Please Answer The two questions based on the same company below

step16- What Strengths Exist for the Organizational?

Step 17: What Weaknesses Exist for the Organization?

Resources and strategic capabilities are the founda- tion of a firm's internal strengths and weaknesses. The VRINO framework should be employed to evaluate the competitive quality of firm resources. Support for each strength and weakness should be founded on research, not intuition or only personal experience. The organiza- tion's strengths and weaknesses should be numbered, each with complete details and justification (typically a paragraph for each one). Many possible organizational strengths and weaknesses can emanate from its re- source base. Examples include: 1. Brand names and recognition 2. Company reputation 3. Control systems 4. Costs (internal) 5. Customer loyalty 6. Decision-making 7. Distribution 8. Economies of scale 9. Environmental scanning 10. Executive leadership 11. Financial resources 12. Forecasting 13. Government lobbying 14. Human resources 15. Information systems and technology 16. Internet presence 17. Labor relations 18. Location 19. Logistics and inventory management 20. Manufacturing and operations 21. Market share 22. Organizational structure 23. Physical facilities and equipment 24. Product/service differentiation 25. Product/service quality 26. Promotion and advertising 27. Public relations 28. Purchasing and channel management 29. Quality control 30. Research and development 31. Sales 32. Strategic capabilities 33. Technology and patents The previous list includes possible strengths and weaknesses, but the list of possibilities is endless. It is important to clarify how each strength has helped the organization and how each weakness has hindered it. In many instances, strengths are the primary catalysts for the organization's successes, and weaknesses are the main reasons why it has failed in specific endeavors. There is no set target for the number of strengths or weaknesses that should be identified in a case analysis. When only several are identified, the effort is probably not thorough. When the list becomes too long- as would be the case if all the items in the previous list happened to be associated with strengths and or weaknesses- it becomes cumbersome to manage in the remaining steps of the analysis. In this situation, pooling several items into one can help. For example, "expertise in ad- vertising" and "a strong sales force" could be merged into a single item called "marketing expertis Step 1: Introduction of the Organization Founding and History: ContractPro was founded in 2005 by John Smith. Mr. Smith's decision to start the company stemmed from his extensive experience in the construction industry and a desire to provide high-quality contracting services. His vision was to create a contracting firm that not only delivered exceptional craftsmanship but also prioritized client satisfaction. Ownership: ContractPro is a privately held company. This means that it is not publicly traded on any stock exchange. The ownership and control of the company remain within the hands of its founder, John Smith, and potentially other private investors or partners. Mission Statement: ContractPro's mission has evolved since its inception. Originally, it focused on delivering top-notch construction services. However, as environmental concerns and sustainability became more important, the company adjusted its mission to incorporate eco-friendly practices. The core values of excellence, reliability, and client satisfaction have remained consistent throughout these changes. Step 2: Identification of the Industry, the Life-Cycle, and the Competitors Industry Definition: ContractPro operates in the construction and contracting industry. This industry encompasses various activities, including: Explanation: Residential Construction: Building and renovating homes. Commercial Construction: Constructing commercial buildings like offices, retail spaces, and warehouses. Renovation Services: Remodeling and renovating existing properties. Maintenance Services: Providing ongoing maintenance and repairs for properties. Industry Life-Cycle: The construction and contracting industry is in the maturity stage of its life cycle. Here's a more detailed explanation: Explanation: Growth Phase: In the early years, ContractPro experienced rapid growth as it established its reputation and client base. Maturity Phase: Currently, the industry is in a mature phase. This stage is characterized by steady but slower growth, intense competition, and a focus on cost efficiency and customer satisfaction. There is a high level of competition, with several well-established firms vying for contracts. Decline Phase: The decline phase, characterized by a decline in demand, is not yet applicable to ContractPro's situation. Competitors: ContractPro faces competition from several key competitors in its region: Explanation: BuildRite Construction: BuildRite is a reputable construction company known for taking on large-scale commercial projects. They have a strong track record in completing projects on time and within budget. RenovaHomes: RenovaHomes specializes in residential renovations. They have a reputation for innovative designs and a keen focus on craftsmanship, attracting clients seeking high-end residential improvements. GreenBuilders: GreenBuilders differentiates itself by emphasizing sustainable and eco-friendly construction practices. They target environmentally conscious clients who prioritize green building techniques and materials. Understanding the industry life-cycle and identifying competitors is critical for ContractPro to formulate effective strategies for ongoing success. In the mature stage, differentiation through quality, cost control, and customer satisfaction becomes crucial. Additionally, ContractPro must adapt to industry trends, such as sustainability, to meet chStep 3: Potential Profitability of the Industry Porters Five Forces Analysis for the Construction and Contracting Industry: Explanation: 1. Threat of New Entrants: Low to Moderate o Barriers to Entry: Moderate due to capital requirements, regulatory approvals, and established competitors. o Effect on Profitability: Positive as fewer new entrants lead to reduced competition and better profit margins. 2. Rivalry Among Existing Competitors: High o Intense competition among established firms. o Price wars and cost control are common. o Effect on Profitability: Negative due to price pressure and reduced profitability. 3. Bargaining Power of Buyers: Moderate o Buyers have options to choose from different contractors. o Effect on Profitability: Neutral as buyers' power may influence pricing but not significantly. 4. Bargaining Power of Suppliers: Low to Moderate o Suppliers of construction materials and equipment may have some bargaining power. o Effect on Profitability: Neutral as supplier influence on profitability is moderate. 5. Threat of Substitute Products: Low o Limited substitutes for construction and contracting services. o Effect on Profitability: Positive as limited substitutes reduce the risk of losing customers. Overall Potential Profitability Assessment: The potential profitability of the construction and contracting industry is moderate. The intense rivalry among competitors and the need for cost control impact profitability. However, the barriers to entry and limited substitutes contribute to maintaining a certain level of profitability. anging customer expectations and remain competitive in the market. Step 4: Industry Examples of Success and Failure Success: BuildRite Construction, RenovaHomes, GreenBuilders Explanation: BuildRites focus on large-scale commercial projects and on-time delivery has led to its success. RenovaHomes' innovative designs and craftsmanship attract high-end residential clients. GreenBuilders' sustainability emphasis resonates with environmentally conscious customers. Failure: Unsuccessful firms with inadequate cost control and service consistency. These firms struggle to compete and maintain profitability. Lack of differentiation and inability to adapt to changing industry trends lead to failure. Critical Success Factors (CSFs): Consistency and speed of service for fast-food industry success. Innovation and craftsmanship for high-end residential renovations. Sustainability focus and eco-friendly practices for attracting environmentally conscious clients. Step 5: Political/Legal Forces Affecting the Industry Explanation: 1. Legislation: Building codes, safety regulations, and environmental standards impact construction practices. 2. Court Judgments: Legal disputes can affect project timelines and costs. 3. Environmental Regulations: Sustainability requirements influence materials and practices. 4. Tax Laws: Tax incentives for green construction impact profitability. 5. Labor Laws: Employment regulations impact hiring and workforce management. 6. International Trade Regulations: Import/export regulations affect sourcing of materials. These political/legal forces influence the industry's operations, compliance costs, and long-term sustainability. tep 6: Economic Forces Affecting the Industry Explanation: 1. GDP Growth: Economic growth drives construction demand for new projects. 2. Interest Rates: Low rates encourage borrowing for construction projects. 3. Energy Costs: Fluctuations impact construction material prices and overall costs. 4. Inflation: Rising costs of materials and labor affect project budgets. 5. Unemployment Rate: Affect availability of skilled labor in the industry. Economic forces impact the demand for construction and contracting services and the cost structure of projects. tep 7: Social Forces Affecting the Industry Explanation: 1. Sustainability Trends: Growing demand for eco-friendly and green building practices. 2. Demographic Changes: Aging population influences demand for healthcare facilities. 3. Lifestyle Preferences: Demand for urban living and mixed-use developments. 4. Work-Life Balance: Impact on residential and office space requirements. Social forces shape customer preferences and influence project types and designs. Step 8: Technological Forces Affecting the Industry Explanation: 1. Internet and Digital Tools: Online project management and communication tools improve efficiency. 2. Automation: Advances in robotics impact construction processes. 3. Building Information Modeling (BIM): Enhances design accuracy and project planning. 4. Smart Construction Technologies: IoT-enabled devices for monitoring and maintenance. TStep 9: What Is the Current Firm-Level Strategy. Explanation: For ContractPro, their firm-level strategy is largely built around their unique value proposition which emphasizes quality, client satisfaction, and eco-friendly practices. Given the maturity of the construction industry and the stiff competition, ContractPro's strategy appears to be focused on differentiation and maintaining its present size and reputation in the market. This is evident from their mission statement's evolution to incorporate eco-friendly practices, and their consistent core values of excellence and reliability. They are neither aggressively expanding nor downsizing. Instead, their trajectory appears stable, prioritizing retention of existing clientele and attracting new clients through their commitment to sustainability and quality. Step 10: What Is the Current Business-Level Strategy. Using Porter's generic strategies: Differentiation Strategy: ContractPro stands out in the market through its focus on client satisfaction and quality. Their added emphasis on eco-friendly construction practices further amplifies their differentiation strategy in the current sustainability-driven market. Using Miles and Snow's strategy typology: Analyzer Strategy: ContractPro, while maintaining its core strengths, has shown a capability to adapt to market changes, especially with the shift towards eco-friendly construction. Explanation: What makes ContractPro unique in comparison to its competitors is its balanced approach. While companies like GreenBuilders are primarily focused on the green aspect of construction, ContractPro has managed to incorporate sustainability into its model while maintaining its emphasis on quality and customer satisfaction. Their business strategy is not limited to just being eco-friendly; it covers a broader spectrum which attracts a diverse client base. Considering the industry as "construction and contracting", ContractPro's strategy might be described as a combination approach, blending differentiation through quality and sustainability, while ensuring cost-effectiveness and efficiency. chnological forces drive efficiency improvements and innovation in construction practices Step 11: What Business-Level Strategies Are Being Employed by Competitors. BuildRite Construction: Explanation: Porter's Strategy: Cost Leadership. Their focus is on large-scale commercial projects which they complete within budget. Miles and Snow: Defender. BuildRite has established its niche in large-scale projects and sticks to what it knows best. RenovaHomes: Explanation: Porter's Strategy: Differentiation. With a specialization in high-end residential renovations and innovative designs. Miles and Snow: Prospector. Always looking for the next trend in residential renovations to keep their designs innovative and fresh. GreenBuilders: Explanation: Porter's Strategy: Focused Differentiation. Their primary differentiation point is sustainable and eco-friendly construction. Miles and Snow: Analyzer. They've established their niche in green building but are likely also looking at ways to innovate within that niche.