Abstract
As we discussed in the previous chapter, firms may identify current problems or may foresee future problems in their ability of successfully operating in a changing environment. In order to assess the current situation in the market or broader environment and to identify future challenges that a firm’s environment will impose on the organization, it is important for the organization to take an outside-in approach. Only then opportunities for both present and future customer value creation are to be identified. It is the objective of an external analysis to obtain such insight in both the current and future environment of the organization and to identify key success factors. The latter can be defined as the requirements set by the current and future environment which a company will have to meet in order to be able to obtain and maintain a competitive advantage in the market place.
‘If the dinosaurs had done an environmental analysis, they wouldn’t be extinct’
—Kevin J. Clancy & Robert S. Shulman
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Notes
Bijmolt, Frambach and Verhallen (1996).
Jain (1997).
Kotier (2000).
Porter (1985).
Grove (1996).
Weick(1979).
Kotier (2000).
See also Hooley, Saunders and Piercy (1998), p. 34–35.
See e.g., Day (1994).
Clancy and Shulman (1991).
See e.g. Hutt and Speh (1995).
Models that analyze consumer behavior include for example: Howard and Sheth (1969) and Engel, Blackwell and Miniard (1986); models that analyze industrial buyer behavior include: Webster and Wind (1972) and Choffray and Lilien (1980).
Abell(1980).
Source: Abell (1980)
Day (1990).
See e.g., Stern, El-Ansary and Coughlin (1996).
See Kim and Mauborge (1997).
Porter (1980).
Coyne and Subramaniam (1996).
Source: Porter (1980) 21 Markides(1998),p.32
Hooley, Saunders and Piercy (1998).
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© 2001 Springer Science+Business Media New York
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Nijssen, E.J., Frambach, R.T. (2001). Identifying Value Creation Opportunities: The External Analysis. In: Creating Customer Value Through Strategic Marketing Planning. Springer, Boston, MA. https://doi.org/10.1007/978-1-4757-3277-1_3
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DOI: https://doi.org/10.1007/978-1-4757-3277-1_3
Publisher Name: Springer, Boston, MA
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