Defining the organization's strategic direction
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The document discusses tools for assessing a firm's current strategic position, including Porter's five forces model, stakeholder analysis, and internal analysis. Porter's five forces model identifies opportunities and threats by analyzing the attractiveness and competitive forces of an industry. Stakeholder analysis considers how stakeholder management impacts financial performance or ethical implications. Internal analysis identifies a firm's strengths and weaknesses, sometimes through examining activities in the value chain, as shown through an example of a value-chain analysis for a software company.
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SWOT analysis is a strategic planning tool used to evaluate the strengths, weaknesses, opportunities, and threats for a project, business, or other organization. It involves examining internal factors (strengths and weaknesses) as well as external factors (opportunities and threats). The technique was developed in the 1960s and 1970s by Albert Humphrey at Stanford University using Fortune 500 company data. The goal of a SWOT analysis is to identify internal and external factors important to achieving a stated objective. Common strengths/weaknesses include resources and infrastructure, while opportunities/threats include economic conditions and technology changes. Errors to avoid include conducting SWOT without a clear objective, confusing opportunities with strengths, and mixing up SWOT descriptions with possible strategies
work is also attachedOrganization Noble Energy (NBL) .docx
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International Journal of Business and Social Science Vol. 2 No. 11 [Special Issue - June 2011]
147
A SWOT Study of the Development Strategy of Haier Group as One of the Most
Successful Chinese Enterprises
Xia Chan
Postgraduate Student of Business English
School of English for International Business
Guangdong University of Foreign Studies, Guangzhou 510420, China
E-mail: [email protected]
Abstract
This paper puts forward a complete and comprehensive SWOT development strategy model on the basis of the
previous SWOT analysis model and the case study of Haier Group. After a general review of both SWOT and
Haier, this paper focuses on how Haier can make appropriate SO ST WO and WT strategies by analyzing and
allocating its internal factors (strengths and weaknesses) as well as external environments (opportunities and
threats). The aim is to provide an applicable Haier model which combines SWOT analysis with strategy
formulation to set an example of how SWOT assists business in developing feasible strategies, and
simultaneously provides an in-depth understanding of the “glocal” strategy of Haier as one of the most
successful enterprises in current China.
Key words: SWOT analysis; Haier Group; development strategy model; internal factors; external
environments
1. Introduction
In today‘s hyper-competitive global market, any company should have a clear understanding about itself as
well as the external conditions in order to make effective decisions and strategic corporate planning.
Therefore, many economists and scholars have researched into this field and proposed some useful tools and
models to help analyze and develop business strategies. SWOT analysis is one of the most well-known and
frequently used models created in the 1980s. Despite its high popularity and wide application, I found that few
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model to guide the business practices. In view of this, this paper attempts to set an example of how to
incorporate SWOT analysis into a company or business‘s strategy-formulating process. Moreover, the reason
why Haier is chosen as the analyzing subject should be explained here. Recently, it is reported that Haier was
ranked 27th in the 2010 Top 50 World‘s Most Innovative Companies, becoming the first Chinese household
electrical appliances firm in the list, which aroused great public interest. Actually, as the most internationally
distinguished Chinese appliance brand, Haier always attracts great attention from economics and researchers.
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greatly affect its strategies and contribute to its success, can hopefully offer some useful guidance for other
business.
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Strategic Management Concepts Chapter 9Strategy Formulation.docx
Strategic Management Concepts
Chapter 9
Strategy Formulation
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
1
Chapter 9: Key Issues
Fundamentals of the SWOT analysis
Human, Organizational, & Physical Resources
Using the SW/OT Matrix to Help Make Strategic Decisions
Using the SCLC Matrix to Help Evaluate Alternatives
Issues in Strategy Formulation
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
2
8-1 SWOT Analysis: Strengths and Weaknesses
Strengths (internal)
Weaknesses (internal)
Opportunities (external)
Threats (external)
Purpose of the SWOT: To organize research and perspectives into a useful framework for strategic decision-making.
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
3
Strengths and Weaknesses: Key Concepts
Gap analysis identifies the distance between a firm’s current position and its desired position with regard to an internal weakness. When possible, a firm should take action to close the gap, especially when itleaves a firm vulnerable to external threats.
The value chain helps a firm analyze its strengths and weaknesses, and understand how they might translate into competitive advantage or disadvantage.
Firm resources are translated into strengths (or weaknesses) via strategic capabilities, the mechanism through which individuals in an organization coordinates efforts along one or more resources to solve a particular problem.
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
Sources of Organizational
Strengths and Weaknesses
Human Resources: The experience, capabilities, knowledge, skills, and judgment of all the firm’s employees.
Organizational Resources: The firm’s systems and processes, including its strategies at various levels, structure, and culture.
Physical Resources: Plant and equipment, geographic locations, access to raw materials, distribution network, and technology.
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
5
9-2 Human Resources
Issues to Consider
Board of directors: Tenure, experience, and present level of investment
Top managers, including the CEO: Background, capabilities, experience
Other managers & employees: Effective HR planning, training & development, turnover, effective performance appraisal (PA)
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
6
9-3 Organizational Resources
Issues to Consider
Consistency among corporate, business, and functional strategies
Consistency between organizational strategies and the firm’s mission/goals
Consistency between the firm’s strategies and its culture
Consistency between the firm’s strategies and its structure
Relative position in the industry
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
7
9-4 Physical Resources
Issues to Consider
Currency of technology
Qu.
Techniques of scanning
based on the business environment...what are the various ways to scan the environment.
what are the techniques being adopted by an organisation to scan the environment.
Strategic-analysis-and-decision-making-a-strategic-management-model.pdf
The document outlines a strategic management model involving key steps such as developing a mission/vision, conducting external/internal analysis using tools like PESTEL, Porter's Five Forces, and SWOT analysis. It also discusses evaluating resources/capabilities which involves identifying internal resources, competencies that enable the organization to perform better than competitors, and capabilities that allow the organization to achieve strategic goals and create competitive advantages.
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SWOT summary
SWOT analysis is a strategic planning tool used to evaluate the strengths, weaknesses, opportunities, and threats for a project, business, or other organization. It involves examining internal factors (strengths and weaknesses) as well as external factors (opportunities and threats). The technique was developed in the 1960s and 1970s by Albert Humphrey at Stanford University using Fortune 500 company data. The goal of a SWOT analysis is to identify internal and external factors important to achieving a stated objective. Common strengths/weaknesses include resources and infrastructure, while opportunities/threats include economic conditions and technology changes. Errors to avoid include conducting SWOT without a clear objective, confusing opportunities with strengths, and mixing up SWOT descriptions with possible strategies
work is also attachedOrganization Noble Energy (NBL) .docx
work is also attached
Organization Noble Energy (NBL) and Nigeria as the country.
step one:
Your task is to conduct a global industry comparative analysis that will help develop the strategy for expanding your organization's products into a new country. Note that the term
products
will refer to products, services, or a combination of the two.
In this fictional market expansion, your analysis will examine a real-life organization. To accomplish this task, you need to identify and assess the risks that your organization may encounter, such as market barriers and competition, as well as opportunities for success in the selected country. As the general manager for strategy, you have been tasked with the following:
· Analyze your organization's resources and capabilities (organization profile).
· Evaluate the external environment, specifically the industry in which your organization operates (industry analysis).
· Select a new country as a market for expanding your organization's products (country risk assessment). You will select one country from the provided list and assess the risks associated with doing business in that country, including risks presented by its economic, political, and cultural environments.
Based on your research, in three weeks you will make a recommendation to your senior vice president and CEO on expanding into this new market. Be sure to budget enough time for each of the 13 steps.
When you submit your project, your work will be evaluated using the competencies listed below. You can use the list below to self-check your work before submission.
· 1.1: Organize document or presentation clearly in a manner that promotes understanding and meets the requirements of the assignment.
· 5.2: Assess the implications of legal, ethical, and cultural (national) standards on an organization's operations in global markets and make recommendations for appropriate actions.
· 6.1: Identify the general (external) environment in which an organization operates and discuss the implications for enterprise success.
· 6.2: Evaluate the strategic implications for domestic and international markets of an organization's industry.
· 6.3: Analyze an organization's internal strengths and weaknesses for strategic value.
· 6.4: Develop and recommend strategies for an organization's sustainable competitive advantage.
· 7.4: Analyze the impact of international and foreign laws on US organizations acting domestically and abroad.
· 8.1: Evaluate major business/organizational systems and processes and make recommendations for improvement.
· 9.1: Design organizational structure, systems and processes that support the strategic goals of the organization.
· 10.1: Apply relevant microeconomics principles to support strategic decisions for the organization.
· 12.1: Assess market risk and opportunity.
· 13.1: Identify and analyze new opportunities.
· 13.2: Create and implement new initiative or enterprise.
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Strategic Analysis
Strategic analysis is used to determine the best path for an organization to achieve its goals. It involves researching the business environment and organization to formulate strategy. Some key tools for strategic analysis include PEST analysis, SWOT analysis, Porter's five forces model, value chain analysis, and McKinsey's 7S model. These tools help evaluate factors both internal and external to the organization to measure the success of implemented strategies. In conclusion, strategic analysis provides a clear view of a company's operations, objectives, and how it achieves its targets.
Scanned by CamScannerInternational Journal of Busine.docx
Scanned by CamScanner
International Journal of Business and Social Science Vol. 2 No. 11 [Special Issue - June 2011]
147
A SWOT Study of the Development Strategy of Haier Group as One of the Most
Successful Chinese Enterprises
Xia Chan
Postgraduate Student of Business English
School of English for International Business
Guangdong University of Foreign Studies, Guangzhou 510420, China
E-mail: [email protected]
Abstract
This paper puts forward a complete and comprehensive SWOT development strategy model on the basis of the
previous SWOT analysis model and the case study of Haier Group. After a general review of both SWOT and
Haier, this paper focuses on how Haier can make appropriate SO ST WO and WT strategies by analyzing and
allocating its internal factors (strengths and weaknesses) as well as external environments (opportunities and
threats). The aim is to provide an applicable Haier model which combines SWOT analysis with strategy
formulation to set an example of how SWOT assists business in developing feasible strategies, and
simultaneously provides an in-depth understanding of the “glocal” strategy of Haier as one of the most
successful enterprises in current China.
Key words: SWOT analysis; Haier Group; development strategy model; internal factors; external
environments
1. Introduction
In today‘s hyper-competitive global market, any company should have a clear understanding about itself as
well as the external conditions in order to make effective decisions and strategic corporate planning.
Therefore, many economists and scholars have researched into this field and proposed some useful tools and
models to help analyze and develop business strategies. SWOT analysis is one of the most well-known and
frequently used models created in the 1980s. Despite its high popularity and wide application, I found that few
researches have combined it with the business‘s development strategies to further work out a more integrated
model to guide the business practices. In view of this, this paper attempts to set an example of how to
incorporate SWOT analysis into a company or business‘s strategy-formulating process. Moreover, the reason
why Haier is chosen as the analyzing subject should be explained here. Recently, it is reported that Haier was
ranked 27th in the 2010 Top 50 World‘s Most Innovative Companies, becoming the first Chinese household
electrical appliances firm in the list, which aroused great public interest. Actually, as the most internationally
distinguished Chinese appliance brand, Haier always attracts great attention from economics and researchers.
Therefore, a more comprehensive examination of Haier, especially the internal and external factors which
greatly affect its strategies and contribute to its success, can hopefully offer some useful guidance for other
business.
Therefore, it is of great theoretical and practical si.
SWOT
This document provides information on SWOT analysis including:
- What a SWOT analysis is, how it is used as a planning tool to understand strengths, weaknesses, opportunities, and threats.
- The four elements of a SWOT analysis: strengths, weaknesses, opportunities, threats and examples of each.
- An 8 step process for conducting a SWOT analysis including researching the business/market, listing strengths, weaknesses, opportunities, threats, prioritizing them, and developing strategies.
Swot Analysis
This document provides an overview and analysis of a SWOT report submitted by Tsering Ngutuk Gurung for the MSc Infrastructure Engineering and Management program at the Pashchimanchal Campus Institute of Engineering in Pokhara, Nepal. The report defines SWOT analysis and discusses its benefits and limitations. It then provides a sample SWOT analysis of the MSc program, identifying strengths, weaknesses, opportunities, and threats. The conclusion emphasizes building on strengths, minimizing weaknesses, seizing opportunities, and nullifying threats to set an effective strategic vision and objectives for the program.
Strategy as analysis - company industry analysis tools
The document discusses strategic processes, tools, and lessons for enhancing individual and team strategic thinking. It introduces frameworks for asking the right questions, analyzing information, and taking action to make an impact. Several strategic thinking tools and processes are described, including conducting a historic 4C analysis of an organization, performing a STEP-FAR environmental analysis, using a 5-forces model to analyze industry competition, conducting a strategic customer analysis, and performing a strength-limitation cluster analysis of an organization. The goal is to provide teams with mental discipline and leverage to develop strategic thinking skills.
0 nº 6 ZEN TRAVEL GUIDE LINE – COURSE PROJ
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Memory Distortion.htmlMemory Distortion
Although you may think you remember events exactly how they happened, other experiences and questions about the events influence what you remember. Rarely do you have verbatim memories of events. Therefore, you encounter memory distortion.
In the light of what you have learned about the malleability of memory, do you think the use of eyewitnesses is appropriate in a court case?
Elizabeth Loftus is a leading authority on eyewitness memory and repressed memories. Using the keywords "eyewitness memory and repressed memories by Elizabeth Loftus," search the Internet for interesting articles concerning this science
Additional Material
View the PDF transcript for Memory Distortion in the Courtroom
media/transcripts/SU_PSY3001_Courtroom.pdf
Page 1 of 1
SU_PSY3001_Cognitive
© 2009 South University
Memory Distortion in the Courtroom
Let’s look at a perfect example of memory distortion—eyewitness testimony.
Courts place great emphasis on eyewitness testimony, but eyewitness recollection can be quite
distorted. Eyewitnesses do not intentionally lie, but they really believe what they are reporting is
accurate. Distortions occur due to a variety of reasons, including suggestibility and bias.
The way a prosecutor asks a witness questions can influence the witness’s report of events (for
example, “When did the green car hit the blue car?” versus “When did the green car smash into
the blue car?”).
People have their own biases and prejudices that can affect how they remember events, but bias
can also be introduced by questioning.
Research shows that children are especially susceptible to distortions of memory, but the court
system still allows the testimony of children in the courtroom. False memories from children have
far-reaching implications in cases concerning child abuse.
In some instances, people wrongly convicted of child abuse have later been found not guilty due
to the now-grown children saying the events never occurred, while in others, people who were
guilty but were absolved on the ground of lack of evidence were brought back to courtrooms
because of the now-grown children discovering repressed memories of abuse.
Brian always crams for tests and stays up throughout the night before a test to study. He usually performs well in the tests and thinks he will do well in the cumulative final exam as well. Explain some of the issues that Brian will face regarding his success for the cumulative exam.
Brian is going to struggle with a cumulative exam. Cramming is a terrible study habit to begin with. It is sufficient to remember information just long enough to complete a simple unit exam as was noted in the case study, but a cumulative exam requires the retention of far more information than can be crammed for. The lack of sleep alone will cause is ...
11.financial diagnosis of selected listed pharmaceutical companies in bangladesh
This document summarizes a study on the financial diagnosis of selected listed pharmaceutical companies in Bangladesh from 2006-2007 to 2008-2009. The study uses ratio analysis, statistical tools, and Altman's Z-Score model to analyze the liquidity, profitability, and solvency of the companies. The results found that while the industry average bankruptcy risk was satisfactory, the liquidity, profitability, and solvency positions of most companies were average. Factors like unsound financial management, inadequate working capital, and government policies were found to influence the financial performance. The study aims to identify limitations and recommend corrective measures to improve the industry.
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This document provides an overview of using a SWOT analysis for career development at an individual level. It begins by outlining the typical strategic planning process used in businesses, which involves establishing goals and vision, analyzing internal strengths and weaknesses as well as external opportunities and threats. A SWOT analysis specifically examines these four areas. The document then discusses how individuals can apply the same SWOT framework to their own career development by self-assessing their personal strengths, weaknesses, opportunities, and threats in order to develop strategies that maximize opportunities and minimize threats. Templates are provided to guide individuals through this personal SWOT analysis.
Strategic analysis
This document discusses strategic analysis and some of the key tools used. It defines strategic analysis as researching an organization's business environment and itself to formulate strategy. Some common tools mentioned are PESTL analysis, SWOT analysis, and Porter's Five Forces model. PESTL looks at political, economic, social, technological, and legal factors. SWOT analyzes strengths, weaknesses, opportunities, and threats. Porter's Five Forces examines competitive intensity through suppliers, buyers, substitutes, new entrants, and industry rivals.
Value chain and SWOT analysis
Value chain analysis helps only in identifying the strengths and weaknesses of each elements of firm’s value chain. SWOT can not be used to identify external opportunities and threats. It is a situation analysis of the organization. It is a groundwork for matching the strategy both to the external market and internal resources. It is away to analyze a firm’s internal and external situations.
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fundamentalanalysisppt-130306035459-phpapp02.pdf
Fundamental analysis is a method used to determine the value of a stock by analyzing financial data and metrics. It involves examining economic, financial, and qualitative factors related to a security to determine its intrinsic value. Some tools of fundamental analysis include earnings per share, price-earnings ratio, dividend payout ratio, and price-to-book ratio. Fundamental analysis of a company evaluates factors like its business model, management, and financial statements to analyze the company's health and predict the movement of its stock price.
Strategic management introduction to the Strategic management
The document outlines the strategic management process in 6 steps: 1) identifying mission/goals/strategies, 2) external analysis, 3) internal analysis, 4) formulating strategies, 5) implementing strategies, and 6) evaluating results. It also discusses types of organizational strategies including corporate strategies like growth, stability, and renewal as well as business-level strategies focused on competitive advantage. Porter's five forces model is explained as analyzing competitive rivalry and threats from new entrants, substitutes, suppliers and buyers.
Induction Program Case Amway
This document provides an overview of case study analysis, including how to analyze a case study, write a case study analysis, and make recommendations. It discusses analyzing the history, strengths/weaknesses, opportunities/threats, strategy, structure, and control systems of a company. The key steps are to conduct a SWOT analysis, evaluate the corporate and business strategies, analyze the company's structure and whether it matches its strategy, and make recommendations that logically follow from the analysis. The analysis should be systematic and link any strategic recommendations to the identified SWOT analysis.
Tools and Techniques of Strategic Management
This document outlines several tools and techniques for strategic management, including the BCG matrix, GE multifactor portfolio matrix, PESTLE analysis, SWOT analysis, balanced scorecard, VRIO analysis, Mintzberg's 5Ps of strategy, and Porter's five forces model. It provides a brief description of each technique, explaining what factors are considered and how each can be used to analyze an organization's strategy, environment, resources, and competitive position.
Strategic Management Concepts Chapter 9Strategy Formulation.docx
Strategic Management Concepts
Chapter 9
Strategy Formulation
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
1
Chapter 9: Key Issues
Fundamentals of the SWOT analysis
Human, Organizational, & Physical Resources
Using the SW/OT Matrix to Help Make Strategic Decisions
Using the SCLC Matrix to Help Evaluate Alternatives
Issues in Strategy Formulation
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
2
8-1 SWOT Analysis: Strengths and Weaknesses
Strengths (internal)
Weaknesses (internal)
Opportunities (external)
Threats (external)
Purpose of the SWOT: To organize research and perspectives into a useful framework for strategic decision-making.
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
3
Strengths and Weaknesses: Key Concepts
Gap analysis identifies the distance between a firm’s current position and its desired position with regard to an internal weakness. When possible, a firm should take action to close the gap, especially when itleaves a firm vulnerable to external threats.
The value chain helps a firm analyze its strengths and weaknesses, and understand how they might translate into competitive advantage or disadvantage.
Firm resources are translated into strengths (or weaknesses) via strategic capabilities, the mechanism through which individuals in an organization coordinates efforts along one or more resources to solve a particular problem.
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
Sources of Organizational
Strengths and Weaknesses
Human Resources: The experience, capabilities, knowledge, skills, and judgment of all the firm’s employees.
Organizational Resources: The firm’s systems and processes, including its strategies at various levels, structure, and culture.
Physical Resources: Plant and equipment, geographic locations, access to raw materials, distribution network, and technology.
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
5
9-2 Human Resources
Issues to Consider
Board of directors: Tenure, experience, and present level of investment
Top managers, including the CEO: Background, capabilities, experience
Other managers & employees: Effective HR planning, training & development, turnover, effective performance appraisal (PA)
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
6
9-3 Organizational Resources
Issues to Consider
Consistency among corporate, business, and functional strategies
Consistency between organizational strategies and the firm’s mission/goals
Consistency between the firm’s strategies and its culture
Consistency between the firm’s strategies and its structure
Relative position in the industry
Parnell, Strategic Management: Theory and Practice. SAGE Publications, Inc. © 2013
7
9-4 Physical Resources
Issues to Consider
Currency of technology
Qu.
Techniques of scanning
based on the business environment...what are the various ways to scan the environment.
what are the techniques being adopted by an organisation to scan the environment.
Strategic-analysis-and-decision-making-a-strategic-management-model.pdf
The document outlines a strategic management model involving key steps such as developing a mission/vision, conducting external/internal analysis using tools like PESTEL, Porter's Five Forces, and SWOT analysis. It also discusses evaluating resources/capabilities which involves identifying internal resources, competencies that enable the organization to perform better than competitors, and capabilities that allow the organization to achieve strategic goals and create competitive advantages.
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Defining the organization's strategic direction
- 1. P R E S E N T B Y : S H A S A E L F I N A R A H M A D A N I S I S T E M I N F O R M A S I FA K U LTA S S A I N S D A N T E K N O L O G I U N I V E R S I TA S I S L A M N E G E R I S U LTA N S YA R I F K A S I M R I A U CHAPTER 6 DEFINING THE ORGANIZATION’S STRATEGIC DIRECTION
- 2. ASSESING THE FIRM CURRENT POSITION • External Analysis The two most commonly used tools for analyzing the external environment of the firm include Porter’s five force model and stakeholder analysis.
- 3. PORTER’S FIVE FORCE MODEL In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces.
- 4. STAKEHOLDER ANALYSIS Stakeholder models are often used for both strategic and normative purposes. A strategic stakeholder analysis emphasizes the stakeholder management issues that are likely to impact the firm’s financial performance, while a normative stakeholder analysis emphasizes the stakeholder management issues the firm ought to attend to due to their ethical or moral implications.
- 5. INTERNAL ANALYSIS The analysis of the internal environment of the firm most often begins with identifying the firm’s strengths and weaknesses. Sometimes this task is organized by examining each of the activities of the value chain.
- 6. EXAMPLE OF VALUE-CHAIN ANALYSIS FOR TAKE2 INTERACTIVE SOFTWARE