国际商务环境（英文）Chapter 2 The External Environment of Business

Chapter2TheExternalEnvironmentofBusinessLearningObjectivesindicatethebasicfeaturesofbusinessactivityportraythebusinessorganizationasasysteminteractingwithitsenvironmentdemonstratetherangeandcomplexityoftheexternalinfluencesonbusinessactivityidentifythecentralthemesinherentinthestudyofthebusinessenvironmentText:TheBusinessOrganizationandItsEnvironmentBusinessactivityisafundamentalanduniversalfeatureofhumanexistence.Narrowviewofbusiness“大商务〞Broadviewofbusiness“小商务〞AmodelofbusinessactivityAllbusinessorganizationsareultimatelyinvolvedinthesamebasicactivity---thetransformationofinputs(resources)intooutputs(goodsorservices).ThebusinessorganizationasatransformationsystemThefirminitsenvironmentTwolevelsofenvironmentEnvironmentalinfluencesonafirm’smarketingsystemThegeneralorcontextualenvironmentThepoliticalenvironmentTheeconomicenvironmentThesocial,culturalanddemographicenvironmentThetechnologicalenvironmentLegalenvironmentTheethicalenvironmentTheimmediateoroperationalenvironmentResourcesandresourcemarketCustomersCompetitorsAnalyzingthebusinessenvironmentInteractionwiththeenvironmentInteractionbetweenenvironmentalvariableThecomplexityoftheenvironmentEnvironmentalvolatilityandchangeEnvironmentaluniquenessDifferentspatiallevelsofanalysisTwo-wayflowofinfluenceKeytermsinputs投入outputs产出profit-makingorganization营利性组织non-profit-makingorganization非营利性组织international(ormultinational)corporation跨国公司distributor分销商immediate(oroperational)environment直接环境general(orcontextual)environment宏观环境tradeunion工会parentcompany母公司tradingbloc贸易区exchangerates汇率environmentalchange环境演变externalenvironment外部环境opensystem开放式体系PESTLEanalysis　PESTEL 分析 定性数据统计分析pdf销售业绩分析模板建筑结构震害分析销售进度分析表京东商城竞争战略分析 模型，又称大环境分析transformationsystem转化式体系SummaryofkeypointsBusinessactivityisessentiallyconcernedwithtransforminginputsintooutputsforconsumptionpurposes.Allbusinessesoperatewithinanexternalenvironmentwhichshapestheiroperationsanddecisions.Thisenvironmentcomprisesinfluenceswhicharebothoperationalandgeneral.Theoperationalenvironmentofbusinessisconcernedwithsuchfactorsascustomers,suppliers,creditorsandcompetitors.ThegeneralenvironmentfocusesonwhatareknownasthePESTLEfactors.Inanalyzingafirm’sexternalenvironmentattentionneedstobepaidtotheinteractionbetweenthedifferentenvironmentalvariables,environmentalcomplexity,volatilityandchangeandtothespatialinfluences.Whileallfirmsareaffectedbytheenvironmentinwhichtheyexistandoperate,attimestheyhelptoshapethatenvironmentbytheiractivitiesandbehavior.ComprehensionQuestions1.Assumingthatyouarearesearcherofthebusinessfield,howwouldyoudifferentiatebetweenthevariousbusinessorganizations?2.Whatdoesthegeneralenvironmentandtheimmediateenvironmentofbusinessorganizationscompriserespectively?3.Whatisa‘PESTLEanalysis’?4.Accordingtothetext,whatarethemainfactorsofabusinessorganization’simmediateenvironment?5.Whenanalyzingtheexternalenvironmentofabusinessorganization,whataretheaspectsthatweshouldconsider?1.Howwouldyoudifferentiatebetweenthevariousbusinessorganizations?Differentiatethevariousbusinessorganizationsintermsoftheirsize,typeofproductand/ormarket,methodsoffinance,scaleofoperations,legalstatusandsoon.2.Whatdoesthegeneralenvironmentandtheimmediateenvironmentofbusinessorganizationscompriserespectively?Thegeneralenvironmenteconomicenvironmentpoliticalenvironmentsocial,culturalanddemographicenvironmenttechnologicalenvironmentlegalenvironmentethicalenvironmentTheimmediateenvironmentresourcesandresourcemarketcustomerscompetitors3.Whatisa‘PESTLEanalysis’?‘PESTLE’factorsincludepolitical,economic,social-cultural,technological,legalandethicalinfluencesonthebusiness.A‘PESTLEanalysis’isanapproachtoanalyzeafirm’scurrentandfuturepolitical,economic,social-cultural,technological,legalandethicalenvironmentaspartofthestrategicmanagementprocess.4.Whatarethemainfactorsofabusinessorganization’simmediateenvironment?Accordingtothetext,themainfactorsofabusinessorganization’simmediateenvironmentincludeitsresourcesandresourcemarket,competitorsandcustomers.5.Whenanalyzingtheexternalenvironmentofabusinessorganization,whataretheaspectsthatweshouldconsider?InteractionwiththeenvironmentInteractionbetweenenvironmentalvariableThecomplexityoftheenvironmentEnvironmentalvolatilityandchangeEnvironmentaluniquenessDifferentspatiallevelsofanalysisTwo-wayflowofinfluenceApplyyourunderstandingTakingexamplesfromarangeofqualitynewspapers,illustratewaysinwhichbusinessorganizationsareaffectedbytheirexternalenvironment.Giveexamplesofthewaysinwhichbusinessorganizationscanaffecttheexternalenvironmentinwhichtheyoperate.Inwhatsensescouldacollegeoruniversitybedescribedasabusinessorganization?Howwouldyoucharacterizeits‘inputs’and‘outputs’?EssayquestionsPleasewriteanessayofabout500wordstodescribetheimpactthattheInternethashadontheexternalenvironmentbusinessesface.Casestudy:Disney’sStrategyinChinaCase-relatedquestions:1.WhatstrategydidDisneyemploywhenitre-enteredChina’smarket?2.HowdoyouusePESTLEmodeltoanalyzetheChina’sgeneralenvironmentforDisneyland?3.Amongtheseenvironmentfactors,whicharepositivetothecompany’sdevelopmentandwhicharenegative?Point-counterpointDoBusinessEnvironmentReformsHaveGreatImpactonPovertyReductioninAfrica?PointPeace,macroeconomicstability,andastablebusinessenvironmentareallimportantforAfrica’sdevelopment.ReformsinbusinessenvironmentarecriticalinstimulatingthegrowthAfricaneedsandbringingtheemploymentwhichiscriticalinaddressingpoverty.Thebestwaytocreatejobsforthepoorintheprivatesector,andallowtheinformaloperatorstojointheformalsectorisbusinessenvironmentreform.Withoutagoodenablingenvironment,thereisnoincentiveforanindividualtoinvest.CounterpointTheideaofpovertyreductionthroughbusinessenvironmentreformissimplisticandbasedonunrealisticassumptions.hereisnoempiricalevidencethatBusinessEnvironmentReform(BER)isgoodforGDPgrowth.Whatdrivessuccessfulreformsispassionwhichcanonlybecreatedatthelocallevelwherepresentimpactsareleastfelt.BERriskstreatingthesymptomsratherthanthedisease,andassuchthereislittlehopethatitwillachievemuch.BusinessEnvironmentreformisonlythewayforwardin1/3ofAfricancountries;thosethatareresourcepoorandonthecoast.EnvironmentScanningEnvironmentalscanningisaprocessofgathering,analyzing,anddispensinginformationfortacticalorstrategicpurposes.Theenvironmentalscanningprocessentailsobtainingbothfactualandsubjectiveinformationonthebusinessenvironmentsinwhichacompanyisoperatingorconsideringentering.MethodsforEnvironmentalScanningAd-hocscanning-Shortterm,infrequentexaminationsusuallyinitiatedbyacrisisRegularscanning-Studiesdoneonaregularschedule(say,onceayear)Continuousscanning-(alsocalledcontinuouslearning)-continuousstructureddatacollectionandprocessingonabroadrangeofenvironmentalfactorsMostcommentatorsfeelthatintoday'sturbulentbusinessenvironmentthebestscanningmethodavailableiscontinuousscanning.Thisallowsthefirmtoactquickly,takeadvantageofopportunitiesbeforecompetitorsdo,andrespondtoenvironmentalthreatsbeforesignificantdamageisdone.TheMacro-environmentEnvironmentalscanningusuallyrefersjusttothemacroenvironment,butitcanalsoincludeindustryandcompetitoranalysis,consumeranalysis,productinnovations,andthecompany'sinternalenvironment.Macroenvironmentalscanninginvolvesanalyzing:TheeconomyGovernmentLegalTechnologyEcologySocio-culturalPotentialsuppliersstakeholdersTheEconomicFactorsGDPpercapitaeconomicgrowthunemploymentrateinflationrateconsumerandinvestorconfidenceinventorylevelscurrencyexchangeratesmerchandisetradebalancefinancialandpoliticalhealthoftradingpartnersbalanceofpaymentsfuturetrendsTheGovernmentalFactorspoliticalclimate-amountofgovernmentactivitypoliticalstabilityandriskgovernmentdebtbudgetdeficitorsurpluscorporateandpersonaltaxratespayrolltaxesimporttariffsandquotasexportrestrictionsrestrictionsoninternationalfinancialflowsTheLegalFactorsminimumwagelawsenvironmentalprotectionlawsworkersafetylawsunionlawscopyrightandpatentlawsanti-monopolylawsSundayclosinglawsmunicipallicenseslawsthatfavorbusinessinvestmentTheTechnologicalFactorsefficiencyofinfrastructure,including:roads,ports,airports,rollingstock,hospitals,education,healthcare,communication,etc.industrialproductivitynewmanufacturingprocessesnewproductsandservicesofcompetitorsnewproductsandservicesofsupplychainpartnersanynewtechnologythatcouldimpactthecompanycostandaccessibilityofelectricalpowerTheEcologicalFactorsecologicalconcernsthataffectthefirmsproductionprocessesecologicalconcernsthataffectcustomers'buyinghabitsecologicalconcernsthataffectcustomers'perceptionofthecompanyorproductTheSocio-culturalFactorsdemographicfactorssuchas:populationsizeanddistributionagedistributioneducationlevelsincomelevelsethnicoriginsreligiousaffiliationsattitudestowards:materialism,capitalism,freeenterpriseindividualism,roleoffamily,roleofgovernment,collectivismroleofchurchandreligionconsumerismenvironmentalismimportanceofwork,prideofaccomplishmentculturalstructuresincluding:dietandnutritionhousingconditionsPotentialSuppliersLaborsupplyquantityoflaboravailablequalityoflaboravailablestabilityoflaborsupplywageexpectationsemployeeturn-overratestrikesandlaborrelationseducationalfacilitiesMaterialsuppliersquality,quantity,price,andstabilityofmaterialinputsdeliverydelaysproximityofbulkyorheavymaterialinputslevelofcompetitionamongsuppliersServiceProvidersquantity,quality,price,andstabilityofservicefacilitatorsspecialrequirementsStakeholdersLobbyistsShareholdersEmployeesPartnersChangingExternalEnvironmentMarketsarechangingallthetime.Itdoesdependonthetypeofproductthebusinessproduces;however,abusinessneedstoreactorlosecustomers.SomeofthemainreasonswhymarketschangerapidlyCustomerdevelopnewwantsandneeds.Newcompetitorsenteramarket.Newtechnologiesmeanthatnewproductscanbemade.Governmentintroducesnewlegislation,e.g.increasingminimumwage.BusinessandCompetition(1)Thoughabusinessdoesnotwantcompetitionfromotherbusiness,inevitablymostwillfaceadegreeofcompetition.Theamountandtypeofcompetitiondependonthemarketthebusinessoperatesin:Manysmallbusiness---.ashoppingmalloracitycenterarcade---closerivalryAfewlargerivalfirms---.washingpowderorCokeandPepsiArapidlychangingmarket---.wherethetechnologyisdevelopingveryquickly---themobilephonemarketBusinessandCompetition(2)Abusinesscouldreacttoanincreaseincompetition(e.g.alaunchofrivalproduct)inthefollowingways:Cutprice(butcanreduceprofits)Improvequality(butincreasescosts)Spendmoreonpromotion(e.g.domoreadvertising,increasebrandloyalty;butcostsmoney)Cutcosts,e.g.usecheapermaterials,makesomeworkersredundantWebalertawebsiteofferingsimplesolutionsandpowerfuladviceconcerningbusiness://awebsiteprovidingbusinesstheoriesandbusinesscaseforstudyatawebsitewhereyoucanfindthenewestbusinessnewsandindustryreports://FurtherreadingMorris,H.&Willey,B.(1996).Thecorporateenvironment.NewJersey:PrenticeHall.Steiner,G.A.&Steiner,J.F.(1994).Business,government,andsociety:Amanagerialperspective.(7thed.).NewYork:McGraw-Hill.Worthington,I.,Britton,C.&Rees,A.(2005).Economicsforbusiness:Blendingtheoryandpractice.(2nded.).NewJersey:PrenticeHall..AssignmentAmongalltheexternalfactorswhichabusinessorganizationfaces,whichdoyouthinkisofthemostsignificance?Analyzetheexternalenvironmentofyouruniversityasabusinessorganization.ThankYou!