SWOT on "Internal and SWOT Analysis on JM Smuckers"

Quoted Instructions for "Internal and SWOT Analysis on JM Smuckers" Assignment:

The objective for this case is to complete an internal analysis for Smuckers, using an Resource Base View (RBV) Framework, that will provide evidence for your assessment of the organization*****'s strengths and weaknesses.. This will lead to the completion of a SWOT analysis.

Step One: Determine the economic value of Smuckers, or the division of Smuckers, you are analyzing for this case.

Step Two: Using the sources you identified in the SLP, collect some data on each of the tangible and intangible resources of the organization.

Step Three: Using the sources you identified in the SLP, collect some data on each of the 3 capabilities.

Step Four: Write up the results of your internal analysis, leading to conclusions about the strengths and weaknesses facing Smuckers as revealed by your analysis. Please note:

These strengths and weaknesses should be synthesized with the results of your module 2 case to make an overall

Format:

Consider the Case as a formal business report that you are developing for the Board of Directors and CEO as Smuckers*****' company consultant. This is a professional document

Executive summary: a synopsis of the main points, conclusions and recommendations made in the longer report.

Introduction: State the main purpose of the paper (thesis statement), what you hope to accomplish, and how you will go about doing it.

Main Body: The *****"meat*****" of the paper. Emphasize analysis, not just description. Delineate separate topics or sections with headings.

Conclusion: Summarize paper in the light of your thesis statement.

SWOT analysis.

The data you report must be properly cited through intext citations and a reference list, or footnotes.

BACKGROUND

Before we introduce the analytical models we will be using in this module, some background information is helpful.

A company has (A) primary activities and (B) support activities.

The primary activities are:

Research and Development (R&D),

Production (manufacturing),

Marketing and Sales,

Customer Service

The Support activities are:

Company Infrastructure,

Human Resources,

Materials Management, and

Infrastructure.

A. Primary Activities

Research and Development includes development and design of products, and of production processes. Many manufacturing companies have separate R&D departments, and for highly innovative companies this may be one of the most important departments in the organization (for example, see 3-M). Some service companies may include R&D activities as a part of marketing or customer service. For instance, banks introduce new products to attract customers.

Production is in charge of creating goods or services. Some companies manufacture products. Banks make loans. Retail companies sell products. These are instances of production.

The Marketing and Sales department plays several roles. It advertises and positions the brand, it identifies marketing needs, it sets pricing.

Service provides after sale service.

B. Support Activities

Materials Management manages the logistics of moving materials from procurement of inputs to production and then moving outputs through distribution to customers. Inventory management is part of it.

Human Resources focuses on employing the necessary skills mix to carry out the organization*****'s mission, and to motivate, train, and compensate the workforce.

Information Systems refers to computer support in processing functions and supporting company operations , as well as Internet.

Infrastructure: organizational structure, controls, and culture. The infrastructure must be capabable of supporting the primary activities of the organzation and be compatible with it*****'s strategy.

Porter*****'s Value Chain

Porter*****'s value chain is a widely used framework for organizing and interpreting an internal analysis. It is pictured below and discussed in the previously powerpoint presentation. You can see that it considers both primary and support activities, though it may use slightly different labels and definitions. By managing the various components of the value chain, companies can achieve a cost advantage over competitors, or distinguish themselves from competitors by offering a distinctively better product or service. Read more about Value chain analysis at:

n.a. (2007) The Value Chain. NetMBA. Retrieved from http://www.netmba.com/strategy/value-chain/For an excellent review of the basics of the Resource Based View, read the following chapter:

Henry, A. (2007). The Internal Environment: A Resource Based View of Strategy. Understanding Strategic Managment. Oxford University Press. Retrieved from http://www.oup.com/uk/orc/bin/9780199288304/henry_ch05.pdf

Comeford, R., & Callaghan, D. Environmental, industry, and internal analysis. Retrieved May 16, 2009 from University of Rhode Island. Web site:

http://www.cba.uri.edu/Faculty/Comerford/Text/Chapter2.html