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Environmental Scanning and STEEP Analysis

Learn how to conduct environmental scanning and STEEP analysis to identify and analyze the external factors that can impact a business in the built environment industry. Explore social, political, economic, technological, and environmental trends and their implications.

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Environmental Scanning and STEEP Analysis

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  1. LessonTwo:Environmental scanningandSTEEPAnalysis AdaptedfromtheHeriotWattUniversity pptslides sl/bmbe/2016 1

  2. D39BU – Business Management in the Built Environment Swotanalysis Vision& mission STEEP& ScenariosPlanni STEEP & Scenarios Planning Strategic analysis& options decisionmaking feedback feedback implementation Evaluation& monitoring sl/bmbe/2016 2

  3. Business Management in the Built Environment A Model ofStrategyProcess TheBuiltEnvironment Environment ResourceCapability Strategic Analysis StrategicCapability IdentifyingOptions Strategy StrategicImplementation Choice Stakeholder Expectations Organisational Structure Selecting a Strategy sl/bmbe/2016 3

  4. Business Management inthe BuiltEnvironment Environmentalanalysis MACROENVIRONMENT STEEP ANALYSIS Industry Environment Suppliers Competitors Customers SOCIAL POLITICAL TECHNOLOGICAL ENVIRONMENTAL ECONOMICS Pg4 unit 5 sl/bmbe/2016 4

  5. Business Management inthe BuiltEnvironment Porter’s 5 Forces

  6. The Singapore Development Equation Government controlled URA Land Land Policies Owner-occupier Upgrading/downgrading Materials Private Land Banks Taxes new/existing properties; long term hold for Labour Investor rental returns; capital gains Immigration and Trade Quotas new & good properties; short term hold for Costs Speculator quick profits Supply Equation Demand investments in other countries; may dispose of Price Foreign Buyers Private developers; existing land Primary market properties in Singapore to other foreigners banks; URA/HDB land parcels supply Singaporeans who have locked-up their funds in other overseas Affordability properties Existing private apartment Secondary owners selling their properties market supply Bank Loans (to either upgrade or downgrade) Interest Rates HDB flat owners selling their HDB flats (upgraders) Government Fiscal Policies or private properties Singapore Property Equation

  7. Business Management in the Built Environment AuditingEnvironmentInfluences Strategic Analysis STEEP ANALYSIS SOCIAL POLITICAL ECONOMICS TECHNOLOGICAL ENVIRONMENTAL (Also known as PEST Analysis) sl/bmbe/2016 5

  8. Business Management in the BuiltEnvironment Environmentalanalysis: TheSTEEPANALYSIS values/ demographics / lifestyles SOCIAL new products / innovations/ technological trends TECHNOLOGICAL L pressuregroups/ energyefficiency/ resources ENVIRONMENTA recession/ interestrates/ inflation / tax ECONOMICS POLITICAL election/ policy /budget/ legislation sl/bmbe/2016 6

  9. Business Management in the BuiltEnvironment Auditing EnvironmentInfluences Strategic Analysis STEEP ANALYSIS WhenShould STEEP be used? Times Times Times of of of Uncertainty InformationOverload Disorganization    sl/bmbe/2016 7

  10. Business Management in theBuiltEnvironment Auditing EnvironmentInfluences Strategic Analysis STEEPANALYSIS 1. 2. 3. Comprehend theelement Assessinterrelationships Relatetrends to issues ofthe environment betweentrends 4. Fo 5. De 4. 5. Forecastthe futuredirection ofissues Deriveimplications sl/bmbe/2016 8

  11. Business Management in the BuiltEnvironment Auditingthe BuiltEnvironment SOCIAL Strategic Analysis Affordable Housing POLITICAL PFI/ PPP TECHNOLOGICAL ENVIRONMENTAL ECONOMICS Waste Management Systems Building Recession sl/bmbe/2016 9

  12. Business Management in the Built Environment Auditing the BuiltEnvironment Affordable Housing Strategic *PFI/ Analysis PPP Systems Building Recession Waste Management Note:* PFI =Private Finance Initiatives PPP= PublicPrivate Partnerships sl/bmbe/2016 10

  13. s;l/2015 Business Management in the BuiltEnvironment Resource & StrategicCapabilities Strategic Analysis SWOTANALYSIS STRENGTHS THREATS WEAKNESSES OPPORTUNITIES sl/bmbe/2016 11

  14. BusinessManagementinthe Built Environment Resource & Strategic Capabilities InternalAudit STRENGTHS WEAKNESSES Positive ( Factors Fa OPPORTUNITIES THREATS (Potentially) Negative Factors Positive Factors ExternalAudit sl/bmbe/2016 12

  15. BusinessManagement inthe BuiltEnvironment Resource & Strategic Capabilities STRENGTHS WEAKNESSES OPPORTUNITIES THREATS STAFF STAFF DIVERSIFY ECONOMY TURNOVER POORMARKET ALLIANCES STAFFLEAVE PROFIT LOWPROFIT SKILLS TECHNOLOGY GROWTH INNOVATION FUNDING CASHFLOW SWOTSummary STEEP& SWOTAnalysis/ Interpretation sl/bmbe/2016 13

  16. Business Management in the BuiltEnvironment STEEP & SWOT Analysis & Interpretation STEEP& SWOTAnalysis/ Interpretation Usein conjunction with othertechniques Porter’sFiveForces Porter’sGeneric Strategies Boston Consulting GroupMatrix DiversificationAnalysis sl/bmbe/2016 14

  17. BusinessManagement in theBuilt Environment Analysisof strategic position of the organisation Identifykey Forcesthrough Audit theenvm influences 5-Forces analysis structural Strategic position Identify the firm’sposition In theindustry Examine and idendify Opportunities andthreats Through SWOT Examine thenature of envm sl/bmbe/2016 Pg 2of Unit 5 15

  18. BusinessManagement in theBuilt Environment Analysisof strategic position of the organisation Identifykey Forcesthrough Audit theenvm influences 5-Forces analysis structural Strategic position Identify the firm’sposition In theindustry Examine and idendify Opportunities andthreats Through SWOT Examine thenature of envm sl/bmbe/2016 Pg 2of Unit 5 16

  19. Business Management inthe BuiltEnvironment Michael Porter’s 5forces Potential Entrants Threatof Entrants COMPETITIVE RIVALRY Suppliers Buyers Bargaining Power Bargaining Power Threat of Substitutes Substitutes sl/bmbe/2016 17

  20. Business Management in the Built Environment sl/bmbe/2016 18

  21. Business Management inthe BuiltEnvironment Examquestion: (for discussion) Critically appraise Porter’s fiveforces model, provide a view thatunderpins howthe model onthe schoolof thought the modeland explain couldbe usedby abuiltenvironmentorganisation to developorganisational strategy. REFER TO Pg: 4-7 OFUNIT 5(TEXT) Thisquestionwillbe discussed inlesson 5 sl/bmbe/2016 19

  22. Business Management in the Built Environment The Built Environment: TheUKConstructionIndustry (GDP) STEEPANALYSIS Public/ Private(Spending) Construction Housing R&M Civils StrategicDirection (Markets/Portfolio/ Competition) sl/bmbe/2016 20

  23. Business Management in the BuiltEnvironment TheBuiltEnvironment: The Singapore Construction (GDP)? Industry STEEPANALYSIS Public/ Private(Spending) Housing R&M Civils Construction StrategicDirection (Markets/Portfolio/ Competition) sl/bmbe/2016 21

  24. Singapore GDP/Construction

  25. Singapore GDP from Construction

  26. Singapore Property Price Index

  27. Business Management in the BuiltEnvironment Challengesinthe BuiltEnvironment IndustryStatistics:(Companies/ Employment) ClientInvolvement:(Novice/ Enlightened) Characteristics:(Project-based/ Sub-Contracting) Procurement:(ContractualGovernance/ Route) ModernMethods ofConstruction:(incl.Environmental) FutureStrategies:(Consolidation/ Merger / Acquisition) sl/bmbe/2016 22

  28. Sl/2015 Business Management inthe BuiltEnvironment Discussion& assignment (exam Question) Asthe seniorexecutive of a built environment firm,criticallyappraise and discusswhat you considerto be the keyissuesandtheir impact upon the environment organisationcompetes. withinwhichthe Furthermoreclearly explainhow these issuesaffect the organisation’sstrategy. sl/bmbe/2016 23

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