■ External analysis
■ Customer intelligence
■ Segmentation
■ Internal analysis
■ Developing a future orientationUndertaking a strategic analysis is the foundation upon which strategic
decisions are constructed. In this text strategic analysis is broken down
into three constituent elements: external analysis, customer analysis and
internal analysis. Undertaking the analysis is not however a linear process
and there are areas of the analyses that overlap. The aim of the process is
to develop a detailed and all embracing view of the company and its
external environment to permit the organisation to formulate informed
strategic decisions.
Chapter 2 explores the external analysis. This consists of an initial audit
of the macro-environment. The organisation’s micro-environment is then
considered and an initial analysis of the company’s competitive position
is undertaken.
Chapter 3 explores the increasingly critical function of competitive
intelligence and examines how organisations can employ such a practice
to support and develop successful marketing strategies.
Chapter 4 examines the customer. Consumer behaviour is explored to
illustrate what the effect of changes in the external environment can have
on customers. Market segmentation techniques are then discussed.
Chapter 5 describes the process of internal analysis. This looks at the
ways of identifying the organisation’s assets and competencies.
These four chapters illustrate the groundwork that needs to be under-
taken by an organisation before it can begin to form a view of the future.
Chapter 6 discusses different approaches that organisation’s can take to
develop a view of what developments may occur, and affect their activ-
ities, in the future. Part 1 also covers the process of matching the organisa-
tion’s resources and competencies to attractive market opportunities that
is at the heart of strategic choice (the topic of Part 2 of this book).