CH3: Environmental Analysis Flashcards

1
Q

Why is environmental scanning important in business?

A

It helps managers detect external threats and opportunities early, so they can adjust strategies proactively and maintain competitiveness.

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2
Q

What are the three layers of the business environment?

A

Micro-environment – Internal factors like strategy, functions, and management.

Market environment – Immediate external factors such as customers, suppliers, competitors.

Macro-environment – Broad, uncontrollable external forces (e.g., economy, politics, tech).

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3
Q

What is the micro-environment, and how does it influence business?

A

It’s the internal environment, fully under management control, where decisions are made regarding strengths and weaknesses (e.g., internal processes, resource allocation).

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4
Q

What is the market environment, and what does it include?

A

It’s the layer between micro and macro, including suppliers, customers, intermediaries, competitors, and strategic partners. It acts as a buffer zone.

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5
Q

What defines the macro-environment?

A

It consists of broad, uncontrollable external factors like the economy, political conditions, and international trends, which influence strategy and risk.

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6
Q

How does international activity affect local businesses?

A

Global inflation, interest rates, exchange rates, and political developments can directly impact local costs, demand, and business viability.

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7
Q

What skills must managers have to operate internationally?

A

Cultural awareness, legal compliance, economic understanding, and adaptability to foreign business systems and management practices.

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8
Q

What are the four key characteristics of the business environment?

A

Interrelatedness – Change in one factor affects others.

Instability – Constant, unpredictable changes.

Uncertainty – Difficulty in predicting outcomes.

Complexity – Many interacting variables.

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9
Q

What is inflation, and what are its types?

A

Inflation is the ongoing increase in general price levels.

Demand-pull inflation: Demand exceeds supply.

Cost-push inflation: Rising input costs drive price increases.

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10
Q

How does inflation affect business decisions?

A

It complicates pricing, reduces purchasing power, and increases the need for tight working capital management (stock, debtors, creditors).

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11
Q

What is the business cycle?

A

A pattern of economic expansion and contraction over time. It influences consumer behavior, investment, and strategic planning.

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12
Q

What role does GDP play in the business cycle?

A

GDP is a key indicator of economic activity and helps track peaks and troughs in the cycle, guiding business strategy.

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13
Q

What is the impact of high interest rates on business?

A

Increases cost of debt.

Reduces consumer demand for financed goods.

Lowers business expansion due to expensive borrowing.

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14
Q

Why is unemployment a major concern for business?

A

It reduces consumer spending and contributes to crime and social unrest, which increases business costs and risk.

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15
Q

How are productivity and profitability related?

A

Higher productivity usually leads to greater profitability, but SA faces a gap between rising wages and stagnant productivity.

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16
Q

How do trade unions affect businesses in South Africa?

A

Strikes, violence, and wage demands disrupt operations and increase costs, making strong labor relations a priority for managers.

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17
Q

What is the primary driver of the technological environment?

A

Research and development, which leads to innovation in products, processes, and services.

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18
Q

How has technology changed business operations?

A

Through e-commerce, automated systems, labour-saving devices, and increased productivity, though sometimes at the cost of employment.

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19
Q

Why must businesses keep up with technological advances?

A

To remain competitive, meet consumer expectations, and streamline operations.

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20
Q

How does income distribution affect marketing strategies?

A

Shifts in income levels (e.g., growing Black middle class in SA) reshape market demand and influence product targeting.

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21
Q

What is consumerism, and how does it affect business?

A

Consumerism is the demand for greater corporate responsibility; businesses must protect consumers and engage with societal needs or risk public backlash.

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22
Q

What role does employee participation play in social responsibility?

A

Labour democracy promotes worker involvement in decision-making, and businesses are expected to support education, health, and well-being initiatives.

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23
Q

How does HIV/AIDS affect business strategy?

A

It impacts productivity, increases costs (healthcare, recruitment, training), and reduces the consumer base. Businesses must integrate HIV/AIDS policies into their planning.

24
Q

Why is language a strategic concern in SA?

A

Because of its multilingual population, effective communication and marketing require language inclusivity.

25
Q

What are the implications of low education levels in SA?

A

They limit workforce productivity and complicate the development of a strong work ethic and industrial competitiveness.

26
Q

How do population growth and urbanisation affect business?

A

They increase market size, shift purchasing power to cities, and affect infrastructure and social planning.

27
Q

Why must businesses be concerned with the ecological environment?

A

Because they rely on natural resources for production, and unsustainable use can lead to shortages, cost increases, and regulatory pressure.

28
Q

What is a major challenge facing South Africa’s labour market?

A

A skills shortage, worsened by emigration of professionals; training is critical to improve productivity.

29
Q

Why is the political environment difficult to manage?

A

Because it’s highly unpredictable, and policy changes (e.g., taxation, regulation) can dramatically impact business operations.

30
Q

What role should government play in the economy?

A

It should create a conducive environment for business through sound policy, infrastructure, and market support.

31
Q

What is the institutional environment?

A

It includes government and industry institutions (e.g., SARS, DTI, labour unions) that influence or support business through policy, regulation, or advocacy.

32
Q

What is the function of the market environment?

A

It links the business to the broader macro-environment, directly influencing competitiveness and performance.

33
Q

What is the role of interest groups in the market environment?

A

These groups (e.g., NGOs, media) can influence public opinion and pressure businesses toward more ethical and transparent practices.

34
Q

Why is understanding consumers critical for businesses?

A

Because consumer needs, behaviours, and perceptions directly impact product demand and marketing strategy.

35
Q

How do businesses gain an edge in a competitive environment?

A

By developing unique value propositions, adapting strategy, and innovating faster than rivals.

36
Q

Why are suppliers strategic stakeholders?

A

Because supply chain efficiency, cost, and quality directly affect production and customer satisfaction.

37
Q

Why is the labour force important in the market environment?

A

Because employee capabilities influence the organisation’s ability to meet objectives. Structure and systems must align with labour needs.

38
Q

What is the purpose of strategic alliances?

A

To access expertise or resources not available internally and to exploit opportunities or reduce market threats collaboratively.

39
Q

What is the micro-environment also known as?

A

The decision-making environment, which includes all internal elements under management’s control.

40
Q

What are the key functions in the micro-environment?

A

Marketing, finance, production, HR, and other business functions that must operate interdependently.

41
Q

Why is capital important for entrepreneurial ability?

A

Because it funds all operations and determines whether business goals are financially realistic and sustainable.

42
Q

How do raw materials impact entrepreneurial capacity?

A

They directly affect production. Proper sourcing ensures the right quality and quantity to avoid disruptions.

43
Q

What is the role of management skill in the micro-environment?

A

Skilled management drives success by effectively coordinating people, capital, and resources. Without it, even strong potential may fail.

44
Q

What is the goal of environmental analysis?

A

To develop a corporate strategy that aligns with anticipated changes in the internal and external environments.

45
Q

What are the steps of scenario development?

A
  1. Identify key factors
  2. Select indicators
  3. Analyse trends (TIA)
  4. Predict future outcomes
  5. Build scenarios
  6. Use scenarios for strategy
46
Q

What is environmental scanning?

A

A systematic method of tracking external social, political, technological, and economic trends that may impact the business.

47
Q

What does SWOT stand for?

A

Strengths (internal), Weaknesses (internal), Opportunities (external), Threats (external).

48
Q

How can SWOT help decision-making?

A

It provides a structured framework to convert threats into opportunities and weaknesses into strengths.

49
Q

What are the 4 strategic responses from environmental analysis?

A
  1. Maintenance Strategy – Stay the course
  2. Growth Strategy – Expand
  3. Combination Strategy – Mix of both
  4. Activity-Specific Strategy – Focus on one area (e.g., HR, production)
50
Q

What does SWOT stand for?

A

Strengths (internal, helpful)
Weaknesses (internal, harmful)
Opportunities (external, helpful)
Threats (external, harmful)

51
Q

What’s the key difference between strengths/weaknesses and opportunities/threats?

A

Strengths/Weaknesses are internal and can be controlled or changed.
Opportunities/Threats are external and cannot be controlled, only responded to.

52
Q

Give 2 examples of internal strengths.

A

Talented and experienced team
Unique patents or proprietary technology

53
Q

Give 2 examples of external threats.

A

A new competitor entering the market
Rising costs of raw materials

54
Q

Why is a SWOT analysis useful for strategic planning?

A

It provides a clear, visual framework to assess and align internal capabilities with external conditions, guiding effective decision-making.

55
Q

What determines a business’s structure and functioning?

A

Its ongoing interaction with the internal and external environment, including strengths, weaknesses, opportunities, and threats.

56
Q

How can management stay aligned with environmental shifts?

A

Through environmental exploration such as scanning, SWOT analysis, and scenario planning to anticipate changes and adapt accordingly.