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competencies. Specifically, VRIO analysis should show you the importance of value,
               rarity, inimitability, and organization as building blocks of competitive advantage.
                      EXERCISES
                      1.     What is the objective of internal analysis?
                      2.     What is the difference between a resource and a capability?
                      3.     What is the difference between a tangible and an intangible resource or

               capability?
                      4.     What is a core competency?
                      5.     What framework helps you identify those resources, capabilities, or core
               competencies that provide competitive advantage?
                      6.     Why might competitive advantage for a firm be fleeting?

                      5.5 Developing Strategy Through External Analysis
                      LEARNING OBJECTIVES
                      1.     Understand the basics of general environment analysis.
                      2.     See the components of microenvironment analysis that support industry
               analysis.
                      3.     Learn the features of Porter’s Five Forces industry analysis.
                      In  this  section,  you  will  learn  about  some  of  the  basic  external  inputs  for
               strategy formulation—the determinants of a firm’s opportunities and threats. We will
               focus  on  three  aspects  of  external  analysis  here,  though  you  recognize  that  these
               should be complemented by internal analysis as well. For the external environment, it
               is best to start with the general environment, and then work your way into the focal
               industry or industry segment.
                      The General Environment
                      When  appraising  the  external  environment  of  the  organization  you  will
               typically start with its general environment. But what does this mean? The general
               environment  is  composed  of  dimensions  in  the  broader  society  that  influence  an
                                                      [1]
               industry  and  the  firms  within  it.   We  group  these  dimensions  into  six  segments:
               political, economic, social, technical or technological, environmental, and legal. You
               can  use  the  simple  acronym, PESTEL,  to  help  remind  you  of  these  six  general
               environment segments. Examples of elements analyzed in each of these segments are
               shown next.
                      Table 5.1 PESTEL Analysis
                      Political                                            Economic

                      How       stable     is    the     political         What  are  current  and  forecast
               environment?                                        interest rates?

                      What  are  local  taxation  policies,  and           What  is  the  level  of  inflation,
               how do these affect your business?                  what is it forecast to be, and how does
                                                                   this affect the growth of your market?


                      Is the government involved in trading                What  are  local  employment
               agreements  such  as  EU,  NAFTA,  ASEAN,  levels  per  capita  and  how  are  they
               or others?                                          changing?


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