Company: Accor Hotel Analysis of the firm Use an appropriate technique to evaluate the firm’s key capabilities and competitive resources identify any resources or capabilities which might be the basis of competitive advantage list-making and assertions are not appropriate; this section should show an ability to apply a suitable technique of analysis Recent firm performance should cover the past four to five years financial performance could include profitability, productivity or efficiency ratios (as appropriate for your firm) identify trends and explain anomalies (can you link them to other sections of the report?) contextualise firm financial performance (compare to industry average or key competitors) marketing performance could include an evaluation of the brand(s) and other marketing metrics available, such as customer loyalty/customer churn rate, return on advertising spend, customer acquisition costs, average lifetime value of customer, amongst others base marketing and financial analysis on publicly available information (it is understood that you might not have the information to calculate/analyse all marketing and financial metrics). Competitor analysis products/services, market commonality, positioning; strategic group (or key rivals) where possible, assess higher value subjects/questions: for example, does the firm have a distinctive value proposition? Does it currently have first-mover advantage for any product or business? Does it benefit from breakthrough innovation in any area? Basis of competition identify and evaluate your firm’s basis of competition, i.e. its business-level strategy assess whether the firm’s strategy is supported by its capabilities and resources; whether it is competitive within the firm’s strategic group; can the firm separate itself from its rivals? Corporate-level strategy assess the degree of diversification in the firm’s businesses; are they appropriate given its capabilities and resources? what type of internationalisation strategy does the firm follow? Is it appropriate given it capabilities and resources? Can you compare its strategy to those of its main rivals? How has the firm grown in recent years, acquisitions, mergers or organically? Has the firm adopted any cooperative strategies? For what purpose? How successfully? Are there any links to its capabilities and resources?

Company: Accor Hotel Analysis of the firm Use an appropriate technique to evaluate the firm’s key capabilities and competitive resources identify any resources or capabilities which might be the basis of competitive advantage list-making and assertions are not appropriate; this section should show an ability to apply a suitable technique of analysis Recent firm performance should cover the past four to five years financial performance could include profitability, productivity or efficiency ratios (as appropriate for your firm) identify trends and explain anomalies (can you link them to other sections of the report?) contextualise firm financial performance (compare to industry average or key competitors) marketing performance could include an evaluation of the brand(s) and other marketing metrics available, such as customer loyalty/customer churn rate, return on advertising spend, customer acquisition costs, average lifetime value of customer, amongst others base marketing and financial analysis on publicly available information (it is understood that you might not have the information to calculate/analyse all marketing and financial metrics). Competitor analysis products/services, market commonality, positioning; strategic group (or key rivals) where possible, assess higher value subjects/questions: for example, does the firm have a distinctive value proposition? Does it currently have first-mover advantage for any product or business? Does it benefit from breakthrough innovation in any area? Basis of competition identify and evaluate your firm’s basis of competition, i.e. its business-level strategy assess whether the firm’s strategy is supported by its capabilities and resources; whether it is competitive within the firm’s strategic group; can the firm separate itself from its rivals? Corporate-level strategy assess the degree of diversification in the firm’s businesses; are they appropriate given its capabilities and resources? what type of internationalisation strategy does the firm follow? Is it appropriate given it capabilities and resources? Can you compare its strategy to those of its main rivals? How has the firm grown in recent years, acquisitions, mergers or organically? Has the firm adopted any cooperative strategies? For what purpose? How successfully? Are there any links to its capabilities and resources?

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Question

Company: Accor Hotel

Analysis of the firm

Use an appropriate technique to evaluate the firm’s key capabilities and competitive resources
- identify any resources or capabilities which might be the basis of competitive advantage
- list-making and assertions are not appropriate; this section should show an ability to apply a suitable technique of analysis
Recent firm performance should cover the past four to five years
- financial performance could include profitability, productivity or efficiency ratios (as appropriate for your firm)
- identify trends and explain anomalies (can you link them to other sections of the report?)
- contextualise firm financial performance (compare to industry average or key competitors)
- marketing performance could include an evaluation of the brand(s) and other marketing metrics available, such as customer loyalty/customer churn rate, return on advertising spend, customer acquisition costs, average lifetime value of customer, amongst others
- base marketing and financial analysis on publicly available information (it is understood that you might not have the information to calculate/analyse all marketing and financial metrics).
Competitor analysis
- products/services, market commonality, positioning; strategic group (or key rivals)
- where possible, assess higher value subjects/questions: for example, does the firm have a distinctive value proposition? Does it currently have first-mover advantage for any product or business? Does it benefit from breakthrough innovation in any area?
Basis of competition
- identify and evaluate your firm’s basis of competition, i.e. its business-level strategy
- assess whether the firm’s strategy is supported by its capabilities and resources; whether it is competitive within the firm’s strategic group; can the firm separate itself from its rivals?
Corporate-level strategy
- assess the degree of diversification in the firm’s businesses; are they appropriate given its capabilities and resources?
- what type of internationalisation strategy does the firm follow? Is it appropriate given it capabilities and resources? Can you compare its strategy to those of its main rivals?
- How has the firm grown in recent years, acquisitions, mergers or organically?
- Has the firm adopted any cooperative strategies? For what purpose? How successfully? Are there any links to its capabilities and resources?

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