Critically analyse Under Armour internally and externally supporting it with evidence from reliable sources
1)Critically evaluate and comment on UA’s financial and competitive position at the time of the case study.
Internal analysis, use 2 models: Value Chain and VRIO
2) It is critical for any organisation to take account of the environment they operate within if they are to achieve competitive advantage. Conduct an environmental analysis for UA.
External analysis, use 2 models: PESTEL Analysis and Porter’s 5 forces
1000 words per question
Do not need conclusion, just analyse internally and externally
- Introduce each model with a definition from a reliable source
- Use swot as a confirmation of your point at the end of each model
- 20 – 30 good reliable sources (research papers, case studies), try use the most recent studies
- compare with rivals
- what makes the company unique
- Don’t try to sell UA, just evaluate how they really are, explain strengths as well as weaknesses
- If comparing financial data use a 5 year period, for example compare 2015 to 2020 data
- Critically analyse Under Armour internally and externally supporting it with evidence from reliable sources
short introduction what the company does, can put mission statement if it has one, swot
Value chain – if u cant find information for all parts of value chain that’s fine, just explain that and focus on the ones you can find
Most important thing – outbound logistics, which are finished goods
We want to get competitive advantage over our competitors.
Need to identify our customer wants and needs and satisfy those expectations. If we can satisfy our customers better than our competitors, it should give us a profitable and sustainable business.
1) Inbound Logistics:
- Receiving, warehousing, and inventory control of INPUTS
- How goods are received from a company’s suppliers
- How they are stored until needed on the production/assembly line
- How they are moved around the organisation
Suppliers, how UA manages everything coming in from suppliers, inventory system
Good if company’s and supplier’s IT systems are linked together and you can get the inventory exactly when you need it without storing it in a warehouse for a long time
2) Operations – Value creating activities that transform the inputs into the final product
Includes how goods are manufactured/ assembled
- Room service (hotel)
- Packing of books/videos/games (amazon)
- Final tune for new car engine
3) Outbound Logistics – Activities required to get the finished product to customer
Includes warehousing, order fulfilment, etc.
How the goods are sent along the supply chain now they are finished
eg: To wholesalers, retailers or final consumer by post; lorry; air, etc.
4) Marketing and Sales – Activities associated with getting buyers to purchase the product
Including channel selection, advertising, pricing, etc.
How the organisation prepares the offering to meet the needs of targeted customers
This area focuses strongly on marketing communications and the promotions mix
5) Service – Activities that maintain and enhance the product’s value
Includes: customer support, repair services, etc.
How all areas of service are conducted
e.g. installation, after-sales service, complaints handling, training, etc.
Support Activities: (overheads)
1) Procurement – Function of purchasing raw materials and other inputs used in the value-creating activities
How goods, services and materials are purchased for use in any/all of the primary activities, so it occurs in many parts of the organisation
Aim is to secure lowest price/highest quality possible
We want the best quality for the lowest price
2)Technology Development – Includes R&D, process automation, & other technology development used to support value-chain activities
All value activities have a “technology” – even if it is simply “know how”, think about it as IT systems
Innovation is important – to reduce costs, protect/sustain competitive advantage
May be concerned with:
a. Product – eg: R&D product design
b. Process – eg: Process development
c. Resource – eg: Raw materials improvement
3) Human Resource Management – Activities associated with recruiting, developing and compensating employees
Employees are an expensive and vital resource
Transcends all areas of organisation:
eg: Recruitment & Selection Procedures; Training & Staff Development; Rewards & Remuneration, etc.
4) Firm Infrastructure – Systems of planning, finance, quality control, information management, legal affairs, etc., crucial to effectiveness of Primary Activities
Includes structures and routines that sustain an organisation’s culture
Includes MIS; mechanisms for planning & control (eg: accounting dept)
vrio – go through the vrio flow chart, pick a resource or competence of a company, does it add value, is it rare, can it be imitated (substituted??), is the company organized to exploit it, the end is the outcome – the resourceful competence will give:
- sustainable competitive advantage
- short term competitive advantage
- competitive parity OR
- competitive disadvantage
need to come to this conclusion, which one of the four applies
don’t use vrio to analyse company in general as a whole
Identify opportunities and threats that exists in environment and impact UA
suggests as a minimum to use PESTEL analysis, it will help to identify opportunities and threats that u can talk about later
pest is forward looking tool, its looking at those drivers on environment that will impact UA in the future
don’t use it as backward looking tool, look at how it will or could impact them instead of how it has .
second model to have is porter 5 forces – tells you about the factors in the immediate market environment under which UA operates,
tells important info like – competitive rivalry, potential threat of new entrance, whether substitutes are available, how are the suppliers how are the customers…
Type of service: Academic paper writing
Type of assignment: Coursework
Number of sources: 6
Academic level: Undergraduate
Paper format: MLA
Line spacing: Double
Language style: UK English