Internal & External Factors
Internal factors that affect businesses come from within the business itself, without regard to any outside factors like customers and other businesses. External factors would be opposite.
Internal factors:
1) Employee Turnover/Employee Satisfaction
2) Management of Resources
3) Research and Development
External Factors:
1) Advertising
2) Quality of business reputation, or quality of products business produces
3) Competition by other businesses
It is very important to monitor the macro-environment of a firm as they will directly affect the organization. These are external factors that a firm will not have control over and will affect the performance of the business.
In order to understand the threats and opportunities facing an organization, you need a thorough understanding of its external context, including not only its industry, but the larger environment in which it operates. The proper analysis of the external context, together with the firm-level analysis you learned in Chapter 3 (e.g., VRINE, value-chain), allow you to complete a rigorous analysis of a firm and its options. You could say that with these tools you can now perform a thorough and systematic (rather than intuitive) SWOT analysis; that is, an assessment of a firm's strengths, weaknesses, opportunities, and threats.
Infrastructure (Ex: Access to educated workforce/available roads etc.) It is simply the factors which a firm does not have a control over but that can make a firm more efficient. Roads can reduce transportation costs meaning that the firm is more efficient.
Any cost that is impose to other with out any agreement is called external cost. Example Any industry or any organization who generate air pollution. so air pollution is a external cost. So these type of firm imposing external cost to the people and they have no any agreement between industry and affected people. From Muhammad Waqas Azeem Toba Tek Singh, Pakistan
Several factors can contribute to a firm earning less than a normal profit, including high competition in the market, high production costs, inefficient operations, and external factors such as changes in consumer preferences or economic conditions. These factors can lead to lower revenue and higher expenses, resulting in a firm earning less than a normal profit.
Internal communication is correspondence between members within an organization. External communication is information that is shared with the public or correspondence with individuals that are not employed by the company.
External secondary data - data that is obtained outside the firm itself.
Nothing is eternal. Even fewer things are enternal.
forever EDIT: I believe that is eternal, not enternal =/ EDIT: Enternal has to do with the digestive tract. Enternal feeding is giving nutrition through a feeding tube. We may also talk about enternal parasites, which are parasites in the stomach, intestines or other places in the digestive tract. We may also give medications enternally, usually be feeding them to the patient.
Internal growth, or organic growth, refers to growth strategies where a firm uses its own resources. External growth involves a firm using or accessing the resources of another firm to grow. Examples of external growth strategies include joint ventures, strategic alliances and acquisitions.
Infernal.
they eat out all of your enternal organs and you will slowly die they eat out all of your enternal organs and you will slowly die
It is very important to monitor the macro-environment of a firm as they will directly affect the organization. These are external factors that a firm will not have control over and will affect the performance of the business.
forever
enternal
Enternal feeding is a method of delivering nutrients directly into the gastrointestinal tract through a tube, bypassing the mouth and throat. It is often used when a person cannot consume enough nutrients orally due to medical conditions or impairments. Enternal feeding can be provided through a nasogastric tube, gastrostomy tube, or jejunostomy tube.
In order to understand the threats and opportunities facing an organization, you need a thorough understanding of its external context, including not only its industry, but the larger environment in which it operates. The proper analysis of the external context, together with the firm-level analysis you learned in Chapter 3 (e.g., VRINE, value-chain), allow you to complete a rigorous analysis of a firm and its options. You could say that with these tools you can now perform a thorough and systematic (rather than intuitive) SWOT analysis; that is, an assessment of a firm's strengths, weaknesses, opportunities, and threats.