Concept Computers :: essays research papers fc

A Strategic and Financial synopsis of judgmentContents Page1.0 Introduction2.0 SWOT Analysis2.1-Strengths2.1.1-Established, Major Global association 2.1.2-Workforce and Culture2.1.3-Cash Reserves2.2-Weaknesses2.2.1-Post-Standardisation Decisions2.3-Opportunities2.3.1-Consultancy for Enterprise Solutions2.4-Threats 2.4.1-Overseas Entrants2.4.2-New CEO and Staff2.5-Summary3-PESTEL3.1-PESTEL Framework Diagram3.2-Political3.3-Economical3.4-Sociocultural3.5-Technological3.6-Summary4-Porters Five Forces Framework4.1-Threat of New Entrants4.2-Threat of Substitutes4.3-Bargaining Power of Buyers4.4-Bargaining Power of Suppliers4.5-Competitive Rivalry4.6-Summary5-Financial Analysis of pattern, 1999-20025.1-Calculations Sheet5.2-Gross Profit Margin (GPM)5.3-Expenses Ratio5.4-Return on Total Assets (ROTA)6-Bibliography1.0-IntroductionThis report has been produced to give consultancy to Kent Andrews, CEO of the computing company excogitation. I will use lit theory models to analyse Concep t. Using this analysis Kent should be in a stronger position to reinstate Concept to market leadership in its industry.To closely probe Concept strategically I will use the SWOT and PESTEL frameworks and Porters Five Forces model.I will use accounting calculations to assess Concepts financial state and then comment on my findings.2.0-SWOT AnalysisJohnson et al (2005) state that a SWOT analysis summarises the key issues from the business purlieu and the strategic capability of an organisation that are most likely to impact on strategy development. 2.1-StrengthsI would describe the three strengths below as being Concepts Core Competences (Hamel, G and Prahalad, C. K.). I felt it unnecessary to elaborate on the competency theory additionally. I feel these strengths choke off the definition Johnson et al (2005) give Core Competences activities that underpin competitive advantage and are difficult for competitors to imitate or obtain2.1.1-Established, Major Global companion Despite r ecently losing market leadership, Concept is still a prominent global player. It has reacted well to competition in the past 30 years and this have sex and knowledge of the industry should aid its recovery to the industrys forefront. Concept has established itself as a leading brand name, and governmental decisions to assign Concepts operating system as the industry standard shows potential buyers the professionalism and expertise of the company.2.1.2-Workforce and CultureConcept has a well structured and experienced workforce, cop with Product and Country managers. Key staff was poached from competitors at the end of the 1970s. This would suggest to me that firstly these employees may still be with Concept, indicating it has competent employees, and secondly, it cements the notion that Concept was, and still is, an attractive company to be involved with. The organisational culture and structure is described as being the base of its success. Concept has adapted to a ever-changing climate on a few occasions throughout its long history, especially when reacting to customer needs, such as by manufacturing palm tops and underdeveloped enterprise software.