Cobra Financial Summary

The California Chopper’s financial position is in fairly good standing. Although, there are some concerns in certain areas, which will be discussed below. Attached to the memo is an excel spreadsheet that can be used for referencing.

He suggested that sustained competitive advantage derives from the resources and capabilities a firm controls that are valuable, rare, imperfectly imitable, and not substitutable. He further added that the resources and capabilities can be viewed in form of tangible and intangible assets. There are four different categories of resources financial, physical, human, and organization.

Technology is all around us. Everywhere you go there is some form of technology that is used for things to be displayed or searched and many other things. Almost everyone in the United States has some form of technology that they use as a resource. There

The knowledge and understanding of technology is very high in this industry as technological innovation is necessary for the success of the firm in an

Human capital, structural capital, and relational capital are valuable elements of Intellectual Capital, nonetheless, we primarily focus on improving the innovation process and the intangible assets. Our knowledge capabilities are essential success utilities that propel the collaboration and motivation among employees. In concordance to the OKCA article, intellectual capital is especially needed for innovative technology enterprises, which is relevant since the organization itself is a segment of a larger enterprise network renown as the Pasco Enterprise Network or the Pasco Economic Development Council. Our intellectual capital audit further helps track and trace the records and strategy execution that are interconnected to (1) patents, (2)

For a business to be successful and have a competitive advantage, it is important to evaluate the company’s resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive assets owned (tangible or intangible) whereas capabilities are what the company can do with this (Grant, 2010). “Establishing competitive

As a company[s main mission to be the greatest beer in the world, they have achieved competitive strategies to be able to protect their business-level strategies; Sprinkler Expansion strategy, Aggressive Marketing Strategy and Consumer Responsiveness Approach.

The importance of Intellectual Capital information (IC) has been increased in the current economic. It refers to intangible resources which create company value (Ashton, 2005). Human capital, structural capital and relational capital are the main categories of IC (Meritum 2002). There are some factors of the IC, such as employee knowledge and innovative capacities (Usoff, Thibodeau, Burnaby; 2002). This is an “unrecorded value” of an company which is not shown

On the other hand, Mega Corporation’s financials are going downhill. Despite having a strong balance sheet, there was a benefit pension plan that was hugely under-funded. The income statement was worse. Sales were nearly cut in half, due largely to the fact that foreign competition was squeezing out the margins. Profits and cash flow dropped even more than sales.

The reason I have chosen those products is just because I am working for Cobra Beer head office and I wasn’t difficult for me to get the information for the company’s product I am working for. As far Kingfisher Beer is concern, I have really put my efforts searching for there marketing analysis and their strategies. For that I have consult many website and read plenty of articles related to

These two streams of research - market orientation and the RBV of the firm - form

Resources of a company are very much important for the continuous well-growth of the profit and performance of the company. Resources of a company can be tangible or intangible resources as well. There are several resources of Rio Tinto that can be the catalyst for the improvement of the company.

Firstly, let us take a look at tangible resources. Under this category, we have financial resources, organizational resources, physical resources and technological resources.

Resources are the source of the firm’s capabilities. Resources are bundled to create organisational capabilities. Some of a firm’s resources are tangible and intangible. Tangible resources are assets that can be seen and quantified. Intangible resources include assets that typically are rooted deeply in the firm’s history and have accumulated over time. Intangible resources are relatively difficult for competitors to analyse and imitate. The four types of tangible resources are financial, organisational, physical and technological. And the three types of intangible resources are human, innovation and reputational (Hanson, D., Hitt, M., Ireland, R. D., & Hoskisson, R. E., 2011, pp. 75-78).

In technological factors comes R&D first and foremost that how much an organization spending in terms of product improvement or development of new products or improvement in production process or in the raw material etc. and what is the