![The Aims of Today ,[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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External
- 1. Strategic Risk Management The External Environment
- 4. Layers of the Business Environment.
- 6. Macroenvironment – PESTEL (1)
- 11. Mapping PEST outcomes Political/ legal Economic Socio- cultural Technological Strategic Implications Strategic Implications Strategic Implications Strategic Implications What are the main drivers of change? How are these affecting the industry? What implications does this have on strategy development?
- 13. Spectrum of Industry structures Perfect competition Oligopoly Duopoly Monopoly Concentration Entry & Exit Barriers Product differentiation Information Many firms A few firms Two firms One firm No barriers Significant barriers High barriers Homogenous product Potential for product differentiation Perfect information flow Imperfect availability of information
- 14. Porters 5 Forces
- 27. Industry Life Cycles Highlights trends in Industry Evolution
- 28. Classification of Opportunities 10 Capability 0 Probability of Opportunity 1 I Monitor II Exploit IV Ignore III Investigate For each opportunity assess the highest level (probability)of potential compared with the lowest probable level of potential chosen level being based on a judgement of 0 – 1 To analyse the capability of the firm so to exploit each opportunity, linked to the internal audit. 0 – 10 representing total capability. (Greenley 1989:76)
- 29. Classification of Threats I Competent II Prepared IV Monitor III Defenceless 10 0 1.0 Capability Probability of Threat For each threat, asses highest level (probable) of potential compared with the lowest probable level of potential-chosen level being based on value judgement 0 –1 The analysis capability of the firm to react to each threat(through the internal audit) 0 – 10 is used representing the total capability. (Greenley 1989:78)
Notas do Editor
- Very difficult to edit this picture. Idea would be to animate the slide (see slide show), first to show the basic ovals, then bring in the annotation. These lecture notes serve as revision sheets for students so it’s good to include some of the detail.
- Introduction and assumptions
- Identify the entrance of Interbrew Coors now owns Carling
- -EoS recent industry restructuring suggests significant at the volume end. Withdrawl of Bass &Whitbread may suggest MES has increased.Now 4 Big players -Significant see cost of acquisitions and estates of pub-owning companies -Probably not significant beyond brand loyalty - decline of tied houses almost replaced by pub-owning companies, Supermarkets now dominate off-trade, access for micro breweries improved - fewer large players but oversupply remains pub -owning companies price war
- - other consumers of the leisure spend, entertainment, other ‘rush’ products, soft drugs, a healthy lifestyle Depends on your addiction
- Essentially water and agricultural products
- Water and to a large extent grain tend to be undifferentiated Brewing does consume great quantities but agric fragmented and water more competitive than in the past
- Equally balanced at the moment - have tried hard through advertising and branding to prevent this - no real sign of this yet even with the larger pub-owners Competition rules? Competition rules
- There has been considerable upheaval the dust is still settling, more concentrated lack of growth likely to increase rivalry in the future