《Strategic Management》Day10 第二章课后问题

第二章终于完结了呜呜呜，在这一章中主要讲到了公司如何通过分析大环境（general environmental）和产业环境（industrial environment），波特窝里模型，以及分析竞争对手来掌握市场动态，明天开启第三章internal environment

1. 为什么对一个公司来说，学习和了解外部环境很重要?

公司的外部环境具有挑战性和复杂性。由于外部环境对业绩的影响，公司必须发展识别该环境中存在的机会和威胁所需的技能。

2. 一般环境和行业环境有什么不同?为什么这些差异如此重要?

一般环境:影响行业及其公司的更广泛的社会因素

行业环境:影响企业的因素，其竞争行为和反应，以及行业的利润潜力。

因为这种差异导致了对两种环境分析的不同维度

3.什么是外部环境分析过程(四个步骤)?当使用这些过程时，公司想要学到什么?

扫描、监测、预测、评估

处理经常含糊不清和不完整的环境数据，增加对一般环境的了解，识别机会和威胁。

4.一般环境的六个部分是什么?解释它们之间的区别。

人口细分:以人口为重点，经常以全球为基础进行分析

经济部门:关注经济的性质和方向，通常以国家为基础进行分析。

政治/法律部分:以法律法规为重点，研究政府与企业的关系。

社会文化部分:关注社会态度和文化价值观，这些往往驱动其他部分和变化。

技术部分:关注新知识和新知识的应用。

全球部分:关注全球市场因素，如国际政治事件，关键的文化和制度特征。

5.一个行业的五股竞争力量是如何影响其利润潜力的?解释一下。

新进入者的威胁:带来额外的生产能力，渴望获得较大的市场份额

供应商的议价能力:提高价格或降低质量

购买者的议价能力:他们为更高的质量，更高水平的服务和更低的价格讨价还价，鼓励行业公司之间的竞争。

替代产品的威胁:如果转换成本较低，替代产品的价格较低，质量等于或低于现有产品，则现有产品将失去客户。

对抗竞争对手的激烈程度:为了与行业内的其他公司竞争，公司需要寻找更好的资源，开发更好的能力，为客户提供更低的价格，更好的服务。

6.什么是战略集团?在制定公司战略时，公司战略集团的知识有什么价值?

战略集团是一组强调相似战略维度并使用相似战略的公司。

通过了解和分析战略集团中的竞争对手，可以帮助企业制定和实施合适的战略，比如关注不同的因素，避免直接竞争，或者提供竞争对手目前没有提供的更好的服务。

7. 收集和解释竞争对手的数据和信息的重要性是什么?公司应该采用什么方法来收集竞争对手的情报?为什么?

这些数据和信息有助于公司理解、解释和预测竞争对手的行动和反应，显然有助于公司在行业内成功竞争的能力。

1. Why is it important for a firmto study and understand the external environment?

The firm’s external environment is challenging and complex.Because of the external environment’s effect on performance, the firm mustdevelop the skills required to identify opportunities and threats existing inthat environment.

2. What are the differences between the general environment and the industry environment? Why are these differences important?（存疑）

General environment: elements in the broader society thataffect industries and their firms

Industry environment: factors that influence a firm, itscompetitive actions and responses, and the industry’s profit potential.

Because the differences result in different dimentions ofanalyzing the two environments

3.What is the externalenvironmental anlysis process(four steps)? What does the firm want to learnwhen using these process?

Scanning, monitoring, forecasting, assessing

To cope with often ambiguous and incomplete environmentaldata and to increase understanding of the general environment and identifyopportunities and threats.

4.What are the six segments ofthe general environment? Explain the differences among them.

Demographic segment: focus on population, often analyzed onglobal basis

Econimic segment: focus on the nature and direction ofeconomy, often analyzed on national basis.

Political/legal segment: focus on laws and regulations,study the relationship of governments and companies.

Sociocultural segment: focus on society’s attitudes andcultural values, which often drive other segments and changes.

Technological segment: focus on new knowledge and theapplication of these knowledge.

Global segment: focus on factors of global market, such as internationalpolitical events, critical cultural and institutional characteristics.

5.How do the five forces of competition in an industry affect its profit potential? Explain.

Threat of new entrants: bring additional productioncapacity, keen on gaining a large market share

Bargaining power of suppliers: increasing prices or reducingquality

Bargaining power of buyers: they bargain for higherquality, greater levels of service and lower prices, encourage competitivebattles among the industry firms.

Threat of substitute products: if the switching costs arelow and the substitute product’s price is lower and its quality is equal to orlower than the existing products, the existing products will lose customers.

Intensity of rivalry aming competitors: with the purpose ofcompeting with other companies in the industry, a company need to search forbetter resources, develop better capabilities, and provide customers with lowerprice, better service.

6.What is a strategic group? Ofwhat value is knowledge of the firm’s strategic group in formulating that firm’sstrategy?

A strategic group is a set of firms emphasizing similarstrategic dimentions to use a similar strategy.

Through understanding and analyzing the competitors in thestrategic group can help the firm to formulate and implement an appropriatestrategy, such as focusing on different factors to avoid directly competeagainst each other ,or providing better services that its rival doesn’t providecurrently.

7. What is the importance ofcollecting and interpreting data and information about competitors? Whatpractices should a firm use to gather competitor intelligence and why?

These data and information helps the firm to understand,interpret and predict its competitors’ actions and responses, clearly contributingto the firm’s ability to compete successfully within the industry.