ReferenceBusiness Nature Environment Manufacture Trading Service Internal External 5 Forces Porter √ √ √ - √ Value Chain √ √ √ √ - VRAIO √ √ √ √ - QCDSM √ - - √ - 3 Ups √ √ √ √ √ Internal Control √ √ √ √ - Balance Scorecard √ √ √ √ √ PESTEL √ √ √ - √ SuCAI √ √ √ √ √ SWOT √ √ √ √ √ FTAIR √ √ √ √ - TERRA - - √ √ - PARETO √ √ √ √ √ References : 1. 5 forces (External Factor Evaluation) 2. Value chain (IFE) 3. VRIO 4. QCDSM (Quality, Cost, Delivery, Safety, Morale) 5. 3 UPS (3ups update (shape/color), upgrade (quality), upfront (to be choosen one)) 6. Internal control : The objective a. Safeguarding company assets (the performance revenue from customer order). b. Providing accurate comprehence timely and reliable. c. Promoting operational efficiency. d. Promoting adherence (kepatuhan) to company policy. 7. Balance scorecard a. Learning and growth b. Financial Position c. Customer d. Internal Business process 8. PESTEL (Politic, Economy, Social, Technology, Environment, Law) 9. SuCAI 10. SWOT 11. FTAIR 12. TERRA (Tangible, Empathy, Responsiveness, Reliable, Assurance) 13. PARETO outbound logistics—order processing and distribution. and service—installation. pricing and channel management. operations—transforming inputs into the final product. repair and parts.Porter’s Five Forces Analysis The five key factors the model uses to identify and evaluate potential opportunities and risks are: ● Competitive Rivalry ● Threat of New Entrants ● Threat of Substitutes ● Bargaining Power of Suppliers ● Bargaining Power of Customers VALUE CHAIN inbound logistics—material handling and warehousing. . Support activities support primary activities and other support activities. supplies and other consumable items as well as assets. marketing and sales—communication. They are handled by the organization’s staff functions and include: procurement—purchasing of raw materials. human resource management—selection. technology development—know-how. accounting. ORGANIZED VRIO framework. IMITABILITY. VRIO VALUABLE. RARITY. The tool was originally developed by Barney. and firm infrastructure—general management. B. finance. (1991) in his work ‘Firm Resources and Sustained Competitive Advantage’. planning. appraisal. promotion and placement. J. rewards. government affairs and quality management. and labor/employee relations. TERRA . management development. procedures and technological inputs needed in every value chain activity. is the tool used to analyze firm’s internal resources and capabilities to find out if they can be a source of sustained competitive advantage. where the author identified four attributes that firm’s resources must possess in order to become a source of sustaine competitive advantage VRIO analysis stands for four questions that ask if a resource is: Valuable? Rare? Costly to imitate? And is a firm organized to capture the value of the resources? A resource or capability that meets all four requirements can bring sustained competitive advantage for the company. legal. In the UK this is protected by the Companies Act 2006 (CA 06). and the communication and marketing materials that you use. FTAIR Fairness Fairness refers to equal treatment. and on time. However. individualized attention the firm provides its customers. accurate manner and it can be compared as well accessed by the stakeholders. skills. accurately. Reliability – our ability to perform the promised service dependably and accurately and to provide the service we have promised consistently. employees. personnel. and communication materials. clear. and their ability to use this expertise to inspire trust and confidence. Company management shall disclose information in a timely. Empathy – Caring. Responsiveness – Willingness to help customers and provide prompt service. “transparency” implies openness. communication and accountability. the relationship between employees and customers. . Assurance – the knowledge. what it plans to do in the future and any risks involved in its business strategies. Transparency therefore promotes accountability and provides information for every elements of company about what their management and its agents are doing. Knowledge and courtesy of employees and their ability to inspire trust and confidence. high quality service to your customers. Transparency Generally. for example. equipment. our ability to provide a quick. This could be offices. Tangibles – appearance of physical facilities. A principle of good governance is that stakeholders should be informed about the company’s activities. equipment. and credibility of staff. some companies prefer to have a shareholder agreement. The physical evidence of the service we provide. which can include more extensive and effective minority protection. adequate. It is a metaphorical extension of the meaning a “transparent” object is one that can be seen through. all shareholders should receive equal consideration for whatever shareholdings they hold. a fair. the burden of accountability rests on each public functionary to act in the public interest and according to his/her conscience. In brief: The board should present a balanced and understandable assessment of the company’s position and prospects. Independence . with solutions for every matter based on professionalism and participation. In this case. and The board should communicate with stakeholders at regular intervals. For example. transparency refers to the openness and willingness to disclose financial performance figures which are truthful and accurate. The board should maintain sound risk management and internal control systems. balanced and understandable assessment of how the company is achieving its business purpose. The board is responsible for determining the nature and extent of the significant risks it is willing to take.Transparency means openness. The board should establish formal and transparent arrangements for corporate reporting and risk management and for maintaining an appropriate relationship with the company’s auditor. a willingness by the company to provide clear information to shareholders and other stakeholders. Accountability Fox Meyer (1995) defines accountability as the “responsibility of government and its agents towards the public to achieve previously set objectives and to account for them in public” It is also regarded as a commitment required from public officials individually and collectively to accept public responsibility for their own action and inaction. Given that it is an auditor’s job to act on behalf of shareholders and not the client. the company is quite successful in increasing the efficiency and productivity o Training and Development program Customer . to be able to make the correct and uncontaminated decision on a given issue. The Board of Directors should be made accountable to the shareholders for the way in which the company has carried out its responsibilities. They should therefore accept full responsibility for the powers that it is given and the authority that it exercises. It refers to the avoidance of being unduly influenced by a vested interest and to being free from any constraints that would prevent a correct course of action being taken. Company shall avoid the occurrence of inappropriate domination by any stakeholders whatsoever and not being influenced by unilateral interest from any conflict of interest. Also make objective decision and free from any pressures from any parties whatsoever. Responsibility The Board of Directors are given authority to act on behalf of the company. In doing so.Independence is a quality that can be possessed by individuals and is an essential component of professionalism and professional behaviour. the friendship with the client may compromise the auditor’s ability to effectively represent the interests of the shareholders. for example. Balance Scorecard - - Learning and Growth o In the perspective of learning and growth. The Board of Directors are responsible for overseeing the management of the business. appointing the chief executive and monitoring the performance of the company. It is an ability to ‘stand apart’ from inappropriate influences and to be free of managerial capture. it is required to act in the best interests of the company. an auditor is a longstanding friend of a client. If. Accountability goes hand in hand with responsibility. The auditor may not be as thorough as he ought to be. or he may be influenced to give the benefit of a doubt to the client when he should not be doing so. affairs of the company. the auditor may not be sufficiently independent of the client. . and with good after-sales service.o In the perspective of the customer from core measurements and measurements of supporting generate good response from customers - to the company. operations. the company is able to pay off short-term liabilities. Internal Business Process o In the perspective of internal business processes. managed to improve the efficiency of funds that are - embedded although profit is not maximized. Financial o In the financial perspective. the company managed to run the process of innovation.