...External and Internal Environmental Analysis Apple Inc. is a computer product company that was launched into the market through the collaborative efforts of Steve Jobs and Steve Wozniak in the year of 1976 and is aimed at reaching the diverse global community. The changes in the external environment of the company determine the decisions that the corporation will make. Apple Inc. has reputable frameworks that have been developed to assess the external environments of the company. The company has identifies the specific domains that affect the operations of the company from the outside. These forces on the organization enable the operations of the company to be influenced. In a broader sense, the entities that fall outside the operations of the Apple Inc and relate to the company are the external environment. These are the elements that exist outside the company confines and still affect the organization and its operations. The fast expansion of e-commerce in the business realm is one of the major external factors that affect the operations of Apple Inc. The company will hence have internal adjustments of its systems so as to keep up with the changing e-commerce. Apple Inc interacts with its external environment to accomplish it set goals. Apple Inc is aimed at creating value and competition that is sustainable for the company to attain great profit maximization levels. Through the following internal competitive environments, Apple Inc can remain top in the computer market. The...
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...Strategic Management Report – an External Environment Analysis Hsinyin Tan Strategic Management Report – an External Environment Analysis This essay will provide two aspects of environmental assessments undertaken on 800 Super Holdings Limited (800): a macro-environmental PESTEL analysis, and an industry analysis using Porter’s Five Forces of how 800 fairs in today’s competitive environment. 800 Super Holdings Limited 800 is a home grown company with humble beginnings in 1986 before its IPO offering and listing on the SGX-Catalist on 15 July 2011. An established integrated environmental solutions provider, 800’s business lies in waste management (WM) and recycling, cleaning and conservancy; and horticultural services. With its broad range of services, 800’s customer base is diverse and ranges from municipals to the industrial, institutional and commercial sectors (800 super, 2015). 800 has posted healthy profits year after year, with FY2014 revenue increasing 17.9% to S$115 million and net profit after tax improving 57.1% to $9.1 million (Chairman Statement, 2014); as of HY2015, revenue has already increased 95.4% to S$12.3 million, pushing current net profit to S$4.6 million (800 super, 2015). 800’s recent prominent deals include a Ministry of Home Affairs S$38.6 million three-year contract for cleaning and horticultural services in the East and West regions (shareinvestor, 2015). Winning two out of eight integrated public cleaning (IPC) seven-year contracts in the...
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...PEST Analysis The analysis of the external macro environments that affects all firms is vital in strategic management process. P.E.S.T. is a short form for the Political, Economic, Social, and Technological features of the external macro-environment. The external factors usually are not in the firm’s control and at times are presented as threats. But the changes in the external environment also form new opportunities. Numerous of the macro-environmental factors are country specific to the areas and a PEST analysis will be carried out for all countries of attention. Some of the factors that might be considered in a PEST analysis include: - • Political Factors. The factors, which assist the organization to develop a strategic corporate strategy, include, Political constancy in the country, threat of military incursion, legal structure for agreement implementation, detailed business rules & tariffs and preferential trade associates. Anti reliance regulations, Pricing system taxation, wage structures, working hour’s instructions, obligatory employee benefits and Industrial safety regulations are also considered when analysis of the organization is made. • Economic Factors The analysis of the economic features of the country where the operations are being made is very essential. The economics factors required to be analyzed include, form of economic system in countries of operation, government interference in the market, proportional advantages of host country, exchange rates &...
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...A SWOT Analysis view of the software development industry Georgios Kormaris Department of Information and Computing Sciences, Utrecht University, Utrecht, The Netherlands gkormari@cs.uu.nl WWW home page: http://www.cs.uu.nl/ Introduction I n the past twenty to thirty years many changes and developments have taken place in the software industry which started off during the 1960s mainly in the United States of America and experienced a revolutionary boom since the 1980s, Steinmueller, (1995). There are many different ways and methods of developing software and planning the strategy of a software development company, as we can derive from many recent research projects. Most of these projects are usually concerned with the way that software is developed and not with the way that the strategy of the company as a whole is planned, Cusumano, MacCormack, Kemerer, & Crandall, (2003). Another important factor is which techniques and methods are used to analyze company’s environment and how the strategy is formulated and implemented. In this paper we analyze a popular method for strategic planning which has been mostly used for product portfolio planning and strategic planning on an abstract level, as stated in a research paper by Houben, Lenie, & Vanhoof, (1999). We will focus our interest in the software industry and base our research on the case study of the Austrian software industry as it is presented by Bernroider, (2002). Additionally, certain guidelines are...
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...“Strategic Management is defined as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives” (Pearce II & Robinson, 2013, p. 3). The process of Strategic Management consists of nine (9) steps. The first three (3) steps are crucial for an organization’s success: formulating company mission, conducting analysis on internal capabilities and assessment of the external environment factors influencing the company operations. This paper will begin the strategic planning process for ABC Financial Corporation. The paper will outline the ABC Financial Corporation's research approach that will be used for the strategic plan to validate vision statement as well as the sources that will be utilized in performing an external and internal environmental analysis. The organization’s vision statement “presents a firm’s strategic intent designed to focus the energies and resources of the company on achieving a desirable future” (Pearce II & Robinson, 2013, p. 34). The value of the mission statement “is its specification of the firm’s ultimate aims” (Pearce II & Robinson, 2013, p. 42). ABC Financial Corporation’s vision statement is “to be recognized for the unparalleled customer experience” (ABC Vision, 2013, para. 1). ABC’s mission statement reads “With our position of trust and our tradition of integrity, our shared mission is to know our customers and anticipate their needs; advocate and advise; innovate and surprise”...
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...Quantitative Strategic Planning Matrix (QSPM) also called the decision stage is a strategic-formulation tool that uses inputs from Stage 1/ Input Stage to objectively evaluate feasible alternative strategies identified in Stage 2/Matching Stage. Stage 1 summarizes the basic input information needed to formulate strategies while Stage 2 or Matching Stage focuses upon generating feasible alternative strategies by aligning key external and internal factors. A QSPM reveals the relative attractiveness of alternative strategies and thus provides objective basis for selecting specific strategies. In order to understand the benefits and limitations of the QSPM tool, it is important to understand the essential attributes needed for a QSPM analysis to be effective and also the steps needed to develop a QSPM analysis. This essential attributes in a QSPM analysis include the development of External Factor Evaluation Matrix (EFE) and Internal Factor Evaluation Matrix (IFE) followed by a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, BCG (The Boston Consulting Group) and finally QSPM. Attributes of QSPM External Factor Evaluation Matrix (EFE): EFE is a strategic tool used to evaluate the external environment of the firm which includes the economic, social, technological, government, political, legal and competitive information. External factors are obtained after an in-depth analysis of the external environment. External factors can be divided into two categories opportunities...
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...Assignment Describe SWOT analysis as a way to guide internal environment. How does this approach reflect the basic strategic management? Contents 1.0 INTRODUCTION 3 1.1 Overall description of SWOT analysis 3 1.2 Overview of the elements of the SWOT analysis 3 2.0 SWOT analysis as a way to guide the internal environment 4 2.1 How SWOT analysis prevents weaknesses and maintains strength 4 3.0 How SWOT analysis reflects the basic strategic management 5 Conclusion 7 References 7 1.0 INTRODUCTION 1.1 Overall description of SWOT analysis SWOT analysis is an analytical method which is used to identify and categories significant internal (Strengths and Weaknesses) and external (Opportunities and Threats) factors faced either in a particular arena, such as an organization, or a territory, such as a region, nation, or city. It provides information that is helpful in matching the firms' resources and capabilities to the competitive environment in which it operates and is therefore an important contribution to the strategic planning process. It should not be viewed as a static method with emphasis solely on its output, but should be used as a dynamic part of the management and business development process. Strategic planning depends on a clear understanding of your organization’s resources and Capabilities, as well as critical ingredients that are lacking. The assessment of organizational Strengths and weaknesses and opportunities and threats must...
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...success of its strategies. The focus of this paper will be an environmental scan of the internal and external environments of two real-world firms, their competitive advantages and company strategies for creating value and sustaining competitiveness, measurement guidelines for verifying strategic effectiveness and their evaluation. Internal and External Environments Environmental scanning of the internal organizational environment focuses on company culture, employee-employee, manager-employee, and manager-manager, manager-shareholder interactions, in addition to organizational structure, natural resources’ access and brand awareness, among others (Schneider, 1995, p.70). Environmental scanning of the external organizational environment focuses on the analysis of the industry/immediate environment, national, and macro-environments. Analysis of the industry environment appraises the competitive Environmental Scan Paper The business environment of an organization reveals much about its competitiveness and the possible influences on the success of its strategies. The focus of this paper will be an environmental scan of the internal and external environments of two real-world firms, their competitive advantages and company strategies for creating value and sustaining competitiveness, measurement guidelines for verifying strategic effectiveness and their evaluation. Internal and External Environments Environmental scanning of the internal organizational environment focuses on company...
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...Assessing Strategic potential of Singapore Airlines (1100 words) The velocity of competition in recent times has put an extreme demand on corporations to articulate their strategic management in terms of positioning, choices and execution. Strategic positioning is the foundation that establishes organisations strategic potential, what it can do and strategic ambitions, what it actually seeks to do (Johnson et. al 2011). This requires good understanding of the externalinternal environment, organisational purpose and culture. The tools commonly used to develop understanding and perform a strategic analysis are presented in Appendix 1.0.This essay aims to lay the foundation for a comprehensive analysis of current strategic potential of Singapore Airlines (SIA). Firstly, the focus is on how to identify the sources of information about macro environment, unique features of airlines industry and in depth view of internal dynamics of SIA. Secondly, the focus is on comparison of four core tools in terms of relevance, advantages, disadvantages and creative adaptability for SIA. A preliminary application of these tools is made to illustrate the arguments for or against using a particular tool. The essay briefly touches on another crucial aspect of right expertise and competence for an effective analysis. The essay concludes with key observations and recommendations for a further comprehensive analysis of SIA.A simple structure is adopted in this essay as indicated in Fig 1.0 The airlines...
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...Ryanair Strategic Analysis And Recommendations For The Future Ryanair is the first budget airline in Europe. Based on the case study of Ryanair by Eleanor O’Higgins, a role of a management consultant is assumed to conduct a strategic analysis on the company. The report consists of the initial Environment Analysis conducted on Ryanair prior to the detailed strategic analysis that will be conducted in the future in order to provide the company with strategic recommendations for the future. The Environmental Analysis conducted consists of both an extensive analysis on the external environment and the internal environment. The external environment analysis is conducted in order to identify the nature of the environment Ryanair operates in and its impact on the strategic situation of the company. Through PESTEL, External factor and Industry analysis conducted, rejection of Aerlingus offer and rules and regulations imposed by governments etc. are recognized as the critical external environmental factor affecting Ryanair’s strategy. An analysis of the internal environment through Value Chain model and SWOT analysis reveals the key issues hindering the strategic success of the firm; poor customer service and human resource problems. While this initial environmental analysis is used to assist the strategic analysis that is to be conducted on Ryanair, the importance of taking necessary actions regarding the critical issues is highlighted, CONTENT EXECUTIVE SUMMARY 1 CONTENT 2 1INTRODUCTION...
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...A h Tools esearc to R Guide SWOT Analysis Eva Chen Paul Bruneski SWOT Analysis Strengths, Weaknesses, Opportunities, Threats History of SWOT In the 1960’s and 70’s, Albert Humphrey is said to have developed this strategic planning tool using data from the top companies in America at the time. A SWOT Analysis looks at the strengths, weaknesses, opportunities and threats that are relevant to an organization in a new venture. A SWOT Analysis is a tool which allows users to look at the direction a company or organization may wish to move towards in the future. A SWOT Analysis is a useful tool, which in conjunction with others can help make informed decisions. Table of Contents History of SWOT Definition of SWOT 1 1 Internal and 2 External Factors Guides for using SWOT 2 Potential Uses of 3 SWOT Strengths & Weaknesses of the method 3 Example: SWOT 4 of British Airway Definition of SWOT By specifying clear objectives and identifying internal and external factors that are either helpful or not, a short and simple SWOT analysis is a useful resource which may be incorporated into an organizations strategic planning model. Strengths- Internal attributes that are helpful to the organization to achieving its objective Weaknesses – Internal attributes that are harmful to the organization to achieving its objective Opportunities – External factors that help the organization achieve its objective Threats - External factors that are harmful to the organization...
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...Using the TOWS Matrix Developing strategic options from an external-internal analysis © iStockphoto/travelinglight TOWS Analysis is a variant of the classic business tool, SWOT Analysis. TOWS and SWOT are acronyms for different arrangements of the words Strengths, Weaknesses, Opportunities and Threats. By analyzing the external environment(threats and opportunities), and yourinternal environment (weaknesses and strengths), you can use these techniques to think about the strategy of your whole organization, a department or a team. You can also use them to think about a process, a marketing campaign, or even your own skills and experience. Our article on SWOT Analysis helps you perform a thorough SWOT/TOWS Analysis. At a practical level, the only difference between TOWS and SWOT is that TOWS emphasizes the external environment whilst SWOT emphasizes the internal environment. In both cases, this analysis results in a SWOT (or TOWS) Matrix like the one shown below: Strengths | Weaknesses | Opportunities | Threats | In this article, we look at how you can extend your use of SWOT and TOWS to think in detail about the strategic options open to you. While this approach can be used just as well with SWOT as TOWS, it's most often associated with TOWS. Identifying Strategic Options SWOT or TOWS analysis helps you get a better understanding of the strategic choices that you face. (Remember that "strategy" is the art of determining how you'll "win" in business and life...
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...| Bachelor of Business (Incorporating Graduate Diploma in Business & Graduate Certificate in Business)Strategic Management467943Semester One 2013 | TABLE OF CONTENTS Item | Description | Page | 1 | Welcome to Paper Overview Paper Level & PointsHours TaughtDelivery ModeIndependent Study | 3 | 2 | Teaching Team & Contact Details | 3 | 3 | Paper Information 3.1 Pre-requisite Requirements 3.2 Paper Aim3.3 Learning Outcomes 3.4 Content | 34 | 4 | AUTonline Programme Organisation | 4 | 5 | TextsRequired TextsRecommended Texts | 4 | 6 | Weekly Programme | 4 | 7 | Assessment InformationBusiness Assessment & Study HandbookExtensions and other Special Consideration Applications (SCAs) Assessment StructureExam Timetable Location Pass RequirementsAssessment DetailsPeer Assessment FormMarking guides | 55556777-111213-15 | 1 Welcome to Strategic Management of the Bachelor of Business, Graduate Diploma in Business, Graduate Certificate in Business and BBus Conjoint Programmes. You are expected to read the contents of this study guide, also available on AUTonline under “All My Courses”. This paper runs for 14 weeks (12 in class and 2 reading/exam weeks), and has one 1.5 hour lecture per week and one 1.5 hour workshop. Students will be required to supplement each hour of class with 3-4 hours of their own work. This is a level 7 paper, worth 15 points. 2 Teaching Team and Contact Details Teaching Team | Phone | ...
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...anticipate the future and to use this anticipation in conjunction with an analysis of our organization--its culture, mission, strengths and weaknesses--to define strategic issues, to chart our direction by developing strategic vision and plans, to define how we will implement these plans and to specify how we will evaluate how well we are implementing these plans. The fact that the world is changing as we move forward in the future demands that the process be an iterative one. Strategic Management Strategic management is a technique you can use to create a favorable future and help your organization to prosper. To create this favorable future, you must involve your organization's stakeholders (i.e., anyone with a vested interest in achieving your organization's goals) in envisioning the most desirable future and then in working together to make this vision a reality. The key to strategic management is to understand that people communicating and working together will create this future, not some words written down on paper. Strategic management does not replace traditional management activities such as budgeting, planning, monitoring, marketing, reporting, and controlling. Rather, it integrates them into a broader context, taking into account the external environment, internal organizational capabilities, and your organization's overall purpose and direction. Each organization's experience with strategic management is unique, reflecting the organization's distinct culture, environment...
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...1 Strategic Management Strategic management involves the formulation and implementation of the major goals and initiatives taken by a company’s top management on behalf of owners, based on consideration of resources and an assessment of internal and external environments in which the organization competes. The Process of Strategic management The process of strategic management are 1. Environmental analysis 2. Formulation analysis 3. Implementation 4. Evaluation Environmental Analysis Environmental analysis is the main stage for gaining information and data to grow business. We analyze internal and external data influencing goal and get relevant vision for organization. By doing analysis, we can know who is our organization’ competitor. We can use the PESTEL analysis and SWOT analysis as a tool. We can focus on understanding the need of the organization and get more idea to run the business. Formulation After completing analysis, the information and data is reviewed by strategy formulation. For reaching defined goal and objective, we determine what resources has currently in business. After accomplishing analysis, managers formulate corporate, business and functional strategy. Formulation set policies, task, strategic planning. SWOT analysis is identified to improve weakness, to overcome strength, to get the way for organization from strength and weakness. Implementation Strategy implementation is the action stage of the strategy management process. Designing...
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