External Analysis – Theories, Frameworks and its Relevancy in Strategic Decision Making

To deal effectively with the wide array of factors affecting the efficacy of a business to grow and prosper, managers need advanced processes they recover will facilitate the optimal positioning of the business in its rivalrous environment. Such positioning is possible with strategic charge because this process improves prepargondness for unexpected internal or competitive demands. Therefore, strategic management is an alone-encompassing approach for formulating, implementing and evaluating managerial decisions in a way that permits the business to reach its objectives.

There appears to be general agreement among strategic planning researchers that the process consists of deuce-ace major components: formulation (including setting objectives and assessing the external and internal environments); evaluating and selecting strategic alternatives; and implementation and control (Jennings and Disney, 2006; Houben, Lenie and Vanhoof, 1999).

DefinitionEnvironmental scanning and industry analysis are also interchangeably termed as external analysis (Mcmillan & antiophthalmic factor; Tampoe, 2000) and serve as the first and foremost step in developing planning. In other words, environmental scanning is mostly viewed by strategic management scholars as a requisite for formulating effective business strategies (Beat, 2000).

Definitions of environmental scanning differ, but they all agree that environmental scanning is an efficient, organized means for an foot to collect relevant information regarding the external environment (Pashiardis, 1996).



In simple words, it refers to the scanning and evaluating various external environmental sectors impacting executing (Coutler, 2002). According to Wheelen and Hunger (2006), external analysis would include two general (indirect) and specific environment (direct). The direct environment includes those elements or groups which are directly influenced by the actions of the company. Examples of these are the shareholders, the government, the suppliers, the local authorities, the competitors, the clients, the creditors and the employee?s organizations. The indirect environment includes more general forces which primarily stomach an influence on the long-term decisions of the...

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