The PESTEL framework provides a broad analysis of six major organizational factors; Political, economic, social, technological, environmental, legal. The origin of the PESTEL diagnostic model is fairly ambiguous, as it has only recently become a staple in corporate human resource environments within the last ten to fifteen years. The model itself is a broad snapshot of an organization’s big picture. In other words, the PESTEL diagnostic model can be used to help identify strengths, weaknesses
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Contents 1.0 Introduction 2 2.0 Macro-environment analysis 3 2.1 Laws & Politics 3 2.2 The Economy 3 2.3 Technology 3 2.4 Demographics 4 2.5 Social Issues and the Natural Environment 4 3.0 The Competitive Environment 5 3.1 Competitors 5 3.2 New Entrants 5 3.3 Substitutes and Complements 5 3.4 Suppliers 5 3.5 Customers 5 4.0 SWOT Analysis 6 5.0 The Functions of Management 7 5.1 Planning 7 5.2 Organizing 7 5.3 Leading 7 5.4 Controlling 7
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Implementation of SWOT Analysis at Apple Presented By: Chanda Snyder Marketing November 18, 2012 Introduction The Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis guides you to identify the positives and negatives inside and outside of your organization. Program directors, policy groups and management teams can use this resource to help with both strategic planning and decision-making. A SWOT analysis will provide perspective, and reveal connections and areas for
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internal analysis In order to identify the major threats and opportunities faced by Apple, conducting an external analysis is very important. The models that are going to be used include; PESTEL analysis, Porter's 5 forces and SWOT analysis (opportunities and threats). And the internal analysis analyses the factors that give an organization certain advantages and disadvantages in order to fulfill the needs of its target market. The models which are going to be used for internal analysis are - the
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Nokia SWOT Analysis Nokia group is the world’s largest mobile phone manufactures. Strengths Strong brand image, Nokia’s core asset is its strong brand image.A strong and highly visible brand enables the company to command a premium for its products and distinguish from the competitors.Nokia’s brand is the fifth most valued brand in the word according to the top 100 best brands list compiled by interbrand in 2009. Significant market position, Nokia has been a hignly efficient manufacturing
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report is intended to provide CanGo management an understanding of the challenges that they face and a recommended plan of action that will help CanGo overcome these challenges. This report covers the first and second week of videos provided for analysis. Findings: 1. CanGo is a company that is operating without a strong vision or mission statement along with a set of values that identifies their presence and purpose in the market of online gaming. CanGo also does not have a clear business strategy:
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Multimedia<<www.nortec.gr>> the company has an established network of around 800 points of retail shops, many partners in all countries that is operating and of course the big electronic chains such as Kotsovolos or Media Markt. 1.Situation analysis 1.1 The product characteristics and the label issue In all technological products sucs as the Nintendo Wii U there is a moment that a model has to be removed from the market and replaced with a new one that is matching today’s limits in technology
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Imagine you are an executive for BP, and you are preparing a presentation for the board of directors about the organization’s direction. Create a 10- to 15-slide Microsoft ® PowerPoint ® presentation, with speaker notes, in which you address the following: • Evaluate the planning function of management as it relates to the organization’s goals and strategies. Use steps in the planning process outlined in the text. • Analyze the influence that legal issues, ethics, and corporate
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Fulfillment………………………………………………….5 3.4 Technology…………………………………………………5 3.5 Future Services…………………………………….……….6 4. Market Analysis……………………………………………...6 4.1 Target market segment strategy……………………….…….7 4.2 Market needs…………………………………………..…….7 4.3 Market segmentation…………………………………….…..8 5. Strategy and Implementation summary…………………..……9 5.1 Attracting customers…………………………………..……..10 5.2 SWOT analysis……………………………………………….11 5.3 Sales strategy…………………………………………………12 6. Management summary……………………………………..…..12 6.1Personnel
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asia------------------------------------------------- the AirAsia Company strategic management: “ How AirAsia can be a leader in the lowest cost carrier in the airplane industry” August 31, 2009catatanraufmenduniaLeave a commentGo to comments 1.0 Introduction “Without a strategy the organization is like a ship without rudder, going around in circles”. (Joel Ross and Michael Kami) Nowadays, the competition among airplane industries is very tough. According to Daniel Chan (2000), with just about
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