Part II
Internal Assessment
RESOURCES,
CAPABILITIES, SKILLS AND
CORE COMPETENCES
Pr.Karim GASSEMI - ENCG -
Casablanca - 2025
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Strategic Resources ?
• The classification of Strategic Assets (Strategic Assets)
– Intangibles (patents, reputation, customers ...)
– Human (workforce, age pyramid, flexibility, adaptability, etc.)
– Financial (to S.T., to L.T., ability to mobilize ...)
– Techniques (equipment, buildings, stocks ...)
– Information (competitive intelligence, strategic intelligence information,
etc ...)
Pr.Karim GASSEMI - ENCG - Casablanca - 2025
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Models for performing Internal
Assessment
• Level 1: Performing Swot Analysis(1,2)
• Level 2: Performing BCG Matrix
• Level 3: Performing IFE (Internal Factor
Evaluation) Matrix
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SWOT/TOWS- ANALYSIS Internal/External
Diagnosis
SWOT LEVEL 1
(Strenghts) (Weaknesses)
Standard Key Indicators Standard Key Indicators
- Expertise / Patents - Lack of expertise
- New product or service - Undifferentiated products and service
- Good implementation of the activity - Bad implementation
- Cost advantage / know-how - Access to distribution channels
- Quality processes and procedures - Quality of products / services
- Brand or strong reputation. - Bad reputation.
- Etc ... - Etc ...
(Opportunities) (Threats)
Standard Key Indicators Standard Key Indicators
-Emerging market -New competitor on the market (outsider)
- Mergers, JVs, strategic alliances - Price war
- Enter new market segments - New substitution product
- A new international market - New regulations
- Reduction of regulations - Trade barriers
- Suppression of trade barriers. - New taxation.
- Etc ... - Pandemic situation (Covid 19).
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SWOT ANALYSIS Internal/External
Diagnosis
SWOT LEVEL 2
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SWOT ANALYSIS Internal/External
Diagnosis
SWOT LEVEL 2
Defense Attack
Strategy Strategy
Survival Adjustment
Strategy Strategy
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Example of SWOT Analysis
(IAM – Orange)
Internal External Internal External
-Strong reputation - Increasing development -A high rate of - Increasing development
(historical operator) of consumer behavior, modernization of of consumer behavior,
-High degree of control of - A generational management tools; - A generational
telecommunication phenomenon (Existence of -Orientation of the phenomenon (Existence of
infrastructure churn at early age); marketing strategy towards churn at early age);
-High Brand image Competitiveness effect segments with high added Competitiveness effect
developed in the collective between manufacturers value; between manufacturers
memory of Moroccans -A heterogeneous
(Ittisalat). governance structure.
-Low motivation of Human -High threat of new -Limited competitiveness -High threat of new
Resources; entrants (outsider); (partial control of factors of entrants (outsider);
-Low rate of moderization - Scarity of Human production); - Scarity of Human
of management tools, Resources with the -An image / perception of Resources with the
-Low capacity for creativity required skills. follower; required skills.
and innovation
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Similarities
++
Internal External Internal External
-Strong reputation - Increasing development -A high rate of - Increasing development
(historical operator) of consumer behavior, modernization of of consumer behavior,
-High degree of control of - A generational management tools; - A generational
telecommunication phenomenon (Existence of -Orientation of the phenomenon (Existence of
infrastructure; churn at early age); marketing strategy towards churn at early age);
-High Brand image Competitiveness effect segments with high added Competitiveness effect
developed in the collective between manufacturers value; between manufacturers
memory of Moroccans -A heterogeneous
(Ittisalat). governance structure.
Crossed effect
-Low motivation of Human -High threat of new -Limited competitiveness -High threat of new
Resources; entrants (outsider); (partial control of factors of entrants (outsider);
-Low rate of moderization - Scarity of Human production); - Scarity of Human
of management tools, Resources with the -An image / perception of Resources with the
-Low capacity for creativity required skills. follower; required skills.
and innovatio
-- Pr.Karim GASSEMI - ENCG -
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Perfoming SWOT Analysis Process
Step 1: SWOT Analysis Level 1
Internal External Internal External
-Strong reputation - Increasing development -A high rate of - Increasing development
(historical operator) (10) of consumer behavior (10) modernization of of consumer behavior (10)
-High degree of control of - A generational management tools (10) - A generational
telecommunication phenomenon (Existence of -Orientation of the phenomenon (Existence of
infrastructure (8) churn at early age) (10) marketing strategy towards churn at early age) (10)
-High Brand image -Competitiveness effect segments with high added -Competitiveness effect
developed inside the between manufacturers (9) value(10) between manufacturers (9)
collective memory of -A heterogeneous
Moroccans (Ittisalat). (5) governance structure(7)
-Low motivation of Human - Scarity of Human -Limited competitiveness -Scarity of Human
Resources (8) Resources with the (partial control of factors of Resources with the
-Low rate of moderization required skills (8) production) (10) required skills (8)
of management tools (7) -High threat of new -An image / perception of -High threat of new
-Low capacity for creativity entrants (outsider) (6) follower (10) entrants (outsider) (6)
and innovation (6)
Scoring Items (SWOT) regarding the Importance: 10 Very Important – 5- Moderately important – 1- Not Important
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Perfoming SWOT Analysis Process
-S1- Reputation (historical
Step 2: SWOT Analysis Level 2
operator) (10)
-S2- Degree of control of SWOT Level 2 Matrix
telecommunication
S infrastructure (6)
-S3- Brand image developed Examlple of Attack Strategy Options
in the collective memory of
Moroccans (Ittisalat). (5)
SXO S1 S2 S3
X
ATTACK O1 100 60 50
STRATEGY
O2 100 60 50
- O1-Increasing development
of consumer behavior (10) O3 90 54 45
- O2-A generational
phenomenon (Existence of
O churn at early age) (10)
-O3-Competitiveness effect
between manufacturers (9)
Pr.Karim GASSEMI - ENCG -
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Beyond SWOT Analysis
SOAR (Strengths, Opportunities, Aspirations, Results) → Instead of
focusing on threats and weaknesses, this tool emphasizes on positive and
forward-looking approach.
AFI (Advantages, Failures, Improvements) → A more critical alternative to
SWOT, focusing on identifying competitive advantages, past failures, and
necessary improvements.
Dynamic SWOT → A more time-sensitive approach that integrates short-,
medium-, and long-term perspectives along with variability in internal and
external factors.
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Assignement # 2
The United States has increased tariffs on many imported goods. This
trade war, especially between the U.S. and China, has created major
tensions in the global economy. The future of international trade is
uncertain. In a one-page reflection, describe one or two possible long-
term scenarios (10–15 years) for this trade war. Who are the key
players? What could change in the global economy? And how should
multinational companies respond?
1. The assignment is to be done individually. Each student must his/her own
reflection on one page (in doc format) and submit it to the professor by
Thursday, April 24, 2025.
2. The assignment will be discussed collectively in class on Thursday, April 24,
2025.
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BCG matrix (Strategic Perspective)
Market growth rate (MGR)
+ 30 Stars Question Mark
SBU 2 SBU 4
20 SBU 3
10%
0
SBU 1
SBU 5 SBU 6
-10 Cash Cows Poor Dogs
- 10 4 1 0,2 0,1
+ Relative Market Share (RMS)
-
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BCG matrix 2: Typologies and equilibrium of SBU
(++)
Investment Extent
(--) Competitive position
(++) (--)
Aged Portfolio Balanced Portfolio Juvenile Portfolio
Risk minimization Mobilization of fund’s
Creativity Company (--) Mechanism of creativity company
Risk - Sustainability
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BCG matrix 2: Typologies and Equilibrium of SBU
(++)
(--)
(++) (--)
Aged Portfolio Balanced Portfolio Juvenile Portfolio
Risk minimization Mobilization of fund’s
Creativity Company (--) Mechanism of creativity company
Risk - Sustainability
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Analysis of the BCG matrix 3 (Financial
Issues) - Funding flow
Market growth rate (MGR)
+ 30
STARS Question Mark
20
10%
0
Cash Cows Poor Dogs
-10
- 10 4 1 0,2 0,1
+ Relative Market Share (RMS)
-
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Performing Internal Factors Evaluation (IFE)
- List key internal factors (I);
- Assign a weight that ranges from 10% (not important) to
100% (Very important) to each factor: Weight marks the
relative effect of each factor to influence the success or
failure of the enterprise in the industry.
- Assign a 1-to-4 rating to each factor to indicate whether
that factor represents a strength or weakness: An major
weakness is represented by 1 , 2 for minor weakness, 3
for minor strenght and 4 major strenght.
the score of strenght must be 4 or 3, the score of weakness
must be 1 or 2
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Performing Internal Factors Evaluation (IFE)
- Multiply each factor’s weight by its rating to determine a
weighted score for each Factor;
- Sum the weighted scores for each factor to determine the
total weighted score for the organization.
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IFE Score Analysis
Internal situation is very strong
1 ≤ IFE Total weighted Score ≤ 4
Internal situation is very weak
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IFE in pratice
Air Freight Companies
Fleet Size: 75
Destinations: 150
In terms of volume, it’s hard to match the breadth of the DHL
Aviation air freight operation. The company, with is
comprised of main airlines European Air Freight Transport
claims to be the global leader in air freight, carrying 12
percent of the total worldwide market.
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IFE in pratice
Pr.Karim GASSEMI - ENCG -
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IFE in Pratice
It will be necessary to
level
the strenghts of DHL
Action plan
for leveling -
improvement
process
It will be necessary to
level the capacity of the
DHL to minimize the
effects its weaknesses
Pr.Karim GASSEMI - ENCG - The extent of internal strength /
Casablanca - 2025 weakness
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Strategy Key Indicators
Market Share Value (MSV)/ Part du marché
MSV(SBU) = (Turnover) / Turnover of the market
Indicator for measuring sales performance
Relative Market Share (RMS) / Part du Marché Relative (PMR):
RMSV(SBU) = (Turnover) / (Turnover of the main
competitor or average of the three main competitors)
Indicator for measuring the effect of the strategy on mid-term
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Strategy Key Indicators
Market Coverage Rate (MCR)/ Taux de Couverture du Marché (TCM)
MCR (SBU) = (Turnover) / (Total Demand)
Indicator for measuring market saturation / potential of the market
Average Annual Variation(AAV)/ Variation annuelle moyenne
AAV(SBU) = Σ ((Turnover(n) – Turnover (n-1))/ Turnover(n-1 / ))/n -1
Indicator for measuring the average variation of activity
Dynamic reference year
Fixed reference year (N-1)
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Additional Strategic Tools
New tools to conceive an effective strategy
Blue Ocean Strategy → Helps identify opportunities for
differentiation and the creation of new markets.
Business Ecosystem Mapping → Useful for identifying key
stakeholders and understanding interdependencies within a
business ecosystem.
Scenario Planning → Essential for managing uncertainty and
anticipating multiple future scenarios.
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Business Analytics and Strategy Metrics
Indicator/SBU (2016) (2017) (2018) (2019)
Turn Over ($$) 10 8 12 25
MSV(%) 12% 15% 17% 20%
MCR (%) 0,5% 3%(2,5pts) 5% 4%
RSMV 1% 5%(+4pts) 8%(+3pts) 10%(+2pts)
Question 1: Calculate the value of the AAV indicator over the period 2016/2019.
What conclusions can be draw on the value of the AAV indicator? Calculate the
forcast of the Turnover for 2020.
Question 2: What are the strategic conclusions considering the RSMV indicator
analysis? What are the advices to provide to this company?
Question 3: What are the strategic conclusions considering the MCR/MSV
indicator analysis? What are the advices to provide to this company?
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Casablanca - 2025 27
Business Analytics and Strategy Metrics
(Exercice 1 / 2)
Question 1: Calculate the value of the AAV indicator over the period 2016/2019.
What conclusions can be draw on the value of the AAV indicator? Calculate the
forcast of the Turnover for 2020.
- AAV (TO) = 46% (The mean variation of the Turnover from 2016 to 2019 is 46%.
- Forecast (2020) = (25+/- 46%)
= (13,5 – 36,5).
Question 2
Strategic effectiveness Strategic effectiveness Strategic
(2016) (2017) effectiveness
(2018)
+4pts +3pts +2pts
Strategic effectiveness decreases from year to year. This company should change its
strategy and react more adequately to the attack of the competitors. Despite an average
variation AAV) of 46%, the effectiveness of the strategy is decreasing.
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Casablanca - 2025 28
Business Analytics and Strategy Metrics
Question 3
(Exercice 1 / 2)
Sales Sales Sales
The sales efficiency is stable
Indicator effectiveness effectiveness effectiveness
(2016) (2017) (2018) during three years. However, the
market coverage rate is
decreasing. This company can not
control et act regarding the growth
SMV +3pts +2pts +3pts of the market. They must analyze
the factors of the uncontrolled
MCR +2,5pts +2pts +1pt growth of the market.
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