We live in a changing world, characterized by rapid innovation and numerous mutations. Any business creation, in this context, represents a risk (whether human or financial). It is now necessary to assess the feasibility of the project. To do this, it seems worthwhile to perform a preliminary analysis of the company and its environment. This method is similar to a SWOT (Strength, Weaknesses, Opportunities and Threats), which summarizes the main conclusions of the introspection of the environment and the strategic capability of an organization. This model allows a diagnosis the adequacy of the company with its environment, health estimates for the company and the strategic choices open to them.
[...] The assessment of strengths and weaknesses of the company This is done for each of the five major business functions: research and development, human resources, production, marketing, and business and organizations (corporate culture).We propose a list for each of the relevant criteria that we then consider as strengths or weaknesses. These will be listed in a table that will plan the needs of the new project. Finally, for each business function, it is imperative to build an array of strengths and weaknesses. [...]
[...] The outsourcing strategies and integration The outsourcing strategies (or alliance) is characterized by the association, in a specific strategic goal in which several companies which compete remain independent. Such strategies allow us to share the know-how (franchising, licensing or concession) and the creation of joint structures (condominium corporation: Joint venture and economic interest group). Alliances can be characterized by sub- contracting or co-contracting. The vertical integration strategies are the creation of a chain. A chain is the sequence of complementary activities that can move from one material to finished products separately. [...]
[...] However, there is a risk that the target is too small to be profitable and there is a loss of differentiation factor. The strategy of domination by costs, as well as that of differentiation, is a generic strategy because it operates on the SAR of the company. The generic strategies aim to build or maintain a comparative advantage in the DAS as a function of two variables: the market and the range of costs. C. Portfolio Strategies Portfolio management is a choice between specialization and diversification. [...]
[...] Demand The study of the application is structured in three steps: analysis of current demand, future and factors likely to influence it. We observed that in many cases there is insufficient demand. Then, dropping the decision seems the most reasonable approach. However, sometimes this absence may be a factor to launch the product. Indeed, this phenomenon exists in the areas lived or the demand is created artificially. Similarly, in some cases, it will ignore this failure to benefit its future valuation. [...]
[...] It begins by defining the company's business, its strategic business areas, the resources and skills available which are needed to start the new project. The job Its definition comes from the company. This definition should not be too wide or too narrow to risk the loss of dissipation and deprivation of growth. It concerns the various functions of project marketing, production, finance and human resources. The strategic business areas (DAS) or strategic segmentation It is necessary to decompose the activities of the company in strategic segments, each in a specific area of activity (DAS). [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
