BA4101 Temple University Apple Strategic Analysis Presentation Internal Resources (VRIS) Analysis for Apple: Use the Strategic Analysis Template  Please p

BA4101 Temple University Apple Strategic Analysis Presentation Internal Resources (VRIS) Analysis for Apple: Use the Strategic Analysis Template 

Please perform analysis of Apple’s resources and capabilities (VRIS) using slide #5 of the Strategic Analysis Templates PPT file and data from the Apple case (found in the Harvard course pack). You are encouraged to discuss it and work with a buddy or two. 

You should use bullets and phrases w enough description such that it is obvious that it is Apple’s activities being analyzed and we could understand the slide if it were included as an appendix to a report.  It should not be written in paragraph form.

You should upload your PowerPoint file (with an updated GDPEST and Porter’s 5 Forces analysis of the PC industry from last week) in Canvas. 

If you work with others, all names should be on the submission; and each student should still upload the submission in Canvas. 

We will review / critique in class some student submissions, after which you will perform an assessment. 

Value Chain Analysis for Apple Case: Use the Strategic Analysis Template

Please perform analysis of Apple’s value chain activities using slides #7 and #8 of the Strategic Analysis Templates PPT file and data from the Apple case (found in the Harvard course pack). You are encouraged to discuss it and work with a buddy or two. 

You should use bullets and phrases w enough description such that it is obvious that it is Apple’s resources and capabilities being analyzed and we could understand the slide if it were included as an appendix to a report.  It should not be written in paragraph form.

You should upload your PowerPoint file (with an updated GDPEST and Porter’s 5 Forces analysis of the PC industry from last week) in Canvas. 

If you work with others, all names should be on the submission; and each student should still upload the submission in Canvas. 

We will review / critique in class some student submissions, after which you will perform an assessment. 

Rubric

Internal Envir – RBV and Value Chain

Internal Envir – RBV and Value Chain

CriteriaRatingsPts

This criterion is linked to a Learning OutcomeRBV – Identified resources and capabilities (not products).

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeRBV – Resources and capabilities are specific enough that they wouldn’t fit any other company.

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeRBV – Evaluated each resource/capability using VRIS.

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeRBV – Properly identified the competitive consequences. (eg YYYY=sustainable competitive advantage, above normal returns. YNxx=competitive parity, average returns)

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeRBV – This criterion is linked to a Learning Outcome Identified the strategic consequences for the firm (eg what resources and capabilities does the firm need to develop, protect, invest in, etc).

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeVC – Identified key activities.

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeVC – Evaluated if S, E, I. Provided qualitative/quantitative evidence to support.

2.0 pts

Full Marks

0.0 pts

No Marks

2.0 pts

This criterion is linked to a Learning OutcomeVC – Determined recommendations. (Which activities created value? Should any be outsourced? Should investments/improvements be made?)

2.0 pts

Full Marks

0.0 pts

No Marks

2.0 pts

Total Points: 10.0 BA 4101 – Global Business Policies
Strategic Analysis
Templates
For Homework & Case Assignments
Note:
• From the case information we may not be able to fill in every
data cell.
• Consider what is known and what is most important.
1
• These formats are intended as starting points, they may be
adapted to specific case situations. Take care to maintain the key
concepts of the analysis framework.
Summary of Frameworks and Purposes
Name
A.k.a.
Internal/
external
Main Purpose
Stakeholder analysis
internal &
external
Determine who the main stakeholders are. Evaluate whether
specific stakeholders may withdraw their commitment.
General
environment
external
(general)
Determine the main opportunities and threats from the general
environment of the firm.
Industry-level
analysis
Porter’s 5
forces
external
(industry)
Evaluate the industry attractiveness. Determine the potential
threats from within the industry.
Internal analysis
Resource
Based View
internal
Evaluate the strengths and weaknesses of the firm. Determine
whether there is a sustainable competitive advantage.
Business-level
strategies
internal
Description of the strategy (value proposition). How does the
firm (or business unit) want to position itself? How does the
firm outperform its competitors?
Value-chain analysis
internal &
external
Determine the main primary and support activities. Consider
what activities could be outsourced.
SWOT analysis
internal &
external
Use an analysis of the external opportunities and threats
(general & industry environment) and the internal strengths and
weaknesses (RBV) to determine the strategic intent and
mission. Good as a summary of analyses.
Porter’s
generic
strategies
2
Name:
__________________________________ Class
Time: ____________
The General Environment (Threats & Opportunities)
Environment
Threat (& why?)
Opportunity (& why?)
3
Economic
Demographic
Political / Legal
Technological
Sociocultural
Global
Name: __________________________________
Class
Porter’s Five Forces
Level Analysis
Time: ____________
Industry
Name: __________________________________
Class
What business segment or industry is being considered:
___________________________________________
Process steps:
1. Identify industry or segment boundaries.
2. Identify players in each Force using case facts.
3. Assess level of threat, power, intensity of each Force
using case facts and course concepts.
4. Make final assessment of how attractive the industry
is in which to compete, using results of 5 Forces
analysis to support your view.
5. Identify the strategic implications for the firm.
Bargaining Power
of Suppliers
Threat of
Potential
Entrants
•Identify Potential Entrants and
the threat level of each.
•Briefly explain.
Rivalry Between Competitors
• Identify Competitors and intensity
of Rivalry amongst competitors.
• Briefly explain.
•Identify Buyers and
Bargaining Power of each.
•Briefly explain.
•Identify Suppliers and
Bargaining Power of each.
•Briefly explain.
•Identify Substitutes and
the threat level of each.
•Briefly explain
Bargaining Power
of Buyers
Threat of
Substitutes
How attractive is this industry?
Briefly explain why.
4
6
___________________________________________
Name: __________________________________
7
Name: __________________________________
Class
The Resource Based View
Internal Analysis
Class Time: ____________
8
Resource/ Capability
Competitive
Consequence
Does the firm have a sustainable competitive advantage? Briefly explain, why or why not?
9
Name: __________________________________
Class
___________________________________________
Five Business-
Time: ____________
10
What business segment or industry?
_______________________________
Which strategy was selected?
_________________________________
Why do you believe so?
____________________ ….
Figure 4.1
Level Strategies
11
Name: __________________________________
Class
Value Chain Activities
12
Each activity should
be examined relative
to competitors’
abilities. Accordingly,
firms rate each
activity as superior,
equivalent, or inferior
to others.
From this analysis
recommendations
can be made.
Firm Infrastructure
Human Resource Management
Technological Development
Procurement
Primary Activities
13
Name: __________________________________
Class
Time: ____________
Value Chain Assessment
Firm Infra s truc ture
Hum a n Re s ource Mana ge ment
Te c hnologic al De ve lopme nt
Proc ure m e nt
Prim a ry Ac tivitie s
Value Chain Category
Observed Activity*
Rating
(S, E, I)
Recommendation
Primary
Inbound Logistics
Operations
Outbound Logistics
Marketing and Sales
Service
Support
Firm Infrastructure
14
Human Resource
Management
Technological
Development
Procurement
* Observed activity may include
capability, approach, etc.
** Rate activity superior, equivalent, or
relative to competitors
Note: Other columns may be added as needed for case analysis.
The “recommendation” column is not required for homework 4.
S, E, I = superior, equivalent, or inferior inferior
Name: __________________________________
Class Time: ____________
15
Name: __________________________________
Class
Stakeholder Analysis
Stakeholders
Wants/Needs?
Impact level on
your outcome *
Implications /
Recommendations
16
* Many other areas might be assessed (power, risk, importance, etc)
17

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