HO2-4 (continued)Unit 2
firm canbe studied constantly.There is neitherthe time northe resourcesto do so. Moreover,much environmentalinformation is extraneousto a particularsituation andtherefore,has negligibleeffects on thebusiness. Managersmust select thespecific environmentalfactorsthat have the mostcritical impacton their firms.These becomethe factorsto track, study,andanalyze. Althoughcertain generalmattersmay be commonlyfelt by all firms,each company'smanagerswill concentrateonthe key environmentalfactorspeculiar toits situation.Considerthe followingexample.All small firmsare affectedby the economicsituation oftheir particularcommunity or tradearea. However,the needto track andmonitorchangesdiffersgreatly frombusiness tospecific economicsee thatthe store'sbusiness. Alocal varietystore ownermaysuccessis affectedby interestrates andunemployment.However,becausethe bulk of thestore's salescome fromlow-price,high-turnoveritems, shiftsin interestrates and unemploymentdo not visiblyimpactthe store's sales.In comparison,asmallwoodworkingbusinessthat specializesin buildingkitchencabinetsencountersa differentsituation.It's sales representinvestmentsby consumersin theirhomes. Kitchencabinetsareathat consumersexpensive,and maybe consideredluxurymightpostpone ifeconomic timesare tough.Historically,thefirm'smanagementknows thatas interest andunemploymentrates climb,consumersare lesslikely to considerpurchasingnew kitchencabinets.Therefore,in developingtheir environmentalanalysis, thesemanagersclosely monitorinter:stratesand unemploymentshifts as indicatorsof theirlevel ofbusiness activity.HistoricalApproach
Thequestion remains,howdoes one knowwhich environbe surewhich externalmental factorsto track? Howcan onefactorsare moctimportant tothe business bothtoday and inthenear-term future?One way tomake this determinationisto relyon historicaltrends. A carefulexaminationof the past
maysignify the externalenvironmentalfactors that havemost39ChapterOne EnvironmentalAnalysis182