PESTEL Analysis of External Environment as a Success Factor of Startup Business

Matović, Ivana Marinović

doi:10.5281/zenodo.4058794

Cited by 3 publications

(3 citation statements)

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“…Analisis PESTEL (Political, Economic, Social, Technology & Environmental) merupakan alat penting dalam menilai dampak eksternal. Serta juga berguna untuk melakukan analisis situasi dan menentukan arah dan pedoman dalam meningkatkan dan mengembangkan strategi [8]. Di samping itu, VCA (Value Chain Analysis) merupakan salah satu alat untuk melakukan analisis internal.…”

Section: B Analisis Eksternal Dan Internalunclassified

Analisis Bibliometrik: Manajemen Strategi pada Industri Restoran

Usra,

Hanoum

2023

JSSITS

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Abstrak-Restoran merupakan salah satu sektor penting dalam meningkatkan pendapatan nasional di suatu negara. Untuk mempertahankan keunggulan kompetitif, setiap perusahaan harus mampu beradaptasi terhadap perubahan yang terjadi pada lingkungan internal dan eksternal. Praktik manajemen strategi merupakan salah satu upaya perusahaan untuk mendapatkan dan mempertahankan keunggulan kompetitif. Penelitian terkait manajemen strategis sudah banyak didokumentasi dalam berbagai artikel literature review dan bibliometrik, namun belum ada yang secara spesifik meneliti perkembangan praktik manajemen strategi pada bidang bisnis restoran. Untuk itu, penelitian ini didesain dengan menggunakan pendekatan bibliometrik dan analisis konten untuk menjawab gap penelitian tersebut. Data terkumpul sebanyak 269 artikel yang bersumber dari Scopus. Perangkat lunak VOSviewer dimanfaatkan untuk menganalisis pada tahap sitasi, ko-sitasi, dan bibliographic coupling dari artikelartikel yang diekstraksi dari databse. Selanjutnya analisis konten digunakan untuk dapat mengetahui dan memahami tren penelitian terbaru di bidang restoran. Output lainya adalah memberikan rekomendasi perkembangan penelitian manjemen strategi dalam industri restoran dimasa yang akan datang.

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Section: B Analisis Eksternal Dan Internalunclassified

Analisis Bibliometrik: Manajemen Strategi pada Industri Restoran

Usra,

Hanoum

2023

JSSITS

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“…The capacity to put strategy into action is the most crucial talent for any IGE (Miller, 2020), hence a new way to managing strategy is required. This framework enables a thorough examination of the environment in which an organization operates and the development of potential business plans (Matovic, 2020).In order to identify the root causes of the operation's stellar performance (Español et al, 2021), the external environment factors of the IGEs were assessed. In either case, the external environment assessment will serve as a roadmap for the initiatives of the university.…”

Section: Introductionmentioning

confidence: 99%

Strategies Throughout the Dilemma: Higher Education Institution’s Income Generating Practices as Basis for External Environment Assessment

Español,

Reginalde

et al. 2023

ijbe

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Income-generating enterprises help to combat issues like poverty, unemployment, and a lack of employment possibilities. State colleges are accustomed with using several income streams to generate income and solve budget gaps. The capacity of SUCs to generate additional sources of funding is increased through their involvement in income-generating projects and businesses. The external environment of Quirino State University's income enterprises is the subject of this study's analysis of various recognized aspects. The study employs a quantitative and qualitative data collection approach and a descriptive-evaluative research methodology. Through comparative external factor analysis and strategic factor analysis, the identified results were quantified and assessed. The study found that major issues, concerns, and constraints had a significant impact on IGE's performance. The majority of these issues originated from production and marketing management because of substandard record-keeping, insufficient infrastructure and facility maintenance, and a dearth of promotional strategies, all of which led to the manifestation of low profit and net loss. The study also suggests that the university adjust and adopt competitive strategies to address identified external environmental factors. Finally, this study made the suggestion that addressing external environmental factors with highly negative impacts be given priority by the IGE's management, together with the implementation of rules and regulations to create precise operational policies.

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“…For the purpose of structured and comprehensive analysis of environmental factors, PEST (PESTLE) analysis is used, which allows to identify socio-economic, political, technological, environmental and legislative factors in the development of educational institutions. Typically, these groups of factors are considered in the context of external (environmental) and internal (institutional) sections of the analysis Matovic, 2020). Thus, external political factors that have a significant impact on the development of educational institutions may be: public policy (its priorities, vision of development budgets, staff, areas of science and technology), the strength of influence of various stakeholders (NGOs, trade unions, international organizations).…”

Section: Introductionmentioning

confidence: 99%

Socio-Economic Prerequisites of Strategic Development of Educational Institutions

Borodiyenko

Зленко

Malykhina³

et al. 2022

ФКДПТП

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Abstract. The purpose of the article is to substantiate the impact of socio-economic prerequisites on the strategic development of educational institutions at different levels. The theoretical significance of the article is that based on the understanding of the works of Ukrainian and foreign scientists, the authors’ own experience in the strategic management of educational institutions of different levels it was characterized socio-economic prerequisites of strategic development of educational institutions in the context of external (environmental) and internal (institutional) lenses of analysis; the competitive advantages of the strategic orientation of educational institutions are presented; the principles of strategic development of educational institutions are theoretically substantiated; the theory of stakeholders in the context of development strategies of studied institutions is characterized; the factor of competition in the market of educational services and the related need for marketing orientation of educational institutions is substantiated; the influence of the factor of digitalization of society on the strategic development of educational institutions is substantiated; the necessity of using materiality analysis in the process of strategic development is characterized; based on the criteria of importance to external stakeholders and the importance of the business and its internal stakeholders, models of strategic development of educational institutions are substantiated, their features, strengths and weaknesses, risks and effects of their implementation are characterized. The practical significance of the article is that the authors have selected and adapted a number of methods of strategic development of educational institutions in the context of socio-economic prerequisites; strategic tasks of institution development in the context of further digitalization of society are revealed. It is substantiated that in the process of strategic development of educational institutions it is expedient to adhere to certain principles, which will enable the adequacy of such development to modern socio-economic realities. Such principles are the principle of positioning, synergy, integration, technological development, involvement, optimality. In the process of strategic development of the educational institution it is advisable to use a number of methods (SWOT-analysis, PEST-analysis, benchmarking, road map), «As is and to be», strategic and foresight sessions, which will allow comprehensive consideration of socio-economic prerequisites of institution development, which should be considered in the context of external (environmental) and internal (institutional) lenses of the analysis. Taking into account criteria «importance to external stakeholders» and «importance to the business and its internal stakeholders» and creating a materiality matrix allowed to substantiate four models of strategic development of educational institutions (bureaucratic, business-oriented, communication and partnership), to characterize their features, strengths and weaknesses, risks and effects of their implementation. Keywords: strategic development, strategic management, educational institutions, social and economic prerequisites, materiality analysis, materiality matrix. JEL Classification I22, О43 Formulas: 0; fig.: 0; tabl.: 0; bibl.: 17.

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PESTEL Analysis of External Environment as a Success Factor of Startup Business

Cited by 3 publications

References 0 publications

Analisis Bibliometrik: Manajemen Strategi pada Industri Restoran

Analisis Bibliometrik: Manajemen Strategi pada Industri Restoran

Strategies Throughout the Dilemma: Higher Education Institution’s Income Generating Practices as Basis for External Environment Assessment

Socio-Economic Prerequisites of Strategic Development of Educational Institutions

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