final paper for skullcandy
Please read the case ( Skullcandy ) in detail
First main case (Skullcandy) is provided under attachments and
the second is an online article by Mark Burns (https://www.forbes.com/sites/markjburns/2014/10/20/full-attack-how-the-audio-company-skullcandy-competes-with-the-big-three/).
I will attach file with more adequate notes from teacher to write in the answers and please include all according to the detail instruction.
Teacher instruction and notes are all related to the Skullcandy case for u to reference and include all in answer .
And I will provide the sample question with modern answer in below too for u to see as an example when wrting the Skullcandy answers so that u can make sure to link the analysis to be a meanful answer.
1. To help you answer the questions, I suggest you include all the data on:
a. the external environment, Skullcandy?s industry and closely-related industries and competitive environments.e.g. market share, value of market, major players, rates of change, growth rates;
External environment include Porter?s 5 factor as in industry environment and PESTLED analysis as in both global and common environment .
Porter?s 5 factor are
? Rivalry in the industry ,
? Bargaining power of suppliers,
? Bargaining power of customers,
? Threat of new entrants,
? Threat of substitute products.
PESTELD analysis are P for Political, E for Economic, S for Social, T for Technological, L for Legal and E for Environmental and D for Demographic.
PESTELD analysis must be describe both in common and global environment.
Notes :Skullcandy Local environment is US
Global is China and europe
b. Internal analysis to determine organisational capabilities, core competencies. ( value chain) , VRIN , RBV logic process.
resource-based view (RBV) as a basis for the competitive advantage of a firm lies primarily in the application of a bundle of valuable tangible or intangible resources at the firm’s disposal .
VRIN are V- Valuable , R- Rare, I- In-imitable ,N- Non-substitutable
Value chain are
Inbound Logistics: arranging the inbound movement of materials, parts, and/or finished inventory from suppliers to manufacturing or assembly plants, warehouses, or retail stores
Operations: concerned with managing the process that converts inputs (in the forms of raw materials, labor, and energy) into outputs (in the form of goods and/or services).
Outbound Logistics: is the process related to the storage and movement of the final product and the related information flows from the end of the production line to the end user
Marketing and Sales: selling a product or service and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.
Service: includes all the activities required to keep the product/service working effectively for the buyer after it is sold and delivered.
Procurement: the acquisition of goods, services or works from an outside external source
Human Resources Management: consists of all activities involved in recruiting, hiring, training, developing, compensating and (if necessary) dismissing or laying off personnel.
Technological Development: pertains to the equipment, hardware, software, procedures and technical knowledge brought to bear in the firm’s transformation of inputs into outputs.
Infrastructure: consists of activities such as accounting, legal, finance, control, public relations, quality assurance and general (strategic) management.