BUS/475 4,200 - 5,250 word Business Model & Strategic Plan PLUS 350-word Execuive Summary

SWOTT and Supply Chain Analysis

Robin B. McGarrah

BUS/475

October 1, 2014

Daniel Greene

University of Phoenix

SWOTT and Supply Chain Analysis

Power Protection and Safety Center - DuPont’s Division

Companies do not operate in a vacuum, so they must understand their external environment, internal environment, and supply chain in order to remain competitive. The Power Protection and Safety Center, DuPont’s division based in Johannesburg, South Africa; operates on an international scale, which means that the external business environment is quite complex.

SWOT Summary (DuPont, 2008).

Strengths ·         There will be division lawyer who defend in any legal crisis. ·         The division will have a great financial support from the DuPont headquarters.	Opportunities ·         The division has great chances of partnering with the manufacturing and mining industries. ·         It can use the current methods of payment such as credit card online.
Weaknesses ·         The size of the division is very small such that it cannot fully meet the demand of the customers.	Threats ·         The division will face threats from the personal protective equipment companies’ in the surrounding.
Trends ·         The personal protective industry is highly changing as companies adopt advanced technology in production

Power Protection and Safety Center’s External Business Environment (Our Purpose, 2014).

The legal and regulatory departments will have a division lawyer who will be used to defend the company from any legal crisis. The regulations will not allow overtime to the workers. There will be an opportunity to amend legal and regulatory. The company will face threats from competing companies. There will be great changes in competitors’ legal and regulatory strategies. Goals will include: great access to emerging markets, small asset base, accessibility to global market through the use of website, facing high competition from other personal protective companies as well as meeting the changing needs in the region (Wall Street Journal, 2010).

The division economic status will include: great financial support from DuPont headquarters; small division size; great chances of partnering with the manufacturing and mining industries, overcoming threats from the companies that produce similar products, such as MSA Safety Company as well as great changes in the industry due to the adoption of advanced technology. Its technology will include use of software in collecting customers’ information. The division will have an opportunity to sell online through the DuPont website. In addition, the competitors will adopt new technology that will result from day to day changes in technology (Wall Street Journal, 2010).

The culture of the division is to use innovative marketing strategy. Although, the company may lack enough facilities, it will use of current methods of payment. It will face threats due to adoption of social marketing by the competitors due to changes in technological devices, such as tablets. Its social factors will include offering free training to the public. The weakness is that it will be difficult to understand the culture of the society. In addition, the company will have an opportunity to collaborate with the community in teaching the use of personal protective equipment. It will face competition from the known competing companies. However, there will be changes in culture, thus new customers. Its environment is that the division will be situated within the city and it will be able to sell its products easily. The size of the division will be small. In addition, there will be great chances of opening a new branch within the city. The surrounding has many importers of low quality personal protective equipment that are sold at low prices. However, the government rules and regulations keep changing (Wall Street Journal, 2010).

Competitive Analysis

The competitive analysis of the division is based on the Porter’s Five Forces. The level of the threat of new entrants will be very low, as entry will require large capital. The power of suppliers will be very low as there are few suppliers in the industry such as, Teijin Limited and MONTEFIBRESPA (DuPont, 2008). In addition, the power of supply will be very high because the buyers have a variety of choices. In addition, the substitute products are at medium because there are more substitute products available; that serve the same function in the industry. Finally, the intensity of rivalry will be very high because the buyers in the safety and personal protective industry are looking for differentiation above price (Porter, 2008).

Internal Business Environment

The division’s strategy will be producing an innovation that is relevant in the daily life of customers. In fact, the goal of the company aims to make safety and personal protective equipment that are superior such that customers cannot leave them behind. The division will ensure that consumers can purchase online via credit card and have access to chat with operators to get any inquiry resolved through DuPont’s website. Its assets will always outweigh its debts and create high profits. It will be owned by DuPont Company, as part of its small asset in the foreign country (Bodie, Alex, & Alan, 2004).

The division will always use software to collect customer data. It will be strong and committed in leading others. It will have an ability to redesign safety and personal protective equipment. Its reputation will be based on DuPont, which is known for quality, innovation, safety, and competence. The division’s strategic capability is because its brand identity will be rare, while its innovation will be outstanding as compared to the similar companies.  The culture of the division is to employ talented employees who strive for quality, even when there is no one to inspect their activities (Bodie, Alex, & Alan, 2004).

Value Supply Analysis (Products and Services, 2014)

The Power Protection and Safety Center Division’s value chain is composed of a set of activities, some of which are outsourced. The division starts by coming up with the designs for products it intends to create. The division does the sales work at its store because it wants to give customers a uniform message. Some of its opportunities are the ability to have superior inbound and outbound logistics as compared to competitors. Inbound logistics will include gloves, safety shoes, dustcoats, goggles, and others. Outbound logistics will include Go down, rental offices and others. It will have superior promotional activities that will help in gaining more customers than its competitors; they will include use of the website, social media, and traditional media. The human resource department will be superior as compared to its competitors as it will be committed in staff training, the safety training, and others (Products and Services, 2014).

 

 

                           

References

Bodie, Z., Alex, K. & Alan, J. M. (2004). Essentials of Investments, 5th ed. McGraw-Hill Irwin. p. 460

DuPont. (2008). 10-K, Item 7 Management's Discussion, p. 28

Our Purpose. (2014). Retrieved from http://www.dupont.com/products-and-services.html

Products and Services. (2014). Retrieved from http://www.dupont.com/products-and-services.html

Porter, M.E. (2008). The Five Competitive Forces That Shape Strategy, Harvard business Review, January 2008

Wall Street Journal. (2010). DuPont Profit Nearly Triples, Raises View, 27 July 2010