Environmental Forces

Environmental Forces
Student’s Name
Environmental Forces
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.
The Forces
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.
Cusumano, Kahl, & Suarez, (2015) asserts that technology as an environmental force
involves the developments in technology that in some cases affects negatively the products
offered by the organization to its customers. For instance, typewriting machines have improved
into proficient computer gadgets. Therefore an organization must always innovate and adopt the
improved technological methods so as to ensure growth, survival, and operations. Finally,
competitive force influence various brands offering similar products or services in the respective
industry although the organization has no control over competitive brands (Cusumano et al.,
2015). It is therefore essential for the organization to monitor the activities of the competitive
brands and then develop an edging marketing strategy to ensure growth and sustenance of the
It is very essential that the organization conducts environmental scanning frequently and
identify the environmental forces that can affect the organization's operations. It is also important
for organizations to design their marketing strategies after identifying and elaborately scanning
how best to address the environmental forces such as social, economic, technological and
competitive so as to ensure growth, survival, and operations of the organization.
Cusumano, M. A., Kahl, S. J., & Suarez, F. F. (2015). Services, industry evolution, and the
competitive strategies of product firms. Strategic management journal, 36(4), 559-575.
Sawyer, O., McGee, J., & Peterson, M. (2003). Perceived uncertainty and firm performance in
SMEs. International Small Business Journal, 21(3), 269-289.
Schaltegger, S., & Wagner, M. (2017). Managing the business case for sustainability: The
integration of social, environmental and economic performance. Routledge.
Stoffels, J. D. (1994). Strategic issues management: A comprehensive guide to environmental
scanning. Pergamon.

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