List 10 significant developments or changes in an organization's competitive or market environment that might be discovered by a good strategic monitoring program.

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Changes in customers' demands for products and product features.

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New technologies that have become available in the industry and, of these, those which are essential to maintain competitive position.

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Increase or slowing in the pace of economic growth in our markets served.

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Competitors' reactions to the organization's strategies.

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New strategies initiated by competitors. Other actions, strategic or otherwise, by them that threaten the viability or success of our strategies or create opportunities for us to initiate successful new strategies.

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New competitors that have entered the industry or existing competitors that have departed?

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New products/services introduced to the market or existing products dropped.

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New substitute products/services that have been introduced to the markets.

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New market segments that have emerged in the overall market.

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Any competitors' strengths that have become weaker or weaknesses that have become stronger.

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Any of our own strengths that have become weaker or weaknesses become stronger.

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New opportunities that have emerged in the industry or markets.

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New threats that have emerged in our industry or markets.

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Evidence of new demographic trends that may affect the size or preferences of the customer base, shrink or expand the markets, or create entirely new markets.

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New laws enacted, court rulings issued, or governmental administrative decisions rendered that create legal doubts about some features of our strategies or that free up new courses of strategic action that previously seemed blocked.

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Organization appears to be moving closer to or farther away from its long-term/fundamental strategic objectives.

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In light of changes in external environmental conditions and in the resources and competencies that it can apply to strategic initiatives, does its current vision and mission still makes sense.

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Any key people left the organization, upon whom the strategies depend. New people joined the staff with competencies that make new strategies possible.

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Conditions in the markets for financial capital (debt and equity) changed sufficiently for it to consider raising additional capital to fund new, more expansive strategies.

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As strategies were implemented, gaps or failings discovered in the competencies thought to be possessed.

List 10 Significant Developments or Changes in an Organization's Competitive