Environmental Scan

Conduct an environmental scan and write an assessment in which you focus on both
the internal and external factors that could affect your success within your chosen
industry.
Note: Developing a strategic plan requires specific steps that need to be executed in
a sequence. The assessments in this course are presented in order and should be
completed in sequence.
An environmental scan allows you to identify the trends (technical, social, political,
economic, and so on), issues, and other factors that are most likely to affect a given
industry, thereby helping you determine a strategy for dealing with potential
changes.
By successfully completing this assessment, you will demonstrate your proficiency
in the following course competencies:
 Competency 3: Communicate effectively.
o Write coherently to support a central idea in appropriate format
with correct grammar, usage, and mechanics.
 Competency 4: Plan strategically.
o Describe strategies to use SWOT analysis to improve competitive
advantage.
 Competency 5: Employ high-performance business management
techniques.
o Analyze strengths to determine competitive advantages.
o Analyze opportunities that may be leveraged for competitive
advantage.
o Analyze threats to competitive advantage.
 Competency 6: Solve problems within professional standards.
o Analyze weaknesses to determine areas for improvement.
Competency Map
Context
After an organization has completed a SWOT analysis, it will carefully monitor both
the internal and external environments to detect signs of opportunities and threats
that could affect current and future plans. This environmental scanning can help an
organization identify trends that are most likely to affect the industry, thereby
allowing the development of a strategy for change. The right information, at the
right time, can determine the future of an organization.
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below
and discuss them with a fellow learner, a work associate, an interested friend, or a
member of the business community.
 How does an organization address what seems to be happening, what
is really happening, and what might happen?
Resources
Suggested Resources
The following optional resources are provided to support you in completing the
assessment or to provide a helpful context. For additional resources, refer to the
Research Resources and Supplemental Resources in the left navigation menu of
your courseroom.
Library Resources
The following e-books and articles from the Capella University Library are linked
directly in this course.
 Nelson, E., Loomis, H., & Bergdorf, G. (2012). Tri-Mode Systems:
Continuity issues in a lifestyle business case study. Journal of
Management Policy and Practice, 13(1), 26–38.
 Banham, H. C. (2010). External environmental analysis for small and
medium enterprises (SMEs). Journal of Business & Economics
Research, 8(10), 19–26.
 McEwen, T. (2008). Environmental scanning and organizational
learning in entrepreneurial ventures. Entrepreneurial Executive, 13, 1–

Leave a Reply