MACRO SCANNING
 

 

 

 

 

 

 

 

 

 

 

 

Everything in the environment appears to be important, and the company is swamped with information. Some of the scanned information may never be looked into; some is analyzed, understood, and stored. As soon as the leading firm in the industry makes a strategic move in a particular matter, pre- sumably in response to an environmental shift, the company in Phase 3 is quick to react, following the footsteps of the leader. For example, if the use of cardboard bottles for soft drinks appears uncertain, the Phase 3 company will understand the problem on the horizon but hesitate to take a strategic lead. If the leading firm decides to experiment with cardboard bottles, the Phase 3 firm will quickly respond in kind. In other words, the Phase 3 firm understands the problems and opportunities that the future holds, but its management is unwilling to be the first to take steps to avoid problems or to capitalize on opportunities. A Phase 3 company waits for a leading competitor to pave the way. The firm in Phase 4, the proactive phase, practices environmental scanning with vigor and zeal, employing a structured effort. Careful screening focuses the scanning effort on specified areas.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

For considered crucial. Time is taken to establish proper methodology, disseminate scanned information, and incorporate it into strategy. A hallmark of scanning in Phase 4 is the distinction between macro and micro scanning. Macro scanning refers to scanning of interest to the entire corporation and is undertaken at the corporate level. Micro scanning is often practiced at the product/market or SBU level. A corporate-wide scanning system is created to ensure that macro and micro scanning complement each other. The system is designed to provide open communication between different micro scanners to avoid duplication of effort and information. A multinational study on the subject concluded that environmental scanning is on its way to becoming a full-fledged formalized step in the strategic planning process. This commitment to environmental scanning has been triggered in part by the recognition of environmental turbulence and a willingness to confront relevant changes within the planning process. Commitment aside, there is yet no accepted, effective methodology for environmental scanning.