...External Factor Evaluation Paper Example 1: Dell Computer Key External Factors Opportunities Increasing demand for Speed, Memory and Graphic Capability Increasing demand for Portability Emergence and early popularity of "Tablet" Products Improving outlook for PC sales Increasing focus on cost reduction Increased Use of Wireless Technology Increase in Strategic Acquisition Increasing Demand for Green Products Threats Increase in Competition Increasing interest in longer battery life Expansion of Business Models to incorporate new lines of business (Related Diversification) as the core business matures Decline in Netbook Sales Total Analysis of the External Environment Every company deals with internal and external factors that affect their business. These external factors involve trends related to things such as oil price changes, political instability, government regulation and many more. External environment impacts every company; it’s all about how every company adjusts to external trends and prepares for them before they occur. The best companies always try to anticipate these external factors and respond strategically to them. There are two types of trends: the ones that can offer the company strategic opportunities and the ones that provide threats. By identifying opportunities and threats, companies can protect themselves from future harm and take advantage of opportunities as they emerge. There is a set 0.1 0.06 0.07 0.08 1 2 2 4 3 35 0.2 0.12 0.28 0.24 2.92 Weight Rating...
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...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 and threats. Internal Factor Evaluation Matrix (IFE): IFE is a strategic tool used to evaluate the internal environment of a firm. IFE is considered as one of the best strategic tool for internal audit of the firm because it can...
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...External Factor Evaluation (EFE) matrix method is a strategic-management tool often used for assessment of current business conditions. The EFE matrix is a good tool to visualize and prioritize the opportunities and threats that a business is facing. The EFE matrix is very similar to the IFE matrix. The major difference between the EFE matrix and the IFE matrix is the type of factors that are included in the model. While the IFE matrix deals with internal factors, the EFE matrix is concerned solely with external factors. External factors assessed in the EFE matrix are the ones that are subjected to the will of social, economic, political, legal, and other external forces. EFE MATRIX: List factors: The first step is to gather a list of external factors. Divide factors into two groups: opportunities and threats. Assign weights: Assign a weight to each factor. The value of each weight should be between 0 and 1 (or alternatively between 10 and 100 if you use the 10 to 100 scale). Zero means the factor is not important. One or hundred means that the factor is the most influential and critical one. The total value of all weights together should equal 1 or 100. Rate factors: Assign a rating to each factor. Rating should be between 1 and 4. Rating indicates how effective the firm’s current strategies respond to the factor. 1 = the response is poor. 2 = the response is below average. 3 = above average. 4 = superior. Weights are industry-specific. Ratings are company-specific. Multiply...
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...Reaction Paper Many of the people around us act as a catalyst to help us to imagine and reach out to accomplish great things. Hillary Clinton once said that “It takes a village.” and by that she meant our teachers, neighbors, friends, parents, clergy, etc. These people, unless unlimitedly talented, are challenged at times to motivate those that they love, guide, and advise. The never ending questions is what triggers people to act. Scholars refer to internal and external factors that drive people to act. Such factors include values that are inherent,, curiosity or interests. Although internal factors are not externally motivated or rewarded, they can be influence by people to move or act in specific ways. The interplay between the internal factors and the external factors is the premise in which self-determination theory was developed. Results from research has shown that rewards, verbal recognition, and the desire for good grades are elements that motivate people. These elements are referred to as external factors. Self Determination Theory Self-determination theory by Ryan and Deci (2000) presents a broad framework through which the personality and human motivation can be studied. The theory presents various extrinsic and intrinsic values of motivation and looks at the various roles of both values in the social and cognitive development. The theory presents six mini theories to argue its main points. They include the cognitive etheory that looks at intrinsic motivation...
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...merica Corporation. Assessment of the external environment of the financial services sector; an internal/external assessment of B of A.; a strategy assessment; and recommendations to the Bank of America on how to maintain and strenghen its competitive position. Paper Introduction: strategic Management analysis bank of america Introduction The report presents the findings of a strategic management analysis ofBank of America Corporation a financial services company that participatesin most facets of the financial services sector Bank of America is anationwide financial services company in the United States and the companyis the country's third largest banking company when measure by totalassets behind CitiGroup in first place and J P Morgan Chase in secondplace Hoover's Inc This report begins with an assessment of the external Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. Reliability in Service|.2 |3 |.6 |4 |.8 |3 |.6 ||Delivery | | | | | | | ||2. 8 |4 |.32 ||customer acquisition system | | | ||6. High-level of consumer awareness|.1 |4 |.4 ||3. Strong...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...Limitation…………………………………………………... 9 3. Vision and mission…………………………………………….…..11 3.1. Vision statement and evaluation………………………...…………......12 3.2. Vision statement and evaluation……………………………….……....12 4. External Analysis…………………………………………….…...15 4.1. General Environment………………………………………….……....15 4.1.1. Economic Performance and Forecast………………………….....15 4.1.2. Social-cultural, Demographic Trends…………………………….19 4.1.3. Political, Governmental and Legal Aspects……………………...22 4.1.4. Technological Aspects………………………………………..…..24 4.2. Industry and Competitor Analysis……………………………….……25 4.3. The Competitive Profile Matrix (CPM)……………............................43 4.4. External Factor Evaluation (EFE) Matrix……………………………..71 4.5. Strategic Issues based on External Factors……………………………73 5. Company Analysis…………………………………………….....74 5.1. Internal Audit……………………………………………………..….74 5.2. Financial Audit………………………………………………………82 5.3. Production and Operation Audit…………………………………..…90 5.4. R&D Audit………………………………………………………..….96 5.5. 7S framework…………………………………………………….......97 5.6. Internal Factor Evaluation (IFE) Matrix…………………………....107 5.7. Strategic Issues based on Internal Factors……………………….…108 6. Strategy Formulation…………………………………………110 6.1. Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix...….110 6.2. Strategic Position and Action Evaluation (SPACE) Matrix……......113 6.3. Internal-External (IE) Matrix……………………………………....117 6.4. Grand Strategy Matrix………………………………………….….121 6.5. Summary of...
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...Consumer and organizational buyer behavior are sub-categories of marketing. Research in both fields has enabled manufacturers and distributors to understand the needs, preferences and behavior of buyers, as well as the internal and external factors that influence buyer behavior. Although much has been written about the differences between consumer and organizational buyer behavior, it appears that the demarcations between the two fields are not as clear as they may seem to be. Keywords Buying Center; Buying Decision Process; Consumer Buyer Behavior; Decision-Making Unit (DMU); Organizational Buyer Behavior Marketing: Consumer Overview Buyer behavior is concerned with the selection and purchase of Products or services to satisfy a need for individuals or groups. It is focused on the needs of individuals, groups and organizations. Buyer behavior occurs either for an individual consumer on his own; an individual consumer in the context of a group (where others in the group influence how a person behaves); or an organization (where employees make decisions about which products or services the firm should use). Although economists were the first academic group to offer a theory of buyer behavior, the field of buyer behavior is a subcategory of marketing that blends elements from economics, psychology, sociology, social psychology, anthropology and other sciences, such as physiological psychology, biochemistry, and genetics. The two main areas of buyer behavior are consumer...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...INTRODUCTION 1.0 Background of the company MH Mohd represents the brand products that are familiar with the user of Kelantan in chilli sauce, ketchup and soy sauce since the late 80s until now. MH Mohd is stands for the name of a family member. A company's success is closely related to harmony and family support. Those are causes why MH invented name and logo elements and Islam Kelantan (purity). MH Mohd Industries Sdn Bhd is owned by Bumiputera Company that is located at Lot 2964 Kampung Paloh, 16250 Wakaf Bharu, Tumpat, Kelantan. The company was established on 20 January 1986 by Mr Muhammad Bin Yusuff and assisted by his wife, Mrs Hazizah Bt Hamat that comes from Kelantan. They have start their small scale of the business and very active at home at that time. In the early stage of the business, Mr Muhamad has received guidance from MARDI about how to produce their product and he is very active making their own ingredients. At this stage, they only focused on the production of chilli sauce and tomato sauce in which these products are sold on a small scale without any label to the bottle. The production and sales this time only happen at night market and around their place. After their business are well established and get some profit, Mr Muhamad have further his business and strengthen the brand MH Mohd with set up a factory in the strategic place and applied for a loan from the bank. At the beginning of the establishment of the factory, there only some product have been...
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...Guidelines for Programme Design, Monitoring and Evaluation Table of contents KEY TERMS 1. BASIC PRINCIPLES 1.1. Development cooperation as part of foreign policy • • • • • 1.1.1 Increasing coordination and coherence 1.1.2 Strategic planning sets the framework 1.1.3 Cooperation has various forms 1.1.4 Policies require action 1.1.5 Finland as a partner 1.2. Towards a common language • • • 1.2.1 An integrated approach improves learning 1.2.2 Project cycle - the life of a development intervention 1.2.3 Level of participation varies 1. 3. Achieving sustainable development • • • • • • • • 1.3.1 Policies must match 1.3.2 Better value for money 1.3.3 Institutional capacity makes a difference 1.3.4 People-centered development emphasises socio-cultural aspects 1.3.5 Participation enhances ownership 1.3.6 Gender equality and participatory development 1.3.7 Environment - not only ecology 1.3.8 Technology must meet the needs 2. PROJECT DESIGN 2. Situation analysis - the cornerstone of project planning • • • • 2.1.1 Background studies and the analysis of stakeholders 2.1.2 Problem analysis - key to the project’s framework 2.1.3 Objectives reflect an ideal future 2.1.4 Strategic choices begin by fixing the project purpose 2.2. Planning with logic • • • • • • • • 2.2.1 Logical framework is a practical tool 2.2.2 Intervention logic states the strategy 2.2.3 Assumptions must hold 2.2.4 Indicators make the plan concrete 2.2.5 Approach describes how 2.2.6 Organisation determines roles...
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...performed by the company especially well or poorly. These factors of strengths and weaknesses also lie within our control which means that all the things that the company do will affect the strength and weakness of the company. Typically, strengths and weaknesses of a company can be found in every aspects of the firm as these factors located in every functional areas of the firm. The functional areas that were mentioned are including the management function, marketing function, finance and accounting function, production and operations function, research and development function and also computer information systems function of the company. Accessing the firm's strength and weaknesses also means that we are auditing the internal environment of the firm. It gives many benefits for conducting the internal audits which such as below. a) Providing more opportunity for the participants to understand how their jobs, department, and division fit into the whole organization b) It will ensure the staffs will perform well when they understand how their works affects other areas and activities of the firm. c) Internal audit becomes the effective drivers for improving the process of communication inside the firm. d) Involvement in performing an internal strategic management audit provides vehicle for understanding nature and effect of decisions in other functional business areas of the firm. IFE - internal Factor evaluation One of known...
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..."Built for the road ahead." Company’s background Ford Motor Company was founded in 1903 by Henry Ford in Detroit, USA with 12 investors owning a total of 1000 shares. Henry Ford was 40 years old when he founded the Ford Motor Company, which would go on to become one of the largest and most profitable companies in the world, as well as being one of the few to survive the Great Depression. The first retail Ford dealership was opened in St. Cloud, Michigan by Stephen Tenvoorde in 1903. The world headquarters of the Ford Motor Company are located in Detroit, Michigan, which is also commonly known as the automobile capital of the world. Not only did Ford revolutionize the development of the automobile as a product, he is also the visionary behind the idea of mass production. Ford's ability to make automobiles affordable for the masses is cited as a driving force behind both the automobile industry and the creation of a middle class in America. The largest family-controlled company in the world, the Ford Motor Company has been in continuous family control for over 100 years. As a top company in the automotive industry, Ford Motor specialize in Mainstream/Performance vehicles and Automotive parts providing services including Automotive finance, Vehicle leasing and Vehicle service. It manufactures and distributes automobiles in 200 markets across six continents. The company’s automotive vehicle brands include Aston Martin, Ford, Jaguar, Land Rover, Lincoln, Mazda, Mercury and...
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...An Illustration on Developing an Analytical Job Evaluation System Free of Sex Bias A Systematic Approach to Pay Determination Free of Sex Bias Supplementary Book 1 Supplementary Book 2 Supplementary Book 3 Equal Pay Self-Audit Kit: A Proactive Approach for Employers to Achieve Equal Pay An Easy Read Guide is also available as a quick reference for all users including employers of small business and employees in general. The publications are available at the EOC website. Should you require clarifications on these publications or obtain the hard copies, please contact the Equal Opportunities Commission. Enquiries Fax Email Website : 2511-8211 : 2511-8142 : eoc@eoc.org.hk : www.eoc.org.hk AN ILLUSTRATION ON DEVELOPING AN ANALYTICAL JOB EVALUATION SYSTEM FREE OF SEX BIAS TABLE OF CONTENTS Page Introduction Part 1 Part 2 Part 3 Part 4 Analytical Job Evaluation Selection of Factors for Job Comparison Defining Factor Levels Developing a Scoring System Job Evaluation Template Part 5 Appendix 1 Appendix 2 Introducing a Gender-neutral Job Evaluation System Job Description Template Sample Factor Level Definitions 1 2 7 12 15 19 20 24 25 INTRODUCTION This is a supplementary book to the “Guide to Employers on Equal Pay between Men & Women”. The purpose is to illustrate the mechanism of an analytical job evaluation system that is free of sex bias. The tool presented is not intended to be a prescribed job evaluation methodology for compliance with...
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...An analysis of the external environment Introduction The external environment in a business set up consists of the factors outside the organization but still affect its smooth running either positively or negatively. External factors of the environment are divided into two parts namely: directly interactive forces and indirectly interactive forces. The directly interactive forces includes: owners, customers, suppliers, competitors, employees and employees union. The indirect interactive forces includes: socio cultural, political legal, technological, economic and global influences. External factors are the deep internal analysis of the environment. These factors are further grouped into two categories i.e. opportunities and threats. Opportunities are the chances that exist within the external environment and whether the organization wants to exploit them or not. The threats are four factors that threaten the smooth operation of the company. Current and Future External Factors Affecting Business Environment According to (Nebblet, p4), the external environment variables play a role in determining the opportunities and threats a firm faces are twofold. Variables originating beyond a single firm’s are operating situation and variables influencing a firm’s competitive situation. The two sets provide challenges faced by a particular firm in attempting to acquire or attract resources. These two variables are discussed below: • Economic: This reflects on...
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