help with management

Hi , I would like help with management paper ?

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assignment 5/assignment 5 x

EXTERNAL ANALYSIS Part 1: PEST+

ENVIRONMENTAL FACTORS

Why is this an …

OPPORTUNITY

THREAT

POLITICAL

ECONOMIC

SOCIAL-CULTURAL

TECHNOLOGICAL

Other

EXTERNAL ANALYSIS PART 2: PORTER’S FIVE FORCES TEMPLATE

FORCES

Description

Strength

High/medium/ low

THREAT OF NEW ENTRANTS

· Economies of scale

· Product differences

· Brand identity

· Switching cost

· Capital requirements

· Access to distribution

· Cost advantages

· Government policy

· Expected retaliation

BARGAINING POWER OF BUYERS

· Buy in large volumes

· Undifferentiated product

· Significant component

· Low profits

· Unimportant for quality

BARGAINING POWER OF SUPPLIERS

· Few companies dominate

· Differentiated product

· No contending products

· Forward integration

· Important customer

THREAT OF
INDUSTRY SUBSTITUTES

· Relative price performance

· Switching costs

· Propensity to substitute

INDUSTRY RIVALRY AMONG COMPETITORS

· Numerous competitors

· Industry growth slow

· Undifferentiated product

· High fixed cost

· Capacity augmented in large increments

· Exit barriers high

· Diverse rivals

INTERNAL ANALYSIS: Resourced Based View

1. Audit the resources and assets controlled by the firm. These will include both
tangible and
intangible assets and
organisational capabilities. Review textbook from pp. 75-85

2. Use the following questions to determine whether each of the resources identified provides competitive advantage by asking whether it is:

·
VALUABLE – the resource helps the firm reduce costs or improve differentiation

·
RARE – few, if any, firms possess this resource

·
INIMITABLE – the resource cannot be copied or substituted easily

·
ORGANISATIONAL CAPABILITIES – the firm must be able to take advantage of the resource

· Examine whether any of the resources that provide competitive advantage would give sustained competitive advantage by analysing whether they are
durable/sustainable.

Tangible Resources

Financial resources

· Capital (assets-liabilities)

· Bank balance

· Investments

· Ability to borrow

· Cash flow

V R I O

Organisational resources

· Strategic management processes

· Organisational structure

· Management info systems (accounting/ IT/stock / quality control)

Physical resources

· Land +buildings

· Machinery + equipment

· Furniture + fittings

· Stock on hand (raw materials/components, work in progress, finished products)

Technological resources

· Software, patents, copyrights, ingredients

Intangible Resources

Human resources

· Skills, knowledge, experience

V R I O

Innovation resources

· Organisational culture

· Processes

· Rewards

Reputational resources

· Organisational culture

· CSR

· Brand

· Customer service

· Quality

Organisational Capabilities

Functional areas

Capabilities

V R I O

Distribution

HRM

Management Information Systems

Marketing

Management

Manufacturing

R+D

For all tables: Which are IMPORTANT strengths and which are weaknesses?

2.1
Value Chain Analysis

2.1

Five Business-Level Strategies

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