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In: Business and Management

Submitted By sammygreene45
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Strategic Management

O’Neill’s Sports Teresa Mc Guire; L00063943
Samuel Greene; L00092056
Rachael Colhoun; L00086911

Table of Contents

No. | Index | Page Number | 1 | Table of Contents | 1 | 2 | Executive Summary | 2 | 3 | Introduction to Company | 3 | 4 | Michael Porter’s 5 Forces Analysis | 4 | 5 | P.E.S.T Analysis | 7 | 6 | VRIN Strategic Capabilities | 9 | 7 | The Value Chain | 12 | 8 | Critical Evaluation Of Strategy | 16 | 9 | Recommendations | 18 | 10 | Bibliography | 20 | 11 | Appendices | 21 | | | |

Executive Summary
Having received the brief for this C A our team arranged an initial meeting to discuss a number of ideas and issues. We had to choose which organisation to focus on, what was to be done individually and as a team and how and when to meet, correlate and progress.
We all agreed that our focus was to be on the LYIT. We were attending the institute and had a handle on the culture, had access to information and knowledgeable people.
Quite soon afterwards we ran into some problems when we started conducting internal (Value Chain & VRIN) and external (5 Forces & P.E.S.T) analysis. The nature of the business of the institute was in complete contrast to that of any organisation we had studied previously in that it was operating in the Public sector, was primarily focussed on the provision of services and not on profit maximisation and had no tangible end-product for sale.
We couldn’t agree on a number of areas such as; * Suppliers – are they parents, schools, areas, staff, students themselves. Other suppliers were too numerous to analyse, utilities, equipment, etc. * Customers – who are they? Public or private sector employers? Other colleges? Other countries? Who receives the finished product? What is the finished product?
Despite our best efforts to try to formalise…...

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