Internal Resources (VRIS) Analysis for Apple: Use the Strategic Analysis Template 

Please perform analysis of Apple’s resources and capabilities (VRIS) using slide #5 of the Strategic Analysis Templates PPT file and data from the Apple case (found in the Harvard course pack). You are encouraged to discuss it and work with a buddy or two. 

You should use bullets and phrases w enough description such that it is obvious that it is Apple’s activities being analyzed and we could understand the slide if it were included as an appendix to a report.  It should not be written in paragraph form.

You should upload your PowerPoint file (with an updated GDPEST and Porter’s 5 Forces analysis of the PC industry from last week) in Canvas. 

If you work with others, all names should be on the submission; and each student should still upload the submission in Canvas. 

We will review / critique in class some student submissions, after which you will perform an assessment. 

Value Chain Analysis for Apple Case: Use the Strategic Analysis Template

Please perform analysis of Apple’s value chain activities using slides #7 and #8 of the Strategic Analysis Templates PPT file and data from the Apple case (found in the Harvard course pack). You are encouraged to discuss it and work with a buddy or two. 

You should use bullets and phrases w enough description such that it is obvious that it is Apple’s resources and capabilities being analyzed and we could understand the slide if it were included as an appendix to a report.  It should not be written in paragraph form.

You should upload your PowerPoint file (with an updated GDPEST and Porter’s 5 Forces analysis of the PC industry from last week) in Canvas. 

If you work with others, all names should be on the submission; and each student should still upload the submission in Canvas. 

We will review / critique in class some student submissions, after which you will perform an assessment. 

Rubric

Internal Envir – RBV and Value Chain

Internal Envir – RBV and Value Chain

CriteriaRatingsPts

This criterion is linked to a Learning OutcomeRBV – Identified resources and capabilities (not products).

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeRBV – Resources and capabilities are specific enough that they wouldn’t fit any other company.

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeRBV – Evaluated each resource/capability using VRIS.

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeRBV – Properly identified the competitive consequences. (eg YYYY=sustainable competitive advantage, above normal returns. YNxx=competitive parity, average returns)

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeRBV – This criterion is linked to a Learning Outcome Identified the strategic consequences for the firm (eg what resources and capabilities does the firm need to develop, protect, invest in, etc).

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeVC – Identified key activities.

1.0 pts

Full Marks

0.0 pts

No Marks

1.0 pts

This criterion is linked to a Learning OutcomeVC – Evaluated if S, E, I. Provided qualitative/quantitative evidence to support.

2.0 pts

Full Marks

0.0 pts

No Marks

2.0 pts

This criterion is linked to a Learning OutcomeVC – Determined recommendations. (Which activities created value? Should any be outsourced? Should investments/improvements be made?)

2.0 pts

Full Marks

0.0 pts

No Marks

2.0 pts

Total Points: 10.0

 

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