E-commerce at Yunnan Lucky air

Order Description Ecommerce at Yunnan Lucky Air Lucky Air is a relatively recent entrant in" rel="nofollow">into the airlin" rel="nofollow">ine in" rel="nofollow">industry, bein" rel="nofollow">ing founded in" rel="nofollow">in the year 2004 in" rel="nofollow">in Chin" rel="nofollow">ina. This company began its life under the name Shilin" rel="nofollow">in Airlin" rel="nofollow">ines. The name was changed 11 in" rel="nofollow">international roots to locations such as Moscow, Russia (the farthest destin" rel="nofollow">ination they serve), the Philippin" rel="nofollow">ines and throughout Southeast Asia. Even within" rel="nofollow">in their home region of Yunnan, they serve a large and loyal customer base for flights around their region and to other parts of the large country of Chin" rel="nofollow">ina. By the end of the year 2007, 25 airlin" rel="nofollow">ines were operatin" rel="nofollow">ing in" rel="nofollow">in Chin" rel="nofollow">ina and Lucky Air needed to fin" rel="nofollow">ind a way to differentiate itself from this tightly concentrated in" rel="nofollow">industry. Backed by the large resources of the Hain" rel="nofollow">inan Airlin" rel="nofollow">ines and their extensive IT operation, Luck Air has focused heavily on e-commerce as a way to expand their profile and fin" rel="nofollow">ind an effective competitive niche in" rel="nofollow">in the rapidly growin" rel="nofollow">ing airlin" rel="nofollow">ine in" rel="nofollow">industry. Therefore, IT and ecommerce have become nearly synonymous with the Lucky Air operation in" rel="nofollow">in Yunnan. Strength and Weaknesses- 4.1. Company Resources Fin" rel="nofollow">inancial Resources: Quantitatively/qualitatively assess the company’s current assets, borrowin" rel="nofollow">ing capacity, and its ability to generate funds quickly either in" rel="nofollow">internally (e.g., move money from one busin" rel="nofollow">iness to another) or externally (e.g., additional borrowin" rel="nofollow">ing or stock sale). Physical Resources: Quantitatively/qualitatively assess the company’s physical resources in" rel="nofollow">includin" rel="nofollow">ing buildin" rel="nofollow">ing and property assets (owned or leased), its busin" rel="nofollow">iness locations, geographic access to product markets, geographic access to supply markets, and/or plants and equipment. Human Resources: Qualitatively assess the management expertise and experience of the company’s top management team. Compare the expertise and experience of your company’s top management team (i.e., Chairman, CEO, and COO, if applicable) to those of its top three rivals. Organizational Resources: Qualitatively assess the company’s culture, reputation, brand identity, trademarks, copyrights, patents, trade secrets, other in" rel="nofollow">intellectual property, etc. 4.2. Company Capabilities Operations and Distribution Capabilities: Quantitatively/qualitatively assess your company’s use and management of supply chain" rel="nofollow">in, distribution channels, and general logistics. For example, you might look for in" rel="nofollow">information on in" rel="nofollow">inventory costs/turnover ratios, supply chain" rel="nofollow">in bottlenecks, and efficiency. Human Resource Capabilities: Quantitatively/qualitatively assess your company’s ability to attract, retain" rel="nofollow">in, empower, motivate and train" rel="nofollow">in employees. For example, you might look for in" rel="nofollow">information on employee turnover, workforce train" rel="nofollow">inin" rel="nofollow">ing programs, salary comparisons, and education benefits. Management Information Systems: Quantitatively/qualitatively assess your company’s ability to use and deploy MIS/IT technologies for poin" rel="nofollow">int-of-sales data collection, in" rel="nofollow">inventory management, customer service, etc. For example, see if you can in" rel="nofollow">information on IT expenditures. Marketin" rel="nofollow">ing Capabilities: Quantitatively/qualitatively assess your company’s ability to build and promote its brand(s), customer service abilities, merchandisin" rel="nofollow">ing, etc. For example, see if you can calculate an annual Advertisin" rel="nofollow">ing Intensity ratio (advertisin" rel="nofollow">ing expenditures / divided by total sales). Product/Technology Development: Quantitatively/qualitatively assess your company’s ability to “see the future” of the market and/or develop new technology or products quickly. For example, see if you can calculate an R&D Intensity ratio (R&D expenditures / divided by total sales). 4.3. Strengths and Weaknesses Summary Use the VRIN framework to identify the company’s (1) strengths and (2) distin" rel="nofollow">inctive competences. Thoroughly assess the value, rarity, and imitability of each set of resources and capabilities. Strengths: In a sin" rel="nofollow">ingle paragraph, based on the VRIN assessment, clearly identify and summarize the top three resource strengths and the top three capability strengths. Weaknesses: In a sin" rel="nofollow">ingle paragraph, based on the VRIN assessment, clearly identify and summarize the top three resource weaknesses and the top three capability weaknesses. 5. Strategic Overview- 5.1. Current Busin" rel="nofollow">iness Level Strategy Draw the 2 by 2 generic busin" rel="nofollow">iness strategy matrix. Be sure to label the matrix completely. Put each of your company’s busin" rel="nofollow">inesses/brands in" rel="nofollow">in the appropriate box in" rel="nofollow">in the matrix. Then, discuss the “Source of Competitive Advantage.” Assess the extent to which each busin" rel="nofollow">iness/brand competes on the basis of low cost versus the uniqueness of its products or services. Fin" rel="nofollow">inally, discuss the “Competitive Scope.” Assess the extent to which each busin" rel="nofollow">iness/brand exploits its competitive advantage in" rel="nofollow">in a broad or narrow target market. Do not talk in" rel="nofollow">in vague generalities. Be specific and detailed in" rel="nofollow">in your discussion. So the essay is about Strength and Weaknesses for the company also Strategic Overview for the company (4.1 to 5.1) I attached the in" rel="nofollow">introdtuion, so you can have a general idea about what to write.