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DIRECCIÓN ESTRATÉGICA Y POLÍTICA DE LA EMPRESA
STRATEGIC MANAGEMENT AND BUSINESS POLICY TOPIC 3: EXTERNAL ANALYSIS (I). GENERAL CONTEXT OR ENVIRONMENT CONTENTS
TEMA 3: ANÁLISIS EXTERNO (I). ENTORNO GENERAL
ÍNDICE
1.-Introducción: el diagnóstico externo.
1. Introduction: the external diagnosis.
2.-El entorno de la empresa: concepto, naturaleza y tipología.
2. The environmentof the company: concept, nature and typology.
3.-La generación de escenarios.
3. The generation of scenarios.
4.-La globalización de la economía: características y efectos.
4. The globalization of the economy: characteristics and effects.
5.-Lectura recomendada.
5. Recommended reading.
6.-Caso: posibles escenarios para las industrias de contenidos digitales.
6. Case study:possible scenarios for the industries of digital content.
1
1.-INTRODUCCIÓN: EL DIAGNÓSTICO EXTERNO
1. INTRODUCTION: THE EXTERNAL DIAGNOSIS
La formulación de la estrategia ha de iniciarse con el análisis o diagnóstico de la empresa, tanto en su ámbito externo (del entorno en el que desarrolla su actividad), descubriendo las amenazas y oportunidades que presenta o pudiera presentaren el futuro, como en su ámbito interno, identificando los puntos fuertes y débiles de la organización respecto a sus competidores. Este análisis concluirá con la determinación de la posición competitiva de la empresa así como con el reconocimiento de los retos e impactos a los que habrá de hacer frente en el futuro, como paso previo a la formulación de la estrategia que le permita alcanzar losobjetivos propuestos.
The formulation of strategy must begin with the analysis or diagnosis of the company's condition or situation, both in its external context (that of the environment in which it operates), principally to identify the threats and opportunities that are now or could in the future be presented, and in its internal context, to identify the strengths and weaknesses of theorganisation with respect to its actual and potential competitors. The conclusion of this analysis should be a clear and agreed statement of the competitive position of the company, coupled with recognition of the challenges and impacts that the company will have to confront in the future, as a prior step to the formulation of the strategy that will enable it to reach the objectives proposed.
2 2.-EL ENTORNO DE LA EMPRESA: CONCEPTO, NATURALEZA Y TIPOLOGÍA
2. THE ENVIRONMENT OF THE COMPANY: CONCEPT, NATURE AND TYPOLOGY
El entorno, entendido como todo aquello que es ajeno a la empresa como organización, debe ser analizado de acuerdo con una metodología que nos ayude a identificar las oportunidades y amenazas que plantea. Para ello, deben distinguirse en el análisis dos planoscomplementarios entre sí: los correspondientes al macroentorno o medio general y al microentorno o medio específico.
The environment, understood as everything that is beyond the direct control of the company as an organisation, must be analyzed in accordance with a methodology that helps us to identify the opportunities and threats that are presented by that environment. For this analysis, two fieldsthat are complementary to each other should be distinguished: that corresponding to the macro-environment or general business context, and the microenvironment or the specific context of the company. The study of the macro-environment or general context requires a method that enables the external diagnosis to be undertaken. According to Professor Bueno Campos (1996, ch. 3 and 4), we propose thatthis should be approached on several levels, descending from the general to the particular, and taking into account four distinctive dimensions, each of which will be identified and associated with a number of particular factors or explanatory variables: - Politico-legal. - Economic. - Socio-cultural. - Technological. This methodology is known by the initials: PEST analysis. In respect of the...
STRATEGIC MANAGEMENT AND BUSINESS POLICY TOPIC 3: EXTERNAL ANALYSIS (I). GENERAL CONTEXT OR ENVIRONMENT CONTENTS
TEMA 3: ANÁLISIS EXTERNO (I). ENTORNO GENERAL
ÍNDICE
1.-Introducción: el diagnóstico externo.
1. Introduction: the external diagnosis.
2.-El entorno de la empresa: concepto, naturaleza y tipología.
2. The environmentof the company: concept, nature and typology.
3.-La generación de escenarios.
3. The generation of scenarios.
4.-La globalización de la economía: características y efectos.
4. The globalization of the economy: characteristics and effects.
5.-Lectura recomendada.
5. Recommended reading.
6.-Caso: posibles escenarios para las industrias de contenidos digitales.
6. Case study:possible scenarios for the industries of digital content.
1
1.-INTRODUCCIÓN: EL DIAGNÓSTICO EXTERNO
1. INTRODUCTION: THE EXTERNAL DIAGNOSIS
La formulación de la estrategia ha de iniciarse con el análisis o diagnóstico de la empresa, tanto en su ámbito externo (del entorno en el que desarrolla su actividad), descubriendo las amenazas y oportunidades que presenta o pudiera presentaren el futuro, como en su ámbito interno, identificando los puntos fuertes y débiles de la organización respecto a sus competidores. Este análisis concluirá con la determinación de la posición competitiva de la empresa así como con el reconocimiento de los retos e impactos a los que habrá de hacer frente en el futuro, como paso previo a la formulación de la estrategia que le permita alcanzar losobjetivos propuestos.
The formulation of strategy must begin with the analysis or diagnosis of the company's condition or situation, both in its external context (that of the environment in which it operates), principally to identify the threats and opportunities that are now or could in the future be presented, and in its internal context, to identify the strengths and weaknesses of theorganisation with respect to its actual and potential competitors. The conclusion of this analysis should be a clear and agreed statement of the competitive position of the company, coupled with recognition of the challenges and impacts that the company will have to confront in the future, as a prior step to the formulation of the strategy that will enable it to reach the objectives proposed.
2 2.-EL ENTORNO DE LA EMPRESA: CONCEPTO, NATURALEZA Y TIPOLOGÍA
2. THE ENVIRONMENT OF THE COMPANY: CONCEPT, NATURE AND TYPOLOGY
El entorno, entendido como todo aquello que es ajeno a la empresa como organización, debe ser analizado de acuerdo con una metodología que nos ayude a identificar las oportunidades y amenazas que plantea. Para ello, deben distinguirse en el análisis dos planoscomplementarios entre sí: los correspondientes al macroentorno o medio general y al microentorno o medio específico.
The environment, understood as everything that is beyond the direct control of the company as an organisation, must be analyzed in accordance with a methodology that helps us to identify the opportunities and threats that are presented by that environment. For this analysis, two fieldsthat are complementary to each other should be distinguished: that corresponding to the macro-environment or general business context, and the microenvironment or the specific context of the company. The study of the macro-environment or general context requires a method that enables the external diagnosis to be undertaken. According to Professor Bueno Campos (1996, ch. 3 and 4), we propose thatthis should be approached on several levels, descending from the general to the particular, and taking into account four distinctive dimensions, each of which will be identified and associated with a number of particular factors or explanatory variables: - Politico-legal. - Economic. - Socio-cultural. - Technological. This methodology is known by the initials: PEST analysis. In respect of the...
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