Strama Finals.docx Filename UTF-8 Strama 20finals

8/17/2019 Strama Finals.docx Filename UTF-8 Strama 20finals

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CHRIST THE KING COLLEGE OF SCIENCE AND TECHNOLOGYJaysonville, Putatan, untinlu!a City

E"ail a##$ %%%&'()istt(e*in+&e#u&!( Tel No$ -./ -012

BUSINESS

CASE STUDYREMA TIPTOP Philippines

Submitted by:

Colombino, Mary Jane

Pazzuiagan, Francis Ann R.

Paycana, Nico

Santiago, Mary Joy

Quirobin, Ponciana

Submitted to:

Pro. !aniel !aon

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ACKNOWLEDGMENT

"e, t#e students o C#rist t#e $ing College o Science and %ec#nology ma&or in '(erational

Management )ould li*e to e+(ress t#e dee(est a((reciation to our Proessor, Mr. !aniel

!aon or giing us an o((ortunity and giing us an ins(iration to do our study in Strategic

Management.

"e also a((reciate t#e su((ort o our (arents and to our -od )#o guides and gies us

*no)ledge to do our Case Study.

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TABLE OF CONTENTS

. ntroduction

. /rie Com(any /ac*ground

. 0+ternal Audit 10F0, CPM2

3. nternal Assessment

'rganization4s CultureManagement Audit C#ec*listMar*eting C#ec*listCustomer AnalysisProduct and Serice Planning5 selling (ractices, (ricing, distribution, mar*eting

researc#, o((ortunity analysis,Com(aratie ratio analysis, inance audit c#ec*listProduction audit c#ec*listR and ! c#ec*listMS c#ec*listF0Porter4s 6

3. Strategy Analysis S"'% Matri+ 1matc#ing not more enumeration2S"'% Matri+, 0 Matri+, -rand Strategy Matri+

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3. Strategy C#oiceState c#oice and (roide im(lementing guidelines and details/road allbac* scenarios

3. Conclusion and recommendations

CHAPTER 1

Int!"#$ti!n%

Strategic management is t#e continuous (lanning, monitoring, analysis and

assessment o all t#at is necessary or an organization to meet its goals and

ob&ecties. As )e enter into t#e )orld o business )e )ill encounter dierent *ind o

industries. Rema %i( %o( also manuacturers t#e industry4s most com(re#ensie

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range o rubber lining materials (ulley lagging, s*irting rubber, cleats, scra(er rubber,

belt cleaning systems and coneyor belt s(licing and re(air (roducts. 7ou can

al)ays rely on t#e (remium brand o R0MA %P%'P. %#e recognized leader

ersatile, #ig# 8uality cold ulcanizing cements Rema %i( %o( #as led t#e )ay )it#long lasting and enironmentally9 sound ad#esies, (roducts t#at delier t#e best

ad#esion strengt# in t#e industry. Rema %i( %o( is not )ell *no)n #ere in t#e

P#ili((ines but a notorious industrie in t#e ield o Rubber ining in -ermany, Ja(an,

Mosco), and Australia.

CHAPTER &

Bie' C!(p)n* B)$+,!#n"

n ;, t#e S%A?-R@/0R grou( #as been deliering to( 8uality or

satisied customers. %oday subsidiaries and agents re(resent t#e brand

R0MA %P %'P in oer ;B countries around t#e globe. %#e continual e+(ansion o

national and international mar*et actiities and t#e e+(ansion and o(timization o t#e

sales structure, serice and (roduct range guarantee customers t#e best (ossible

(erormance.

R0MA %i(to( industries #as #ad a re(utation or t#e to( 8uality (roducts and

serices or more t#an 6B years. R0MA ti(to( (roducts continue to set ne) industry

(erormance standards.

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As a result, R0MA %P %'P ndustrie #as become synonymous )it# reliability,

s(ecialist e+(ertise and t#e #ig#est 8uality (roducts or )ear (rotection, t#e

elimination o material build9u(, corrosion (rotection and coneyor maintenance.

R0MA %P%'P ndustrie o(erates )orld)ide as a total solution (roider, deelo(ingengineered solutions or (roblems caused by un(rotected (lant (arts and e8ui(ment

in t#e materials #andling and (rocessing o materials suc# as mine ore, aggregates,

semi9 inis#ed (roducts and oerburden.

R0MA %P%'P ndustrie (roides serice cycle. Saeguarding t#e aailability o your

aluable (lant and e8ui(ment is our main ob&ectie. %#is ensures trouble ree

(roduction (rocesses, continuous system aailability, aoids unnecessary

maintenance do)n time, reduces (roduction costs, and e+tends t#e serice lie o

your e8ui(ment may times oer.

%#roug# our international subsidiary com(anies, agencies and alliance (artners in

more t#an ;B countries R0MA %P%'P ndustrie (roides total solutions against

)ear material build9u(, )orld)ide.

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'N0 /RAN! 'N0 S'@RC0 'N0 S7S%0M

-ISION AND MISSION

3S'N

%o be a -lobally9 recognized Fili(ino 'rganization t#at deliers #ig# 8uality s*illed

(ersonnel and serices to bot# its industry (artners and com(any sta*e#olders )#ile

e+ceeding e+(ectations o (roitability and long term sustainable (artners#i(s.

MSS'N

R0MA %P%'P are strictly oriented to customer needs and re8uirements o alues:

Quality, Customer orientation, le+ibility trans(arency and o(timization. "e oer

eeryt#ing rom a single source.

OUR OPERATING PRINCIPLES

%#e success o our (roduct is based on t#ree main actors:

• %#e *no)9#o) and e+(ertise o #ig#ly trained s(ecialists and a((lication engineers,

• %#e com(lete range o serices rom installation, including onsite (ro&ect

su(erision and (roessional #ands on a((lication, to our ater sales serice and

continuous maintenance (rograms.

• %#e )ide range o 8uality (roducts oered by R0MA %P%'P, sets t#e standard in

)ear resistance and elimination o material build9u(

.'N0 %0AM, 'N0 3S'N, "0 " S0R30 7'@ /0%%0R/

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CHAPTER 0

Eten)l A#"it 2EFE3 CPM4

%#e (ur(ose o an e+ternal audit is to deelo( a 'inite list o o((ortunities t#at could

beneit a irm and t#reats t#at s#ould be aoided. As t#e term inite suggests, t#e

e+ternal audit is not aimed at deelo(ing an e+#austie list o eery (ossible actor

t#at could inluence t#e businessD rat#er, it is aimed at identiying *ey ariables t#at

oer actionable res(onses. Firms s#ould be able to res(ond eit#er oensiely or

deensiely to t#e actors by ormulating strategies t#at ta*e adantage o e+ternal

o((ortunities or t#at minimize t#e im(act o (otential t#reats.

An 0+ternal Factor 0aluation 10F02 Matri+ allo)s strategists to summarize and

ealuate economic, social, cultural, demogra(#ic, enironmental, (olitical,

goernmental, legal, tec#nological, and com(etitie inormation.

$ey 0+ternal Factors "eig#t Rating "eig#ted Score

'((ortunities

;. Rubber ining industrie is gro)ing ;BE B.B6 > B.;6

Annually in (ro&ects.

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=. %#e s*ills o t#e senior em(loyee (assed B.B G B.>=

to t#e ne) em(loyee

>. 'ne Source9 t#e culture )#ic# enables t#e B.B > B.=G

Manuacturer to be R%% rubbers.

G. %rust in goernment in t#e said com(any. B.;B G B.G

Rubber liners &obs o


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B.>

;B. Com(etitie Proile Matri+ B.;B > B.>

%'%A ; >.G

%#e Com(etitie Proile Matri+ 1CPM2 identiies a irm4s ma&or com(etitors and its

(articular strengt#s and )ea*nesses in relation to a sam(le irm4s strategic (osition.

%#e )eig#ts and total )eig#ted scores in bot# a CPM and an 0F0 #ae t#e same

meaning.

!RAA %'7A REMA TIPTOP

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FAC%'RS WEIGHT RATING SCORE WEIGHT RATINGS SCORE WEIGHT RATING SCORE

P!"#$t 5#)lit* B.B< > B.= > B.= G B.>H

Pi$e

$!(petiti6enessB.;; G B.GG G B.GG G B.GG

M)n),e(ent o.;B > B.> > B.> G B.G

Fin)n$i)l

p!siti!nB.B6 = B.; > B.;6 G B.=

C#st!(e

l!*)lt*B.;6 G B.H G B.H G B.H

Gl!7)l

ep)nsi!nB.;B > B.> > B.> > B.>

M)+et sh)e B.;B > B.> = B.= > B.>

O,)ni8)ti!n

st#$t#eB.;6 G B.H G B.H G B.H

P!"#$t

$)p)$it*B.;B > B.> G B.G G B.G

M)n),e(ent

st#$t#eB.B6 G B.= G B.= G B.=

%'%A ; >.G; >.GH >.

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CHAPTER 9

Inten)l Assess(ent

%#e (rocess o (erorming an internal audit closely (arallels t#e (rocess o

(erorming an e+ternal audit. Re(resentatie Managers and em(loyees rom

t#roug#out t#e irm need to be inoled in determining a irm4s strengt#s and

)ea*nesses. %#e internal audit re8uires gat#ering and assimilating inormation about

t#e irm4s management, mar*eting, inance5accounting, (roduction5o(erations,

researc# and deelo(ment 1RI!2, and management inormation systems

o(erations.

O,)ni8)ti!n:s C#lt#e

/e #ig#ly socially res(onsible?ae numerous meetings.?ae a (artici(atie management style.Presere t#e natural enironment.

%#e team )ill ully inestigate and e+amine t#e (lants o(erating systems and

conditions%#e organization )ill recommend an o(timum solution to meet t#e re8uirementsContinuous deelo(ment

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M)n),e(ent A#"it Che$+list

/asic Planning

A management audit s#ould be designed to ac#iee t#e s(eciic goals o your com(any.

%#ere isnt an audit c#ec*list t#at is set in stone. nstead, t#ere are basic conce(ts and best

(ractices t#at auditors ollo) in designing a management audit t#at suits your needs. %#e

irst category o (rocedures on a management audit c#ec*list ty(ically concern basic

business (lanning. Sub9items re8uire t#e auditors to indicate i t#e business #as a clearly

stated mission t#at is understood and ollo)ed by em(loyees. %#e c#ec*list also allo)s

auditors to establis# t#at t#e com(any #as a )ritten sales (lan identiying t#e oerall mar*etand targeting customers. 'ne o t#e items on a c#ec*list under t#is section mig#t re8uire a

c#ec* i sales are increasing. Rema %i( %o( P#ili((ines get a (ro&ect by not only t#e 8uality

o (roducts t#ey #ae but also t#e serice t#ey oer to t#eir clients. %#e a((lication o t#eir

(ro&ect in terms o serice )#ere in t#e team out on installations instructions.

/udget Management

Anot#er category o items on a management audit c#ec*list s#ould (ertain to

managements ability to design and control budgets. %#e audit c#ec*s items t#at address

t#e oerall annual budget or t#e com(any, suc# as )#et#er a budget is (ut in (lace in a

timely as#ion, )#et#er it is a realistic guide and t#e end9o9year budget ariance. Pricing

(olicy also alls under t#is audit c#ec*list section. C#ec* items ealuate #o) )ell

management can set a (rice or (roducts t#at is com(etitie and (roitable.

%#e inancial com(troller o t#e Rema %i( %o( see*s t#e #ig#est (roit t#ey )ill get in a

certain (ro&ect. %#e budget or eery (ro&ects is ery signiicant because t#e amount )#ic#

also (ertains on t#e reliability o t#e (roduction.

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Personnel Management

A management audit also c#ec*s t#e )ay managers #andle em(loyees. tems on an audit

include a c#ec*s or eectie su(erisory structure and aut#ority, ade8uate em(loyee

training, a((ro(riate utilization o em(loyee s*ills and &ob satisaction. %y(ically, t#ere are

c#ec*s or t#e e+istence o s(eciic items, suc# as &ob descri(tions and a (olicy #andboo*.

%#e c#ec*list s#ould instruct auditors to ealuate t#e leel o em(loyee eedbac*, e8uitable

distribution o )or* and a consistent re)ard and disci(line structure.

%#e stas #el( eac# ot#er in terms o carrying t#e dierent ad#esies t#ey )ill need or t#e

(roduction.

Communications

%#roug#out t#e management audit c#ec*list s#ould be items t#at instruct auditors to

ealuate t#e )ay managers communicate )it# subordinates and eac# ot#er. %#ese items

s#ould address )#et#er managers communicate com(any (olicy eectiely and )#et#er

t#ey set u( a structure or internal communications t#at gets t#e best out o em(loyees. For

e+am(le, t#e c#ec*list mig#t re8uire auditors to re(ort i regular sta meetings are #eld and

)#et#er em(loyees are amiliar )it# arious com(any (olicies.

%#e o(erations managers is res(onsible in communicating t#e branc#es o Rema in t#e

P#ili((ines (articularly in Manila and Cebu. %#e transactions o c#emicals is not easy to

enter immediately into t#e )are#ouse )it#out c#ec*ing and monitoring t#e s(eciic ra)

materials needed in t#e o(erations.

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M)+etin, Che$+list

Mar*eting Audit C#ec*list o Questions%#e ollo)ing 8uestions about mar*eting must be e+amined in strategic (lanning:

;. Are mar*ets segmented eectielyK 70S =. s t#e organization (ositioned )ell among com(etitorsK 70S >. ?as t#e irm4s mar*et s#are been increasingK 7es, annually G. Are (resent c#annels o distribution reliable and cost eectieK 7es6. !oes t#e irm #ae an eectie sales organizationK 7es because t#e o(erations

manager acts also as t#e sales managerH. !oes t#e irm conduct mar*et researc#K 7es. Are (roduct 8uality and customer serice goodK 7es, R0MA is number one in

rubber lining industry. . Are t#e irm4s (roducts and serices (riced a((ro(riatelyK 7es, because it is

estimated beore t#e (roceeding o t#e (ro&ect


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systems and conditions.=. %#e com(any deelo( and (roide an indiidual solution to meet t#e re8uirements>. %#e (rocedure are detailed and trans(arent. 0asy to read cost (lanning and

accurate budgeting

G. 0icient and reliable because you can rely on a detailed installation (lan to suit your(lant maintenance sc#edule.

6. %#e stas are ast and ensures t#e aailability o t#e #ig# 8uality (roducts and

serices."ea*ness;. C#emicals contain a #ig# content )#ic# may #arm t#e enironment.=. %#ere is a #uge or massie com(etition in t#is ield o industry>. %raining is ery tig#t because s*ills in needed.

'((ortunities

;. ?uge (ro&ects #el( many (eo(le to #ae &obs=. %#ere are G6 rubber liners &obs oering to many (eo(le>. !eelo(ment o t#eir ca(abilities in terms o com(etitionG. ?ig# (roit

6. Steel manuacturers is a ma&or actor in rubber industry.

%#reats

;. Com(etitions in rubber industry.

P!"#$t )n" Se6i$es

R0MA %P%'P Surace Protection t#e single source su((lier

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"#eneer c#emicals and abrasie materials cause damage to containers, (i(es, ales,

etc., )e oer Lone9sto( s#o((ing corrosion and )ear (rotection.

High-Quality Tools for Rubber Lining

%P %'P Stic#ers9 are s(eciically designed or t#e a((lication o rubber s#eets. %#e

dierent stic#ers, aailable in arious s#a(es, )idt#s, and lengt#s, #ae (roen t#eir

eiciency in t#e ield or many years.

Stic#er Lcorrugated

Nec* Stitc#er

Stitc#er LPlane

Stitc#er Lo(anol

Stitc#er L(ea

Stitc#er Lscaled

%P %'P ?ot *nies and ?ot iron9 t#ese s(ecial tools #ae been s(eciically designed or

t#e a((lication o uncured rubber s#eets. %#eir #eating system ma*es rubber a((lication

muc# aster t#an )it# t#e standard *nies.

C?0M'C@% ?ot $nie

C?0M'C@% ?ot iron

C?0M'C@%9 G= 3 transormer

C?0M'C@% Straig#t /lade

C?0M'C@% Pointed /lade

C?0M'C@% ?ollo) blade, =;mm

C?0M'C@% ?ollo) blade, =6mm

Flat Moon Pus# *nie

Quality ns(ection9 suitable testing e8ui(ment is essential to ensure to( 8uality rubber lining.

?ydromette @N ;

Surace Com(arator

Minitest HBB F "et ilm t#ic*ness gauge

Microtester

S#ore9 Meter

0lmed sotest >P

"egener %esting -un

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Saety e8ui(ment

0+9 Metre

am(, G= 3

?and am( 'ers#oes

Rema %i( to( (rotection )#eneer c#emicals and abrasie materials cause damage to

containers, (i(es, ales etc., )e oer Lone9sto( s#o((ing corrosion and )ear

(rotection solution in our Rubber lining system, )ear (rotection, coneying solutions and

automotie in certiied (remium 8uality.

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C#st!(e An)l*sis

A customer analysis 1sometimes called a customer (roile or target mar*et analysis2 is acritical section o a com(anys business (lan or mar*eting (lan. t identiies target

customers, ascertains t#e needs o t#ese customers, and t#en s(eciies #o) t#e (roduct

satisies t#ese needs. /eore beginning a customer analysis, it )ould be #el(ul to #ae a

good understanding o basic mar*eting terminology.

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'rganizations s#ould not ie) t#emseles as (roducing (roducts, serices, or mar*eting

brands, t#ey s#ould ie) t#emseles as buying customers, giing customers a reason to

)ant to do business )it# t#e com(any, at t#e e+(ense o com(etition

1Para(#rased rom %#eodore eitt2

R0MA %i(to( P#ili((ines

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T I e"!ectatio

T

O

P Actua#!ro$uct!erformace



P!"#$t )n" Se6i$e Pl)nnin,

Serice is an act or (erormance t#an one (antry can oer to anot#er t#at is essentiallyintangible and does not result in t#e o)ners#i( o anyt#ing.

%#e serice o Rema %i(to( is one o t#e 8uality in t#e rubber lining industry and t#e stas

to t#eir best in doing t#eir )or* as (art o t#eir lies.

Product and serice (lanning is (articularly im(ortant )#en a com(any is (ursuing (roduct

deelo(ment.

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Pi$in,

Fie ma&or sta*e#olders aect (ricing decisions: consumers, goernments, su((liers,distributors, and com(etitors. Sometimes an organization )ill (ursue a or)ard integration

strategy (rimarily to gain better control oer (rices c#arged to consumers. -oernments

can im(ose constraints on (rice i+ing, (rice discrimination, minimum (rices, unit (ricing,

(rice adertising, and (rice controls.

%#e (ricing o Products and Serices o Rema is based on #o) #uge a (ro&ect is. %#e Rema

ma*e estimation beore get t#e (ro&ect because it is signiicant not only on t#e (art o t#eclient but also to t#e em(loyees.

Disti7#ti!n

!istribution management is an oerarc#ing term t#at reers to numerous actiities and

(rocesses suc# as (ac*aging, inentory, )are#ousing, su((ly c#ain and logistics.

Ms.!#alia, t#e logistic as )ell as t#e su((ly c#ain manager o R0MA communicate to t#e

o(erations manager and to t#e inance de(artment beore t#ey distribute to t#e s(eciic

(lace.

S)les O7;e$ti6es3 St)te,ies )n" T)$ti$s

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%#e main com(onents o (lanning in a com(any are ob&ecties, strategies and tactics. %#eir

relations#i( is s#o)n belo)

De$i"e < Set De6el!p St)te,ies E6!l6e T)$ti$s <

O7;e$ti6es

%#e distribution is some)#at similar to t#e strategies o t#e com(any )#erein t#ey set an

ob&ecties in Lone source one system one brand t#at t#ey ully control , c#ec* and monitor

all o t#e materials beore it goes to t#e )are#ouse and t#e last to t#e delegate (lace it )ill(lace.

M)+etin, Rese)$h

?-?93A@0 PR'!@C%S AN! ?-?7 Q@AF0! 0MP'700S

Anot#er secret o t#e R0MA %P %'P success is t#e global interaction bet)een #ig#9alue(roducts, (roessional serices and e+(erienced and #ig#ly 8ualiied em(loyees. %#e

)orld)ide R0MA %P %'P net)or* (ermits us to (ass on our *no)9#o) and t#us learn romeac# ot#er on a daily basis. n t#is manner )e can guarantee absolute reliability and

de(endability and contribute to t#e success o our customers.

%#e Mar*et Researc# o Rema %i(%o( is not merely ocused on t#eir (roducts but also tot#e 8uality o ra) materials t#ey )ill need in a s(eciic (ro&ect.

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Opp!t#nit* An)l*sis

@sing a mar*et o((ortunity analysis rame)or* t#at reoles around our *ey elements:

Customer analysis o t#e customer enironment uncoers or undersered customer

needs, as )ell as t#e mar*et t#ey occu(y.

%ec#nology analysis o t#e tec#nology enironment reeals t#e readiness o t#e (articular

tec#nology, as )ell as any alternatie tec#nologies on )#ic# t#e manager antici(ates

de(loying t#e irm4s oering.

Com(any analysis o t#e com(any enironment (roides t#e current state o t#ecom(any4s resources.

Com(etition analysis o t#e com(etition enironment reeal t#e irm structure o t#e

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industry and mar*et, *ey com(etitors in t#e mar*et (lace and t#e irm4s relatie adantage

to t#e com(etitors.

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C!(p))ti6e R)ti! An)l*sis

Com(aratie ratio analysis is a met#od com(anies use to assess inancial (erormance.

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%#oug# t#e ratios use accounting inormation, t#ey can (roide a dee(er meaning to t#e

com(anys (roitability, asset use, leerage, and ot#er business actiities.

Fin)n$e A#"it Che$+list

;. "#ere is t#e irm inancially strong and )ea* as indicated by inancial ratio

analysesK 70S

=. Can t#e irm raise needed s#ort9term ca(italK No, because t#e com(any is not )ell

*no)n #ere in t#e P#ili((ines but it is a #uge com(any in -ermany )#ere in t#eydidn4t do a s#ort9term ca(ital in a certain (roducts.

>. Can t#e irm raise needed long9term ca(ital t#roug# debt and5or e8uityK 70S

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G. !oes t#e irm #ae suicient )or*ing ca(italK 7es, and one o t#eir ca(ital is t#e

(eo(le )#o )or* in R0MA ti(to(

6. Are ca(ital budgeting (rocedures eectieK 7es, aside rom estimating t#ey do

c#ec*ing o t#e inancial re(orts and t#ey monitored i t#e com(any needs more

(ro&ect or not.

H. Are diidend (ayout (olicies reasonableK 7es, t#e tas* is ery diicult t#at is )#y t#eem(loyees are (ayed on #o) eectie and eicient t#eir )or* is.

. !oes t#e irm #ae good relations )it# its inestors and stoc*#oldersK 7es, in t#e

#istory o R0MA you )ill obsered t#at -ermany, t#e (arent country o t#e rubber

lining industry #ae bases in dierent countries.

. Are t#e irm4s inancial managers e+(erienced and )ell trainedK 7es, t#e accountants

are CPA board (assers and t#e inancial manager #as a lot o e+(erienced too.

P!"#$ti!n A#"it Che$+list

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Questions suc# as t#e ollo)ing s#ould be e+amined:

;. Are su((lies o ra) materials, (arts, and subassemblies reliable and reasonableK7es, because beore t#e ra) materials enter into t#e )are#ouse t#ere is a ery long

(rocess /'C9 !0NR9 P!0A9 !!/9 /R9CC and t#e additional

trans(ortation. %#e materials and (arts are signiicant in t#e (ro&ect.

=. Are acilities, e8ui(ment, mac#inery, and oices in good conditionK 7es, because

t#ey c#ec* and monitor all t#e de(artments in t#e com(any.

>. Are inentory9control (olicies and (rocedures eectieK 7es , because t#e

em(loyees stayed in t#e com(any or almost 69>B years

G. Are 8uality9control (olicies and (rocedures eectieK 7es, t#e o(erations manager

im(lement t#e (olicies and motiate t#e em(loyee.

6. Are acilities, resources, and mar*ets strategically locatedK 7es, t#e managers as

)ell as t#e stas are inormed in eery ste( o t#e com(any

H. !oes t#e irm #ae tec#nological com(etenciesK 7es, t#e admin oice and t#e main

oice is systemized.

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R )n" D $he$+list

Questions suc# as t#e ollo)ing s#ould be as*ed in (erorming an RI! audit:

;. !oes t#e irm #ae RI! acilitiesK Are t#ey ade8uateK 7es, because t#e R and ! is

conducted in -ermany.

=. outside RI! irms are used, are t#ey cost9eectieK No, because t#e cost is

getting #ig#er.

>. Are t#e organization4s RI! (ersonnel )ell 8ualiiedK 7es, because until no) t#ey do

a dee( researc# on #o) to im(roe t#e c#emicals t#ey are using in dierent sector

o t#e com(any

G. Are RI! resources allocated eectielyK 7es, t#ey #ae t#eir o)n oice and t#eir

)or* is more on deelo(ment

6. Are management inormation and com(uter systems ade8uateK 7es, t#e com(any is

big and t#e systems is com(le+ but useul.

H. s communication bet)een RI! and ot#er organizational units eectieK 7es , t#e

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su(erior in t#e com(any communicate to dierent countries )it# regards to t#e

deelo(ment.

. Are (resent (roducts tec#nologically com(etitieK 7es , because t#e com(any is

#ig#ly e+(ertise and #ae a #ig# 8uality standards.

MIS $he$+list

Questions suc# as t#e ollo)ing s#ould be as*ed )#en conducting t#is audit:

;. !o all managers in t#e irm use t#e inormation system to ma*e decisionsK 7es

=. s t#ere a c#ie inormation oicer or director o inormation systems (osition in t#e

irmK 7es

>. Are data in t#e inormation system u(dated regularlyK 7es

G. !o managers rom all unctional areas o t#e irm contribute in(ut to t#e inormation

systemK 7es

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6. Are t#ere eectie (ass)ords or entry into t#e irm4s inormation systemK 7es

H. Are strategists o t#e irm amiliar )it# t#e inormation systems o rial irmsK 7es

. s t#e inormation system user9riendlyK 7es

. !o all users o t#e inormation system understand t#e com(etitie adantages t#at

inormation can (roide irmsK No


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nternal Factor 0aluation 1F02 matri+ is a strategic management tool or auditing or

ealuating ma&or strengt#s and )ea*nesses in unctional areas o a business.

F0 matri+ also (roides a basis or identiying and ealuating relations#i(s among t#ose

areas. %#e nternal actor ealuation matri+ or s#ort F0 matri+ is used in strategy

ormulation.

%#e F0 Matri+ toget#er )it# t#e 0F0 matri+ is a strategy9 ormulation tool t#at can be

utilized to ealuate #o) a com(any is (erorming in regards to identiied internal strengt#s

and )ea*nesses o a com(any. %#e F0 matri+ met#od conce(tually relates to t#e /alanced

Scorecard met#od in some as(ects.

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Inten)l Sten,ths Wei,ht

R)tin,

Wei,hte"S$!e

1% S(ecialists continue to deelo( ne) materials.2% ?ig#9Quality Products.3% nnoatie #ig#98uality solutions.4% -ood Re(utation and image.5% Proessional Serices.6% oyal 0m(loyees.

7% Manuactured res(ecting internationalstandards o 8uality and saety.8% Strong management team.9% Re(resented in more t#an ;B countries.

E

;=E

6E

GE

;BE

GE

E

>E

GE

G

G

>

>

G

>

G

>

>

B.>=

B.G

B.;6

B.;=

B.GB

B.;=

B.>=

B.B<

B.;=

Internal

Weaknesses

1% ac* o adertisement2% Absence o strategic (artners3% ot o com(etitors4% imited access to international mar*ets.

;>E


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P!tes =

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Ch)pte -

St)te,* An)l*sis

SWOT MATRIX

TE OR/AI,ATIO

,TRE/T;. n (roblem analysis. %#e team )ill ully

inestigate and e+amine t#e (lants o(erating

systems and conditions.

=.%#e com(any deelo( and (roide an

indiidual solution to meet t#e re8uirements

>%#e (rocedure are detailed and

trans(arent. 0asy to read cost (lanning and

accurate budgeting

G. 0icient and reliable because you can rely

on a detailed installation (lan to suit your

(lant maintenance sc#edule.

6. %#e stas are ast and ensures t#e

aailability o t#e #ig# 8uality (roducts and

serices.

+EAE,,E,

;. C#emicals contain a #ig# content

)#ic# may #arm t#e enironment.=. %#ere is a #uge or massie

com(etition in t#is ield o industry3% %raining is ery tig#t because s*ills

in needed.

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OPPORTITIE,

;. ?uge (ro&ects #el( many

(eo(le to #ae &obs=. %#ere are G6 rubber

liners &obs oering to

many (eo(le>. !eelo(ment o t#eir

ca(abilities in terms o

com(etitionG. ?ig# (roit6. Steel manuacturers is a

ma&or actor in rubber

industry.

,O ,TRATE/IE, +O ,TRATE/IE,

TREAT, Com(etitions in rubber industry.

,T ,TRATE/IE, +T ,TRATE/IE,

Ch)pte -I

St)te,* Ch!i$e

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%#e irst ste( in ealuating and c#oosing a strategy is to reie) t#e results o t#e strategic

situation assessment consisting o an analysis o t#e general, industry, and internal

enironments, in terms o actors critical to t#e success o t#e business.

-eorge Steiner stated t#at t#ree ty(es o data are re8uired to (erorm a situation audit:

identiying t#reats, strengt#s, and )ea*nesses.

;. Past (erormance o t#e irm.

=. !ata about t#e current situation, including:

o Analysis o customers and mar*ets.

o Resources o t#e com(any.

o Com(etition.

o 0nironmental setting.

o 't#er (erormance measures or areas o interest.

>. Forecasts o t#e uture.

St)te,* Ch!i$e )n" P!6i"e i(ple(entin, ,#i"elines > "et)ils

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Critical success actors 1CSFs2 or any business are t#e limited number o areas in )#ic#

satisactory results ensure successul com(etitie (erormance. Studies #ae s#o)n t#at

t#ree to si+ actors are usually critical to success in most industries.

n general, at least ie criteria tend to determine )#ic# actors are critical to t#e business

and t#eir relatie im(ortance:

;. m(act on (erormance measures, suc# as mar*et s#are, (roits, cas# lo), and t#e

li*e.

=. Relations#i( to strategic t#rusts, suc# as dierentiation, costs, segmentation, (re9

em(tie, turnaround, rene)al, and t#e li*e.

>. Relations#i( to lie9cycle stage, t#at is, introduction, gro)t#, maturity, and aging and

decline.

G. Relates to a ma&or actiity o t#e business, suc# as mar*eting at /M.

6. noles large amounts o money relatie to ot#er actiities o t#e irm.

%#ere are seeral tec#ni8ues or identiying CSFs or a business, its industry, and its

general enironment. t is im(ortant to ealuate t#e irm, but it is e8ually im(ortant ealuate

t#e ca(abilities o com(etitors.

%#e deelo(ment and ealuation o alternaties s#ould be t)o se(arate and distinct ste(s.

%#ree basic 8uestions must be as*ed during strategy ealuation:

;. ?o) eectie #as t#e e+isting strategy beenK

=. ?o) eectie )ill t#at strategy be in t#e utureK

>. "#at )ill be t#e eectieness o selected alternatie strategies 1or c#anges in t#e

e+isting strategy2 in t#e utureK

%#e orm o strategic analysis and c#oice aries considerably according to t#e stage o

deelo(ment o t#e irm, and t#e ocus diers at t#e dierent irm leels.

%#e ealuation s#ould ta*e (lace at t#e cor(orate, business, and unctional leels, )it#

close scrutiny o (olicies and (lans at eac# o t#ese leels.

For multi9industry and multi(roduct5(roduct irm, strategic analysis begins at t#e cor(orate

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leel.

Cor(orate strategy (roides guidance or resource allocations among businesses and also

indicates standards or adding ne) businesses or deleting e+isting ones.

Alternatie business9leel strategies must be e+amined )it#in t#e conte+t o eac# business

unit in multi9industry irms.

Functional strategies must be identiied to initiate and control daily business actiities in a

manner consistent )it# business strategy.

B!)" F)ll 7)$+ S$en)i!s

Anyone )#o #as anyt#ing to do )it# (lanning or any ty(e o organization immediately andinstinctiely turns to some sort o orecast o t#e uture as a starting (oint. "#yK /ecause

)e #ae all been educated to beliee t#at i )e are to ma*e decisions about t#e uture o anorganization, )e must irst *no) )#at t#e uture t#at t#e organization )ill #ae to deal )it#

)ill be li*e. Fall bac* (lan is im(lemented )#en t#e contingency (lan ails or is not ullyeectie in ot#er )ords, you can say t#at t#e all bac* (lan is generally Made or results ris*

it is bac* u( (lan or contingency (lan. %#e all bac* (lan is also a (art o (ro&ectmanagement (lan and deines t#e cases )#ere action #ae to be ta*en.

Ch)pte -II

C!n$l#si!n )n" Re$!((en")ti!n

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