemonitoredinclude:USAversusothercountryrelationships.Politicalconditionsincountries.Globalpriceofoilchanges.Local,state,andfederallaws.Import-exportregulations.Tariffs,particularlyonsteelandaluminum.Local,state,andnationalelections.PESTEL:EconomicForces(1of3)Economicfactorshaveadirectimpactonthepotentialattractivenessofvariousstrategies.Examplesinclude:CurrentstrongU.S.dollarcanboostprofitsofimportersbutharmslargemultinationalfirmssinceitmakesU.S.goodsmoreexpensivetoforeignbuyers.Inthefirstfourmonthsof2022,theU.S.dollarrose10percentagainsttheJapanes