Country evaluation and selection
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International firms must evaluate countries carefully due to limited resources. Key factors to consider include market size and sales potential, costs and resource availability, and political, competitive, and monetary risks. Primary research is costly and risky, while secondary sources vary in accuracy, reliability, and recency. Common secondary sources include government data, international organizations, trade groups, and consultants. Evaluation grids and matrices incorporate weighted indicators to rank countries and plot risks versus opportunities to guide resource allocation decisions.
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Country evaluation andselection
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INTERNATIONAL BUSINESS, DIVERSIFICATION, COUNTRY SELECTION AND EVALUATION, STEPS REQUIRED IN COUNTRY SELECTION AND EVALUATION, TYPES OF RISKS, COUNTRY COMPARISON TOOLS, NON COMPARATIVE DECISION MAKING, CASE STUDY of Ford
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Qualitative AnalysisLearning ObjectivesDiscu.docx
Qualitative Analysis
Learning Objectives
Discuss the purposes of qualitative and quantitative analysis and characteristics of each.
Explain measurement scales and areas of qualitative analysis.
Discuss the assessment of broad loss exposures that may have a financial impact on the organization but may be difficult to quantify.
Learning Objectives
Explain the purpose, characteristics of quality loss data and the basic ways loss data can be organized for analysis.
Discuss risk mapping and how it is used as a key risk management tool.
Skills Application Case
Diamond Creek Resorts International, Inc. (DCRI)
Learning Objective #1:
Discuss the purposes of qualitative and quantitative analysis and characteristics of each.
I. Qualitative Analysis
Purposes
The “what” analysis
Identification and evaluation of loss exposures that cannot be easily measured by traditional statistical or financial methods
Qualitative Analysis
Attempts to assign relative values to determine implications and scope of effects risks have on an organization; does not try to assign hard financial values to assets, expected losses and cost of controls
Helps management understand the potential impact of the organization’s ultimate risks on performance
Qualitative Analysis
Characteristics
Conducted using questionnaires, surveys, task forces, workshops and collaboration with a variety of internal and external knowledgeable groups related to an organization
Frequently addresses the following questions:
Should we do this?
What is the impact on the organization’s reputation or morale?
II. Quantitative Analysis
Purposes
The “how much” analysis
Attempts to accurately measure risks by using acceptable traditional methodologies to calculate relative numerical values
Quantitative Analysis
Characteristics
Conducted by using analysis of losses, exposures, costs, benefits and financial statements
Frequently addresses the following questions:
Can we do this?
What is the financial impact of this?
III. Reasons to use both Qualitative and Quantitative Analyses
Valid answers are needed, e.g., predicted losses, value of claims
Costs and benefits are primary factors of decision making
Non-monetary factors are part of the decision-making process, e.g., reputation, morale and citizenship
Learning Objective #2:
Explain measurement scales and areas of qualitative analysis.
II. Measurement Scales of Qualitative Risk Exposures
Identification methods should be used to analyze those qualitative risks that could have a potentially harmful impact on the organization, although they are not subject to financial measurements
Measurement Scales
Measurement scales depict relative values that are not easily quantified
Critical risks – assigned to a level to capture their critical nature to the organization, e.g., losses that could bankrupt the organization, threaten survival or stop operations
Important risks – could result in losses that would require t ...
Module 2 Assignment 2Use The LibraryUse the TextEvaluate I.docx
Module 2 Assignment 2
Use The Library
Use the Text
Evaluate Internet Sites
Check the Announcements and the Module 2 Assignment 1 discussion thread for additional information and tips
Assignment directions
Apply concepts and theories from the assigned reading; use unbiased sources; do not restate – analyze and explain
Assignment Directions
This assignment has you complete two parts of a strategic business plan.
To see how those parts fit into a full business plan, see the outline in the link for a strategic business plan outline in the assignment directions or under Doc Sharing and Module 2.
This paper has 3 Parts. The first 2 parts are based on your internal and external analysis (see next slide). The 3rd part includes your analysis of competitors.
Part 1: External Environment Analysis
Part 2: Internal Environmental Analysis
Part 3: Competitor Analysis
Assignment
Part 1: External Analysis
Identify driving forces in the industry
Analyze the dynamics of competition using Porter's Five Forces Model
Part 2 Internal Environment Analysis: Finance
Create a Balanced Scorecard
Conduct a Ratio Analysis based on Harley Davidson’s five-year financial performance
Part 2 Internal Environment Analysis: Competitors
Describe 2 Main Competitors and perform Ratio Analysis
Describe trends in financial performance over five years, and compare the trends to industry averages of the 2 competitors.
Provide statistics on the size of the Motorcycle Industry (revenue, growth rate, number of units sold by manufacturer/country, etc. )
Summarize issues and threats
Address metrics and measures for Financial ; Customer; Internal Business Process; Learning and Growth
Part I – Analysis of the External Environment
As part of the Strategic Business Plan, you have been asked to:
Identify and analyze the major driving forces for change in the external environment of the motorcycle industry.
Analyze the dynamics of competition using Porter's Five Forces Model of Competition.
Correctly assess the dynamics of competition.
Provide at least three statistics about the size of the motorcycle industry such as revenue, growth rate, number of units sold by manufacturer/country, etc.
Summarize the strategic issues firms in this industry face and identify their biggest threats.
Content Information to use as a research and analysis Guide
I. Industry and Competitive Analysis
Questions
involved
What are the boundaries of the industry?
2. What is the structure of the industry?
3. Which firms are our competitors?
4. What are the major determinants of
competition?
Three stages in Porters external analysis
Analyze industry structure
How concentrated is it?
What are the dynamics
Analyze the industry
Are there powerful buyers?
Are there powerful suppliers?
Analyze its long term viability
Will more firms enter?
Will substitute products or services be found?
Section 2 up to barriers to entry
The Firm’s External E ...
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The document discusses competitive intelligence and provides guidance on developing an effective competitive intelligence program. It covers topics such as:
- The importance of minimizing threats from competitors and maximizing market opportunities.
- Following a disciplined process of information collection, analysis, and recommendations.
- Conducting benchmarking, SWOT analysis, and growth vector analysis to evaluate competitors.
- Developing key intelligence topics to guide strategic decision making.
- Implementing a competitive intelligence program can help improve planning, decision making, and strategy execution.
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This document outlines various tools used for international business, including methods for selecting target countries and evaluating their market potential and competitiveness. It discusses indexes that measure market potential, global competitiveness, and political risk. It also covers international payment methods like advance payment, letters of credit, and open accounts. International monetary systems, from the gold standard to floating exchange rates, are overviewed along with the product life cycle theory.
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About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
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This document discusses using advanced analytics to improve business operations and profitability. It outlines a 4 phase strategy: 1) Develop a baseline of the current business capabilities and opportunities for improvement. 2) Integrate additional internal and external data sources to build business intelligence reporting and models. 3) Develop tools to influence areas like underwriting, pricing, product design and market expansion. 4) Measure the results of efforts through reporting, dashboards and algorithms to evaluate performance. The overall goal is to increase knowledge of the business and customers to identify opportunities, automate processes, and track outcomes of strategic initiatives.
Competitive Intelligence Analysis Tools For Economic Developmemt
This document provides an overview of 9 competitive intelligence analysis tools: SWOT analysis, TOWS analysis, Boston Consulting Group matrix, competitor profile, GE McKinsey screen matrix, STEEP analysis, Porter's five forces model, product life cycle analysis, and SPACE matrix. For each tool, a brief description is given of its objective and the types of information needed to conduct the analysis. Tips are provided at the end on applying the tools effectively and developing competitive intelligence skills.
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