final step of industry and competitive analysis is to use the answers to the previous six questions to draw conclusions about the relative attractiveness or unattractiveness of the industry‚ both near-term and long-term. Company strategists are obligated to assess the industry outlook carefully‚ deciding whether industry and competitive conditions present an attractive business opportunity for the company or whether the company’s growth and profit prospects are gloomy. The important factors on which to
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influences on a firm’s strategic actions and is based on the following four assumptions: The external Environment The general‚ industry‚ and competitive environments impose pressures and constraints on firms and determines strategies that will result in superior returns. (External Environment à Organization) Most firms competing in an industry or an industry segment control similar sets of strategically-relevant resources and thus pursue similar strategies. Resources used to implement
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1. Despite its growth and size‚ why is Inventec not very profitable? Several factors may attribute to the low profitability of Inventec in the past few years. Firstly‚ they are operating in a dynamic electronic industry with very short product life cycle. The design of a new product may obsolete in a very short period of time‚ the reliance on frequent technology innovation determined the high industry’s inherent risk. Second factor is the intense competition and the clients and suppliers have comparatively
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CASE II INVENTEC CORPORATION 1. According to industry structure and profitability analysis‚ these are some reasons lead low profitability of Inventec. First‚ rivalry among existing firms; more competitors enter into this filed especially in China‚ the average selling price continues to erode‚ even some of them have to choose price war. At the same time‚ India companies provided high profit margin software and IT service which left the low profit margin manufacturing to traditional ODM companies
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*Industry Averages-SIC #2711 (Newspaper Publishing) Common Size Balance Sheet Ratios % Assets: Cash & Equivalents 8.6 Accounts/Trade Receivables (net) 15.0 Inventory 5.7 All other current assets 2.0 Total current assets 31.2 Fixed Assets (net) 33.6 Intangibles (net) 23.0 All other non-current assets 12.1 Total Assets 100.0 Liabilities: Notes Payable-Short-term 2.6 Current Maturities of long-term
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firm in its industry. There are no close substitutes for the good or service a monopoly produces. Not only does a monopoly firm have the market to itself‚ but it also need not worry about other firms entering. In the case of monopoly‚ entry by potential rivals is prohibitively difficult. A monopoly does not take the market price as given; it determines its own price. It selects from its demand curve the price that corresponds to the quantity the firm has chosen to produce in order to earn the maximum
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6. What are the key success factors in the European airline industry? ---When addressing this question we find it worthwhile to remind students that a KSF is what any firm in the industry must do to be successful. Based on this definition‚ the following KSF’s apply to the European airline industry: (1) A reputation for safety – This is a fundamental KSF for any segment of the airline industry. If a firm is not viewed as safe by potential passengers‚ they will not use the carrier. (2) Offering
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ACCT3610 – Business Analysis and Valuation Week 3 (Tutorial 2) – Inventec Case Study 1. Despite the growth of Inventec‚ there were a number of reasons why it was not very profitable. * Firstly‚ they were operating in a highly competitive market. This created pressure to reduce costs and offer the best price to clients‚ thus decreasing profit margins. * Inventec were operating in an industry that has rapid rates of growth and development in terms of products and product types
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The Pharmaceutical Industry: Key success factors High profit after launching the product: Before a pharmaceutical company establishes a new product it takes them a lot time and work. The whole project‚ from the beginning until the end‚ where the medicine can be launched can last about 12 years. But once the drug is on marked the producing company has very high margins. On average‚ a Blockbuster drug is for about eight years on the marked and each year it has revenues in the range of one
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Question 4 K Chapman 2007 | Industry Average | Difference between 2007 and Industry Average | GPR 36.68% | 43% | 6.32% | NPR 20.22% | 39% | 18.78% | ROE 38.65% | 45% | 6.35% | Tuesday 5th of June 2012 Report to K Chapman regarding gaining a loan to expand the business The following report has been prepared for K Chapman‚ to evaluate the financial status of the business. K Chapman is looking to expand within the business. K Chapman has applied to be granted a loan from
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