论文写作- Report Writing>>Sample Work>> Organizational Behaviour, Basic Strategic Management Process

Explain how SWOT analysis reflects the basic strategic management process.

Strategic Management Process generally includes strategic planning that is being done by an organization so as to determine where the business is heading towards over the next few years and that which path they would choose to achieve their goals and on what parameters would they evaluate their achievements. Strategic Management Process would also include the decisions made by the company that were not part of the planning process but had to be taken in order to combat the challenges.

现在，当我们对公司进行SWOT分析时，我们试图通过观察行业内的机会和威胁的趋势来分析相对优势和劣势以及其他外部市场因素，从而确定公司在行业中的相对战略地位。（罗杰·勒弗（Roger Lever），2008年12月，使用SWOT分析进行战略规划，套件101）

当我们谈论战略决策,伴随矩阵y would require knowing its basic resources so as to take a well informed decision, as these decisions would be very important in shaping up the future of the organization. One of the most important parts of the Strategic Management process is to implement the strategies for which the company should know their key resources, so that it may optimize its utilization. Now when we run a SWOT analysis for a company, we try to find out the relative positioning of the company within the industry. By analyzing the key resources & processes we are able to determine the core competency of the company, if at all they have. We would be clear what the company’s strengths are and that they should be used smartly to outweigh the negative effects of the weakness they possess. Certainly, in a basic strategic management process, we would do an internal analysis, so as to determine the future path for the organization.

在战略管理过程中，我们将始终试图剥离我们的薄弱环节，以便我们可以优化组织内的利润。SWOT还使我们能够找到组织内部存在的弱点。

在SWOT分析中，外部分析有助于我们确定行业中存在的机会和威胁，在制定战略管理过程的同时，考虑到这一点。这些方案使公司能够采取战略决策，从而定义了组织的前进道路。

因此，SWOT分析在大多数方面反映了确定公司未来道路的基本战略管理过程。

有时说价值链分析会分解业务。这指的是什么？

Value Chain Analysis is another comprehensive approach that a company can use to determine its internal resources and strengths in a more systematic and quantifiable manner than the SWOT analysis. It describes different activities taking place within an organization and breaks them down into chain of activities that occur in a sequential manner.

In 1985 book Competitive Advantage, “Michael Porter introduced a generic value chain model that comprises a sequence of activities found to be common to a wide range of firms. Porter identified primary and support activities for the process”

The two groups are as under:- (Strategy - value chain analysis, Bournemouth University)

主要活动

These are activities that are directly correlated to creation and transporting of the product.

Inbound logistics

Activities related to receiving and storing externally source materials

操作

与将资源转换为最终产品的过程有关的活动。

Outbound logistics

与向最终用户提供产品有关的活动

Marketing and sales

Activities related to Marketing of the product, providing information to the consumer.

Service

发布销售服务以继续监视产品性能

Support activities

Activities which are not directly involve in production but still hves a say on the overall efficiency of the organization.

Procurement

Activities related to purchase of resources for running its business.

Human Resource Management

与员工招聘，培训，发展等有关的活动

技术开发

与管理信息处理以及企业中“知识”的发展和保护有关的活动。

基础设施

与支持系统和不同功能有关的活动，例如金融，计划，质量等。

因此，当我们谈论价值链分析将业务分解时，它是指链模型，使其能够以更全面的方式分析公司，如上所述。

什么是三个使资源更有价值的特征？提供每个例子。

The three main characteristic that makes a resource more, or less, valuable are listed:

1. Valuable

“资源必须使公司能够通过优于竞争对手或减少自身弱点来采用增值策略”（Barney，1991，P99； Amit和Shoemaker，1993，P36）。这意味着涉及的成本资源如果他低于淡水河谷创建策略的预期现金流。塔塔汽车公司推出的纳米也是其中之一，因为购买汽车的成本高达1 lac inr。

2.稀有

为了变得有价值，资源当然应该很少。“这意味着在资源的完全竞争激烈的战略因素市场中，资源的价格将反映预期的未来未来收益的折扣”（Barney，1986a，p1232-1233; Dierickx and Cool，1989，1989，1989，1989，1989P1504;）。黄金可以是装饰行业资源的一个例子。

3. In-imitable

“If a valuable resource is controlled by only one firm it could be a source of a competitive advantage” (Barney, 1991, p107) . “This advantage could be sustainable if competitors are not able to duplicate this strategic asset perfectly” (Peteraf, 1993, p183; Barney, 1986b, p658 ). Patents used in the Pharmaceutical Industry specially in specific drugs industry can be an example o f In-imitable.

APPLE'S BLUEPRINT FOR GENIUS

What are Apple's strength and weaknesses? Opportunities and threats?

Apple is one of the pioneers in its industry. The company has always come out with a product that has changed the dynamics of the world. Products like Screw free laptops, I- Pod have already created a lot of buzz. With the company on its roll, let us do a SWOT analyze of the company:

Strengths

1. Apple is the one of the most innovative companies both in the product category and in branding its image.

2. Unique & Strong Leader in the form of Steve Jobs

3.多样化的产品范围，包括I-POD，Mac等

4.该公司还拥有巨大的现金盈余，在多元化的情况下，可以轻松利用该公司来收购一家新公司。

5.值得信赖的品牌使其能够以高价出售其产品

弱点

1.与其他公司的生产成本相比，生产成本将很高。

2. Stand alone design rather than following the trend would mean that the company can incur huge losses, if h design doesn’t work

3.太多重要的关键信息保存在少数人的手中。

4.没有外包政策

Opportunities

1.增加全球范围

2.将自己扩展到消费电气

3. Increase its market share in PC & Software space

威胁

1. Increased competition on mobile products

2. Microsoft在Mac与PC广告上更具侵略性

3.竞争对手专注于竞技场上最成功的竞争者 - 这是便携式音乐行业中的苹果。

4. High expectations lead to a higher impact when the company does not deliver exactly what the market expects.

什么是苹果的主要资源和功能，哪些最有价值？

史蒂夫·乔布（Steve Job）在塑造苹果现在的方式方面发挥了重要作用。苹果公司能够在该行业中留下自己的印记，这仅仅是因为它带给市场的创新产品。苹果一直是唯一一家精心设计自己的道路的公司。每个其他公司都会遵循Apple的道路，并制造与Apple产品相似的产品，以免通过新产品的增强而失去利润。就像在我的豆荚中一样，一旦公司发现苹果的新想法出售音乐的想法将是下一件大事。他们急忙出现在市场上的版本，因此他们不会损失卷。苹果公司才能达到如此出色的高度，这仅仅是因为它在组织内部促进的文化。创新是小时的需求以及勤奋和聪明的人带来的承诺，致力于通过推出革命性产品来完全改变行业的未来。苹果一直带来持续了十年的产品，但是他们时代的最佳发明或创新。预计苹果公司的这种一致的表现将在研发中投入大量利润，因此员工获得了最佳设施来进一步发明。 Moreover Apple does not believe in outsourcing and that keeping it within the organization enable it to keep the motivation of innovating further. With skilled employees, world class infrastructure, High Tech R&D coupled with an invaluable leadership and culture of innovation, shapes a very good future for Apple.

What is the most meaningful type of comparison you make use of in conducting each approach to internal analysis at Apple?

通常，对公司进行内部分析有不同的方式，即SWOT分析，价值链模型，资源基础视图。至于SWOT，这一切都是关于以内部和外部因素既具有内部因素和外部因素的相对重要性，而对于价值链；它将确定与生产过程中每个活动相关的成本优势。基于资源的完全基于n的观点，即由于公司拥有的资源而存在比较优势。现在，为了进行最有意义的比较类型，在进行苹果的每种内部分析方法时，都是基准测试 - 与竞争对手进行比较。

如果我们运行SWOT进行内部分析，它将使我们能够在该行业中找到相对的优势和收益，而价值链中，我们将能够找到与每个过程相关的成本，以及该过程（如果外包）将使公司能够使公司能够为了获得最大的利润，而基于资源的观点将确定高科技研发的高技能员工或世界一流的基础架构是否确实超过了行业的平均水平。

总体而言，与竞争对手的比较将使公司能够分析其当前的相对位置，从而要求公司管理层进行必要的更改。

哪种内部分析方法最适合您对本案中有关苹果的方面的内部分析？为什么？

苹果是一家基于流程的公司，因此为了优化其所拥有的不同流程，我们应该遵循价值链模型方法进行内部分析。价值链模型将使公司能够在每个过程中找到特定的瓶颈，以便它可以在其上使用并将其减少到一定程度上，以使其成为行业中公司的相对优势，并且与该过程相关的成本将成为行业中最低的。

此外，当我们谈论苹果明确表示不会外包的苹果时，价值链成为其战略决策的重要组成部分，因为他们需要找到与每个活动相关的成本优势，以便他们可以提供与竞争对手相比，产品的速度要好得多。

Value Chain analysis also propagates the concept of innovation and promotes it at each stage, thereby enabling to help Apple by spreading the culture of innovation and hard working. Innovation at each step of the value chain would lead to a reduction in the cost of each activities, while an increase in the number of products that can be offered to the market with increased profitability.

Hence, after reading the case, the value chain analysis is the best internal analysis tool for a company like Apple.

STRATEGIC MANAGEMENT PLAN

下载并完成公司优势和劣势分析工作表。

Mckinsey & Company is a Multinational consulting company having operations in more than 40 countries (Mckinsey Overview, Datamonitor report). It provides varied kind of services to its clients which include financial, managerial, technological etc. The clients of Mckinsey include both public and private firms, with foreign governments.

Following are the Strengths & Weakness of the Company

Strengths

1. Diversity of product portfolio

麦肯锡拥有全方位的咨询服务，并为政府部门的私营部门的不同公司提供。这也使公司能够帮助政府开展社会项目，这使他们能够在社会上为自己建立品牌名称。

2.值得信赖的品牌

Mckinsey has been able to grow year on year on the basis of its well established brand name, which has been developed over a period of 70 years (Mckinsey Overview, Data monitor). Not only it attracts big clients, but is also instrumental in recruiting the best minds of the world. It provides services to various prestigious companies across geography like being the designer of the initial organization of NASA or an advisor to Vatican Banking System, thereby charging premium prices for its works. The company can easily leverage its brand name to ear incremental profit.

3. Worldwide operations

The company has huge cliental base and the sole reason that can be attributed for this success is the global reach of the organization. This also maximizes the benefit a company can reap from high net worth clients. Moreover, the company enjoys the benefit of diversification of risks as its operation is not saturated to a particular market but is spread across boundaries.

弱点

1.弱技术咨询部门

Although, Mckinsey core competency is to provide high end consulting to its client, yet it has not been able to tap the market of the technology consulting arm. This sector is one of the fastest growing businesses within the consultancy industry for the last few years. Other IT companies have grown over the period largely due to the growth in this sector and hence the company should improve its resources to combat the challenge and come out of it successfully.

您认为，您选定的公司中哪些功能和服务定义了您的核心能力？哪个可以外包给组织室，以更加专注于最擅长的东西？您的组织应该发展哪些关键技能？

我认为，产品组合职位的多样性将麦肯锡作为其行业领先的公司，从而使其成为公司的核心能力。该公司为许多高端客户提供服务，从汽车行业到电信行业。有了各种各样的产品，该公司可以通过向客户提供这些服务来受益。

As the company we have chosen is itself a consulting firm and generates revenues by outsourcing, so the company model does not permit it to outsource work. Even though the company can look for tie ups with companies that are highly skilled in the Technology Consulting but outsourcing the work is not a possibility. But the tie ups would enable the organization to focus more on the technology consulting and would enable the company to upgrade its skills, which when coupled with the brand name would generate huge surplus for the company.

麦肯锡应发展必要的技能，以提高技术咨询部门的性能，以使他们能够增加产品组合的多样性，从而为组织带来积极的回报。

company should also look brush up its skills of working in a very highly competitive environment so that the kind of threat that is being posed by increase in the competition in the near future can be tackled efficiently by the company.

The Company should also develop skill that enables it to foresee the future, so that if it finds that one industry is not serving their purpose, they can easily decide whether they want to switch or not.