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ACC 435 Advanced Accounting : Operating Industry

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Questions:

Note: My BSG Company is Company C (Industry 2)

Competitors Companies: Company A, B & D

Direction: Prepare a competitive strength assessment for your BSG company and the other BSG companies that you and your co-managers consider to be very close competitors.

1.Work on strategy and decision for Year 12.
2,Write answering the following:
    • Which of the companies is competitive strongest?
    • Which is competitive weakest?
  • Does the strongest company appear to have significant competitive advantage over the other companies?
  • Why or why not? Explain your answer and integrate data (reports, statistics, etc.) from the simulation to support your answer. Be sure to explain what that data means and how it “proves” your answer.
  • 3.Please see below the Competitive Intelligence Reports from 4 plants:
    • Market Snapshots
    • Company Analysis

    Answers:

    Introduction

    The objective of this paper is to develop a competitive strength assessment for the selected BSG Company that is “Company C” operating industry 2 in consideration to its close competitors such as Company A, B and D. In assessing competitive strength, the paper will consider evaluating report of market snapshots and company analysis.

    Companies those are Competitive Strongest

    In comparison to the selected Company C, it is gathered from observing market snapshot report that based on the S/Q rating Company A is the strongest competitor of Company C followed by Company D and Company B (Fleisher & Bensoussan, 2015). Company A is deemed to provide strong competition to Company C as it has attained high S/Q rating than the company in internet, wholesale and private level segments in North America, Europe-Africa, Asia Pacific and Latin America plants. However, market share of the company is lesser than Company C that can offer the company with opportunities of developing highly effective competitive advantage strategies. Company A offers similar competitive benefits like Company C with high ratings such as free shipping, retailers support and advertising initiatives.

    Other than Company A, Company B can be another potential competitor of Company C. This is for the reason that the company has successful gained profits and competitive advantages in the wholesale segments within selected plants from stock outs (Schilke, 2014). Whereas, losses has been observed for the other three companies in the selected plants. This indicates that other than Company A, competitive efforts of company B has also been highly successful in attaining high S/Q rating and increased revenue through stockpots.

    Companies those are Competitive Weakest

    From evaluating the market snapshot, it has been gathered that Company D is the weakest competitor of Company C. This is for the reason that it has the lowest S/Q rating and lowest market share in comparison to Company A and B in North America plant in internet and private level segment (West, Ford & Ibrahim, 2015). Moreover, it also does not offer extra competitive benefits in comparison to Company C such as free shipping and experiencing least number of pairs offered and sold.

    Moreover, Company D is also experiencing loss in Europe-Africa, Asia Pacific and Latin America Plant because of stock outs. Moreover, Company D has low market share in private level segment in all the plants. Pairs offered and sold by the company is low in case of Company D in comparison to other companies that indicates competitive efforts of the company is not that efficient in maintaining strategic position within the marketplace (Saeidi, et al., 2015). Online order demands of the company is also observed to be low in all the plants in comparison to other companies that indicates advertising and competitive strategy development efforts of this company is poor enough to attain a week strategic position in the market. Considering this, Company C is not likely to face any tough competition threat from Company D.

    Competitive Advantages of Strongest Company over Other Companies

    Among all the companies namely A, B, C and D, Company C is observed to be the strongest as per analysis of the market snapshot and company analysis report. From evaluation of competitive efforts taken by all the companies it is gathered that Company C has strongest position in all the plants because of its exceptional competitive advantages and ratings (Herrera, 2015). Market snapshot report indicates that Company C has high S/Q ratings with high market share in all the plants. Moreover, based on strategic group map analysis it can be said that Company C has competitive strengths in retail price, S/Q ratings and models offered within internet segment of North America plant. It also has competitive strengths in S/Q rating, delivery time and model availability in wholesale segment of the plant.

    In Europe-Africa plant Company has certain competitive advantages over its strong competitors in retail price and models offered within internet segment (Kumar, et al., 2013). Additionally, within the wholesale segment, the company has competitive advantages in model availability, delivery time and retailers support in comparison to Company A, B and C.

    In Asia-Pacific plant, strategic group map indicates that within internet segment Company C has attained competitive advantages in retail price and models offered aspects. Moreover, in the wholesale segment, the company has competitive advantages in retailer support, model availability and delivery time aspects over other three companies.

    In Latin America plant, Company C is observed to attain competitive advantages in models offered and retail price within internet segment (Wagner III & Hollenbeck, 2014). In addition, within wholesale segment, the company has competitive advantages in retailer support and model availability over the competitor companies.

    Moreover, Company C can be said as the strongest company in comparison to Company A, B and C focused on the data and statistics presented in company analysis report (McGrath, 2013). From this report, it is gathered that in comparison to year 10, in year 11 Company C has experienced an increase in online orders, pairs sold, market share, retailers support, model availability and retailers demand in North America, Asia Pacific and Latin America plant. However, competitive efforts of the company is deemed to be low in Europe-Africa plant for S/Q rating, pairs sold and market share has decreased in year 11 for the wholesale segment and price has increase in internet segment. Such results indicate the company’s successful competitive efforts and strengthened competitive position in the market. Only the private level segment for all the plants seems poor for Company C that needs increased attention in competitive efforts taken by the company.

    Conclusion

    From competition of the report, it was gathered that Company A is deemed to provide strong competition to Company C as it has attained high S/Q rating than the company in internet, wholesale and private level segments in selected plants. However, Company C can be the strongest company in attaining competitive advantages over other companies as advertising and competitive strategy development efforts of company D is poor enough to attain a week strategic position in the market. Considering this, Company C is not likely to face any tough competition threat from Company D.

    References

    Fleisher, C. S., & Bensoussan, B. E. (2015). Business and competitive analysis: effective application of new and classic methods. FT Press.

    Herrera, M. E. B. (2015). Creating competitive advantage by institutionalizing corporate social innovation. Journal of Business Research, 68(7), 1468-1474.

    Kumar, V., Jones, E., Venkatesan, R., & Leone, R. P. (2013, May). Is market orientation a source of sustainable competitive advantage or simply the cost of competing?. American Marketing Association.

    McGrath, R. G. (2013). The end of competitive advantage: How to keep your strategy moving as fast as your business. Harvard Business Review Press.

    Saeidi, S. P., Sofian, S., Saeidi, P., Saeidi, S. P., & Saaeidi, S. A. (2015). How does corporate social responsibility contribute to firm financial performance? The mediating role of competitive advantage, reputation, and customer satisfaction. Journal of Business Research, 68(2), 341-350.

    Schilke, O. (2014). On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism. Strategic Management Journal, 35(2), 179-203.

    Wagner III, J. A., & Hollenbeck, J. R. (2014). Organizational behavior: Securing competitive advantage. Routledge.

    West, D. C., Ford, J., & Ibrahim, E. (2015). Strategic marketing: creating competitive advantage. Oxford University Press, USA.


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