Answer & Explanation:Instructions
Guidelines for the assignments:
you have to choose
one an article from a reputable business publication such as the Wall
Street Journal, Forbes, Business Week, and Economist.
The paper must be based on articles that are:
a. relevant to (Internal Analysis)
b. timely (within the 7 Month)
c. from a reputable business publication such as the Wall Street Journal,
Forbes, Business Week, and Economist.
Please Read The Chapter PPTX attached and understand it than write
what are the Internal Analysis that relevant to the article you will
choice.
– The Paper should demonstrate your understanding and analyses in no more than
(5) pages.
-Including a separate cover page (1.5 spacing & 12 font size).
Please include citations of all your references in a separate Reference Page
(APA style). there should be at least five (5) citations.
and also attach the news articles you have chosen at the end of
the paper.
please follow
the Instructions
For more info please dowland INSTRUCTION
chapter.pptx
instructions_guidelines_for_the_assignments.docx
Unformatted Attachment Preview
Strategic Management Process
Strategic Analysis
External Analysis
Internal Analysis
Strategy
Vision/Mission
Objectives/G
oals
Arena
Vehicle
Differentiation
Staging
Economic Logic
Supporting
Organizational
Arrangements
Hambrick & Fredrickson (2001)
Bundles….Bundles….!
Resources
COMPETITIVE
ADVANTAGE
CORE
COMPETENCIES
CAPABILITIES
RESOURCES
(TANGIBLE & INTANGIBLE)
Tangible
Easily observable
and quantifiable
Intangible
Difficult to account
for or imitate
Deep in firm’s history
Accumulate over
time
Tangible Resources
Easy to identify and
quantify
Financial resources
Firm’s cash accounts
Firm’s capacity to raise
equity
Firm’s borrowing capacity
Physical resources
Modern plant and
facilities
Favorable manufacturing
locations
State-of-the-art
machinery and
equipment
Technological resources
Legally protected trade
secrets
Standardized production
processes
Patents, copyrights,
trademarks
Organizational resources
Formal evaluation and
control systems
Formal reporting structure
Intangible Resources
Difficult to account for or
imitate
Human Resources
Experience and
capabilities of employees
Trust built over the years
Managerial skills
Firm-specific practices
and procedures (noncodified)
Innovation and creativity
Technical and scientific
skills
Innovation capacities
Reputation
Brand name
Reputation with
customers
Reputation with suppliers
Capabilities and Core
Competencies
Competencies or skills to
transform inputs to outputs
Emerge over time through
complex interactions
among resources
Scientists/Engineers
Some capabilities become
core competencies
But, not all capabilities are
core competencies.
Now, discover core
competencies….
Financial
Resources
Research Labs
Patents
R&D
Capability
History of Success
Frameworks for Capability Discovery
a. VRIN Criteria
b. Value Chain Analysis
In a nutshell….
Valuable: Neutralize threats and
exploit opportunities
Rare: Not many firms possess
Inimitable: Historical/Cultural, Causal
Ambiguity, and Social Complexity
Non-substitutable: No equivalent
strategic resources or capabilities
Support Activities
General
Management
Finance
Human
Resources
MIS
Customer Value
In-bound
Logistics
Operations
Out-bound
Logistics
Primary Activities
Marketing/Sales
Follow-Up
Service
Where are the competencies?
Design
Sourcing/Procur
ement
Manufacturing
and Assembly
Inventory
Management/D
istribution
(online) Store
Operations and
Sales
Service
Fulfillment
Customer
Use/Support
(online) Store
Operations and
Sales
Service
Fulfillment
Customer
Use/Support
Store
Operations and
Sales
Service
Fulfillment
Customer
Use/Support
Warby Parker Value Chain
Design
Sourcing/Procur
ement
Manufacturing
and Assembly
Inventory
Management/D
istribution
Other Eyewear Manufacturers
Design
Sourcing/Procur
ement
Manufacturing
and Assembly
Inventory
Management/D
istribution
Typical Brick-n-Mortar Eyewear Retailers
In-bound logistics
Capabilities
Effective sourcing
strategies for raw
materials and some
assembly
VRIN?
VRIN
Needs for Improvement
Priority
(H, M, L)
Resource
?
(Y, N)
H
N
Priority
(H, M, L)
Resource
?
(Y, N)
Shortening delivery days
(5 to 3)
H
Y
Reducing inventory and
delivery cost
(Online) Store Operations/Sales
Capabilities
Effective use of
logistics mgmt for
sample delivery and
purchase
VRIN?
VRIN
Needs for Improvement
Effective in-store
customer service
VR
Providing eye-exam
service
M
N
Innovative
merchandising
VR
Enhancing luxury images
H
Y
Instructions Guidelines for the assignments:
you have to choose one an article from a reputable business publication such as
the Wall Street Journal, Forbes, Business Week, and Economist.
The paper must be based on articles that are:
a. relevant to (Internal Analysis)
b. timely (within the last 2 years)
c. from a reputable business publication such as the Wall Street Journal, Forbes,
Business Week, and Economist.
Please Read The Chapter PPTX attached and understand it than write what are the
Internal Analysis that relevant to the article you will choice.
– The Paper should demonstrate your understanding and analyses in no more than
(5) pages.
-Including a separate cover page (1.5 spacing & 12 font size).
Please include citations of all your references in a separate Reference Page (APA
style). there should be at least five (5) citations.
and also attach the news articles you have chosen at the end of the paper.
please follow the Instructions
Internal Analysis
. The goal of this section is to identify strengths and weaknesses of your
company relative to your competitors. Start with a brief introduction to this section that explains
the analysis and identifies the subsections of the internal analysis. Each section that has multiple
parts should also have a brief introduction to each section. You want to guide the reader through
your paper.
Your internal analysis should include five subsections (title each section clearly):
1. Similar to the industry section, begin this section with an introduction. Provide a brief
description of the company that include the followings:
a. Description of the company’s products or services
b. Description of the customers
c. Geographic location or regions of operations
d. Description of the company’s size in terms of sales, number of employees, etc.
e. Company’s history including the founding year and growth history/trend.
2. Clearly identify the vision/mission of the company. If the company does have a
vision/mission statement, evaluate its effectiveness (does it address all the components we
discussed in class that a vision/mission should?). However, If the company does not
currently have a mission statement, note that as a weakness. You should plan to write one
for the client and include it in the recommendations section.
3. Assess Performance: (3 steps)
a. What is the company’s generic strategy and is it implemented well? Provide a brief
discussion of what functional level strategies the company uses to fulfill its strategy. If
the current strategy is not clear, identify issues and give examples of implementation
problems. You can more fully discuss the success or shortcomings of the company in
the VRIN or value chain analysis. You should propose how the company can better
clarify and develop their strategy in the recommendations section.
b. How well does the company meet the key success factors you identified in the
external/industry analysis? You must refer back to the list of key success factors you
identified in the industry analysis and rate your company on those factors. Please
give examples of what your company does to fulfill KSF and examples of what
competitors do better than your company.
As you may cover some of content raised in this section later in the VRIN analysis or
the value chain analysis, you can briefly address whether the company fulfills the key
success factor, note your reasons and refer the reader to the section where this may
be more fully discussed later in the company analysis.
c. Conduct a financial analysis. In addition to looking at sales growth rates for the last
three years, this analysis should include analysis using the four types of financial
ratios for the same three-year period.
Don’t just crunch the numbers here, you want to also analyze the trends and try to
explain what is contributing to these trends. Don’t just present the numbers; discuss
what they mean and what factors are affecting the numbers.
4. Identify resources and capabilities of the firm and evaluate them using the VRIN analysis. You
have two basic approaches you can use to analyze resources and capabilities:
a. One approach is to categorize resources and capabilities into four categories (physical,
human, organizational, and financial) and assess each of these four types of resources
and capabilities on each of the VRIN dimensions (value, rareness, imitability, nonsubstitutable).
If you use this approach, you do not want to repeat the financial analysis in this section.
For financial resources, focus more whether the financial resources that the firm has at
is disposal (cash flow, equity/retained earnings, debt, outside investors for example) are
sufficient to develop/pursue opportunities and sustain operating performance.
By applying these dimensions to various resources and capabilities, strengths and
weaknesses should become obvious. Core competencies that lead to a competitive
advantage are those resources and capabilities that meet all four VRIN criteria
b. An alternative approach is to utilize a value chain approach to classify strengths and
weaknesses. To do this you will need to first identify what this company’s value
chain looks like and then evaluate firm performance at each stage in the value chain
(organizational infrastructure, human resource management, technology
development, procurement, inbound logistics, operations, outbound logistics,
marketing and sales, and service). If the traditional value chain does not reflect the
activities of your company, you may have to redefine the value chain to reflect what
your company does. For each stage, decide whether this value chain activity
represents strength or weaknesses by applying the VRIN dimensions.
Regardless of whether you use resources and capabilities or the value chain approach (or
Both), you must make sure that you demonstrate how performance is affected.
Demonstrate how a resource, capability, or value chain activity is a strength or weakness.
For example, does the resource/capability/value chain activity hurt performance? Does it
hurt efficiency? Does it weaken corporate culture? How does your company compare to
competitors?
In other words, you need to support your assertion that something is a strength or
weakness. Be specific about how you know this is a strength or weakness.
5. Conclude this section with a summary of the strengths and weaknesses you have already
identified and discussed throughout this section. If you haven’t discussed a strength or
weakness in this section, you cannot include it on the list. Again, develop a list of strengths
and weaknesses (maybe in bullet) that summarizes what you covered in the section of the
company analysis– mission, KSF, performance assessment or evaluation of resources and
capabilities/value chain activities.
…
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