management project
Chenxi
CopyofMGMT449ExternalFactorEval.Matrix.xlsxEvaluation Matrix
| Trend | Opportunities | Weight (0-1) | Rating (1-4) | SUMPRODUCT |
| Technology/Societal | Growing and Renewable Energy Industry | 0.12 | 3 | 0.36 |
| Legal and Political | Favorable Trade Regulation | 0.04 | 1 | 0.04 |
| Technology | Technological Innnovation | 0.13 | 3 | 0.39 |
| Economy | Various Markets | 0.13 | 2 | 0.26 |
| Natural | Untapped Natural Resources | 0.09 | 2 | 0.18 |
| Threats | ||||
| Legal and Political | Legal Regulation | 0.11 | 4 | 0.44 |
| Natural | Scarcity of Resources | 0.12 | 2 | 0.24 |
| Natural | Collaspe of Trade Routes | 0.1 | 1 | 0.1 |
| Competitive | Competition | 0.09 | 3 | 0.27 |
| Societal | Cyber Terrorism | 0.07 | 2 | 0.14 |
| SUM | 1 | 2.42 |
IFE Matrix
| Strengths | Weight (0-1) | Rating (1-4) | SUMPRODUCT | |
| Diverse Portfolio | 0.14 | 4 | 0.56 | |
| Strategic Partnerships | 0.09 | 3 | 0.27 | |
| Global Prescence | 0.1 | 4 | 0.4 | |
| Skilled Workforce | 0.09 | 3 | 0.27 | |
| Established Supply Chains | 0.1 | 4 | 0.4 | |
| Weaknesses | ||||
| Regulatory Risks | 0.1 | 1 | 0.1 | |
| Competition | 0.12 | 1 | 0.12 | |
| Other Disasters | 0.07 | 2 | 0.14 | |
| Country Risks | 0.12 | 1 | 0.12 | |
| Environmental Risks | 0.07 | 2 | 0.14 | |
| SUM | 1 | 2.52 |
Resources
| Resources that give Marubeni a competitive advantage | ||||||
| Valuable | Rarity | Inimitability | Non Substitutability | |||
| Pricing | y | n | n | n | ||
| Global Network | y | y | y | y | ||
| Diverse Business Portfolio | y | n | n | n | ||
| Partnerships | y | n | y | y | ||
| Innovation/Adaptability | y | y | y | y | ||
| Financial Robustness | y | n | n | n | ||
| Sustainability | y | n | y | y |
CPM
| Marubeni | MITSUBISHI | SOJITZ | ITOCHU | |||||||||
| Critical Success Factors | Weights | Rating | Score | Ratings | Score | Ratings | Score | Ratings | Score | |||
| Price Competitiveness | 0.07 | 3 | 0.21 | 3 | 0.21 | 3 | 0.21 | 3 | 0.21 | |||
| Rapid Response to Trends | 0.01 | 1 | 0.01 | 1 | 0.01 | 1 | 0.01 | 1 | 0.01 | |||
| Market Share | 0.08 | 2 | 0.16 | 3 | 0.24 | 2 | 0.16 | 3 | 0.24 | |||
| Energy Efficiency | 0.08 | 2 | 0.16 | 3 | 0.24 | 3 | 0.24 | 4 | 0.32 | |||
| Supply Chain Efficiency | 0.09 | 3 | 0.27 | 3 | 0.27 | 4 | 0.36 | 3 | 0.27 | |||
| Social Awareness | 0.03 | 2 | 0.06 | 2 | 0.06 | 1 | 0.03 | 3 | 0.09 | |||
| Profitablilty | 0.12 | 3 | 0.36 | 4 | 0.48 | 2 | 0.24 | 4 | 0.48 | |||
| Quality Control | 0.08 | 3 | 0.24 | 3 | 0.24 | 3 | 0.24 | 3 | 0.24 | |||
| Sustainability | 0.1 | 4 | 0.4 | 4 | 0.4 | 3 | 0.3 | 4 | 0.4 | |||
| Environmental Responsibility | 0.1 | 4 | 0.4 | 4 | 0.4 | 2 | 0.2 | 4 | 0.4 | |||
| Innovation | 0.07 | 2 | 0.14 | 3 | 0.21 | 2 | 0.14 | 4 | 0.28 | |||
| Adaptability | 0.08 | 3 | 0.24 | 3 | 0.24 | 3 | 0.24 | 3 | 0.24 | |||
| Collaboration | 0.09 | 4 | 0.36 | 3 | 0.27 | 2 | 0.18 | 4 | 0.36 | |||
| Total | 1 | 3.01 | 3.27 | 2.55 | 3.54 |
SWOT Matrix
| Strength | Weights | Weaknesses | Weights | |||||||||||||||
| 1. Diverse Portfolio | 0.14 | 1. Regulatory Risks | 0.1 | |||||||||||||||
| 2. Strategic Partnerships | 0.09 | 2. Competition | 0.12 | |||||||||||||||
| 3. Global Prescence | 0.1 | 3. Other Disasters | 0.07 | Strengths | Weight (0-1) | Rating (1-4) | SUMPRODUCT | |||||||||||
| 4. Skilled Workforce | 0.09 | 4. Country Risks (Political/Social/Cultural) | 0.12 | Diverse Portfolio | 0.14 | 4 | 0.56 | |||||||||||
| 5. Established Supply Chains | 0.1 | 5. Environmental Risks | 0.07 | Strategic Partnerships | 0.09 | 3 | 0.27 | |||||||||||
| Opportunities | Weights | 1. Investing in different types of technology in various industries that are profitable or growing quickly. (S1, O3) | 1. Utilizing lower restrictions in terms of political, social, and cultural norms to expand into different markets. (W4, O4) | Global Prescence | 0.1 | 4 | 0.4 | |||||||||||
| 1. Growing and Renewable Energy Industry | 0.12 | 2. Branching into various markets globally while continuing to sell/provide products or services already established (S3, O4) | 2. Using emerging and revolutionary technology to gain sustained advantages in emerging markets and industries. (W2, O3) | Skilled Workforce | 0.09 | 3 | 0.27 | |||||||||||
| 2. Favorable Trade Regulation | 0.04 | 3. Providing services to regions with little to no renewable energy infrastructure (S5, O1) | Established Supply Chains | 0.1 | 4 | 0.4 | ||||||||||||
| 3. Technological Innnovation | 0.13 | Weaknesses | ||||||||||||||||
| 4. Various Markets (Regions/Industry) | 0.13 | Regulatory Risks | 0.1 | 1 | 0.1 | |||||||||||||
| 5. Untapped Natural Resources | 0.09 | Competition | 0.12 | 1 | 0.12 | |||||||||||||
| Other Disasters | 0.07 | 2 | 0.14 | |||||||||||||||
| Country Risks | 0.12 | 1 | 0.12 | |||||||||||||||
| Environmental Risks | 0.07 | 2 | 0.14 | |||||||||||||||
| SUM | 1 | 2.52 | ||||||||||||||||
| Threats | Weights | 1. Using relationships to find and exploit scarce resources before competitors enter the market (W2, T2) | ||||||||||||||||
| 1. Legal Regulation | 0.11 | 1. Identifying and exploiting untapped resources internationally in wide geographic areas (S3, T2) | 2. Complying to legal regulation in different countries before competitiors to have first mover advantage in the market (W2, T1) | EFE | ||||||||||||||
| 2. Scarcity of Resources | 0.12 | 2. Spreading risk of legal punishment through diversity of operations (S1, O1) | 3. Acquiring competitiors to combine internal resources to dominate emerging markets (W2, T4) | Trend | Opportunities | Weight (0-1) | Rating (1-4) | SUMPRODUCT | ||||||||||
| 3. Collaspe of Trade Routes | 0.1 | 3. Using supply chain to circumvent disaster that causes collaspe of commonly used trade routes and supply chains (S5, T3) | Technology/Societal | Growing and Renewable Energy Industry | 0.12 | 3 | 0.36 | |||||||||||
| 4. Competition | 0.09 | Legal and Political | Favorable Trade Regulation | 0.04 | 1 | 0.04 | ||||||||||||
| 5. Cyber Terrorism | 0.07 | Technology | Technological Innnovation | 0.13 | 3 | 0.39 | ||||||||||||
| Economy | Various Markets | 0.13 | 2 | 0.26 | ||||||||||||||
| Natural | Untapped Natural Resources | 0.09 | 2 | 0.18 | ||||||||||||||
| Threats | ||||||||||||||||||
| Legal and Political | Legal Regulation | 0.11 | 4 | 0.44 | ||||||||||||||
| Natural | Scarcity of Resources | 0.12 | 2 | 0.24 | ||||||||||||||
| Natural | Collaspe of Trade Routes | 0.1 | 1 | 0.1 | ||||||||||||||
| Competitive | Competition | 0.09 | 3 | 0.27 | ||||||||||||||
| Societal | Cyber Terrorism | 0.07 | 2 | 0.14 | ||||||||||||||
| SUM | 1 | 2.42 |
BCG Matrix
| Sectors | Market Share | Market Share of Largest Competitor | Relative Market Share | Market Growth | Revenue | ||||||||
| Consumer Products | 1.1% | 8.4% | 13.1% | 92.3% | 181,607,000 | ||||||||
| Food & Agriculture | 16.3% | 34.9% | 46.7% | -63.4% | 149,446,800 | https://www.marketscreener.com/quote/stock/MARUBENI-CORPORATION-6491313/company/ | |||||||
| Materials | 4.9% | 8.5% | 57.6% | 22.8% | 521,927,000 | ||||||||
| Energy & Infrasructure Solution | 10.4% | 24.3% | 42.8% | 30.4% | 931,916,000 | ||||||||
| Transportation & Industrial Machinery | 4.6% | 9.7% | 47.4% | 10.3% | 441,476,000 | ||||||||
| Alternatives: | Market Pen | ||||||||||||
| Materials: vertical integration (backwards) | Market Dev | ||||||||||||
| Energy: Market Penetration & Market Development | Product Dev | ||||||||||||
| Transportation: | Backward integration and increasing exporting and importing | Forward | |||||||||||
| Consumer: | Divest Or | Market Development | Backward | ||||||||||
| Horizontal |
Energy & Infrasructure Solut ion Transportation & Industrial Machinery Transportation & Industrial Machinery
0.13095238095238093 0.46704871060171926 0.57647058823529407 0.4279835390946502 0.47422680412371132 0.92300000000000004 -0.63439999999999996 0.2278 0.3039 0.1026 181607000 149446800 521927000 931916000 441476000 Relative Market Share
Market Growth
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Cash Cow
Dog
https://www.marketscreener.com/quote/stock/MARUBENI-CORPORATION-6491313/company/Alternatives Check Table
| Materials: vertical integration (backwards) | Energy: Market Penetration & Market Development | Transportation: Backward integration and increasing exporting and importing | Total | |||||||||||||
| SWOT Alt 1 | Investing in different types of technology in various industries that are profitable or growing quickly. (S1, O3) | |||||||||||||||
| SWOT Alt 2 | Branching into various markets globally while continuing to sell/provide products or services already established while investing in innovate technologies (S3, O4) | |||||||||||||||
| SWOT Alt 3 | Providing services to regions with little to no renewable energy infrastructure (S5, O1) | |||||||||||||||
| SWOT Alt 4 | Identifying and exploiting untapped resources internationally in wide geographic areas (S3, T2) | |||||||||||||||
| SWOT Alt 5 | Spreading risk of legal punishment through diversity of operations (S1, O1) | |||||||||||||||
| SWOT Alt 6 | Using supply chain to circumvent disaster that causes collaspe of commonly used trade routes and supply chains (S5, T3) | |||||||||||||||
| SWOT Alt 7 | Utilizing lower restrictions in terms of political, social, and cultural norms to expand into different markets. (W4, O4) | |||||||||||||||
| SWOT Alt 8 | Using emerging and revolutionary technology to gain sustained advantages in emerging markets and industries. (W2, O3) | |||||||||||||||
| SWOT Alt 9 | Using relationships to find and exploit scarce resources before competitors enter the market (W2, T2) | |||||||||||||||
| SWOT Alt 10 | Complying to legal regulation in different countries before competitiors to have first mover advantage in the market (W2, T1) | |||||||||||||||
| SWOT Alt 11 | Acquiring competitiors to combine internal resources to dominate emerging markets (W2, T4) | |||||||||||||||
| Total |
Porters 5 forces
| Rivalry Among Competitors | · A large number of competing firms | 4 |
| · Rivals are similar in size, influence, and product offerings | 4 | |
| · High-price low-frequency purchases | 3 | |
| · Capacity is added in large increments | 3 | |
| · Industry slow growth or decline | 2 | |
| · High exit costs | 4 | |
| Average score | 3.33 | |
| Threat of potential entry | · Little scale-based advantages (economies of scale) | 1 |
| · Little non-scale-based advantages | 1 | |
| · Inadequate product proliferation | 1 | |
| · Insufficient product differentiation | 1 | |
| · Little fear of retaliation due to the focal firm’s lack of excess capacity | 2 | |
| · No government policy banning or discouraging entry | ||
| 1 | ||
| Average score | ||
| 1.17 | ||
| Bargaining power of suppliers | · A small number of suppliers | 1 |
| · Suppliers provide unique differentiated products | 3 | |
| · Focal firm is not an important customer of suppliers | 2 | |
| · Suppliers are willing and able to vertically integrate forward | 2 | |
| Average score | 2 | |
| Bargaining power of buyers | · A small number of buyers | 1 |
| · Products provide little cost savings or quality-of-life enhancement | 1 | |
| · Buyers purchase standard undifferentiated products from focal firm | 2 | |
| · Buyers are willing and able to vertically integrate backward | 1 | |
| Average score | ||
| 1.25 | ||
| Threat of substitutes | · Substitutes are superior to existing products in quality and function | 2 |
| · Switching costs to use substitutes are low | ||
| 3 | ||
| Average score | ||
| 2.5 | ||
QSPM Matrix
| Quantative Strategic Planning Matrix | |||||||||||||||||||
| Key Factors Weights Strategy 1 Strategy 2 | Strategy 3 | ||||||||||||||||||
| Materials: vertical integration (backwards) | Transportation: Backward integration and increasing exporting and importing | Providing services to regions with little to no renewable energy infrastructure (S5, O1) | |||||||||||||||||
| AS TAS AS TAS | AS | TAS | |||||||||||||||||
| Opportunities | |||||||||||||||||||
| 1. Growing and Renewable Energy Industry | 0.12 | - | - | - | - | 4 | 0.48 | ||||||||||||
| 2. Favorable Trade Regulation | 0.04 | - | - | 2 | 0.08 | 1 | 0.04 | ||||||||||||
| 3. Technological Innnovation | 0.13 | 1 | 0.13 | 2 | 0.26 | 4 | 0.52 | ||||||||||||
| 4. Various Markets (Regions/Industry) | 0.13 | 3 | 0.39 | 2 | 0.26 | 3 | 0.39 | ||||||||||||
| 5. Untapped Natural Resources | 0.09 | 3 | 0.27 | - | - | - | - | ||||||||||||
| Threats | |||||||||||||||||||
| 1. Legal Regulation | 0.11 | 2 | 0.22 | 3 | 0.33 | 4 | 0.44 | ||||||||||||
| 2. Scarcity of Resources | 0.12 | 4 | 0.48 | - | - | 1 | 0.12 | ||||||||||||
| 3. Collaspe of Trade Routes | 0.1 | - | - | 4 | 0.4 | - | - | ||||||||||||
| 4. Competition | 0.09 | 2 | 0.18 | 3 | 0.27 | 3 | 0.27 | ||||||||||||
| 5. Cyber Terrorism | 0.07 | - | - | - | - | 3 | 0.21 | ||||||||||||
| Total | 1 | ||||||||||||||||||
| Strengths | |||||||||||||||||||
| 1. Diverse Portfolio | 0.14 | 1 | 0.14 | 2 | 0.28 | 3 | 0.42 | ||||||||||||
| 2. Strategic Partnerships | 0.09 | - | - | 2 | 0.18 | 3 | 0.27 | ||||||||||||
| 3. Global Prescence | 0.1 | 2 | 0.2 | 3 | 0.3 | 4 | 0.4 | ||||||||||||
| 4. Skilled Workforce | 0.09 | 4 | 0.36 | 2 | 0.18 | 3 | 0.27 | ||||||||||||
| 5. Established Supply Chains | 0.1 | 4 | 0.4 | 3 | 0.3 | 3 | 0.3 | ||||||||||||
| Weaknesess | |||||||||||||||||||
| 1. Regulatory Risks | 0.1 | 3 | 0.3 | 3 | 0.3 | 3 | 0.3 | ||||||||||||
| 2. Competition | 0.12 | 2 | 0.24 | 3 | 0.36 | 3 | 0.36 | ||||||||||||
| 3. Other Disasters | 0.07 | 2 | 0.14 | 2 | 0.14 | 2 | 0.14 | ||||||||||||
| 4. Country Risks (Political/Social/Cultural) | 0.12 | - | - | 1 | 0.12 | 3 | 0.36 | ||||||||||||
| 5. Environmental Risks | 0.07 | 1 | 0.07 | 2 | 0.14 | 3 | 0.21 | ||||||||||||
| Total | 1 | 3.52 | 3.9 | 5.5 | |||||||||||||||
| ADJ | 2.4109589041 | 2.4375 | 3.0386740331 |
Porters 4 Gen Strat
| Narrow | ||||||||||
| Black: Current | ||||||||||
| Scope | Red: Suggested | |||||||||
| Broad | ||||||||||
| Cost Leadership | Differentiation |
