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Environmental Scan Scoring Guide CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED Write coherently to support a central idea in appropriate format with correct grammar, usage, and mechanics. Writing does not support a central idea in appropriate format. Does not use correct grammar, usage, and mechanics. Writing supports an idea. Format is inconsistent and contains major errors of grammar, usage, and mechanics.

Writing clearly supports a central idea in appropriate format and with few errors of grammar, usage, and mechanics. Writing is coherent, using evidence to support a central idea in a consistently appropriate format with correct grammar, usage, and mechanics. Explain internal factors that may affect future success. Does not identify internal factors that may affect future success. Identifies internal factors that may affect future success.

Explains internal factors that may affect future success. Analyzes internal factors to determine the affect of future success. Explain external factors that may affect future success. Does not identify external factors that may affect future success. Identifies external factors that may affect future success.

Explains external factors that may affect future success. Analyzes external factors to determine the affect of future success. Use SWOT analysis to explain strategies for addressing internal factors. Does not use SWOT analysis to identify strategies for addressing internal factors. Uses SWOT analysis to identify but not to explain strategies for addressing internal factors.

Uses SWOT analysis to explain strategies for addressing internal factors. Uses SWOT analysis to evaluate strategies for addressing internal factors. Use SWOT analysis to explain strategies for addressing external factors. Does not use SWOT analysis to identify strategies for addressing external factors. Uses SWOT analysis to identify but not to explain strategies for addressing external factors.

Uses SWOT analysis to explain strategies for addressing external factors. Uses SWOT analysis to evaluate strategies for addressing external factors. Overview 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. . Write coherently to support a central idea in appropriate format with correct grammar, usage, and mechanics. · Competency 4: Plan strategically. . Describe strategies to use SWOT analysis to improve competitive advantage. · Competency 5: Employ high-performance business management techniques. .

Analyze strengths to determine competitive advantages. . Analyze opportunities that may be leveraged for competitive advantage. . Analyze threats to competitive advantage. · Competency 6: Solve problems within professional standards. . Analyze weaknesses to determine areas for improvement. 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? 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 , 1–16. SHOW LESS Course Library Guide A Capella University library guide has been created specifically for your use in this course.

You are encouraged to refer to the resources in the BUS-FP4993 – Business Capstone Project Library Guide to help direct your research. Bookstore Resources The resources listed below are relevant to the topics and assessments in this course and are not required. Unless noted otherwise, these materials are available for purchase from the Capella University Bookstore . When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation. · Pearce, J. A., & Robinson, R.

B. (2013). Strategic management (13th ed.). New York, NY: McGraw Hill. Assessment Instructions 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.

Conduct an environmental scan in which you focus on both the internal and external factors that could affect your success within your chosen industry. Include in your scan responses to the following. Be sure to use the information from your SWOT analysis to explain how you will address both the internal and external issues. · Internal Factors: What specific things do you need to do in order to achieve the position you would like to have? In other words, what do you need to do to climb the corporate ladder in your industry? · External Factors: Examine the state of the current market or industry. What issues currently exist?

How might these issues influence the future state of the industry? How will these issues affect your long-term and short-term goals? To successfully complete this assessment, you may need to do some research on conducting an environmental scan. Format this assessment as a research paper following current APA guidelines for both style and citing sources, making sure that you also use correct grammar and mechanics. There is no required minimum or maximum page length; however, you should strive to be as detailed as possible in addressing each bullet point, while also being as clear and concise as possible.

Paper for above instructions

Environmental Scan of the Renewable Energy Industry

Introduction

An environmental scan is a critical assessment tool that evaluates the internal and external factors influencing an organization's success. Within the context of the renewable energy industry, this analysis will provide valuable insights into the feasibility and sustainability of ventures within this rapidly evolving sector. This paper will follow a structured format, addressing both internal and external factors critical to success and leveraging a SWOT analysis to inform strategic decision-making.

Internal Factors Affecting Future Success

1. Human Resources and Expertise:
To compete effectively in the renewable energy market, an organization must develop a workforce that is knowledgeable and skilled. Continuous investment in employee training and development is necessary to foster innovation and operational efficiency. Strategic partnerships with educational institutions for research and training programs can enhance the expertise of the workforce (McEwen, 2008).
2. Financial Performance:
Financial stability is significant for companies striving to climb the corporate ladder in renewable energy. Investment in cutting-edge technology, such as solar panels and wind turbines, requires substantial capital. Developing a robust financial plan that includes diverse funding sources—grants, loans, and investor funding—is essential for long-term sustainability (Banham, 2010).
3. Innovation and Technology Development:
The renewable energy sector is marked by rapid technological advancements. Organizations must prioritize research and development to maintain a competitive edge. This can be achieved by fostering a culture of innovation within the company, encouraging ideas from all employees and investing in research initiatives to explore new technologies (Nelson et al., 2012).
4. Operational Efficiency:
Improving operational efficiency is vital in scaling operations and enhancing competitiveness. Utilizing lean management techniques and embracing sustainability in operations can help streamline processes, reduce waste, and minimize costs (Pearce & Robinson, 2013).

External Factors Affecting Future Success

1. Political and Regulatory Environment:
Government policies play a significant role in the renewable energy industry. Favorable legislation, such as subsidies and tax incentives, can drive growth, while stringent regulations may pose challenges. Organizations must stay informed about policy changes and effectively engage in lobbying efforts to ensure their interests are represented (Banham, 2010).
2. Economic Trends:
The state of the economy significantly impacts the renewable energy sector. Economic growth influences investment levels in renewable technologies, whereas economic downturns can lead to budget cuts and reduced funding for sustainability initiatives. Understanding macroeconomic indicators is essential for forecasting and strategic planning (McEwen, 2008).
3. Social Acceptance and Consumer Behavior:
Public perception is becoming increasingly influential in the renewable energy sector. As consumers demand more sustainable options, businesses must prioritize corporate social responsibility strategies (CSR). Companies that align their operations with community values and market their sustainability efforts effectively can strengthen their brand (Nelson et al., 2012).
4. Technological Advances:
Rapid developments in technology mean companies must adapt quickly to changing market conditions. Innovations in energy storage and smart meters are reshaping how energy is produced and consumed. Organizations should maintain a forward-thinking approach to incorporate new technologies into their strategies (Pearce & Robinson, 2013).

SWOT Analysis and Strategic Recommendations

##### Internal Factors SWOT Analysis
- Strengths:
- Highly skilled workforce.
- Innovative culture.
- Weaknesses:
- High operational costs.
- Dependency on government grants.
##### Strategies for Internal Factors:
To address weaknesses, organizations should emphasize cost reduction techniques and diversify revenue streams by exploring alternative income sources like consulting services or community partnerships.
1. Utilizing Strengths for Competitive Advantage:
The skilled workforce can spearhead technological innovations that differentiate the company from competitors. Collaboration with R&D departments can enhance product offerings and optimize existing technology.
2. Addressing Weaknesses:
Cost control measures must be enacted. Implementing lean methodologies and sustainability principles can enhance operational efficiency and reduce waste (Banham, 2010).
##### External Factors SWOT Analysis
- Opportunities:
- Government incentives for renewable energy initiatives.
- Increasing consumer demand for sustainable products.
- Threats:
- Regulatory changes.
- Market saturation from competitors.
##### Strategies for External Factors:
To take advantage of opportunities, firms should aggressively market their technology and sustainability initiatives to attract new clients.
1. Leveraging Opportunities:
Establishing partnerships with governmental agencies can help secure funding and support for renewable projects. Companies should also engage with communities to understand consumer preferences and adjust their offerings accordingly (McEwen, 2008).
2. Mitigating Threats:
Continuous environmental scanning can assist in identifying regulatory changes in advance. This proactive approach will enable faster adaptation to external threats, safeguarding the company’s market position.

Conclusion

The renewable energy industry presents both challenges and opportunities that organizations must navigate to achieve success. By conducting an environmental scan, businesses can identify internal strengths and weaknesses as well as external opportunities and threats. Employing a SWOT analysis supports the development of targeted strategies to enhance competitive advantages and ensure long-term viability. The future success of organizations within this industry will largely depend on their ability to adapt to changing conditions and leverage their resources effectively.

References

1. Banham, H. C. (2010). External environmental analysis for small and medium enterprises (SMEs). Journal of Business & Economics Research, 8(10), 19–26.
2. McEwen, T. (2008). Environmental scanning and organizational learning in entrepreneurial ventures. Entrepreneurial Executive, 13, 1–16.
3. 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.
4. Pearce, J. A., & Robinson, R. B. (2013). Strategic management (13th ed.). New York, NY: McGraw Hill.
5. Jansen, J. J. P., Van den Bosch, F. A. J., & Volberda, H. W. (2005). Managing potential and realized absorptive capacity: how do organizational antecedents matter? Academy of Management Journal, 48(6), 999-1015.
6. Hart, S. L. (1997). Beyond greening: strategies for a sustainable world. Harvard Business Review, 75(1), 66-76.
7. Whelan, T., & Fink, S. (2016). The Comprehensive Business Case for Sustainability. Harvard Business Review, 94(3), 1-10.
8. Lovins, A. (2012). Reinventing Fire: Bold Business Solutions for the New Energy Era. Chelsea Green Publishing Company.
9. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York, NY: Free Press.
10. Rifkin, J. (2011). The Third Industrial Revolution: How Lateral Power is Transforming Energy, the Economy, and the World. Palgrave Macmillan.