An Organization 's Future Success

An internal analysis’ purpose is very similar to that of an external analysis. Both are essentially developed to assist an organization build a successful strategy. Where they differ is that the external analysis focuses on the influential external elements; an internal analysis focuses on the internal forces. An internal analysis can unquestionably assist an organization drive up the profits aligning with internal matters. First, it is important to recognize what an internal analysis entails. In the course of this paper we will be looking into the key components that comprise this analysis. These components are StilSim’s value-chain, resources, core competencies, stakeholders, and finally their mission and vision.

The internal environment of any company forms the premise or basis for internal analysis. Internal analysis actually sees manager or business leaders basing their organization's pursuit of "...market opportunities not only on the existence of external opportunities but also on a very sound awareness of their firm's competitive advantages arising from the firm's internal resources, capabilities, and skills" (p.148). Hence, internal analysis sees a close look being taken at the components of a company's internal environment with the aim of improving its competitive edge. The components of a company's internal environment are based on the approach taken to internal analysis. Among the approaches used to identify and analyze the elements

the internal analysis of the firm and the external analysis of the industry and competitive environment

Strengths and weaknesses come from the internal environment of the firm. Strengths can be exploited, built upon and made key to accomplishment of mission and objectives. Strengths reflect past accomplishments in production, financial, marketing and human resource management. Weaknesses are internal characteristics that have the potential to limit accomplishment of mission and objectives. Weaknesses may be so important that they need to be addressed before any further strategic planning steps are taken. A basic determination of a firm's relative strengths and weaknesses is often the first step in the internal evaluation. A hidden benefit in internal evaluations is the opportunity for participants to understand how their jobs, departments, and divisions fit into the whole organization. A manager's forced communications that occur across departmental lines produces an additional benefit in improving communication within the organization.

To ensure the long term success of an organisation, strong clinical governance infrastructure needs to be put in place from the service’s inception. Clinical governance refers to the system by which a governing body, as well as the staff of an organisation share responsibility and accountability for patient care, managing risks and instituting a system which monitors and improves standards. Within healthcare organisations clinical governance aim to develop an environment and processes in which the quality of care delivered within a system is continuously improved(1) with a goal to maintaining and improving standards of clinical practice, while dealing with failures in standards of care and poor performance within the system. Many aspects fall under the umbrella of clinical governance, with the WHO defining quality into four aspects; professional performance (technical quality), resource use (efficiency), risk management (the risk of injury or illness associated with the service provided) and patient’s satisfaction with the service provided(2). This framework is appropriate in designing the clinical governance infrastructure required for the success of the new aeromedical retrieval service. This paper will look at the elements of clinical governance infrastructure that need to be developed prior to the new aeromedical service commencing operation, as well as reviewing the literature available for transport ventilators and analyse their suitability for this service.

Internal environment Combined with the knowledge of its external environment, a firm analysing its internal environment, in particular its resources, capabilities and core competencies, is able to create its vision, mission and implement its strategies for obtaining a sustainable competitive advantage (Hanson et al., 2008). It is argued by Berman, Down & Hill (2002) that only the sound combination of firm’s unique tangible and intangible resources provides a basis for competitive

Business Dictionary defines internal analysis as “a review of an organization’s strengths and weaknesses that focus on those factors within its domain” (2014). Conducting an internal analysis allows organizations to adapt and change the way they conduct business in order to remain competitive. Internal analysis obtains information from financials, operational and marketing departments to help management determine strategic planning for future growth. In this paper the author will discuss an internal analysis of Kraft Foods.

First is the advertising. According to the case, we know that the major revenue of Facebook is advertising, which took up 98 percent in 2009, 95 percent in 2010 and 85 percent in 2011. Facebook uses all information uploaded by users to become the property of the firm. By analyzing database, Facebook provides advertisers target customized services and products based on users’ preferences and connections. In its view, the advertising which based on social

There are five main components of an Internal Analysis, including resources, capabilities, core competencies, competitive advantage, and strategic competitiveness. Each component is the basis of next one in turn.

It is important to do internal analysis of a company to determine what can be change in order to gain competitive advantage. Through looking at the internal analysis for Kmart it was important to look at the supplier’s power, the target market and the volume driven strategy.

Why is it important to study the internal resources, capabilities, and activities of firms? What insights can be gained?

Many indices used to predict future performance are lagging. These lagging indices use previous outcomes coupled with some forward looking projections to determine if performance will remain steady, improve or become worse. The method is heavily reliant on historical performance. Clairmount (2013) credits George Santayana with first stating “those who do not learn history are doomed to repeat it”. The premise, if one does not learn from the past the past will reoccur. While this can be both undesirable and desirable events, the key element is learning and adjusting to achieve desired outcomes or mitigate risks.

The internal environment consists of the inherent competencies of the firm and the structure of its internal systems and processes. It is imperative for the organization to conduct an internal analysis

look at the internal strengths and weaknesses of the business, as well as external opportunities

The internal business environment includes factors within the organisation that impact the approach and success of the business operations. Formerly presented as core competencies, capabilities, leadership style and culture of an organisation. To understand its sources of competitive advantage from within a firm or an organisation will implement specific tools such as SWOT analysis (Strength, Weaknesses Opportunities and Threats), Value chain analysis, Resource based view, VRIO framework and BCG Matrix for instance.