Need a SWOT. PESTEL AND PORTER ANALYSIS

Need assistant with a SWOT, PESTEL and PORTER Analysis for B2B Marketing Strategy. Please follow steps below

Step 5: Conduct an Environmental Scan

As a member of the business development team for this project, you use quantitative and qualitative market information to make important decisions and set the direction of the marketing plan. As you continue to work on your situation analysis report, your team will use the following tools to conduct an environmental scan, the foundation on which a solid marketing plan is built.

1. Tools for Environmental Scan

2. Company-Specific Analysis (internal)

· SWOT analysis—A SWOT analysis is a planning and brainstorming tool that helps a company evaluate its projects and formulate its business plans. SWOT stands for strengths, weaknesses, opportunities, and threats. You will use this tool to identify and analyze the company's internal strengths and weaknesses as well as its external opportunities and threats. The results of this analysis may help the company improve its business or forecast how a new product or service will perform (Harmon, 2016).

· SWOT Analysis

Porter's five forces analysis examines the situation faced by the competitors in an industry. Strategic groups analysis narrows the focus by centering on subsets of these competitors whose strategies are similar. SWOT analysis takes an even narrower focus by centering on an individual firm. Specifically, SWOT analysis is a tool that considers a firm’s strengths and weaknesses along with the opportunities and threats that exist in the firm’s environment, as represented in the table below.

Executives using SWOT analysis compare these internal and external factors to generate ideas about how their firm might become more successful. In general, it is wise to focus on ideas that allow a firm to leverage its strengths, steer clear of or resolve its weaknesses, capitalize on opportunities, and protect itself against threats. For example, untapped overseas markets have presented potentially lucrative opportunities to Subway and other restaurant chains such as McDonald’s and KFC. Meanwhile, Subway’s strengths include a well-established brand name and a simple business format that can easily be adapted to other cultures. In considering the opportunities offered by overseas markets and Subway’s strengths, it is not surprising that entering and expanding in different countries has been a key element of Subway’s strategy in recent years. Indeed, Subway currently has operations in nearly 100 nations.

3. Industry, Market, and Customer Analysis (external)

· PESTEL analysis—A PESTEL analysis (sometimes called PEST analysis) enables the company to identify, analyze, and monitor the political, economic, social, technological, legal (including regulatory), and environmental factors that may affect its operations (Frue, 2017).

PESTEL Analysis

A PESTEL analysis is sometimes called a PEST or PESTLE analysis. It is a tool that scans a company's macro-environment, and enables it to identify, analyze, and monitor the political, economic, social, technology, legal, and environmental factors that may impact its operations (Frue, 2017). PESTEL analyses are used in industry and business to determine organizational situation, direction, and potential; as well as strategic planning (Lin, 2013).

4. Political Factors

What is the government's involvement in the business environment, and the degree of that involvement? Some examples of political factors are labor laws, taxation policies, tariff and nontariff barriers, and environmental regulations. Political factors may also include the services and goods that a government provides. Changes in the priorities of government spending may have a profound impact on policy, strategy, management, and process issues (Halik, 2012; Lin, 2013; Thomas, 2007).

5. Economic Factors

Economic factors include the general economic climate, fiscal and monetary policies, economic trends, economic growth, employment levels, government funding, and consumer confidence, and so forth (Halik, 2012; Lin, 2013; Thomas, 2007).

6. Social Factors

Social factors relate to demographics such as age and population growth, behavior, lifestyle changes, diversity, education, and career attitudes, among others. Trends in social factors may influence the demand for a company's products and services, and may also affect how that company operates and adapts (Halik, 2012; Lin, 2013; Thomas, 2007).

7. Technological Factors

Technological factors include advances in technology, communications, and information technology, as well as innovation and research and development (R&D). These factors may impact how knowledge is shared and distributed, and the speed at which this knowledge is disseminated. In addition, advances in technology and communication may influence how people communicate and socialize (Chao, Peng, & Nunes, 2007; Halik, 2012; Lin, 2013; Thomas, 2007).

8. Environmenal Factors

Environmental factors include all those that impact, or are influenced by, the surrounding environment. Environmental factors play a crucial role in certain industries, such as agriculture, tourism, and recreation. These factors include geographical location, weather, climate, global climate change, and environmental offsets (PESTLE Analysis, 2017).

9. Legal Factors

Legal factors have both external and internal aspects. Certain laws and regulations may impact the business environment in a country, while corporate policies may influence how a company operates. Legal analysis takes into account both of these aspects, and then lays out the strategies accordingly. Examples of laws and regulations include labor laws, safety standards, and consumer laws (PESTLE Analysis, 2017).

· Porter's five forces analysis—Porter's five forces analysis is a framework that can help the company understand the competitive forces at play in its industry. These forces may influence how economic value is divided among the company's competitors in the industry (Porter, 2008).

Porter’s Five Forces Analysis

Porter's five forces analysis is a valuable tool for competitive and industry analysis. The model stipulates that an industry's profit potential is contingent on the intensity of competitive rivalry within it. This rivalry, in turn, depends on the five forces outlined in the sections below (de Kluyver & Pearce II, 2012).

The Threat of New Entrants

When market entry is relatively easy, an industry will show strong competition as entrants fight for market share, thereby increasing the industry's capacity and upsetting the balance between supply and demand. The potential of new entrants depends on existing barriers to market entry and the response from entrenched competitors.

Barriers to entry may include the following (de Kluyver & Pearce II, 2012, p. 55):

•capital requirements

•product differentiation

•cost disadvantages

•access to distribution channels

•economies of scale

•government regulations

Powerful Buyers

Buyers and suppliers influence competition by exerting pressure over quality, prices, or quantity offered.

Buyers are powerful under the following conditions:

•they buy in bulk

•they are few

•they can integrate backwards

•the product is undifferentiated, leading to low switching costs

Powerful Suppliers

Suppliers are powerful under the following conditions:

•they are dominant and few

•the product is differentiated, leading to high switching costs

•few substitutes are available

•suppliers can integrate forward

•the industry represents a small portion of the suppliers' revenue

Substitute Products and Services

Substitutes continually threaten most industries because they cap prices and profitability. Changes in technology can help substitutes take a significant market share from existing companies. Companies should be wary of substitute offerings that are produced by wealthy companies, as well as those that have a better price performance than the industry average.

Rivalry Among Competitors

The degree of rivalry depends on the industry's growth rate, as well as the number of competitors, their relative size, and their competitive skills.

Intense rivalry is expected under the following conditions:

•there are many competitors, relatively equal in power and size

•there is slow industry growth, and competition mainly focuses on acquiring existing customers rather than new ones

•there are high fixed costs or highly perishable products

•there are big leaps in capacity

•exit barriers are high, making it too costly to discontinue operations