1. forecasting
1.1. technique
1.1.1. extrapolation
1.1.2. brainstorming
1.1.3. expert opinion
1.1.4. Delphi technique
1.1.5. statistical modelling
1.1.6. prediction market
1.1.7. cross impact analysis (CIA)
1.1.8. trend impact analysis (TIA)
1.1.9. scenario
2. industry analysis
2.1. forces
2.1.1. threat of new entrant
2.1.1.1. economic scale
2.1.1.2. product differentation
2.1.1.3. capital requirement : high cost
2.1.1.4. switching cost : high training cost
2.1.1.5. access to distribution channel
2.1.1.6. Cost disadvantages independent of size
2.1.1.7. government policy : licensing requirement
2.1.2. rivalry among firm
2.1.2.1. number of competitor : less competitor less stress
2.1.2.2. Rate of industry growth : price war
2.1.2.3. Product or service characteristics : product differentation
2.1.2.4. Amount of fixed costs
2.1.2.5. capacity
2.1.2.6. Height of exit barriers : keep company from leaving industry
2.1.2.7. Diversity of rivals : different promotion ideas
2.1.3. threat from substitute product and service
2.1.3.1. depend on switching cost
2.1.3.2. good appearance
2.1.3.3. price
2.1.4. the bargaining power of buyer
2.1.4.1. A buyer purchases a large proportion of the seller’s product or service
2.1.4.2. buyer potentially produce the product by itself
2.1.4.3. alternative supplier
2.1.4.4. Changing suppliers costs very little
2.1.4.5. purchased product represents buyer cost
2.1.4.6. sensitive to cost and service
2.1.4.7. final quality isn't important
2.1.5. the bargaining power of supplier
2.1.5.1. product or service is unique
2.1.5.2. Substitutes are not readily available
2.1.5.3. integrate forward and good compete
2.1.5.4. A purchasing industry buys only a small portion of the supplier group’s goods
2.2. task environment
2.2.1. interest group analysis
2.2.2. community analysis
2.2.3. market analysis
2.2.4. competitor analysis
2.2.5. supplier analysis
2.2.6. government analysis
3. industry evolution and company category
3.1. industry evolution
3.1.1. new : fragmented industry
3.1.1.1. serve small consumen
3.1.1.2. regardless the price
3.1.1.3. product have no uniqueness
3.1.2. maturity : consolidated industry
3.1.2.1. product become comodity
3.1.2.2. product differentation
3.1.2.3. focus on price
3.1.3. decline
3.1.3.1. decrease rate of sale
3.1.3.2. use alternative choice
3.1.3.3. sell the firm
3.2. category
3.2.1. multidomestic company
3.2.1.1. specific to the country
3.2.1.2. independent of the activities of the MNC’s subsidiaries in other countries
3.2.1.3. retailing, insurance, banking
3.2.2. global company
3.2.2.1. operate worldwide
3.2.2.2. activities in one country are not significantly affected by its activities in other countries
3.2.2.3. commercial aircraft, retail electronics, semiconductors, copiers, automobiles, watches, and tires
3.3. strategic group
3.3.1. price
3.3.2. product line breadth
3.4. strategic type
3.4.1. defender
3.4.1.1. limited product
3.4.1.2. improving efficiency
3.4.2. prospector
3.4.2.1. fairly product broad
3.4.2.2. focus on product innovation
3.4.3. analyzer
3.4.3.1. 2 different product market areas
3.4.3.2. improving efficiency and innovation
3.4.4. reactor
3.4.4.1. lack a consistent strategy-structure-culture relationship
4. Key performance indicator for successful company and competitive intelligence
4.1. KPI/KSF
4.1.1. KSF of company
4.1.2. compare with other company
4.2. competitive intelligence
4.2.1. source
4.2.1.1. outside organization
4.2.1.2. information boker
4.2.1.3. web
4.2.2. monitoring competitor
5. identifying external environment variable
5.1. natural unvirontment
5.1.1. protect and support sustainability
5.1.1.1. physical resource
5.1.1.2. wildlife
5.1.1.3. climate
5.2. social environment
5.2.1. social
5.2.2. technology
5.2.3. economy
5.2.4. politic-legal
6. strategy for external environment
6.1. STEEP ANALYSIS
6.1.1. Sociocultural
6.1.1.1. lifestyle change
6.1.1.2. consumer activism
6.1.1.3. demography
6.1.2. technological
6.1.2.1. Research and development
6.1.2.2. patent protection
6.1.2.3. technology transfer
6.1.3. economic
6.1.3.1. GDP growth
6.1.3.2. interest rate
6.1.3.3. unemployment level
6.1.4. ecological
6.1.4.1. environmental protection laws
6.1.4.2. global warming impacts
6.1.4.3. triple bottom line
6.1.5. political legal
6.1.5.1. regulations
6.1.5.2. tax laws
6.1.5.3. global warming legislation
6.2. trends in STEEP
6.2.1. Sociocultural
6.2.1.1. increasing environmental awarenes
6.2.1.2. growing health consciousnes
6.2.1.3. expanding senior market
6.2.1.4. impact to millennials : baby boomer
6.2.1.5. declining mass market : use special market
6.2.1.6. changing peace and location life
6.2.1.7. changing household composition
6.2.1.8. increasing diversity of workforce and market
6.2.2. technology
6.2.2.1. portable information device and electronic network
6.2.2.2. alternative energy source with technological using
6.2.2.3. precision farming : computerized land characteristic
6.2.2.4. virtual personal assistant : replace human in daily routine
6.2.2.5. genetically altered organism : biotechnology and agriculture
6.2.2.6. smart mobile robot : help human to work
6.2.3. economic
6.2.3.1. increase interest rate
6.2.3.2. increase or change price affect daily consume
6.2.4. ecological : climate change effect
6.2.4.1. regulatory risk : committed to reduce emission
6.2.4.2. supply chain risk : government law increases cost for supplier
6.2.4.3. product technological risk : consumer loves eco-friendly product
6.2.4.4. litigation risk : lawsuits threat for carbon emission
6.2.4.5. reputation risk : consumer loves company support environment sustainability
6.2.4.6. physical risk : direct risk from climate change
6.2.5. political legal
6.2.5.1. antitrust laws directly affect corporate growth strategy
6.2.5.2. High levels of taxation and constraining labor laws stimulate companies to alter their competitive strategies
6.2.5.3. Government bureaucracy can create regulations that make it almost impossible for a business firm to operate profitably in some countries