Part 1:
1. How might a resource-based view of internal capabilities complement a strengths, weaknesses, opportunities, and threats (SWOT) analysis? Provide an example.
2. How might the value, rarity, "imitability", and organization analysis of internal capabilities complement a SWOT analysis? Provide an example.
3. In preparing for strategy formulation, from your company perspective, what do you think would more effective developing resources and capabilities based on opportunities and neutralizing threats or searching for industries in which internal resources such as strengths can be exploited? Why?
Part 2:
1. How might an organizational evaluation be beneficial? How might it be detrimental?
2. Describe how key internal factors are identified in an organization's strategic management process. Why does such identification appear to be an important part of the strategic management process?
3. An organization's culture can place severe limits in its abilities to perceive SWOTs as well as constrain possible strategic responses. How would you overcome these limitations? Do you believe that organizations should consider institutionalizing their capability to perform periodic SWOT analyses? If so what steps, processes or components do you believe would be necessary create such routine?