Strategic Process And Analysis
January 25, 2022
Table of Contents Executive Summary 3 Introduction 4 VRIO or Value Chain analysis 5 A PESTLE analysis 5 Porter’s Five Forces model 6 References 7
The paper focuses on assessing the strategic processes and analysis of the Indian app known as Josh, which involves sharing short videos. The mobile application is developed and owned by Dailyhunt, and it offers the best target for this study because of its trending nature since its announcement. Through the study, some of the desired objectives comprise determining the value of strategic management in endorsing long-term success and achieving sustained competitive benefits. While conducting the assessment process, it is possible to employ strategic thinking strategies in determining affiliated difficulties
Like any other organization, the Josh app has its culture, affecting its ability to remain competitive and provide successful outcomes within the external surroundings being its cultural values. Dailyhunt owns the mobile application, an Indian content discovery platform designed to compete with the likes of Instagram in sharing short videos. The one exceptional characteristic about the application over its competitors is that it serves the middle class of India, which has enabled it to focus on winning the minds time and revenue sharing for anything that is based on the nation’s local language. Examples of internal factors associated with shaping and influencing the organizational strategies implemented at Josh comprise money, resources, and company culture. As for the external factors worth noting, the mobile application company considers factors such as competition from similar businesses and customers and suppliers.
Company culture is an ideal internal factor that needs consideration because, at Josh, the culture comprises values, attitudes, and priorities that the personnel adhere to while working for the firm. The organization demonstrated a different kind of setting whereby it emphasizes collaboration and teamwork from the employees. The company culture is an important aspect to ascertain that culture flows from top to bottom of the personnel. The workforce often understands the values of the company depending on the nature of individuals employed, promoted, or fired (Casañ, Alier, & Llorens, 2021). Workers need to understand the values the organization’s culture embodies. The money, along with resources, represents the other set of internal factors that shape and influence the of an organization. In great economies, the idea of lacking funds may determine if the company survives. The moment cash resources become limited. The organization feels the impact due to the limited number of people it can employ. Cash resources also jeopardize equipment quality and the rate of advertisements done.
VRIO or Value Chain analysis
The VRIO framework is a form of value chain analysis applicable for assessing the resources available in a firm along with competencies. The framework includes other strategic analyses consisting of Porter’s five forces analysis and SWOT analysis. VRIO stands for value, rarity, imitability, and organization. The Josh app must consider looking into all available resources in the internal value chain to determine if they are valuable, rare, inimitable, or organized (Klemen, Jaklič, & Metka, 2021). During the development of the Josh application, the value was considered to determine whether the resources available were significant for the firm to maximize the opportunities. Rarity is an important part that ensured the resources offered were unique and the application being developed was not commonly possessed or faced chances of being replaced by competitors. The unique element in value chain analysis was essential because it helped determine if others could substitute the resources. Understanding the possibility of other businesses duplicating the application was attained through the VRIO framework.
A PESTLE Analysis
The PESTLE analysis is an ideal framework applicable in gaining macro images of the industry environment by focusing on political, economic, social, technological, legal, and environmental factors. The tool was necessary in the case of Josh’s application because it paved the way for the formation of an impression about the factors likely to impact new businesses. The political aspect was necessary because it established some government policies and competition regulations aligned with developing the application (Cullinane, 2019). As for the economic factor, the company relied on it to determine economic trends, growth rates, taxation, and inflation that affect the distribution of the application. The social element was reliable in understanding the aspects of attitudes and trends aligned with influencing the business and the target market. Josh relied on social factors in establishing attitudes based on different factors such as money and cultural taboos, among others. The technological factor was necessary for identifying the technology required to develop, distribute, and communicate the application product (Casañ, Alier, & Llorens, 2021). The legal factor was vital since it involved current and future legal and regulatory demands that affected business, such as the regulations on consumer protection, data protection, and antitrust. The environmental factor considered the different forces that impacted the company and the geographical location of the customers using the application.
Porter’s Five Forces model
The primary purpose of Porter’s Five Forces involves assessing an overall competitive landscape from a particular business environment. Competition within the industry is the first force associated with the number of competitors and the aptitude of undercutting an organization (Zhang, Leng, & Zhou, 2020). The more significant number of competitors means an organization has lesser power (Baxter, 2019). Other relevant forces that were significant in the development of the Josh application for the Indian market involved the potential of having new entrants, the power of suppliers, and the power of customers, in addition to the threat of substitute services.
The one exceptional characteristic about the application over its competitors is that it serves the middle class of India, which has enabled it to focus on winning the minds time and revenue sharing for anything that is based on the nation’s local language. The workforce often understands the company’s values depending on the nature of individuals employed, promoted, or fired. Workers need to understand the importance the organization’s culture embodies. The money, along with resources, represents the other set of internal factors that shape and influence the strategies of an organization. Rarity is an important part that ensured the resources offered were unique and the application being developed was not commonly possessed or faced chances of being replaced by competitors. The political factor was necessary because it established some government policies and competition regulations aligned with developing the application.
Baxter, G. (2019). A of cargolux airlines international position in the global air cargo supply chain using Porter’s five forces model. Infrastructures, 4(1), 6. doi:http://dx.doi.org/10.3390/infrastructures4010006
Casañ, M. J., Alier, M., & Llorens, A. (2021). A collaborative learning activity to analyze the sustainability of an innovation using PESTLE. Sustainability, 13(16), 8756. doi:http://dx.doi.org/10.3390/su13168756
Cullinane, K. (2019). Identifying the main opportunities and challenges from the implementation of a port energy management system: A SWOT/PESTLE analysis. Sustainability, 11(21), 6046. doi:http://dx.doi.org/10.3390/su11216046
Klemen, K., Jaklič Andreja, & Metka, S. (2021). An extended approach to value chain analysis. Journal of Economic Structures, 10(1) doi:http://dx.doi.org/10.1186/s40008-021-00244-6
Zhang, C., Leng, M., & Zhou, L. (2020). DEVELOPING STRATEGIES OF SOCIAL ENTERPRISES EXPLAINED USING PORTER’S FIVE FORCES ANALYSIS MODEL: TAKING MENTAL CHALLENGED CAR WASH AS AN EXAMPLE. International Journal of Organizational Innovation (Online), 12(3), 50-64.