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Passive Activity Losses PESTEL Analysis
Posted by Zander Henry on Aug-22-2018
PESTEL analysis is a widely used strategic planning and management tool. It is an acronym for political, economic, social, technological, environmental and legal factors that shape the macro business environment. Passive Activity Losses. operates in a complex and dynamic environment characterized by regulatory changes, growing environmental activism, collective social trends, technological changes and evolving legal system.
2 Application of PESTEL to Passive Activity Losses.
The application of PESTEL analysis can help Passive Activity Losses. identify the major external environmental forces that shape the strategy and competitive landscape and support its strategic decision making process. As Passive Activity Losses. looks to expand and leverage its competencies and core capabilities, conducting the PESTEL analysis is imperative for developing effective strategies and achieving long-term growth objectives.
2.1 Political factors
2.1.1 Importance of political factors in the PESTEL framework
Within PESTEL analysis, political factors exert a strong influence on the long-term sustainability and profitability of Passive Activity Losses. The presence at international stage increases the company’s sensitivity to changes in political environments of different countries. In a political context, the key to success in a dynamic international business environment is to diversify the systematic risks. The political environment of a country comprises multifaceted factors. Passive Activity Losses. needs to consider the following political factors during the strategic planning process:
2.1.2 Political factors that influence Passive Activity Losses.
2.1.2.1 Political stability
High political stability provides a stable and friendly business environment with predictable market growth trends. However, when there is political chaos, it deters the investors and harms the stakeholders' trust in economic and consequent organizational performance. Currently, Passive Activity Losses. is present in different countries, each having own political tensions. Growing tensions and instabilities in the global political environment can affect the Gold industry growth and limit the growth opportunities available to Passive Activity Losses.
2.1.2.2 Changing policies
Frequent changes in government policies harm business performance by increasing environmental uncertainty. It is important for Passive Activity Losses. to study the current trends in the country's political scenario as changes in government may alter the government's priorities towards the development of different industries.
2.1.2.3 Protests/pressure groups and governance system
Passive Activity Losses. should carefully analyze the protests by pressure groups, social/environment activists and worker unions as such protests play an important role in the policy making process. Close collaboration with such groups may enhance the Passive Activity Losses.’s ability to collaborate with community and achieve long-term corporate goals. Moreover, a well-developed governance system with a democratic political environment makes the business environment more comfortable for international business organizations like Passive Activity Losses.
2.1.2.4 Bureaucracy and corruption
Bureaucracy and corruption negatively influence the business environment. Operating in countries with high corruption level and weak law enforcement makes the business environment increasingly unpredictable for Passive Activity Losses. due to jeopardized public trust on business organizations and overall political and economic structure. The corruption can influence various business operations, ranging from licensing, contracting, fraudulent deals to frequent lawsuits. If Passive Activity Losses. decides to enter in markets with the corrupt economic, political system, it will threaten the organization's sustainable development by destabilizing the society, harming justice system and endangering the rule of law.
2.1.2.5 Taxation, trade restrictions and intellectual property protection
Entering in countries with high taxation level will directly influence the profitability of Passive Activity Losses. High taxation affects international trade and prevents exports. Passive Activity Losses. can enter in low taxation markets and benefit from high profits that can be invested in research and development activities. The organization may also study the industry specific taxation policies to understand the host government's priorities and interest in developing industries. Similarly, high trade restrictions can make the business environment more complex by affecting the exports and harming relationships with foreign trade partners. Moreover, if the government of the country under consideration is not serious about protecting the intellectual property rights of business organizations, it will deter the entrepreneurs from investing in organizations due to high risk of ideas being stolen. Hence, Passive Activity Losses. should study how intellectual property rights are protected in the host country and make the business strategies accordingly.
2.2 Economic factors
2.2.1 Importance of economic factors in the PESTEL framework
It is important for Passive Activity Losses. to understand economic factors such as foreign exchange/interest rate, labor market conditions, inflation and saving rates etc. as they determine the overall economic environment of the country. A detailed understanding of the economic environment can help Passive Activity Losses. estimate the growth trajectory of industry and organization. Following economic factors need to be considered by Passive Activity Losses. to make informed decisions:
2.2.2 Economic factors that influence Passive Activity Losses.
2.2.2.1 Economic/business cycle stage
The economic development of a country directly influences organizational performance. Growing economies offer wide-ranging growth opportunities to the Passive Activity Losses. Similarly, it is important to understand the industry lifecycle stage. Entering in mature industries can be more challenging due to market saturation than industries at the growth stage. Moreover, the business performance of Passive Activity Losses. is also influenced by the extent to which the host country government has spent on core infrastructure development. A well-developed infrastructure facilitates the business environment and increases the growth potential of the gold industry in the respective country.
2.2.2.2 Inflation/employment/interest/exchange rates
The GDP growth rate will determine the Passive Activity Losses.’s ability to pursue its long-term growth strategies. High GDP also signals the consumers’ ability to spend more on offered products. High unemployment signals the availability of surplus labor at comparatively lower wages. Operating in such a market can lower the production cost of Passive Activity Losses. The organization should also carefully consider the interest rate and its influence on borrowing ability and attitude towards investment. The high interest rate will encourage the attitude towards investment and increase growth opportunities for Passive Activity Losses. Finally, the exchange rate fluctuation can also influence the profitability and international trade. The high fluctuation on local currency can be a cause of serious concern for Passive Activity Losses.
2.2.2.3 Labor market conditions
The demand and supply of labor determine the wage rates and supply of skilled workforce. Passive Activity Losses. must study and predict the labor market conditions to understand how it can attract talented workers and leverage their skills to improve business performance. When labor markets are flexible, Passive Activity Losses. can take advantage of higher labor productivity. Whereas, operating in rigid labor markets may cause labor wage and other issues raised by powerful labor unions. Passive Activity Losses. should also carefully analyze the availability of skilled human capital as a shortage of skilled labor can affect business efficiency and make talent attraction and retention more challenging.
2.2.2.4 Financial markets efficiency
The global expansion strategies of the Passive Activity Losses. are influenced by the financial market efficiency as operating in highly efficient financial markets leads towards improved liquidity position and strengthened ability to enter new markets. The health and efficiency of financial markets will determine Passive Activity Losses.’s ability to raise the capital at fair prices.
2.2.2.5 Economic structure
The business practices of the Passive Activity Losses. are influenced by the prevailing economic structure. The economic and regulatory environment in a monopolistic or oligopolistic structure will be different from the monopolistic competition and perfect competition.
2.3 Social factors
2.3.1 Importance of social factors in the PESTEL framework
Organizational culture derives strong influence from the societal norms, values and trends. Understanding the demographic trends, power structures, consumers’ spending patterns and shared beliefs can help Passive Activity Losses. design effective marketing messages and fulfil corporate objectives through informed PESTEL analysis. The marketing department of Passive Activity Losses. can use the information retrieved from social, environmental analysis to target the consumer groups and increase the appeal of offered products to potential buyers. Passive Activity Losses. must consider the following social factors to conduct macro-environmental analysis:
2.3.2 Social factors that influence Passive Activity Losses.
2.3.2.1 Demographic trends
Changes in demographic patterns like aging population, migration trends and socio-economic variables have paramount importance for international business organizations like Passive Activity Losses. Studying the demographic characteristics can help Passive Activity Losses. in choosing the right market segment/segments with high growth potential. The business and marketing strategies are also influenced by migration. It is important for Passive Activity Losses. to understand the people’s general attitude towards migration as it can influence firms’ ability to bring international managers to host country.
2.3.2.2 Equality and power distance
The power distance within any society shows the acceptance of hierarchy and income inequality. Passive Activity Losses. must adjust its business management practices while entering in markets with high or low power distance. The growing inequality in many countries is altering the power structure, which has serious implications for international business organizations like Passive Activity Losses.
2.3.2.3 Gender Roles
Passive Activity Losses. need to study the traditionally assigned gender roles to align its marketing and communication practices accordingly. Marketing and human resource strategies in a traditional, patriarchal society with clearly distinguished gender roles will be different from societies with low gender stereotypes.
2.3.2.4 Societal norms and class distribution
Culture is considered an important variable by international marketing managers. Each society has distinctive norms and values that play an important role in shaping consumer behavior. Passive Activity Losses. should develop local teams and develop local partnerships for understanding the societal attitudes and norms to tailor marketing strategies according to unique cultural context. The observation of social class stratification is also important for Passive Activity Losses. Offering luxury products at premium prices to a market where the high-end market is considerably small in number will require Passive Activity Losses. to adopt the niche marketing strategies. Similarly, market segmentation based on social class may be ineffective where social class stratification is low.
2.3.2.5 Online shopping
The advent of social media and e-commerce has encouraged online shopping behavior among customers. Passive Activity Losses. needs to understand the online shopping behavior by considering the generational differences as younger consumers are more inclined to shop online than older customers. The growing use of mobile phones and social networking sites must be considered when developing marketing and communication strategies.
2.3.2.6 Spending patterns and behavior
The consumers’ spending patterns are influenced by their purchasing power of money. Studying and forecasting the consumers’ purchasing power based on relevant economic indicators is important to analyze the customers’ interests and spending patterns. In some societies, consuming the offered product is considered a status symbol, while, some people use the same products for functional aspects. Passive Activity Losses. should invest time on understanding the consumption motivations and social trends that define the consumption behavior. Passive Activity Losses. should also attempt to understand the degree of consumer ethnocentrism and consider the country of origin effect to determine local consumers’ evaluation of foreign products. Lastly, Passive Activity Losses. should study the consumers’ leisure interests and should focus more on enhancing the customer experience if customers prefer experiential products over traditional product offerings.
2.4 Technological factors
2.4.1 Importance of technological factors in the PESTEL framework
‘Technology' is the fourth factor of PESTEL analysis. The rapid technological advancement and technological diffusion across the globe have increased the importance of understanding technological factors during the strategic decision making process. A detailed analysis of the technological environment can help Passive Activity Losses. capture the technological trends to achieve certain business advantages, such as- increasing profitability, boosting innovation process and enhancing the operational efficiency. Following technological factors can influence the business performance of Passive Activity Losses.:
2.4.2 Technological factors that influence Passive Activity Losses.
2.4.2.1 Social media marketing
The development of information and communication technologies has led towards the adoption of innovative marketing techniques to enhance collaboration with customers. Use of social media has become common in a modern business environment. Passive Activity Losses. can leverage the opportunities offered by social media marketing to improve business performance. Technological trends can be used to start the creative social media campaigns for developing online brand communities.
2.4.2.2 Technological innovations and development level
Passive Activity Losses. should carefully consider the on-going technological innovations to stay ahead of the competition. A close eye should be kept on analyzing the 5G and determining its potential to deliver positive business outcomes through enhanced user experience, increased speed and expanded access. Technological innovations like this can bring major transformations in the industry and reset the success rules for market players. Moreover, considering the development and maturity level of technology in the respective market is also important. Entering in markets where technological advancement has not reached the maturity means Passive Activity Losses. can increase the market share by focusing on emerging technological innovations.
2.4.2.3 Research and development on technology and impact on cost structure/value chain
Passive Activity Losses. needs to consider the investments made by competitors on a micro and macro level to understand how new technologies influence the firm’s value chain and prevailing cost structure. Research and development activities are highly important in an environment characterized by creative disruption. In such an environment, Passive Activity Losses. should invest in disruptive technologies to maximize the profits and re-invest the profits for future disruptive technologies.
2.4.2.4 Shortened product life cycles
The adoption of new technologies has shortened the lifecycle of new product development. Today, new products are developed quickly, and supply chain partners have also gained more power. It pressurizes the Passive Activity Losses. to develop new products quickly, increase product range diversity, integrate flexibility into the value chain and develop healthy business relationships with value chain partners.
2.5 Environmental factors
2.5.1 Importance of environmental factors in the PESTEL framework
The growing environmental consciousness and changing climatic conditions have made ‘environmental analysis’ an important part of the PESTEL analysis. The environmental standards, laws and regulations vary across different markets. The international presence of Passive Activity Losses. require the organization to consider these differences to avoid undesired circumstances carefully. Detailed environmental analysis is imperative before deciding to enter a new market or start a new product line. Some examples of environmental factors that Passive Activity Losses. need to consider are given below.
2.5.2 Environmental factors that influence Passive Activity Losses.
2.5.2.1 Recycling and waste management
The growing environmental pollution coupled with technological advancement has compelled business organizations to adopt innovative recycling and waste management practices. In some countries, recycling has almost become a business norm. Moreover, adopting efficient waste management practices in organizational units that are located in or near urban areas is highly crucial for Passive Activity Losses. Many countries have placed strict norms to protect their urban areas through effective waste management.
2.5.2.2 Renewable technologies
Some countries offer subsidies for encouraging investment in renewable technologies. Passive Activity Losses. can benefit from it and invest in renewable technologies to ensure long-term sustainability. This investment will also increase stakeholder satisfaction and expand the customer base due to enhanced brand image.
2.5.2.3 Weather and climatic conditions
Changes in weather and climatic conditions can influence business efficiency. For instance, extreme weather conditions can increase the cost of operations and compel the Passive Activity Losses. to make the value chain more flexible. Such changes can also influence the consumers' spending patterns, causing the organization to revise its product and marketing strategies.
2.5.2.4 Attitude towards eco-friendly products
There is a growing trend towards the use of green/eco-friendly products. Passive Activity Losses. can take it as an opportunity and adopt green business practices to win the trust of stakeholders. Regulatory bodies’ emphasis on ensuring compliance with environmental norms is altering the product innovation priorities. It requires Passive Activity Losses. to prioritize and focus on marketing the eco-friendly nature of their products over customary value propositions.
2.5.2.5 Environmental regulations to avoid resource depletion
Excessive resource depletion by Passive Activity Losses. can draw the negative response from media, environment protection groups, customers and the general public. Passive Activity Losses. must study the specific environmental regulations of the country under consideration to understand which resources (like water, electricity etc.) are considered rare or which species are endangered whose excessive consumption can cause trouble for the organization.
2.6 Legal factors
2.6.1 Importance of legal factors in the PESTEL framework
“Legal” is the sixth factor of PESTEL analysis. Passive Activity Losses. cannot enter a new market without studying in detail the legal environment and regulatory structure of the new consumer market. A careful evaluation of legal aspects is required to avoid getting into some serious trouble. Ignorance in this regard can cause undesired circumstances for Passive Activity Losses., such as- hurting competitive advantage as a result of intellectual property rights violation and harmed organizational image due to violation of consumer/employee/environment protection standards. Passive Activity Losses. should consider the following legal factors when exploring a new market.
2.6.2 Legal factors that influence Passive Activity Losses.
2.6.2.1 Employee protection laws (discrimination and health and safety)
Passive Activity Losses. must follow the employee/labor health and safety laws as some countries have strict regulations to ensure labor safety. Providing a secure work environment for the workforce is the ethical and moral obligation of Passive Activity Losses. Similarly, anti-discrimination laws (like equal employment opportunity) also need to be carefully studied when developing human resource practices as discriminatory suits against employer harm the organizational image and affect organizations’ ability to attract and retain the talent.
2.6.2.2 Consumer protection laws
The data protection has become an important issue due to consumers’ privacy and security concerns. Passive Activity Losses. need to study data protection regulations to protect the customer data. Moreover, there are laws to set the maximum price, ensure a certain quality standard and protect consumers from fraudulent marketing claims. Passive Activity Losses. must consider these factors to ensure compliance with consumer protection laws.
2.6.2.3 Intellectual property laws
Intellectual property regulations are designed to protect the companies' patents and valuable ideas. Inability to protect intellectual property rights can result in losing competitive advantage, which may weaken the positioning of Passive Activity Losses. against other market players.
3 Concluding statement
To conclude, the PESTEL model is an important business tool that involves a detailed analysis of macro-environmental factors that shape the business environment. Ranging from political factors to environmental factors, each factor comprises various variables that influence the strategic decision making process of business organizations like Passive Activity Losses.
References
Aithal, P. S. (2017). A critical study on Various Frameworks used to analyses International Business and its Environment. International Journal of Applied Engineering and Management Letters (IJAEML), 1(2), 78-97.
André Cavalcante, S. (2013). Understanding the impact of technology on firms’ business models. European Journal of Innovation Management, 16(3), 285-300.
Daidj, N. (Ed.). (2014). Developing strategic business models and competitive advantage in the digital sector. IGI Global.
Grünig, R., & Morschett, D. (2017). Developing international strategies. Springer Berlin Heidelberg.
Hou, J., Lu, Q., & Han, Y. (2008, December). A strategic framework for technology evaluation. In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (Vol. 1, pp. 24-27). IEEE.
Issa, T., Chang, V., & Issa, T. (2010). Sustainable business strategies and PESTEL framework. GSTF International Journal on Computing, 1(1), 73-80.
Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regnér, P. (2011). Exploring strategy. Financial Times Prentice Hall.
Leyva, M., Hechavarria, J., Batista, N., Alarcon, J. A., & Gomez, o. (2018). A framework for PEST analysis based on fuzzy decision maps. Revista ESPACIOS, 39(16).
Wall, S., Minocha, S., & Rees, B. (2009). International business. Pearson Education.
Yüksel, I. (2012). Developing a multi-criteria decision making model for PESTEL analysis. International Journal of Business and Management, 7(24), 52.
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