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chose at least 4 posting and reply in 75 words for each follow-up response thus include critical analysis, and be supported by the relevant in-text citations and reference sources.
That will be a total of 4 paragraphs
chose any activity but at least two replies for activity 1 and two replies for activity 2
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Learning
Ac�vity #2: Gordon
Caitlyn Gordon posted Jan 25, 2018 9:33 AM Subscribe
FE – Key Internal
Factors
Strengths Weight Ra�ng Weighted Score
One of the top ten
companies in the
industry
12% 1 0.1
2
Strong Sales and
Distribu�on Network
9% 4 0.36
Solid Global Presence 6% 3 0.18
Partnership in HIV
Research
13% 3 0.39
Industry Consolida�on 5% 4
0.2
Weaknesses
Loss of profit from various
types of products not
allowed in some of the
coun�es.
8% 3
0.2
4
Brand Image controversies
with drug addic�on
7% 2 0.14
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Insufficient number of
vaccines available for
certain virus/disease
strands
15% 1
0.15
Expira�on of products
that have no been sold to
the market yet.
10% 1
0.10
Economic slowdown in
their main
market
(European)
13% 2 0.26
Totals 1.0
(Leave this cell
blank)
2.14
1. Why did you choose those strengths and weaknesses?
For the weaknesses in the table, they were chosen based on what GSK needs to improve on and keep up with its compe�tors. Drug addic�on
has become a serious issue not only in the USA but around globe. There is more and more stories being promoted about the horrors of drug
addic�on and pharmaceu�cal companies have to deal with their name being thrown into the mix. Another area of concern is insufficient
vaccines available. in 2017, GSK had shortage of two vaccines, Hep B and Hep A. The shortage has actually rolled into the first half of 2018
(Palmer, 2017). Compe�tors are given the ability to move in on that shortage and put their name out into the industry with their supplies for
those vaccines.
As for the strengths, GSK has global presence. The company is in a hundred and sixty countries. GSK has a large reach for their products and
research. Consumers know GSK’s brand because of this large reach. The popularity of the brand has also fostered a partnership in HIV research
with an American pharmaceu�cal company. This means GSK will have more supporters in their product and more money behind their research
(“How are we redefining research in HIV?”,
n.d.).
1. What do the respec�ve weighted IFE scores mean for that organiza�on from a strategic planning
viewpoint?
IFE weighted scores have the same meaning as the EFE matrix. The humber between 100% and 0% is how important the factor is for that
par�cular company. The ra�ngs for the IFE matrix are based on a scale from 4‐1(Jurevicius, 2014). A ra�ng of a four would mean that is major
strength. GSK is increasing its reach or global presence at an alarming rate because of industry consolida�on. The pharmaceu�cal industry is
very tough to keep up with and requires alarming amount of funds. Companies are falling to the side and giving mega‐companies like GSK the
room to spread their presence. The shortage of the Hep B vaccine due to a produc�on issue really affected the company this year. Millions of
people across the globe were not about to receive this vaccine and the trust with its consumers for healthcare solu�ons fell. In 2018, GSK is
star�ng this year at an extreme low and needs to improve the issues with its produc�on and distributors to regain that trust with its buyers.
This should be GSK first goal in its strategic planning. They need to ensure this issue will not occur again or at the same size.
2. What are some strategic implica�ons by inferring based on the total weighted scoresthat are derived from the IFE matrix respec�vely?
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GSK received a below average score for IFE matrix. The average is 2.5. Fortunately or Unfortunately, depending how you want to look at it, the
pharmaceu�cal companies do not really have to worry about that low score. The industry is becoming a monopoly very quickly. These
companies have almost the sole power in pricing their products which means if the company is not making the amount of money it was
projected to make, a simple raise in price would bring more profits. An ar�cle wri�en last year, stated that pharmaceu�cal companies are “high
fixed low‐cost marginal industry” (Ginsburg, 2017). When it comes to implemen�ng strategic goals, simply have to decide how much money to
allocate to Rand D (research and development). Then promote their less‐produc�on cost drugs to the market to make huge profits.
Resources
How are we redefining research in HIV?. Gsk.com. Retrieved 25 January 2018, from h�ps://www.gsk.com/en‐gb/behind‐the‐science/our‐
people/how‐are‐we‐redefining‐research‐in‐hiv/
Ginsburg, R. (2017). Pharmaceu�cal industry profits and research and development. Brookings.
Retrieved 25 January 2018, from
h�ps://www.brookings.edu/blog/up‐front/2017/11/17/pharmaceu�cal‐industry‐profits‐and‐research‐and‐development/
Jurevicius, O. (2014). Why you need to know about IFE & EFE Matrices. Strategic Management Insight. Retrieved 25 January 2018, from
h�ps://www.strategicmanagemen�nsight.com/tools/ife‐efe‐matrix.html
Palmer, E. (2017). Merck and GlaxoSmithKline produc�on issues lead to global shortage of hepa��s B vaccine | FiercePharma.
Fiercepharma.com. Retrieved 25 January 2018, from h�ps://www.fiercepharma.com/manufacturing/merck‐and‐gsk‐produc�on‐issues‐lead‐to‐
hepa��s‐b‐vaccine‐shortage‐globally
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LA 1
Cassandra Caster posted Jan 24, 2018 1:47 PM Subscribe
EFE – Key External Factors
Opportuni�es Weight Ra�ng Weighted Score
https://www.gsk.com/en-gb/behind-the-science/our-people/how-are-we-redefining-research-in-hiv/
https://www.brookings.edu/blog/up-front/2017/11/17/pharmaceutical-industry-profits-and-research-and-development/
https://www.strategicmanagementinsight.com/tools/ife-efe-matrix.html
https://www.fiercepharma.com/manufacturing/merck-and-gsk-production-issues-lead-to-hepatitis-b-vaccine-shortage-globally
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1. Increased Awareness for Environment 0.20 3 0.60
2. Tax credits available 0.15 4 0.60
3.EPA limits on power plants
0.15 2 0.30
4. Poten�al market growth for farmers
0.05 1 0.05
5.Government’s willingness to turn to wind energy
as a solu�on.
0.15 2 0.30
Threats
1. Shipping costs are increasing due to rising
minimum wage.
0.10 2 0.20
2.Availability and amount of adver�sing for solar
power.
0.15 1 0.15
3.Increased availability of informa�on on wind
power could lead to more compe��on within the
industry.
0.05 1 0.05
Totals for EFE 1.0 2.25
One of the biggest opportuni�es for the Wind Turbine industry is the increased awareness for the state of
the environment. People are understanding that fossil fuels are leading to climate change and are looking
towards other methods of energy, such as solar and wind. This creates a huge opportunity for the wind
turbine business to increase sales and profits. Another opportunity is that tax credits and rebates are
offered on small wind turbine equipment and installa�on. This helps Bergey market to their customers to
save money, not only by using wind energy, but to get the product delivered and installed (Bergey, n.d.).
Another opportunity for both Bergey and the wind turbine industry is the EPA’s Clean Power Plan that
imposes a limit on the amount of carbon dioxide pollu�on that power plants can emit in the
United States
(American Wind Energy Associa�on, n.d.). This opens up the possibility of wind companies partnering with
larger associa�ons and power plants to generate energy in other ways. The next opportunity for Bergey, is
the poten�al market growth that may be available for farmers. Farmers are always looking for ways to cut
their costs while providing a great, reliable product to their customers. Using wind energy could be one way
to not only save money in the short term, but could be increasingly reliable moving forward. The last
opportunity that I would like to discuss is the government’s willingness to turn to wind energy as a solu�on.
Government agencies such as the FAA are already using wind turbines to help power remote loca�ons. If
wind turbine companies can increase the number of government agencies that use their technology, it can
create more business customers, as well as individual customers.
One of the biggest threats for the Wind Turbine industry is the increasing shipping costs to due rising
minimum wages across the country. Shipping for wind turbines is already a daun�ng task, with large pieces
of equipment that require special care and installa�on. As shipping costs increase, it could result in a higher
cost to the customer, driving them away from wind power and shi�ing to solar power. Another threat to the
wind industry is the availability of solar power and the amount of adver�sing that is in place for solar
power
companies. In the past few years, the number of solar energy companies have sky‐rocketed, and companies
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are placing a ton of adver�sements that show how easy it is to install solar. Another threat to the industry is
the increased availability of wind‐powered opera�ng informa�on. This could lead to other companies
crea�ng addi�onal, more efficient machines and more compe��on for Bergey.
When using an EFE matrix, each strength and weakness is given a weighted score based on a scale
between 1 and 4. A 2.50 ra�ng means that a company is coping with its external environment, whereas 1 is
not‐coping and 4 is excelling. (Capps, Glissmeyer, 2012). The overall score for Bergey was a 2.25. This
number means that Bergey is coping with its external environment, just not as efficiently as other
companies.
References
American Wind Energy Associa�on. (n.d.). Wind energy ready as a solu�on to climate change. Retrieved
from h�ps://www.awea.org/epa‐regula�ons
Bergey. (n.d.). Bergey WindPower. Retrieved from h�p://bergey.com/
Capps, C., Glissmeyer, M. (2012). Extending the compe��ve profile matrix using internal factor evalua�on
and external factor evalua�on matrix concepts. Journal of Applied Business Research. Vol.28, 5.
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Last post 9 hours ago by
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Tran
LA 2
Cassandra Caster posted Jan 24, 2018 1:48 PM Subscribe
IFE – Key Internal Factors
Strengths Weight Ra�ng Weighted Score
1. “Wind School” 0.10 2 0.20
https://www.awea.org/epa-regulations
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2.Interna�onal Projects 0.15 3
0.45
3.Offer both grid‐�ed and off‐grid op�ons 0.15 4 0.60
4. Longest Warranty in the industry 0.30 4 1.20
Weaknesses
1. Inability to purchase a turbine through Bergey. A
cer�fied dealer needs to be contacted
0.10 2 0.20
2.Only manufacture small wind turbines. 0.10 2 0.20
3.Li�le Background informa�on provided on website 0.10 1 0.10
Totals 1.0 2.95
I used “Wind School” as one strength for Bergey. This is an online por�on of their website that helps
customers learn more about their product, retrieve wind maps, and training material on how to operate their
wind turbines. This is a strength because it gives customers (and poten�al customers) a place to go for
answers, advice, and exper�se on the product. Marke�ng to residen�al and small business customers means
that people want to spend less �me and save money. Their Wind School gives customers the opportunity to
learn as much as they can (or want) in a short amount of �me. Another strength for Bergey are the
interna�onal projects that they par�cipate in. This helps to raise awareness for their company, all over the
world. This also helps to raise awareness on the availability of wind energy systems. The next strength,
offering both grid‐�ed and off‐grid op�ons, is a strength for Bergey in that it provides flexibility for
customers. Bergey’s installers can �e the wind turbines into the service panel in customer’s homes. The off‐
grid systems provide remote power solu�ons that are currently used by the FAA in Alaska (Bergey, n.d.). The
last strength that Bergey has is the warranty on their product. The warranty that Bergey offers on their
turbines is one of the longest in the industry (Bergey, n.d.). This shows that Bergey is willing to stand by the
products that they produce and expect customers to be happy with the product because it lasts.
One of the weaknesses to purchasing a bergey unit, is that customers must find the Bergey company and
then locate a cer�fied dealer to purchase a unit from. This creates addi�onal research that a poten�al
customer needs to complete, as they will research the Bergey company, and the dealership
company.
Another weakness of Bergey, is that they only offer small wind turbine solu�ons. They specialize in turbines
for homes, farms and small businesses, however, they currently do not offer large scale wind turbine
solu�ons. Not having this ability, limits Bergey in the types of companies that they can do business with. If
they were able to create a larger turbine that can operate efficiently, they can expand their business to
larger corpora�ons that may be interested in the technology. The final weakness to Bergey is the lack of
availability on background informa�on. Prior to doing research, I had no idea what Bergey was, how it was
formed, or where it was located. On their website, they have informa�on about the key contributors to the
company, but not a lot of informa�on regarding the forma�on of the company, any large contracts that they
currently have (or were previously completed) or why the company was started.
When using an IFE matrix, each strength and weakness is given a weighted score based on a scale between
1 and 4. A 2.50 ra�ng means that a company is coping with its internal environment, whereas 1 is not‐
coping and 4 is excelling. (Capps, Glissmeyer, 2012). The score that Bergey received was a 2.95, which
means that they are successfully coping with its internal environment.
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References
Bergey. (n.d.). Bergey WindPower. Retrieved from h�p://bergey.com/
Capps, C., Glissmeyer, M. (2012). Extending the compe��ve profile matrix using internal factor evalua�on
and external factor evalua�on matrix concepts. Journal of Applied Business Research. Vol.28, 5.
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Last post 9 hours ago by Sanh Tran
Learning Ac�vity #2
Danielle Hardy posted Jan 24, 2018 2:35 PM Subscribe
Macure Pharma is a privately owned company that operates primarily in‐house. They have various
distributors across the Denmark region, giving them availability and flexibility when it is necessary. The
company is smaller as compared to their compe�tors, making the decision making quicker and easier for
process improvements or implementa�ons (Macure Pharma, n.d.).
IFE (Internal Factor Evalua�on) Matrix
Strengths Weight Ra�ng Weighted Score
Trusted by the public .20 3 .60
Network of distributors .20 3 .60
Interna�onal partnerships .10 1 .10
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Weaknesses Weight Ra�ng Weighted Score
Not a large product por�olio .15 2 .30
Smaller compared to compe��on .20 1 .20
Limited research and development .15 2 .30
Totals for IFE 1.0 ‐ 2.10
A. Trusted by the public – customers are more likely to stay loyal to a company they trust, and knows
delivers on their promises.
Network of distributors – the company’s network of distributors is strategically geographical, making
business more flexible and easier to operate.
Interna�onal partnerships – If there are external factors that impact Denmark, or Europe in general, there
are s�ll opportuni�es available globally.
Small product por�olio/smaller company/limited research and development – Since the products provided
are already limited, if compe�tors enter these markets, it will be more difficult to maintain sales. This is also
impacted by the size of the company, funds are already limited towards research and development of new
products.
B. Weigh�ng was distributed fairly, for the most part. The fact they are a small trusted company, creates
a loyal customer base. Especially since there are various facili�es that can deliver products on �me,
anywhere. These are their strongest assets. On the other hand, their greatest downfall is that they
are smaller compared to compe��on and their internal aspects may not be able to weather external
factor changes such as healthcare reform or a recession as well as their compe��on (Macure Pharma,
n.d.).
C. Strategically, the company has the ability to maintain sales and valuable rela�onships with their
customers and distributors. It would behoove them to increase the products that they over and get
involved in more sectors of the pharmaceu�cal industry for support.
References:
Macure Pharma (n.d.). “About us.” Retrieved from h�p://www.macurepharma.com/about
http://www.macurepharma.com/about
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Learning Ac�vity #1
Danielle Hardy posted Jan 24, 2018 2:35 PM Subscribe
Macure Pharma is a pharmaceu�cal company based out of Denmark. The strongest external factors that
influence the company are technology and suppliers. Con�nuous research and development efforts drive
the expansion of the technology and informa�on that is available to the industry. This technology impacts
the innova�ons of medicine, and impact the ability of suppliers to provide the necessary medicines at
compe��ve pricing (Macure Pharma, n.d).
EFE (External Factor Evalua�on) Matrix
Opportuni�es Weight Ra�ng Weighted Score
Development in a new niche market .10 2 .20
Increased efficiency of manufacturing .15 2 .30
Technological improvements .15 3 .45
Acquiring a supplier as a subsidiary .05 1 .05
Increasing awareness of promo�ng
good health
.05 2 .10
Threats Weight Ra�ng Weighted Score
Changes in healthcare regula�ons .15 3 .45
Increase in taxes .05 2 .10
Availability of new pharmaceu�cals .10 2 .20
Changes in customer
viewpoints/beliefs
.05 1 .05
Global compe��on .15 2 .30
Totals for EFE 1.0 ‐ 2.20
A. Development in a new niche market – Many pharmaceu�cal companies in Europe specialize in
par�cular drugs, if they are able to acquire another niche drug, profits will likely increase (Macure
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Pharma, nd.).
Increased efficiency of manufacturing/Technological improvements – If the company is able to become
more efficient and acquire new technologies, the cost of produc�on will decrease, increasing profits.
Acquiring a supplier as a subsidiary – If Macure Pharma acquires one of their suppliers, then the profits will
become theirs, and costs will decrease.
Increasing awareness of good heath – If the public increases their awareness about the importance of good
health, then profits for pharmaceu�cals will increase
Changes in healthcare regula�ons or taxa�on ‐ If regula�ons were to change, coverage will likely change,
which could deter purchases of specific drugs just as taxes will increase costs.
Availability of new pharmaceu�cals – New drugs will bring compe�tors into the market, which could
possibly decrease sales.
Changes in customers’ viewpoints – If the public’s opinion of pharmaceu�cal companies change for the
worse, sales will decrease.
Global compe��on – If foreign companies enter the European market, they could offer drugs at a cheaper
price, driving down sales.
B. Based on the weights I allocated to the factors above, Macure Pharma’s opportuni�es are heavily
based on innova�ons in technology, new techniques, and process improvement. The greatest threats
are a�ributed to changes in policies and the entrants of compe�tors from foreign countries. Their
strategy should focus on maintaining innova�ve prac�ces in order to decrease the threat of new
entrants.
C. Macure Pharma has the ability to adapt to new technological changes, in order to stay compe��ve
with exis�ng companies. This is something they have been doing for years, and it is unlikely that this
will change. Unfortunately, involvement in a new drug niche is not a tac�c they are familiar with, but
it would give them a stronger share of the en�re pharmaceu�cal market. Also, global compe��on is
limited at this point in �me, so if foreign companies were to enter, Macure Pharma would have to
adapt to the best of their abili�es (Macure Pharma, n.d.).
References:
Macure Pharma (n.d.). “About us.” Retrieved from h�p://www.macurepharma.com/about
http://www.macurepharma.com/about
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Last post 17 hours ago by
Euriviades Beltre
Week 3 Learning Ac�vity 2 ‐ BELTRE (Suzlon)
Euriviades Beltre posted Jan 25, 2018 4:27 AM Subscribe
IFE – Key External Factors (Suzlon Windmill)
Strengths Weight Ra�ng Weighted Score
Produc�on of new equipment 0.6 3 1.8
Customer service concerns 0.4 2 0.8
Social Responsibility 0.9 4 3.6
Consistent top line growth 0.12 4
0.48
Experienced Management 0.5 3 1.5
Weaknesses
Concerns with workplace 0.9 2 1.8
High debt obliga�ons 0.6 5 3.0
Unfunded employee post‐re�rement benefits 0.3 2 0.6
Overdependence on the North American market 0.7 5 3.5
Technology Training
0.2 3 0.6
Totals for EFE 5.22 17.68
Suzlon Energy Ltd. Is having an integrated business model that they don’t have to go to other suppliers for
raw products. They have very good ver�cal integra�on for suppor�ng their produc�on ac�vi�es. So, they
don’t have to be dependent for supplies. They are having enough in‐house technology development
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capabili�es as they have skilled employees so that they can design their products of their own. They don’t
have to go to outsider experts for designing the products. As Suzlon has a global presence, it produces the
products which can be used globally. Though it is not that much technically developed as compared to other
global players, but its products can work at global level also. Suzlon as a market leader don’t have that much
efficient opera�on management team. We can say this because there are many complaints of customers
regarding their opera�ng staffs who provide a�er sales service and it is also looking up to some extent in
opera�ng the business. So proper implementa�on of strategies is lacking.
Reference:
Suzlon. (n.d.). About Suzlon. Retrieved from h�p://www.suzlon.com/about/company
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Week 3 Learning Ac�vity 1 ‐ BELTRE (Suzlon)
Euriviades Beltre posted Jan 25, 2018 3:49 AM Subscribe
EFE – Key External Factors (Suzlon Windmill)
Opportuni�es Weight Ra�ng Weighted Score
Expand market globally 0.9 3 2.7
Provide delivery 0.6 1 0.6
Product diversifica�on 0.8 2 1.6
Improve service quality 0.8 2 1.6
Product innova�on 0.8 3 2.4
Threats
Many strong compe�tors 0.9 2 1.8
http://www.suzlon.com/about/company
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Rising price in resource influence products cost 0.9 3 2.7
Rela�onship with suppliers 0.6 2 1.2
New entrants in the industry 0.5 3 1.5
Not engage with customers 0.6 2 1.2
Totals for EFE 7.4 23 17.
3
Suzlon has enabled effec�ve integra�on of the departments with standardized audit methods, plans and
schedules. To enhance responsiveness to management, a preven�ve ac�ons and report to all stakeholders
about the scope for improvement on a con�nual basis has been adopted. The center is focused on
developing the best blades and control systems in the industry, and integra�ng Suzlon’s aerodynamic, loads
and new structures research across
the company.
Reference:
Suzlon. (n.d.). About Suzlon. Retrieved from h�p://www.suzlon.com/about/company
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Week 3 ‐ LA 2 ‐ Jared Ubben
Jared Ubben posted Jan 25, 2018 8:26 PM Subscribe
Company: GE Wind Turbines
Requirement 2: Discuss briefly some relevant corporate background informa�on about that company in
regards to its internal environment.
GE is a MNC that is recognized worldwide a leader manufacturer of appliances, technology, avia�on and
energy providers. In 2009 it was named the largest company in the world by Forbes Magazine. “GE has
consistently been the dominant manufacturer of wind turbines installed in the United States since it
purchased Enron’s wind business (formally Zond) in 2002. Between 2005 and 2015, GE’s average annual
share of installed capacity was 44%, or 2.7 GW per year”. (eia.gov, 2016).
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Requirement 3: Determine at least 3 internal factors as “strengths” and 3 other internal factors as
“weaknesses”.
Strengths
1. In‐House Technologies
2. Global Recogni�on
3. Diversified Product Line
Weaknesses
1. Can only be used in certain geographical
areas
2. S�ll high demand for
Fossil fuels
3. Dependence on suppliers of raw
materials
Requirement 4: Compile an Internal Factor Evalua�on (IFE) Matrix (with specific internal factors, weights,
scores, and weighted scores) as an analy�c tool for technically evalua�ng the focal company.
IFE (Internal factor evalua�on)
IFE – Key Internal
Factors
Strengths Weight Ra�ng Weighted Score
In‐House Technologies 0.15 3 0.45
Global Recogni�on 0.25 4 1
Diversified Product Line 0.2 4 0.8
Weaknesses
Can only be used in
certain geographical
areas
0.1
2
0.2
S�ll high demand for
Fossil fuels
0.2 3 0.6
Dependence on
suppliers of raw
materials
0.1
2
0.2
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Totals 1.0 (Leave this cell blank) 3.25
Requirement 5:
d. Why did you choose those strengths and weaknesses?
(Please keep in mind you need to discuss at least 3 suppor�ng reasons for each of these respec�ve factors.)
Strengths
1. In‐House Technologies ‐ Not having to outsource technology research and development can keep the
technologies under one roof. By not allowing compe�tors to have access to the technology the GE has,
gives them a leg‐up on the compe��on.
2. Global Recogni�on ‐ The recogni�on the GE brand has enables it to stand out amongst compe�tors. It
allows them to have pricing power with their products, changing slightly more than compe�tors who may
carry the same products, but can’t do so because of the brand recogni�on.
3. Diversified Product Line ‐ GE is the only company to offer an oceanic wind turbine. It carries a total of 9
turbines that can meet almost any clients needs. This sets them apart from other companies offering a
smaller product line.
Weaknesses
1. Can only be used in certain geographical areas ‐ Strong winds are not a condi�on that happens
everywhere. To get the most use out of a turbine they must be placed in areas where high winds are normal.
2. S�ll high demand for Fossil fuels ‐ This cuts into the demand for their wind turbine products. Much of the
world runs off burning fossil fuels and with he tax cuts fossil fuels are ge�ng from the government, it will
be tough for renewable energies to keep their prices low while their being taxed more.
3. Dependence on suppliers of raw materials ‐ When a company is dependent on the raw materials they are
subject to the bargaining power to shi� to the supplier. When this happens, it leaves the door open to pay
more for their materials as the suppliers know it is necessary for GE to operate.
e. What do the respec�ve weighted IFE scores mean for that organiza�on from a strategic planning
viewpoint?
The diversity of products GE produces is what helps to keep their name as globally recognized as it is.
According to the IFE, this is a high scoring strength and will help them in any product sector they enter. The
strategic panning of GE should remain to diversify their product line. It sold also look to build rela�onships
with their suppliers and the supply chain. This will help to keep prices of raw materials low and in the end,
keep the prices of their products to customers low.
f. What are some strategic implica�ons by inferring based on the total weighted scores that are derived
from the IFE matrix respec�vely?
The strategy formula�on that can be used from the IFE is to focus on the highest rated strengths and
weaknesses. The score is at 3.25 which indicates the company is strong internally. That being said, it can
focus more on the external func�ons in the industry.
References:
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U.S. Energy Informa�on Administra�on ‐ EIA ‐ Independent Sta�s�cs and Analysis. (2016, November 28).
Retrieved January 25, 2018, from h�ps://www.eia.gov/todayinenergy/detail.php?id=28912
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Week 3 ‐ LA1 ‐ Jared Ubben
Jared Ubben posted Jan 25, 2018 8:24 PM Subscribe
Company: GE Wind Turbines
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Requirement 3: Discuss briefly some relevant background informa�on about that company and its industry
in regard to its external environment.
GE Wind turbines operates in a growing industry that is being pushed by the need to move away from fossil
fuels. As more research comes forward about the damaging affects fossil fuels have on the environment,
ci�es, governments and even individuals are wan�ng a cleaner alterna�ve.
“As of the end of 2015, just three manufacturers— General Electric (GE), Vestas, and Siemens—accounted
for 55 gigawa�s (GW), or 76%, of installed wind genera�ng capacity in the United States”. (eia.gov, 2016).
With the minuscule number of compe�tors, GE is one of three companies who are compe�ng against each
other in the growing
market.
Requirement 4: Determine at least 5 external factors as “opportuni�es”, and 5 other external factors as
“threats”.
Opportuni�es
1. American market moving towards
renewable energy
2. The “Go Green”
movement
3. More infrastructure for
renewable energies
4. More regula�on from EPA to produce cleaner
emissions
5. More research and development in green
technologies
Threats
1. Discovery of more oil
fields
2. Government tax regula�ons making it more difficult for turbine industry
3. High cost to enter market
4. Technology Risk
5. Objec�on to wind power
Requirement 5: Compile an External Factor Evalua�on (EFE) Matrix (with specific internal factors, weights,
scores, and weighted scores) as an analy�c tool for technically evalua�ng the focal company.
EFE (External Factor Evalua�on) Matrix
EFE – Key External
Factors
Opportuni�es Weight Ra�ng Weighted Score
market moving towards
renewable energy
0.15
3
0.45
The “Go Green”
movement
0.10 4 0.4
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More infrastructure for
renewable energies
0.10 3 0.3
More regula�on from
EPA to produce cleaner
emissions
0.07
2
0.14
More research and
development in green
technologies
0.14
2
0.28
Threats
Discovery of more oil
fields
0.11 2 0.22
Government tax
regula�ons making it
more difficult for turbine
industry
0.15
3
0.45
High cost to enter
market
0.08 1 0.08
Technology Risk 0.04 1 0.04
Objec�on to wind
power
0.06 1 0.06
Totals for EFE 1.0 (Leave this cell blank) 2.42
Requirement 6:
a. Why did you choose those opportuni�es and threats?
(Please keep in mind you need to discuss at least 3 suppor�ng reasons for each of these respec�ve factors.)
Opportuni�es
1. American market moving towards renewable energy ‐ I live in Las Vegas and the due to the shortage of
water, every hotel/casino has to provide a 3‐year water‐saving plan. More ci�es are becoming green with
solar, wind and hydro power. This has a huge affect on the fossil fuel as well as the renewable energy
market.
2. The “Go Green” movement ‐ People from every state are looking to reduce their footprint and one way to
do that is to use renewable energy. From re‐usable grocery bags to riding their bike to work, the Go Green
movement is making an impact.
3. More infrastructure for renewable energies ‐ With renewable energies becoming more widely used, the
technology and infrastructure side of things is growing.
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4. More regula�on from EPA to produce cleaner emissions ‐ With the EPA pu�ng stricter regula�ons on the
amount of emissions companies can produce, they are forced to look to alterna�ve forms of energy. By
doing this, it helps the wind turbine industry as it is one of the alterna�ves companies are looking towards.
5. More research and development in green technologies ‐ With more people going to school for green
energies there is more resources available to companies than there were 20 years ago. The more research
that is being done is helping grow the technologies to perfect the way the energy is harnessed.
Threats
1. Discovery of more oil fields ‐ With more oil fields being discovered, this can lead to more money being
put towards oil and less going towards clean energy.
2. Government tax regula�ons making it more difficult for turbine industry ‐ By taxing the wind turbine
industry causes the companies to raise their prices to customers.
3. High cost to enter market ‐ This will affect any new entrants in the market. The coast of the materials is
high as well as crea�ng new technologies to be�er use them.
4. Technology Risk ‐ With the technology changing so fast, old turbines must be shut down or updated. This
is a costly endeavor.
5. Objec�on to wind power ‐ Some people don’t want a giant wind turbine “in their backyard”. They must be
approved by local governments before being approved for installa�on.
b. What do the respec�ve weighted EFE scores mean for that organiza�on from a strategic planning
viewpoint?
GE is seeing more opportuni�es than threats as the totals for the poten�al opportuni�es outweigh the
poten�al threats. To plan they should focus more on the opportuni�es as they are weighted heavier which
means they have more impact on the organiza�on. Planning should also be put on the threats to secure
their posi�on in the market, but more focus and planning should be out on the opportuni�es.
References:
U.S. Energy Informa�on Administra�on ‐ EIA ‐ Independent Sta�s�cs and Analysis. (2016, November 28).
Retrieved January 25, 2018, from h�ps://www.eia.gov/todayinenergy/detail.php?id=28912
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O� Learning Ac�vity 2
Jus�n O� posted Jan 24, 2018 2:40 AM Subscribe
Maersk Lines is one of the oldest shipping companies in the world with its incep�on in 1904. Since 1904, it
has also managed to become the world’s biggest shipping company. Maersk has 630 vessels available to
transport shipping containers and has a vessel pulling into port every 15 minutes. This has led to Maersk
being by far the most recognizable and most seen brand in the container shipping industry. (Why Maersk
Line, N.D.). With the above being said, Maersk also had opera�ng losses in the year 2017 along with the
fact that they were competeing in a saturated market. Lastly in 2017 Maersk was cyber a�acked which
showed the Maersk is greatly affected by technology disrup�ons.
IFE (Internal factor evalua�on)
IFE – Key Internal
Factors
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Strengths Weight Ra�ng Weighted Score
Brand Iden�ty .2 4 .8
Highest Market Share
.2 3 .6
Biggest number of ships
.1 3 .3
Weaknesses
Opera�ng cost Losses
in 2017
.2 2 .4
Saturated Market .1 2 .2
Greatly affected by
technology disrup�ons
.2 2 .4
Totals 1.0 (Leave this cell blank) 2.7
Strengths:
Brand Iden�ty: Maersk Line has built up a brand iden�ty that is known around the world by even those not
familiar with the container shipping industry. This brand iden�ty o�en makes them the first choices for
customers wan�ng to ship their containers. I choose a 4 ra�ng for Maersk because they have created a
brand Iden�ty that is second to none within the industry (Investor Rela�ons ,N.D.).
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Highest Market Share: Maersk Line has the highest market share in the market currently, but recently
changed their sights from maximizing increases in market share to maximizing profits. This change increased
Maersk’s overall profits but caused a slight loss of market share by the end of 2017. In the end Maersk s�ll
holds a significant market share over its nearest compe�tor and that is why I rated it a 3 (Investor Rela�ons
,N.D.).
Biggest number of ships: Maersk Line has many more ships then its nearest compe�tor. Maersk has been
maximizing this advantage by building new more efficient and higher capacity ships to add to their fleet,
while removing old and inefficient one making Maersk’s fleet of vessels the newest fleet in the industry.
Maersk is also maximizing the use of those vessels by having only 4 currently not opera�ng. These reasons
are why I rated Maersk a 3 (Investor
Rela�ons ,N.D.).
Weakness:
Opera�ng cost Losses in 2017:Maersk sustained opera�ng cost loses in 2017 due to a major cyber a�ack
and some subsidiaries pos�ng loses. With that being said, in 2017 opera�ng losses were reported across
the board in the shipping industry meaning Maersk was not at a disadvantage against its compe�tors. In the
end though pos�ng a opera�onal loss is a weakness and that is why I gave it a 2
(Investor Rela�ons ,N.D.).
Saturated Market: Maersk in 2017 was compe�ng in a very saturated market. This is evident by all container
shipping companies in 2017 having some of their vessels not opera�ng due to a lack of containers to ship.
Maersk was able to take advantage of this due to its market posi�on and bought one of its compe�tors out,
but in the end being in a saturated market is a weakness and that is why it was rated a 2 (Investor Rela�ons
,N.D.).
Greatly affected by technology disrup�ons: Due to recent demand by consumers to have the ability to track
their containers in real �me along with requiring on �me delivery of containers, the shipping container
industry have become highly reliant on technology. This can become a problem when there is a cyber a�ack
that disrupts technology, such as the one Maersk experienced in summer 2017. This reliance on technology
is a weakness that is experienced by the industry as a whole and that is why I ranked it a 2 (Investor
Rela�ons ,N.D.).
The average company would have a overall weighted score of 2.5. Any score below 2.5 would indicate the
company is weak and any above 2.5 indicates the company is strong. Maersk Line came in at a 2.7 which
indicates the company is in a strong posi�on.
References
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David, F.R. (2005). Strategic management: Concepts and cases.(10th ed.). Upper Saddle River, NJ:
Pearson/Pren�ce Hall
Investor Rela�ons. (n.d.). Retrieved January 24, 2018, from h�p://investor.maersk.com/
Why Maersk Line? (n.d.). Retrieved January 23, 2018, from h�ps://www.maerskline.com/about/why‐
maersk‐line
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Unread Replies Views Euriviades Beltre
O�‐ Learning Ac�vity 1
Jus�n O� posted Jan 24, 2018 2:40 AM Subscribe
Maersk Lines is one of the oldest shipping companies in the world with its incep�on in 1904. Since 1904, it
has also managed to become the world’s biggest shipping company. Maersk line serves 343 ports, 121
countries and has a ship pull into port every 15 min. This is possible thanks to Maersk’s fleet of 630 vessels
(Why Maersk Line, N.D.). The container shipping industry though is hugely affected by the world’s economy,
government interven�on and rising cost of goods required. I am going to fill in the EFE matrix and then
below the matrix explain the ra�onal for each item.
EFE (External Factor Evalua�on) Matrix
EFE – Key External Factors
Opportuni�es Weight Ra�ng Weighted Score
Stricter emission laws
implemented
.15 4 .6
Reduc�on in amount of shipping
containers that need shipped.
.2 3 .6
Customers require increased
capability to monitor containers
in transit
.05 3 .15
Lack of terminals able to service
the bigger ships being built.
.1 3 .3
Customers require shipping
containers to be at des�na�on
on‐�me
.05 2 .1
Threats
Stricter trade regula�ons in the
United States
.1 1 .1
Increase in cost of fuel .05 3 .15
Cyber a�acks against company .15 2 .3
Bad weather condi�ons .05 3 .15
Fluctua�on in value of currencies .1 2 .2
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Totals for EFE 1.0 (Leave this cell
blank)
2.65
Opportuni�es:
Stricter emission laws implemented:
I choose this as an opportunity because if Maersk takes advantage of their posi�on in the market and start
renova�ng ships or building new ships that are within the new emission standards before it is required, then
it puts Maersk ahead of its compe�tors who would unlikely be able to get their ships renovated in �me. I
gave Maersk a 4 because they have been doing this buy building new efficient ships and renova�ng their old
ones. Since 2016 Maersk has been able to reduce their co2 emissions per container by 42%,which puts
them ahead of schedule for their goal of 60% reduc�on by 2020 (Investor Rela�ons ,N.D.).
Reduc�on in amount of shipping containers that need shipped.:
I put this as an advantage for Maersk because the reduc�on in the amount of shipping containers to ship
have hurt Maersk’s compe�tors and has allowed them to buy one of their compe�tors. Due to Maersk’s
sizes and its investment in other industries the reduc�on in containers shipped hasn’t affected Maersk as
much as the compe�tors and they actually increased their profits. That is why I rated Maersk a 3 (Investor
Rela�ons ,N.D.).
Customers require increased capability to monitor containers in transit:
Customers recently have been demanding from the shipping container industry the ability to monitor their
loads in transit. This task would be very difficult to do for most container shipping companies due to the
extensive cost of the technology needed to do this. Thanks to the size of Maersk, they have been able to
implement this ability into most of the containers on their ships, especially refrigerator containers. Since the
technology hasn’t been implemented into every container, I decided to give Maersk a 3 in this area (Investor
Rela�ons ,N.D.).
Lack of terminals able to service the bigger ships being built:
Maersk along with many of the top shipping container transporters have been building larger and larger
ships to maximize the amount of containers that can be transported at once. The problem is many ports do
not have the infrastructure to be able to accept these ships. I made this an advantage for Maersk because
due to their size they are able to invest money into upgrading the ports infrastructure and then they have
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the advantage of exclusivity to some terminals of the port. This is why I gave Maersk a 3 in this area
(Investor Rela�ons ,N.D.).
Customers require shipping containers to be at des�na�on on‐�me:
Maersk due to its size should be able to expand its network and use technology to provide its customer
with a higher on �me rate then its compe�tors. Sadly Maersk has not been able to accomplish this and
averages the same on �me rate as their compe�tors. That is why I gave Maersk a 2 (Investor Rela�ons
,N.D.).
Threats:
Stricter trade regula�ons in the United States:
A�er doing much research I was unable to find any standby plans or prepara�on of the possibility of taxes
and regula�ons on items coming or leaving the United States. This has the possibility of having a he affect
on Maersk’s bo�om line because it will likely reduce the shipment going in or out of the United States. That
is why I gave Maersk a 1 (Investor Rela�ons ,N.D.).
Increase in cost of fuel:
An increase in fuel cost has a significant effect on profits for Maersk due to the quan�ty of fuel used by
Maersk on a daily basis. Maersk has done a good job of reducing this threat by implemen�ng more fuel
efficient ships to their fleet and by using real �me tracking of the ships to allow adjustment in course
throughout the journey to reduce fuel cost. That is why I gave Maersk a 3 in this area (Investor Rela�ons
,N.D.).
Cyber a�acks against company:
Cyber a�acks are a real threat to the shipping industry as a whole and especially Maersk. Maersk was
affected by a cyber a�ack in July and August of 2017 which lost the company between $250m and $300m.
Since the cyber a�acks, Maersk has implemented new systems to prevent it from happening again. In the
end though Maersk s�ll is only on par with their compe�tors when it comes to protec�ng against cyber
a�acks which is why I gave Maersk a 2 in this category (Investor Rela�ons ,N.D.).
Bad weather condi�ons
Bad weather condi�ons can have a huge effect on profits in the cargo shipping industry. Maersk uses the
same weather tracking ability as its compe�tors, but their real �me tracking systems allow them to watch
the ships loca�on in real �me, therefore giving them the ability to help their ships avoid major storms. That
is why I gave Maersk a 3 in this area (Investor Rela�ons ,N.D.).
Fluctua�on in value of currencies:
Fluctua�ons in the value of currency is something that is a threat to all interna�onal corpora�ons. In the
end all the companies can do is monitor the fluctua�ons of the currency to ensure that all the money is not
lost due to a collapse of a currency. What Maersk does is the same as every other shipping container
transporta�on company does and that is why I only gave them a 2.
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Considering the fact that any combined weighted score above 2.5 is consider to be in a strong posi�on,
Maersk’s ra�ng of 2.65 means that they are both effec�vely taking advantage of their opportuni�es while
also successfully minimizing their threats.
References
David, F.R. (2005). Strategic management: Concepts and cases.(10th ed.). Upper Saddle River, NJ:
Pearson/Pren�ce Hall
Investor Rela�ons. (n.d.). Retrieved January 24, 2018, from h�p://investor.maersk.com/
Why Maersk Line? (n.d.). Retrieved January 23, 2018, from h�ps://www.maerskline.com/about/why‐
maersk‐line
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Last post yesterday at 12:23 PM by
Sanh Tran
Learning Ac�vity #2
Luis Vazquez posted Jan 25, 2018 5:33 PM Subscribe
The company that I chose was AstraZenca. It is a mul�na�onal pharmaceu�cal and biopharmaceu�cal
company. It was formed via merger and its major strength is its scien�fic research. Their mission is to make a
meaningful difference to health through the research, development and marke�ng of great medicines. We
consider this to be at the core of our responsibility to our stakeholders and society. Their code of conduct
makes them stand apart from the crowd (“AstraZeneca”, 2018).
IFE‐ Key Internal
Factors
Strengths Weight Ra�ng Weighted Score
good rela�on with
customers and
employees
30% 4 1.2
strong management
team
20% 3 0.6
Scien�fic leadership 30% 3 0.9
Weakness
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Li�le diversifica�on 5% 1 0.05
Saturated market 5% 2 0.1
Technology disrup�ons10% 2 0.2
The strengths and weakness have been chosen because they are being quite cri�cal for the company. The
company should need to be much more focused in it and work accordingly. Their code of conduct is one of
their major strengths and it keeps their customer with them. They are commi�ed to high ethical standards
which makes them one of the best. Pharmaceu�cal industry is saturated and they need to work hard to
make a difference. The crea�on of the new pipeline is an add on but they need to be more diversified to
retain customers.
The weights of each factor do range from values of 10% which is considered to be the low importance to
the value of 30% which is the high importance. The range of the number shows that how much the factor is
vital in order for the company to succeed in the long run. The scien�fic leadership has been given a weight
of 30% which indicates that it is the most important factor to be considered. The technological disrup�on
like the pipeline problem, on the other hand has been given a high weightage because such problems needs
to be looked a�er for the success of the company.
The weighted score as being assigned to each factors stands out to be 3.05 which says that the strategies
being implanted by the company is not so effec�ve in maintaining some of the strengths and in evading the
weakness. Thus, in order to correct this problem, the company should focus on its strengths through which
it can improve them and they need to focus more on how the weaknesses should be eradicated from the
company.
Reference
AstraZeneca. (2018). Retrieved 25 January 2018, from h�ps://www.astrazeneca.com/
Research and Markets: AstraZeneca ‐ 2013 SWOT Framework Analysis. (2018).
Retrieved 25 January 2018, from
h�ps://www.businesswire.com/news/home/20130422006589/en/Research‐Markets‐
AstraZeneca‐‐‐2013‐SWOT‐Framework
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WK 3 Learning Ac�vity 1
Luis Vazquez posted Jan 25, 2018 4:43 AM Subscribe
The chosen company Astrazeneca plc is being considered to be one of the most leading companies of
pharmaceu�cals. This company is being found to be emphasized mostly in supplying large number of
medicines which is considered to be quite innova�ve and thus, differences among pa�ents is being created
in some important parts of healthcare. But the medicines being provided by this company is really
innova�ve and they create values for their employees, customers and also for the communi�es. It belongs
to the pharmaceu�cal industry which operates successfully in that field (“AstraZeneca”, 2018).
In terms of the opportuni�es it need to be keep in mind that the company is quite aware with the risks
being associated with them and they have been found to be quite busy with the acquisi�on forma�on. It
can be expected by the shareholders also that the company will see some of the suitable bolt ons and along
with it will use its firepower which in turn will help the company to grow again. It is very much important for
the company to expand more. Many of the drugs have been found even to have introduced in AstraZeneca
and that has been done by Pearl Therapeu�cs.
On the other hand, the biggest threat for the company is that the company is undergoing some risk because
the strategy which they are following is not leading them to grow. Instead they are failing again and again.
Thus, the shares are being found to be re rated. It is very much surprising however in the
present day world
to see that AstraZeneca is ending up having a share growth of about 30% lower rate. One of the important
threats being imposed to the company is regarding the development of some of the drugs. They are also
needed to survive in compe��on with the other drugs emerging in the market (“Research and Markets:
AstraZeneca ‐ 2013 SWOT Framework Analysis”, 2018).
EFE – Key External
Factors
Opportuni�es Weight Ra�ng Weighted Score
The strong
presence of the
company can be
felt In the market
which are
emerging
0.11
3
0.33
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The demand for
the biosimiler
markets is
growing rapidly
and it has greater
importance
The global ageing
popula�on also
tends to increase
Needs to be
aware of the risk
associated with
the earning
0.09
0.24
0.10
4
2
3
0.09
0.48
0.10
Threats
1.The drugs being
produced by the
company is being found
to be facing a threat for
copying drugs from the
other brands
0.17 4 0.68
2.Guidelines provided
for the drug
development
0.03 1 0.06
3.Facing much more
compe��on with those
of the other drugs
evolving in the market
0.14 3 0.42
4.Not growing as
required with that of the
other markets in the
present day world
0.12 2 0.24
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Total 1.0 2.40
The opportuni�es and threats have been chosen because they are being quite cri�cal for the company. The
company should need to be much more focused in it and work accordingly. If the company tries to recover
from the current problems they are facing then it can be expected that they will not fail to grow in the
merging market. They will also be able to survive and compete with the other emerging firms in the market.
The opportuni�es as being provided above are quite important for the company to follow and they should
also u�lize them in their ac�vity.
The weights of each factor do range from values of 0.0 which is considered to be the low importance to the
value of 1.0 which is the high importance. The range of the number shows that how much the factor is vital
in order for the company to succeed in the long run. The global ageing popula�on has been given a weight
of 0.24 which indicates that it is the most important factor to be considered. The copying of drugs on the
other hand has been given a high weightage because that process needs to be stopped for the success of
the company.
The weighted score as being assigned to each factors stands out to be 2.40 which says that the strategies
being implanted by the company is not so effec�ve in exploi�ng some of the opportuni�es and the threats
being imposed. Thus, in order to correct this problem, the company should focus on its strategies through
which it can improve them and they need to focus more on how the advantages of the opportuni�es can be
taken into account by them.
References
AstraZeneca. (2018). Retrieved 25 January 2018, from h�ps://www.astrazeneca.com/
Research and Markets: AstraZeneca ‐ 2013 SWOT Framework Analysis. (2018).
Retrieved 25 January 2018, from
h�ps://www.businesswire.com/news/home/20130422006589/en/Research‐Markets‐
AstraZeneca‐‐‐2013‐SWOT‐Framework
https://www.businesswire.com/news/home/20130422006589/en/Research-Markets-
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Last post 7 hours ago by Sanh Tran
LA 2 ‐
Mark Szymanek
Mark Szymanek posted Jan 23, 2018 3:14 PM Subscribe
IFE (Internal factor evalua�on)
IFE – Key Internal
Factors
Strengths Weight Ra�ng Weighted Score
R & D .25 4 1
Cash Flow .30 4 1.2
Manufacturing .05 1 .05
Weaknesses
Market Share .20 2 .4
Diversifica�on .10 3 .3
Name recogni�on .20 2 .4
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Totals 1.0 (Leave this cell blank) 3.35
Research and development are the basis of success for the major pharmaceu�cal companies. GSK spends
3.628 billion Bri�sh pounds on research and development in 2016 (GSK, 2017). R & D is the backbone of
successful pharma company and this is a great strength of GSK’s to con�nue to innovate and bring new
products to market. As one of the leaders in the industry it is no surprise that GSK had an income of 27.9
billion pounds and a profit of 2.6 billion pounds in 2016 (GSK, 2017). The cash flow could be used to move
into new markets or further R & D. GSK does most of its manufacturing in house. While this is a good
strength it is common in the pharmaceu�cal industry. Most compe�tors have the same manufacturing base
and it does not differen�ate GSK from its compe�tors.
With the sale of its oncology por�olio GSK now focuses on Respiratory diseases, HIV/infec�ous diseases,
Vaccines, Immuno‐inflamma�on, and only rare Oncology diseases (GSK, 2017). This lack of diversifica�on in
the pharmaceu�cal and vaccine industries could lead to a loss in profit if one of the mul�ple compe�tors
comes out with be�er alterna�ve to a GSK product. Name recogni�on is an issue for GSK in the consumer
healthcare market. Its most recognizable name brands include Aqua Fresh and Tums. Its compe�tors’
products like Johnson & Johnson with Band‐Aid Brand, Tylenol, Clean & Clear facial wash and Neutrogena
brand skin care have much be�er widespread appeal.
GSK should con�nue to focus on R & D. It is the cornerstone of the industry and has lead to success in the
companies past. Good R & D has lead to the sizable cash flow available to GSK. That money can be used to
diversify its offerings and be�er market its products. Upping the company’s name recogni�on and market
share.
References
GSK. (2017, March 13). Annual Report 2016. Retrieved from
h�ps://annualreport.gsk.com/assets/downloads/2_GSK.AR.strategic.report.V5
https://annualreport.gsk.com/assets/downloads/2_GSK.AR.strategic.report.V5
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Last post 9 hours ago by Sanh Tran
LA 1 ‐ Mark Szymanek
Mark Szymanek posted Jan 23, 2018 3:13 PM Subscribe
GlaxoSmithKline is a Bri�sh company that was created out of the merger of SmithKline Beecham and
GlaxoWellcome in 2000 (GSK, n.d). The company competes in the Pharmaceu�cals, Vaccines, and Consumer
Healthcare industries (GSK, n.d.). The Pharmaceu�cal industry is crowded with not only large
pharmaceu�cal companies like GSK and Merck, but also smaller companies that sell generic drugs based off
expiring patents of larger firms.
EFE (External Factor Evalua�on) Matrix
EFE – Key External
Factors
Opportuni�es Weight Ra�ng Weighted Score
Emerging Markets .15 1 .15
Aging Popula�on .05 3 .15
Industry Collabora�on .05 2 .1
Technology .15 4 .6
Industry Mergers .10 2 .2
Threats
Increased Compe��on .15 3 .45
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Govt. Regula�on .15 4 .6
Economic issues .10 3 .3
Social Change .05 1 .05
Price Pressures .05 2 .1
Totals for EFE 1.0 (Leave this cell blank) 2.7
Requirement 6:
Emerging markets are an increasing share of the worlds sales of pharmaceu�cals. Brazil, China, India,
Indonesia, Mexico, Russia, and Turkey have 9.3% growth in sales compared to less than 5% for France,
Germany, Italy, and Canada (A�eh, & Tannoury, 2017). These markets have growing technical exper�se that
can be u�lized by larger pharmaceu�cal companies to offshore lower level research func�ons, achieving
cost savings.
The aging popula�on of Europe and North America provides a new market to develop cures for later age‐
related diseases and condi�ons. Industry collabora�on and mergers are a big part of the pharmaceu�cal
industry. GSK recently sold its oncology por�olio to Novar�s in exchange for Novar�s’s vaccine por�olio
and merged their consumer healthcare divisions (GSK, 2017). Strengthening each company’s best assets and
removing weaker elements.
Increased compe��on comes from the growing list of companies producing generic drugs. Government
regula�on and price pressures are major hurdles for GSK to maintain profitability. Rising health care costs
have forced consumers and governments to look for ways to reduce costs. European countries have taken
to regula�ng the price of drugs sold at a predetermined level (Brogan, Mossialos, & Walley, 2006). This is a
real threat to research and development and GSK’s recouping the cost of years of painstaking development
of new pharmaceu�cal drugs. Economic issues include downturns in the economies of na�ons that purchase
GSK products. Europe is s�ll recovering from the recent recession. Social change is the nega�ve publicity
that has surrounded the Big Pharma companies. GSK and others have taken the brunt of the blame for the
explosion of abuse of opioids meant for legi�mate purposes.
GSK should focus on business outside of its main markets of Europe and America/Canada. There is plenty of
room for growth, but compe��on will be high for Asian, African, and South American markets. It should
work with governments on legisla�on to ensure life saving drugs get to pa�ents at affordable prices, but
also that years of research expenditures are recovered. GSK should also focus on its public image. The
company needs to do everything in its power to prevent abuses of its pharmaceu�cal drugs.
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References
A�eh, Z & Tannoury, M. (2017). The Influence of Emerging Markets on the Pharmaceu�cal
Industry. Therapeu�c Research Volume 86, 2017, Pages 19‐22. DOI:
h�ps://doi.org/10.1016/j.curtheres.2017.04.005. Retrieved from
h�ps://www‐sciencedirect‐com.ezproxy.umuc.edu/science/ar�cle/pii/S0011393X16300984
Brogan, D, Mossialos, E, & Walley, T. (2006, Jul 1). Pharmaceu�cal Pricing in Europe:
Weighing up the Op�ons. Interna�onal Social Security Review. Jul‐Sep2006, Vol. 59 Issue 3, p3‐25. 23p.
DOI: 10.1111/j.1468‐246X.2006.00245.x. Retrieved from
h�p://eds.a.ebscohost.com.ezproxy.umuc.edu/eds/pdfviewer/pdfviewer?vid=0&sid=fc383f69‐6a14‐44cc‐
bf57‐5856a90a0799%40sessionmgr4007
GSK. (n.d.). GSK today: 2000 – present. Retrieved from
h�ps://www.gsk.com/en‐gb/about‐us/our‐history/gsk‐today‐2000‐present/
GSK. (2017, March 13). Annual Report 2016. Retrieved from
h�ps://annualreport.gsk.com/assets/downloads/2_GSK.AR.strategic.report.V5
https://www-sciencedirect-com.ezproxy.umuc.edu/science/article/pii/S0011393X16300984
http://eds.a.ebscohost.com.ezproxy.umuc.edu/eds/pdfviewer/pdfviewer?vid=0&sid=fc383f69-6a14-44cc-bf57-5856a90a0799%40sessionmgr4007
https://www.gsk.com/en-gb/about-us/our-history/gsk-today-2000-present/
https://annualreport.gsk.com/assets/downloads/2_GSK.AR.strategic.report.V5
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Mark Szymanek
Week 3 Learning Ac�vity 2
Mercidieu Delva posted Jan 24, 2018 1:30 PM Subscribe
BowTech, Inc. is a large, industry leader, that commands significant market share in the archery industry.
This industry houses many organiza�ons that offer an even greater number of products, but these products
are not heavily differen�ated between the different organiza�ons. Many organiza�ons have posi�oned their
products into different price points, as a way of expanding their target markets. In addi�on, the number of
hunters is rapidly diminishing, due to a dwindling hunter’s mentality, stricter laws, and shrinking habitats.
Where the industry has found its savior, is in compe��ve archery. Moving from a lifestyle to a sport, has
spurred industry growth over the last decade.
External Factor Evalua�on (EFE) Bowtech
Weights Ra�ng Weighted Score
Opportuni�es
1. Increase market share 9% 4 0.36
2. Global sales expansion
8% 3 0.24
3. Business diversifica�on 15% 4 0.60
4. Global supply chain
expansion
8% 3 0.24
5. Government exemp�ons
for producing
environmentally
friendly bowtech
10% 3 0.30
Threats
1. Environmental Regula�ons 7% 2 0.14
2. House 12% 1 0.12
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3. Products regula�ons 8% 2 0.16
4. Funding Produc�on 15% 1 0.15
5. Aggressive Compe��on 8% 3 0.24
Total Weighted Score 100% 2.55
Strengths:
According to a lot of market researches being conducted, it is clear that the Cross Laminated Timber (CLT)
Market is surging like never before. Since the �me of the internet and smart devices, the major boom in the
market is evident as every segment of the Cross Laminated Timber (CLT) market is growing at a rapid pace
with the marke�ng expanding both in value and volume over the last decade and is expected to con�nue
this trend into the future decade as well.
A major credit for this goes to the mass manufacturing of smart devices and handheld devices, a major
innova�on coming in from North America and Asia Pacific regions. China has a major role to play in the
manufacturing sector while North America and Asia being the largest two markets for Cross Laminated
Timber (CLT) market, followed by Europe. As technology evolves more, the Cross Laminated Timber (CLT)
market is expected to witness another high with the virtual reality world catching up and the market trend
shi�s towards it.
The reason behind my sugges�on for BowTech to pursue the differen�a�on strategy, is because it is known
for its high‐quality products. By differen�a�ng its products, BowTech’s strong and reliable brand, will assure
that consumers con�nue to purchase from the organiza�on. For example, if BowTech was to capitalize on
the opportunity of purchasing a large plot of land for hun�ng, this would be a unique service within the
industry, that is valued by buyers; this uniqueness may then be rewarded with a premium price (Porter’s
Generic Compe��ve Strategies (ways of compe�ng), n.d., para. 3).
Weakness:
Back in January of 2015 Bowtech Archery was about to loss must of their clients because of a mechanical
issue with the bow that lead to the injury of people. As more companies move into the bowhun�ng market,
big‐name manufacturers are finding it harder to maintain their posi�on at the front of the pack. This is due
in part to computer‐aided design so�ware, which has helped level the playing field. Today, compound
accuracy is typically limited to the shooter’s ability to release an arrow without error. Manufacturers
con�nue to produce bows that are increasingly capable of shoo�ng dime‐sized groups out to dizzying
distances. And it shows: This test was the closest yet, with some bows outscoring others by frac�ons of a
percentage point. While Bowtech is also posi�oned for a cost leadership approach as well, this would
ul�mately devalue the brand, hur�ng its reputa�on while not actually increasing sales. Differen�a�on is
ul�mately the best op�on for growing the Bowtech brand. a high level of legisla�on and over sight in the
fishing industry. As popula�ons con�nue to grow the need to feed them will con�nue to grow. This seems
to be a sustainable strategy for the foreseeable future.
REFERENCE
Porter’s Generic Compe��ve Strategies (ways of compe�ng) (n.d.). Retrieved from
h�p://www.ifm.eng.cam.ac.uk/research/dstools/porters‐generic‐compe��ve‐strategies/
Bewtech. 2015, Bowtech Retrieved 2015 from h�p://northpacificseafoods.com/content/sec�on/14/59/
http://www.ifm.eng.cam.ac.uk/research/dstools/porters-generic-competitive-strategies/
http://northpacificseafoods.com/content/section/14/59/
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Bowtech 2015, Bowtech Retrieved 2015 from
h�p://subscriber.hoovers.com.ezproxy.umuc.edu/H/industry360/trendsAndOpportuni�es.html?
industryId=1839
The Slayor Founda�on, 2014. Mastering Strategic Management, Retrieved 2017, from
/learn.umuc.edu/d2l/le/content/224203/fullscreen/9369983/View
http://subscriber.hoovers.com.ezproxy.umuc.edu/H/industry360/trendsAndOpportunities.html?industryId=1839
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Last post 7 hours ago by Sanh Tran
Week 3 Learning Ac�vity 1
Mercidieu Delva posted Jan 24, 2018 12:55 PM Subscribe
Today’s Northern Power Systems was started in 1974 Barre Vermont , as North Wind Power Company. Its
founders hitchhiked to Colorado, Minnesota, and North Dakota to buy secondhand Jacobs wind plants.
They trucked the wind turbines to Vermont where they recondi�oned them for resale as the North Wind
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Last post 16 hours ago by
Euriviades Beltre
Week 3 LA 1
Patricia Quinones posted Jan 22, 2018 5:41 PM Subscribe
Glaxo Smith Kline (GSK) is the third largest pharmaceu�cal company in the world. The company employs
over 100,000 employees across 150 countries (GSK, 2017) The company’s headquarters are located in
London and the US corporate office is located in Pennsylvania Through Research and Development by
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Last post Tue at 10:59 AM by
Patricia Quinones
Week 3 LA2
Patricia Quinones posted Jan 22, 2018 5:49 PM Subscribe
As for the Internal Factor Evalua�ng, GSK has the opportuni�es of brand name, Research and Development,
Innova�on and Global presence behind their organiza�on. GSK has built a name for their company by
providing Vaccines and medica�ons for chronic diseases The company con�nues to research new drugs in
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Last post Mon at 11:06 PM by Sanh
Tran
Ac�vity 2
Ronald Edhaya posted Jan 25, 2018 9:08 PM Subscribed
EDP Renewables North America has ac�ve management that is skilled and has experience in the energy
industry. The firm is prolifera�ng expanding its opera�on to new markets building new customer clientele.
The company operates over 20 onshore wind farms across nine states with a capacity genera�on of
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Ac�vity 1
Ronald Edhaya posted Jan 25, 2018 9:05 PM Subscribed
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