13/08/15 1 Scenario • You have been contacted by the major shareholders at General Motors (USA) to provide an accurate and current analysis of their Holden subsidiary. • Subsidiaries are a common feature of multinational corporations who generally organise their businesses into national and functional subsidiaries • A subsidiary is a business/organisation that is completely or partly owned (major shareholder) by the parent organisation and thus the parent organisation normally controls the activities and policies of the subsidiary (therefore, Holden is the Australian arm of General Motors). • So you are working as a consultant to suggest a new (internal, external or partnership) venture, (on a based analysis of the Holden subsidiary) which will create rapid growth. • The report should be addressed to/written for the shareholders of GM. A3 – Individual Report IBU5COV • This is a 2000 word report (maximum) • Due Friday 16th October @ 9pm • Submit via the TurnItIn link on LMS • Your file must be saved/uploaded with the following name: A3COV_Campus_Surname_StudentNumber • This report must be presented in a professional academic report manner (cover page, table of contents, use headings/subheadings, include page numbers, be formatted with square paragraphs etc.) 13/08/15 2 #1: Analyse External Environment Macro External Environment: – Environmental factors that indirectly affect the organisation, such as government legislation, demographic and social trends. – Comprises political, economic, socio-cultural, technological, environmental & legal environmental forces. Before you commence the assignment… It is recommended you complete an external, industry, competitor and internal analysis to identify a relevant opportunity. From your analysis you should be able to clearly identify the customer need and timing (opportunity). It is suggested you used the following theories/ models to help… 13/08/15 3 #3: Competitor Analysis (Smith 2008) #2: Drivers of Industry Competition 13/08/15 4 Assessment of the external environment, drivers of industry competition and the competitor analysis provide a basis of information for the SWOT. Competitor Analysis (Smith 2008) 13/08/15 5 SWOT 1. Identify the strengths 2. Determine the weaknesses 3. Consider the opportunities 4. Locate the threats 5. Create a balance and holistic SWOT analysis #4: SWOT • Assess your organization’s current position relative to competitors and potential customer needs • Provides insights into market opportunities, threats and trends to optimize returns on investment • Reviews your dependence and value attached to your supply chain as well as the sustainable nature of your competitive advantage • Increases the likelihood of successful new product or service launches, partnerships developments and efficient outsourcing 13/08/15 6 STEP 2 SWOT - Weaknesses – Internal Environment (now) Reduce or ideally eradicate Consider: • What problems are frequently (re)occurring and possibility losing you sales/members? • What could you improve that would directly affect your business performance? • What are your financial weaknesses? • What are your staff weaknesses relative to your strongest competitor? Example: poor quality product or service reputation or recall STEP 1 SWOT Strengths – Internal Environment (now) Maintain and build these aspects Generally relates to your resources and capabilities Consider: • What do you do better than anyone else? • Why should people purchase from you relative to your competitors? Example: strong distribution systems 13/08/15 7 SWOT - Threats – External Environment (future in the local, macro, & micro) Combat STEP 4 Consider: • What external obstacles are you facing or might you face that would affect key elements of your business (supply chain, economic downturn)? • What new legislation might damage current profitable success? • What are your sponsors likely to do in the future? • Could one of your weaknesses or removal of one or more of your strengths threaten your long-term future? Example: new legislation may significantly increase your costs SWOT - Opportunities – External Environment (future in the local, macro, & micro) Prioritize or optimize Consider: STEP 3 • What changes can you best exploit? • What are the competitor vulnerabilities that you can attack? • What new markets could you enter or further penetrate? Example: these could derive from changes in lifestyle behaviours 13/08/15 8 Each category of the SWOT should be presented in the following way: Strengths Claim Evidence Strong brand awareness • Car sector index indicates Holden is…. (reference, year) • … Long and faithful history in Australia • 66 years since it developed the first all-Australian car (reference, year) • … Create a balance & holistic SWOT Analysis STEP 5 The SWOT analysis now needs to be holistically considered. This means that balance needs to be created to ensure one quadrant does not dominate the process. Consider: • What strategies might we be able to implement to pursue opportunities that align with our strengths? (strengths Vs. opportunities) • How can we overcome our weaknesses to pursue high-ranked or high-weighted opportunities? (weaknesses Vs. opportunities) • How can we use out strengths to reduce the risks of our threats? (strengths Vs. threats) • What mechanisms can we include to reduce the potential impact of our weaknesses, thereby avoiding the susceptibility to out most likely threats? (weaknesses Vs. threats) 13/08/15 9 Based on one of the identified opportunities in the SWOT analysis, you must provide a recommendation for new innovative venture development. This venture must align with the core competencies of GM and aim to create rapid growth. The analysis does not feature in your assignment but may be used as a reference in your appendix. 13/08/15 10 Recommended Report Structure • Introduction (to the report and identify the purpose) • Background of GM (this should be brief but identify the core competencies) • Recommended new venture proposal (give this section the title of your venture) – Venture description statement (including how this venture will be established and create rapid revenue growth) – Marketing (identify target market, market position, market share, your competitive advantage, & pricing strategy to penetrate & maintain the market to produce profits) – Operations (the mode & general operations of the venture should be explained; all resources other than finance should be identified here; consider the impact of the new venture on Holden/GM’s current operations) – Management (identify the key people involved; & added assistance of consultants, directors etc.) – Financials (present & justify a budget; consider operations & stages of financing; identify sources of funds) – Critical risks (analysis of foreseeable problems & suggest solutions – minimum 5 required) – Harvest strategy (outline the plan for continuity or disposal of the business; consider leadership & assets) – Milestone schedule (timetable or chart, with explanation, to demonstrate when each phase of the venture is to be completed; deadlines & milestones must be clear) • Summary • Appendix (if required) • Bibliography
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