Strategic Management External Assessment Competitive Profile Matrix - Tesla - Solar

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Competitive Profile Matrix

Develop a competitive profile matrix for the case study you have chosen to do your final project on. You should model your assignment based on Table 3.13 in your text. Include a 250-word summary of what you discovered while doing this analysis.

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COMPETITIVE PROFILE MATRIX: ROYAL BANK OF CANADA Like so many mega-banks nowadays, Royal Bank of Canada (RBC), is a diversified financial services company they offer banking, wealth management, insurance, treasury services, as well as capital markets services. For simplicity sake, I have limited the scope of my analysis to only the Canadian competitors in RBC’s core businesses, namely banking and wealth management. RBC TD BNS Critical Success Factors Weight Rating Score Rating Score Rating Score Cost Control 0.15 4.00 0.60 2.00 0.30 3.00 0.45 Market Share 0.20 3.00 0.60 4.00 0.80 3.00 0.60 Financial Position 0.15 4.00 0.60 2.00 0.30 3.00 0.45 Credit Quality 0.15 E-Commerce 0.10 3.00 0.30 2.00 0.20 3.00 0.30 Product Quality & Innovation 0.25 2.00 0.50 2.00 0.50 2.00 0.50 Totals: 1.00 RBC: 2.60 TD: 2.10 BNS: 2.30 0.00 0.00 0.00 Explanation of Critical Success Factors: Product Quality & Innovation – Probably the biggest challenge facing all banks right now is keeping pace with technology and the way it is changing both products and the face of competition. In the last five years, we have seen the introduction of remote deposit capture, chip technology for debit/credit cards, and many other advancements. Technology has also made it possible for non-traditional competitor to enter the market for some products. One example is Google Wallet and Apple Pay. Both are platforms that allow customers to make purchases using their electronic devices (ie: a smartphone or tablet), essentially replacing a debit card. Banks stand to lose not only that revenue stream from debit cards, but also what is called a “sticky” product connection, meaning one that keeps customers, because it is difficult to change providers. Market Share - Because of the immense capital required to operate a bank, economies of scale are essential to becoming successful. The larger banks are able to achieve a level of efficiency that is not possible in smaller institutions. RBC performs exceedingly well, with a Revenue/FTE of CA $539M and the lowest efficiency ratio, 53%, of its two biggest direct competitors in the Canadian market. They also lead the pack in both ROA and ROE. I did not rate this factor a 4 only because RBC's challenge, since they are the largest Canadian bank, is going to be growing its market share. Cost controls - The financial industry has the added costs of regulatory compliance, which can consume a large amount of capital. Changes in regulations often require new systems or infrastructure, additional staff, etc. The bank I work for launched a whole department, months before implementation, devoted to complying with the requirements of the U.S. PATRIOT act. There are a number of changes on the horizon that will have to be managed to. Basell III and further implementation of FACTA being the most significant. Financial position - This is not just a yardstick to measure success, or for investors to compare banks. Because of the US bailout of banks, regulations were put in place that mandate a certain level of liquidity be maintained. Additionally, banks that operate internationally, are subject to Basell III, which defines systemically important banks (SIB) (those too big to fail) and sets higher requirements for them. These are to be implemented in 2015. RBC is one of those SIBs, so will have to tie up more capital, retain more earnings, in order to comply. In other words, they will have lower reserves to draw on to lend. Credit quality - Canada has weathered the global recession well. However, the market there is showing some of the same signs of a problems that were evident in the US prior to the RE bubble bursting. Consumer debt is growing, Also, the Canada Mortgage and Housing Corporation has offered very low interest insurance to homebuyers up to a 95% LTV. Beginning June 1, 2015, the costs will increase. This will make qualifying for a mortgage more difficult for some consumers, and will increase the risk for lenders. Banks will need to alter their underwriting practices, and some may lighten lending altogether. E-Commerce – Social Media has become an integral part of everyday life for people. For many this is the preferred method of communication. Financial institutions must capitalize on that connection to not only reach existing clients, but to access prospective clients also. References: Black, M., Borawarke, A., Bunbury, S., Grey, R., Hoang, R., Jones, T. ... Weisblum, Y. ( n.d.). Canadian Banks 2014 How strong are the Canadian banks? Retrieved from http://www.pwc.com/ca/en/bankingcapital-markets/canadian-banks.jhtml. David, F.R. & David, F.R. (2015). Strategic Management Concepts and Cases A Competitive Advantage Approach (15th ed.). Upper Saddle River, NJ: Pearson Education, Inc. Yahoo Finance-Business Finance, Stock Market, Quotes, News. (n.d.). Retrieved April 1, 2015 from http://finance.yahoo.com/.
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Attached.

Running head: STRATEGIC PLANNING FOUNDATIONS

Foundations of Strategic Planning
Student Name:
Instructor:
College:
Course:
Date:

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STRATEGIC PLANNING FOUNDATIONS

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Introduction
Strategic planning is the process in which an organization goes through to get a clear direction
of their vision for success. This concept became prominent during the early 60's since it could
assure successful operations in their activities. To further the understanding of strategic planning
in organizations some of the critical aspects in the topic have to be discussed, hence in this
overview aspects like importance and steps are among the presented content
(Balancedscorecard.org, 2018).
The Steps in a Strategic Planning Cycle
In most instances, various frameworks apply to strategic planning under different
management. However, there exists no process regarding the right structure to implement in the
strategy implementation, but most organization adhere to a familiar pattern with similar
attributes. The first step is the analysis of the strategy and it entails the definition of the plan
itself. In this step, the company understands both its internal and external environment hence the
organization can get a clear understanding of the type of strategy that best works for them. For
instance, most organizations will factor in aspects such as competition in the assessment to come
up with a strategy that will work well with the changing competition in the market (Bryson, J. M,
2018).
The second step is the formulation of the strategy which entails the development of the
assessed strategy and n this phase the organization gets to practice its documentation process in
the design of the better strategy. The value of this step is that organizations can reflect on the
data collected from the first step. However, it is important to note that if the company or
organization does not adequately assess the strategy, then its formulation will be very

STRATEGIC PLANNING FOUNDATIONS

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challenging since there will be inadequate knowledge of the approach. For instance, if a
professional organization has evaluated a given strategy well then, there will be valuable
information that will allow them to formulate the strategy better and, in the process, have
complete control of both the internal and external environments (Balancedscorecard.org, 2018).

Strategy
Analysis

Strategy
Evaluation

Strategic
Planning
Cycle

Strategy
Formulation

Strategy
Executon

Figure 1.0 chart showing the strategic planning cycle
Strategy Execution is the third step in the cycle, and this phase entails the actual
implementation of the formulated strategy. This step is essential to a professional organization
because it puts to practice the strategy that has been assessed and formulated. A company that
analyses and formulates a given strategy well will have few problems to worry about in the
execution stage since every detail recorded will be applied. A good example is the application of
the written document containing the formula to be followed during the actual process. The final
step is the evaluation of the strategy where the organization looks back and gives a gene...


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