ENVIRONMENTAL FORCES 2
McGee and Sawyer (2003) refers to environmental scanning as a contemporary and
significant exercise in an organizational business administration or management, where the
gathering of relevant and precise data is essential. Stoffels (1994) affirms that frequently
conducting environmental scanning provides an organization with early warnings about the
environmental forces that may otherwise affect their growth, survival, and operations.
Environmental forces refer to the external or internal identifiable forces that an organization may
have control over or may not be having control over such as social, economic, technological
competitive and regulatory. Therefore, this paper discusses how social, economic, technological
and competitive forces present foreseeable and unforeseeable challenges to an organization
marketing strategy as well as the suppliers and customers.
Social as an environmental force presents a difficult task for organizational marketing
leaders whom must keep up with the rapid changes and evolving consumer beliefs, values, and
lifestyles so that the organization can grow, survive or continue operating. In contrast, economic
as an environmental force involves interest rates, inflation rates, and economic growth
(Schaltegger, & Wagner, 2017). The organizations marketing team must develop a strategy to
monitor the economic growth of the nation or target area since there will be an increased demand
for the firm’s product if the economic growth is higher.