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SM SECOND UNIT PRESENTATION.pptx

  1. ENVIRONMENT SCANNING * MEANING : It is a process of gathering information about event and there relationship with internal and external environment scanning is to find out the future prospects business organisation. * DEFINITION : The process of collecting, evaluating and delivering information for a strategic purpose is defined as environment scanning. The process of environment scanning both accurate and personalized data on the business environment, in which the organisation is operating or considering entry.
  2. COMPONENT OF ENVIRONMENT SCANNING
  3. COMPONENT OF ENVIRONMENT SCANNING • Internal Environmental Component • External Environmental Component • Internal Environmental Component : The company that lie with in the organisation are internal component and changes in these affect the general performance of the organisation. For example : HR , Capital Resources and Technological Resources are some of the internal environmental component. • External Environmental Component : The component that fall outside the business organisation are called external environment component. Although, the component lie outside the organisation, they still affect the organisation activities. The external environmental component are divided into two parts : • Micro Environment Component • Macro Environment Component
  4. • Micro Environment Component: It includes competitors, consumers, markets, suppliers, organisation etc. • Macro Environment Component: It includes economic, political, legal, socio-culture, technological demographic factors etc.
  5. • Economic Environment It means all external economic factor that influence buying habits consumers and businesses and therefore affect the performance of a company.These factors are often beyond a company control and may be either large scale (macro) and small scale (micro). • Macro factors : • Income • Inflation • Tax rate • Currency exchange rate • Micro factors : • Size of available market. • Demand for company product’s and services competition. • Availability and quality of suppliers.
  6. Legal Environment It is based on a set of conditions and those are social, legal, political, economical, and institutional comditions. Akl of them based opn two differentt position and that are internal and external environment . • Internal Environment : • It includes manpower, capital, machinery, raw material, and the last but not least is the management. • Generally controlled by business internally. • External Environment : • These factor are beyond the control of a certain enterprise. • Govt. Policies, tax, legal factor, polotical factor, social events, economic function and also geographical factors are main external factor of the business .
  7. Social Environment : • These factors includes traditional, values, social trends, level of education the standard of living etc. All these have a vast impact of the business. • Impact – more demand during festival provide opportunity for various business. • Values – moral principle prevailing in the society such as freedom of choice in market , social justice. Equally of opportunity, non – discriminatory practices etc.
  8. Technological Environment • It consists of scientific improvement and innovation which provides new ways to producing goods, rendering services, new methods and techniques to operate a business. • It is very important for a firm to understand the level of scientific achievement of a particular economy before introducing its products. • Example : E-commerce has changed the scenario of doing the business, buying goods and availing services at the click of a mouse or through mobile.
  9. • It helps an organisation analys the impact of environment based on threat and opportunity. • Steps involves in the preparation of the ETOP dividing the environment into different sectors : • Analysing the impact of each sector on the organisation. • Sub-dividing each environment factor into sub-factor for a comprehensive ETO. • Analysing the impact of each sub-factor on organisation in the firm of a statement. • Preparing a summary to show the major factor for the sake of simplicity. ENVIRONMENTAL THREAT AND OPPORTUNITY PROFILE
  10. QUICK ENVIRONMENTAL SCANNINGTECHNIQUES This technique is design to analyse the environment quickly and inexpensively. So, that business can focus on critical issue that have to be addressed in a short span. • QUEST is a systematic as well as intensive process. • QUEST are four types : • Discovery • Practice • Design • Reflection. • The process of environment scanning start with the observation of the organisation events and trends by strategist. • After observation important issue that which have may impact the organisation are considered using organisation appraisal. • A report is created by making a summary of these issues and their impact. • In final steps, planners who are responsibility for deciding the feasibility of the proposed strategy review report.
  11. SWOT • It is an ecronium for strength, weakness, opportunities and threats analysis of the environment. • Strength and weakness are considered as internal factor where as opportunities and threats are considered as external factors. • These factors determined the course of action to ensure the growth of the business. • STRENGTH : Internal attributes and resources that support a successful outcomes. • WEAKNESS : Internal attributes and resources that work against a successful outcomes. • OPPORTUNITIES : External factor that the entity can capitalise on or use to ist advantages. • THREATS : External factor that could geoparadize the entity success.
  12. ORGANISATIONAL CAPABILITIES The factors which are strategic strength and weakness in different functional area with in organisation which are crucial importance to strategic formulation and implement. These are divided into six largely accepted and commonly understood functional areas. • Financial Capability • Marketing Capability • Human Resource Capability • Operational Capability • Information Capability • General Management Capability
  13. MARKETING CAPABILITIES The factor is related price, promotion, product and place and integrating and systematic aspect. • Typical strength that support marketing capability are wide variety of products (PNG and Hindustan Lever). • Better quality of products (Toyota and sony) • Sharply focused position ( Amway and tupperware HDFC) • How pricing to similar product (Walmart) • Price protection due to govt. policy. (Farm produced global) • High quality customer service (Fedex) • Effective distribution ( Bisleri ) • Effective sales promotion (Tata salt and Swaach bharat) • High profile advertising ( Mercedes , Rolex) • Favourable company product image (TATA and GE) • Effective MIS (Coke)
  14. OPERATIONAL CAPABILITY These factors related production system, operation and control system and related to the research and development and new product development system typical strength that supports operation capability are : • High level of capacity utilisation express. • Reliable sources of supply effective :Wallmart,Toyota’s andTata motors. • High level calibres. • Technological collaboration with reputed firm with other companies :Toyota
  15. HUMAN RESOURCE MANAGEMENT HR capability related to personal system organisational and employee characteristics and related to industry relation. Typical strength that support capability are genuine concern for HRM and development: • Efficient and effective HR system (Tata steel) • Organisation perceived as a fair and a model employee ( infosys) • High level of organisation loyalty (TCS) (Foreign banks)
  16. INFORMATION CAPABILITY FACTOR It related to the acquisition and retention of information retrieval usage transmission and dissemination of information. Also, the factors related to the integrative systematic and supportive elements. Typical strength that support the information. Marketing capability are ease and convenience of access to information system and access availability to employee, customer suppliers etc. • Widespread usage of computerized information and operability of high tech equipment. • Positive attitude sharing and dissimating information. • Proof information security system top management. • Understanding of and support to its application.
  17. BALANCE SCORE CARD (BSC) Identifying and improve various problem. The term BSC is refer to the SM performance metric used to identify and improve various internal business function and their resulting external outcomes. • Used to measure and provide feedback to organisation. • BSC are common among companies and UK, Japan, and Europe. • Data collection is crucial to providing quantitative results as manager executive gather and interpret information. • Company personal can use these information to make better decision for the future of
  18. CRITICAL SUCCESS FACTOR ( CSF) Critical Success Factor also known as key success factor are condition that a team or organisation must meet for a company overall business strategy to be successful. For Example : • A company strategic goal is to increase market share to help them reach this goal, they identify increase brand loyalty as a CSF. CSF‘s are often supported by key performance indicators(KPI’s) metric that help determine the success of a project. • In this example a KPI could be making the brand more recognisable and gaining new customer through strategic marketing campaign KPI support CSF.Which in turn support the company strategic goals.
  19. IDENTIFICATION OF CRITICAL SUCCESS FACTOR There is how to identify critical success factor for your business. • INITIATE STRATEGIC PLANNING : Before you can find your critical success factors, you need a strategic plan. A strategic plan outlines where your organisation hopes to go and how it will get there. The lead strategic planner, be it a project manager or chief executive business strategy. • IDENTIFY KEY RESULT AREA : Key Result Area are broad generalized goals for your organisation management team populated by key stakeholder to determine the KRAs. Some example of KRAs includes profitability, efficiency, customer satisfaction etc.
  20. • DETERMINE YOUR SUCCESS CRITERIA :Once you have established your KRAs and have a strategic plan in place, you are ready to determine your critical success factor including increase marketing share. Attracting new customer or launching new product. Once you have determined your CSFs you can set key performance indicators which will establish deliverable and specific criteria to measure project performance. • TRACK AND MEASURE YOUR PROGRES : With your CSFs and KPIs established, you can ready to begin working towards meeting your goals. Set up a performance management process for measuring success to ensure that the project team stays on task.
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