The events that happen inside or ou

The events that happen inside or outside of a company are potential triggers for change
(O’Regan and Ghobadian, 2005; Khan and Manopichetwattana, 1989). This section focuses on
the organizational arena, which includes the company and what happens outside of it, i.e., in its
environment. The company’s environment includes potentially everything outside of its
boundaries. A company’s competitive strategy, i.e., a long-term plan to achieve and sustain a
competitive advantage, influences its structures and processes (see section 3.3), the importance
of environmental elements (i.e., customers, suppliers, competitors, and government), and the
relevance of their attributes and behaviors. If the strategy changes, then so does the importance
of these elements and how to deal with them. That’s why it’s important for the company’s top
management to articulate and communicate the company’s competitive strategy clearly and
consistently.
Small companies often have less control over key environmental elements than do their larger
counterparts. Therefore small companies must be especially vigilant in spotting potential
problems and opportunities. They may have less control over these key elements, but they can
still respond quickly to meaningful changes in them (Hansson and Klefsjo, 2003). Managers
should be watching their competition for new product introductions, new advertising campaigns,
or new plant construction. What do demographics suggest about consumer trends or the
availability of labor? Is there pending legislation that may favorably or unfavorably affect labor
or energy costs or require modifications to current operations? Managers should also be alert to
how their competition performs critical activities and learn to perform them better by
benchmarking them. Even studying seemingly unrelated firms may yield ideas on enhanced
operational efficiency or new product development. For example, Xerox benchmarked L.L.
Bean, the mail-order clothing store, to find out how they filled orders so quickly (Camp, 1989).
Many small companies often look inward more than outward towards their environment,
focusing more on improving internal operations than enhancing customer value. As a result,

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The events that happen inside or outside of a company are potential triggers for change(O’Regan and Ghobadian, 2005; Khan and Manopichetwattana, 1989). This section focuses onthe organizational arena, which includes the company and what happens outside of it, i.e., in itsenvironment. The company’s environment includes potentially everything outside of itsboundaries. A company’s competitive strategy, i.e., a long-term plan to achieve and sustain acompetitive advantage, influences its structures and processes (see section 3.3), the importanceof environmental elements (i.e., customers, suppliers, competitors, and government), and therelevance of their attributes and behaviors. If the strategy changes, then so does the importanceof these elements and how to deal with them. That’s why it’s important for the company’s topmanagement to articulate and communicate the company’s competitive strategy clearly andconsistently.Small companies often have less control over key environmental elements than do their largercounterparts. Therefore small companies must be especially vigilant in spotting potentialproblems and opportunities. They may have less control over these key elements, but they canstill respond quickly to meaningful changes in them (Hansson and Klefsjo, 2003). Managersshould be watching their competition for new product introductions, new advertising campaigns,or new plant construction. What do demographics suggest about consumer trends or theงานของแรงงาน มีกฎหมายที่อาจก้าว หรือ unfavorably ต่อแรงงานที่ค้างอยู่หรือพลังงานต้นทุน หรือต้องการปรับเปลี่ยนการดำเนินงานปัจจุบัน ผู้บริหารควรจะได้การแจ้งเตือนวิธีการแข่งขันการทำกิจกรรมสำคัญ และเรียนรู้การทำดีโดยเปรียบเทียบพวกเขา แม้เรียนไม่เกี่ยวข้องดูเหมือนบริษัทอาจให้แนวคิดในการปรับปรุงประสิทธิภาพการทำงานหรือพัฒนาผลิตภัณฑ์ใหม่ เช่น ซีร็อกซ์ L.L. ตั้งค่ามาตรฐานถั่ว ร้านขายเสื้อผ้าของไปรษณีย์ การค้นหาวิธีจะเติมใบสั่งอย่างรวดเร็ว (ค่าย 1989)หลายบริษัทขนาดเล็กมักจะมองเข้าด้านในมากกว่า outward ต่อสภาพแวดล้อมมุ่งเน้นในการปรับปรุงการดำเนินงานภายในมากกว่าการเพิ่มคุณค่าของลูกค้า เป็นผล