BUSI3700U Strategic Management for Professionals
1. On what basis do buyers choose?
2. What product attributes and service characteristics are crucial to competitive success?
3. What resources and competitive capabilities must a firm have to be successful?
4. What shortcomings are likely to put a firm at a significant competitive disadvantage?
5. Rarely there are more than 5-6 that are truly key to the future financial and competitive success of industry members
Pest: Excellent coverage and categorization of case material across the factors. However, some are too focused from Netflix/one firm’s POV – this should be a macro-level industry analysis. Your SI summary is for a different framework?
P5Fs: AA proper P5Fs analysis begins with an industry definition, especially when there is potential to confuse parameters of forces with one another. Threats/Power of forces is not “”to”” Netflix – it is about threats to the entire industry. Each force needs a force rating of the perceived threat (i.e.. high, low, moderate) in how it affects industry attractiveness – a high threat = low attractiveness (in SI summary). You have confused substitutes with rivals – sub’s are *outside* the industry. Entrants and Buyers sections lack depth of support and do not clearly indicate what the threat of the force is by the little content included. It is important to demonstrate understanding of the framework elements. The SI summary should be about the forces’ impact on industry outlook and attractiveness.
SG Map: There should be more distinction between the bubble sizes (too many firms look similar in size). Two good variables chosen, but you do not provide any case support/justification as to how you made your assessments for the graph. i.e.. it is not feasible that HBO has the least content breadth.
KSFs: Recall, KSFs are things that are critical for success in the industry as a whole, not just what one firm is doing – the time to reflect on their POV is in the next submission.
Summary: The summary is not “”about Netflix”” being attractive (this contradicts the purpose of all the external environment analysis you just completed. It should be focused on whether your findings from each framework indicate the industry is conducive to profitability (how/why).
Mechanics/Presentation/Citations: Submission contains no citations – Section 9.3 of the syllabus clearly states citation expectations/consequences. ”
SNCL Engineering Services revenue of $1.5 billion, an increase of 2.4%, or 6.8% based on constant currency(9), compared to Q2 2020
SNCL Engineering Services backlog reached $11.1 billion, an increase of 1.1% compared to June 30, 2020; LSTK construction backlog reduced by $202.4 million from the prior quarter
SNCL-Engineering Services Segment Adjusted EBIT(1) of $145.1 million, representing a 9.6% margin, improved 63 basis points
Segment Adjusted EBIT to segment revenue ratio(2) of 9.1%, 14.2% and 7.9% for EDPM, Nuclear and Infrastructure Services, respectively
Net income from continuing operations attributable to SNC-Lavalin shareholders of $29.2 million, or $0.17 per diluted share, compared to a net loss of $25.3 million, or $(0.14) in Q2 2020
Closed the sale of a substantial portion of the Resources Oil & Gas business
Reaffirming outlook of SNCL Engineering Services revenue for full year 2021 to increase by a low single digit percentage, reflecting current currency rates, compared to 2020, and for its Segment Adjusted EBIT to segment revenue ratio(2) to be between 8% and 10%
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