Kinneret Day School

External Factor Evaluation (EFE) on the external environment of Under Armour Inc.


Order Description


Perform an External Factor Evaluation (EFE) on the external environment of your Under Armour Inc. The critical thing to remember about this analysis is that you should
develop a thorough understanding of the external opportunities and threats. You MUST acquire a minimum of one APA citation for each and every external factor
discussed. Please include an APA in-text citation to correspond with the APA listing in the References section at the end of the paper.
The analysis MUST include a chart similar to the one attached to these instructions.
Please add the External Factors and Numbers, and then only paste the table.

• Choose 6-10 external factors for analysis, 5 maximum opportunities and 5 maximum threats
• Each factor should be presented and discussed completely under its own heading. An APA-format citation MUST be included for each factor listing.
• Four pages (excluding chart).
• Chart must begin the assignment and be on one page only.

Note: All external factors should be derived from your external research; i.e., you should not present speculation, made-up/fictitious personal beliefs and assertions,
or “common knowledge” as researched factors. Please, only present factors that can be proven through the research and citations. For each factor create a topic
heading. Write a paragraph or two, as necessary, discussing the nature of the factor, how it will impact the firm, and its importance to the future strategy of the
firm (i.e., explain why you assigned the rating score that you did) and cite the source of the information.

An External Factor Evaluation (EFE) Matrix allows strategists to summarize and evaluate economic, social, cultural, demographic, environmental, political,
governmental, legal, technological, and competitive information. Illustrated in Table 1, the EFE Matrix can be developed in five steps:
1) List key external factors as identified in the external-audit process. Include a total of from eight to ten factors, including both opportunities and threats
affecting the firm and its industry. List the opportunities first and then the threats. Be as specific as possible, using percentages, ratios, and comparative numbers
whenever possible.
2) Assign to each factor a weight that ranges from 0.0 (not important) to 1.0 (very important). The weight indicates the relative importance of that factor to being
successful in the firm’s industry. Opportunities often receive higher weights than threats, but threats too can receive high weights if they are especially severe or
threatening. Appropriate weights can be determined by comparing successful with unsuccessful competitors or by discussing the factor and reaching a group consensus. In
the end, the weight assigned is wholly up to you and your considered judgment… the more important a factor is to future success, the greater the weight assigned. The
sum of all weights assigned to the factors must equal 1.0.
3) Assign a 1-to-4 rating to each key external factor to indicate how effectively the firm’s current strategies respond to the factor, where 4 = the response is
superior, 3 = the response is above average, 2 = the response is average, and 1 = the response is poor. Ratings are based on effectiveness of the firm’s strategies to
date in your judgment. It is important to note that both threats and opportunities can receive a 1, 2, 3, or 4.
4) Multiply each factor’s weight by its rating to determine a weighted score.
5) Sum the weighted scores for each variable to determine the total weighted score for the organization.
Regardless of the number of key opportunities and threats included in an EFE Matrix, the highest possible total weighted score for an organization is 4.0 and the
lowest possible total weighted score is 1.0. The average total weighted score is 2.5. A total weighted score of 4.0 indicates that an organization is responding in an
outstanding way to existing opportunities and threats in its industry. In other words, the firm’s strategies effectively take advantage of existing opportunities and
minimize the potential adverse effect of external threats. A total score of 1.0 indicates that the firm’s strategies are not capitalizing on opportunities or avoiding
external threats.
An example of an EFE Matrix is provided in Table 1 for UST, Inc., the manufacturer of Skoal and Copenhagen smokeless tobacco. Note that the Clinton administration was
considered to be the most important factor affecting this industry, as indicated by the weight of 0.20. The Clinton administration was threatening to go after
smokeless tobacco as it had against the traditional big tobacco firms. The total weighted score of 2.10 indicates that UST is below average in its effort to pursue
strategies that capitalize on external opportunities and avoid threats. It is important to note here that a thorough understanding of the factors being used in the EFE
Matrix is more important than the actual weights and ratings assigned.

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