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External Influences
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External influences are factors outside a business's control that affect its activities and success. They can change costs, demand, revenue, profits and the business's chances of success.
External influences can be positive or negative. A change can create an opportunity, such as new customers or lower costs, or a threat, such as higher costs or falling demand. The same change can affect two businesses in different ways, so a business has to judge what it means for its own products and customers.
The main external influences
| Influence | What it includes | Possible effect on a business |
|---|---|---|
| Technology | New equipment, software, systems and ways of working | A bakery's new stock software reduces wasted ingredients and changes how staff order supplies. |
| Legislation | Laws and regulations that businesses must follow | A new safety rule means a skateboard shop must train staff and keep records. |
| Economic climate | Changes in interest rates, exchange rates, inflation, unemployment and economic growth | Higher inflation pushes up a café's ingredient costs while leaving its customers with less spare cash to spend. |
The economic climate means the state of the economy, not the natural environment or the weather. Legislation includes laws and regulations that every business must follow, whatever its size.
Because these influences come from outside, a business cannot stop them happening. It can, however, monitor them: watching news, prices, laws and customer behaviour so it can anticipate change and respond in time. This matters because an external influence can force a business to change its products, processes, prices, staffing or plans. For example, a new allergen labelling law may force a sandwich shop to reprint menus, retrain staff and change suppliers, which costs time and money. The effect is not automatic: it depends on how big the change is, how long the business has to prepare and how much of its trade depends on the affected products.
An external influence is a change outside a business's control, such as new technology, a new law or a shift in the economy. A business cannot stop the change, but it can respond by adjusting how it operates.
Adapting the marketing mix
A business may change its product or service to meet new customer needs, and change prices to protect demand or cover higher costs. It can change promotion to stress value, give customers information or target a different group. It can also change how products are sold or distributed so they reach customers more easily. For example, a small bike shop facing more online competition might add a repair service, promote it to local commuters and sell accessories through its website.
Changing operations, people and money
To improve efficiency, a business can change production methods, equipment or systems. It may train existing staff or recruit people with the skills the change requires. It can change suppliers, materials or components to control costs or meet new standards. It may also change staffing levels or working practices to cut costs or access needed skills.
Financial plans may change too: a business might delay investment, borrow money or manage cash flow more carefully. It can adjust stock levels or product ranges to match expected demand.
Planning the response
When a change is complex or outside the business's expertise, it may seek specialist advice from an accountant, solicitor or IT consultant. This costs money but can prevent expensive errors. A response may be short-term, such as a temporary discount, or long-term, such as buying new machinery. One response can affect more than one part of the business, so choices are linked rather than separate.
Evaluating a response means judging whether the action a business takes to an external change is worthwhile, not just describing what it does. There is no single best response: it depends on the size and nature of the change, the business's resources, its objectives, its customers and its competitors. A sudden, large change usually demands a bigger response than a small, gradual one.
Responding can be expensive and risky, so a business compares the likely costs and benefits. A nursery chain with three sites facing a new law on staff-to-child ratios might hire more staff, cut the number of places or delay opening a fourth site. Hiring protects its registration and reputation but raises wage costs every month; cutting places reduces wage costs but loses fee income. The right choice depends on its cash reserves and objectives.
Weighing short-term and long-term effects
Evaluation means considering positive and negative effects, both the short and long term, and the circumstances of the business.
| Decision | Short-term effect | Long-term effect |
|---|---|---|
| Respond | Cost of training, equipment or new procedures; disruption | Lower legal risk, stronger reputation, maybe new customers |
| Do not respond | Saves money and avoids disruption | Risk of fines, lost customers or closure if the change matters |
If the change has little effect, or a response would cost more than the damage it prevents, a business may decide not to respond. That is a judgement, not laziness: it may be the cheapest sensible option.
Why the same response succeeds or fails
Success depends on the business's financial position, its size, brand strength, what competitors do and how customers react. A well-known business with strong cash reserves can fund a response and build trust; a small firm with little spare cash may struggle even with a sensible plan. Failure to respond can mean lost customers, higher costs than rivals that respond, legal penalties, reputational damage or closure. An effective response can gain competitive advantage, protect reputation or help the business survive; a poor one can lose sales or create legal and financial problems.