Essays on Relationship between an Organisations External Environment and Its Strategy Case Study

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The paper 'Relationship between an Organisations External Environment and Its Strategy' is a wonderful example of a Management Case Study. Each organization has a distinct structure. The unique structure is a reflection of the history of the company’ s, internal politics and reporting relationships. The organizational structure should be able to support the company’ s strategy; it should be customized in a way that it fits in the organization's strategy. Nurturing relationships is one of the most significant ingredients for flourishing strategy implementation. Relationships of employers should grow and develop for the strategic partnerships formed within an organization and employers are internal to the company while vendors are external supporters.

The sharing of information should be adequate for the relationships to be effective. Open and honest negotiations on hitch spots to smoothen them out are encouraged. When aspiring to widen a relationship with an external organization or a worker, the objective should be to get resource capacity not a deal only. The marketing environment affects and surrounds an organization. The macro-environment, microenvironment, and the internal environment are the three important aspects of the marketing environment (Henry, 2008). The macro-environment The macro-environment comprises factors that indirectly control an organization.

An organization does not normally influence laws but changes them continually and a company needs to be elastic to adapt. Competitions and opposition in the market are bound to take place. There are always threats of new entrants and substitute products. The extensive environment is also ever-varying and marketers need to balance for the changes in technology, politics, economics, and culture (Mayo, 2004). Microenvironment This affects the organization directly. It involves consumers and suppliers who deal indirectly and directly and other stakeholders.

It depicts the relationship between companies and driving forces that manage this relationship. It is a confined relationship and the company may exercise a degree of manipulation. Publics, suppliers, customers, companies, intermediaries, and competitors are among forces affecting a company’ s ability to attend to its clients (Robert et al, 2005). The internal environment These are features that are confined to the organization are referred to as the internal environment; they are normally Human resources, machinery, and material. Money and markets are important for controlling change as the external environment; managing internal change is called internal marketing.

To change management and aid communication-marketing approaches are used. The external environment can be reviewed in more aspects using other approaches such as Michael’ s five forces analysis, SWOT, or PEST analysis. Technological, demographic, cultural, economic, political, natural forces are external influences that shape a firm's opportunity and pose a threat to the firm, they are vital in the strategic implementation of an organization for success to be achieved (Robertet et al. , 2005). The environment of marketing An organization functions within the larger structure of the external environment that models prospects and poses threats to the firm.

The external environment is a set of composite, rapidly varying, and major interrelating institutions as well as forces that influence the organization's ability to serve its clients. External forces are not restricted by an organization but may be subject to or affected by that firm. An organization should understand the environmental conditions because they interrelate with strategy decisions. It has a major blow on the willpower of marketing decisions. Victorious organization scrutinizes their external environment so that they can act in response to profitably to unmet trends and needs in the targeted markets (Kazm, 2008).

References

Robert, E. et al. (2005), Understanding business strategy: concepts and cases, London: Cengage learning public.

Mayo, A. (2004). Creating a Learning and Development Strategy: The HR Business Partner's Guide to Developing People. Edition2. NY: CIPD Publishing.

McCabe, S. (2010). Corporate Strategy in Construction: Understanding Today's Theory and Practice. London: John Wiley and Sons.

Henry, A. (2008). Understanding Strategic Management. Oxford: Oxford University Press.

Kazm. (2008). Strategic Management and Business Policy. Edition3. Melbourne: Tata McGraw- Hill Education.

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