PHASE 2 STRATEGIC DIAGNOSIS

PRESENTADO POR:

Fernanda Yubely Gomez Gomez _Código:1083880407

Herner José Vergara _Código:

Javier Alexander Morales _Código:

Karen Margarita Corpas _Código:

Laura Daniela Muñoz _Código:

GROUP: 212053_15

TUTOR:

KARLA NATHALIA TRIANA

UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA- UNAD

INDUSTRIAL ENGINEERING

STRATEGIC MANAMENT

PITALITO HUILA

JUNE-2020
INTRODUCTION

In the present work, a review of the bibliographic references found in unit 1is carried out and

the Airbnb case is studied, through which a problem tree with its causes and effects is elaborated with

the aspects found in the Airbnb Company, to expose them through a video individually. In the

collaborative part, the description of the strategic management, the mission, vision, values, objectives of

the company are emphasized, then the five forces of the porters and the company dofa.
 OBJETIVES

Overall objective

Apply strategic diagnostic tools in companies to identify their position in the industry or market.

Specific objectives

 Evaluate the strategic direction of the company through mission, vision, corporate values.

 Analyze the main factors of the international environment through the PESTEL method.

 Learn how to perform the five forces of porter.

 Grant analysis of weaknesses, opportunities, strengths and threats.

 Knowing the correct way to make the SWOT.

 TABLA DE CONTENIDO

INTRODUCTION.....................................................................................................................................2
OBJETIVES..............................................................................................................................................3
ACTIVITIES.............................................................................................................................................5
 YouTube link of each student (Activity 3)...................................................................................5
 Strategic Diagnosis Activities Assignment and Work Responsibilities Chart (Activity 6).......6
 Strategic Diagnosis (Activity 7).....................................................................................................7
Strategy concept definition, Structure of the Model of Strategic Management and Strategic
Direction of the company (Mission, Vision and Values statements)..............................................7
External Analysis (PESTEL)..............................................................................................................15
External Analysis (Porter´s five forces).........................................................................................18
Internal Analysis (Value Chain key findings)......................................................................................21
Internal Analysis (SWOT)...................................................................................................................21
CONCLUSIONS......................................................................................................................................22
REFERENCES (USE APA GUIDELINES)..........................................................................................23
ACTIVITIES

 YouTube link of each student (Activity 3)

Fernanda Yubely Gomez Gomez

https://youtu.be/nGLgJHcqWSE

Herner José Vergara

Javier Alexander Morales

Karen Margarita Corpas

Laura Daniela Muñoz

  Strategic Diagnosis Activities Assignment and Work Responsibilities Chart (Activity

6)

Post the topic selection in the Discussion forum – Unit 1, according to the following chart:

Strategic Diagnosis Activities Assignment and Work Responsibilities

Group Number: 212053_15
Case title: AIRBNB
Student name Selected topic Mark with (X) the student

chosen to submit the final

document to the Evaluation

Environment
Student 1. Heiner External Anlysis (Porter´s

Vergara Five Forces

Student 2. Fernanda Strategy concept definition, X

Yubely Gomez Gomez Structure of the Model of

Strategic Management and

Strategic Direction of the

company (Mission, Vision

and Values statements)

Student 3. Javier Morales SOWT Analysis

Student 4. Karen Corpas External Analysis (PESTEL)
 Student 5. Laura Daniela Internal Analysis (Value

Muñoz Chain key findings)

 Strategic Diagnosis (Activity 7)

7. In the context of the case study, according to the topic selected previously, the review of Unit

1 references and his own search on internet, each student solves his part of the strategic diagnosis

following the instructions below and posts its results in the Discussion forum:

Strategy concept definition, Structure of the Model of Strategic Management and Strategic
Direction of the company (Mission, Vision and Values statements)

To provide a theoretical framework, complete the following chart with the definition of the

concepts:

Concept General Definition Reference (Use APA)

Strategy Strategy is "a unified -Jeyarathmm, M. Strategic

comprehensive and Management, (pp. 4-11)

integrated plan designed to Global Media, 2007.

ensure that the basic ProQuest Ebook Central.

objectives of the enterprise Retrieved

are achieved" from: https://ebookcentral-

proquest-
Strategic management com.bibliotecavirtual.unad.

deals with decision making edu.co/lib/unad-

and actions which ebooks/reader.action?

determine an enterprise's docID=3011305&ppg=4

ability to excel, survive or

-Andersen, T. J.
die by making the best use
(2013). Short Introduction
of a firms' resources in a
to Strategic Management,
dynamic environment .The
(pp.29-63) Cambridge
main purpose of study of
University Press. Retrieved
strategic management is to
from: https://bibliotecavirtu
examine why some
al.unad.edu.co/login?
organizations succeed
url=http://search.ebscohost.
while others fail and yet
com/login.aspx?
others completely change.
direct=true&db=nlebk&AN
Strategic Management
=545665&lang=es&site=ed
provides a cooperative,
s-
integrated and enthusiastic
live&scope=site&ebv=EB
approach for tackling
&ppid=pp_29 
problems and realising

opportunities. An

enterprise's success mainly

depends on three broad

factors.
 -The industry, it belongs

to.

-The nation, it is located

and

-Its own resources,

capabilities and strategies.

Structure of Model of Process Strategic Jeyarathmm, M.

Strategic Management management process Strategic Management, (pp.

involves strategic planning, 4-11) Global Media, 2007.

strategy implementation ProQuest Ebook Central.

and strategic control. Retrieved

Strategic planning involves from: https://ebookcentral-

thorough study of internal proquest-

and external environmental com.bibliotecavirtual.unad.

factors relevant for the edu.co/lib/unad-

organization. It results in ebooks/reader.action?

mission, purpose, docID=3011305&ppg=4

objectives, policies and

-Andersen, T. J.
programmes. Hence the
(2013). Short Introduction
five steps in strategic
to Strategic Management,
management process are as
(pp.29-63) Cambridge
follows.
University Press. Retrieved

from: https://bibliotecavirtu
-The choice of corporate
al.unad.edu.co/login?
mission and corporate url=http://search.ebscohost.

goals com/login.aspx?

-Analysis of external direct=true&db=nlebk&AN

competitive environment =545665&lang=es&site=ed

to understand opportunities s-

and threats. live&scope=site&ebv=EB

-Analysis of the &ppid=pp_29 

organization's internal

operating environment to

understand the firms'

strengths and weaknessess.

-Selection of strategy to

build on the organizations'

strengths and correct

weaknesses so as to take

advantage of external

opportunities and counter

external threats.

-Strategy implementation

and control.

The steps involved in

strategic management
 process are almost similar

for intended strategies and

emergent strategies but the

formulation of intended

strategies is basically a

top-down process and that

of the emergent strategies

is a bottom-up process.
Mission The mission of the -Jeyarathmm, M. Strategic

company is the link Management, (pp. 4-11)

between strategies, values Global Media, 2007.

of the organization and ProQuest Ebook Central.

values of the employee and Retrieved

is related to the purposes or from: https://ebookcentral-

philosophy of the company proquest-

and to the strategy, com.bibliotecavirtual.unad.

understood as a set of edu.co/lib/unad-

decision rules and lines of ebooks/reader.action?

action, which help to docID=3011305&ppg=4

progress orderly towards

the achievement of the

-Martos Calpena, R.
organization's objectives.
(2009). Cultura

Corporativa: Misión,

Visión y Valores en la
 Gestión Estratégica de las

empresas del sector de la

Automoción en España.

Universitat Politècnica de

Catalunya.

Vision The vision refers to the -Rivera, O. (1991). Los

profile desired for the conceptos de: misión,

company in the future, visión y propósito

with a special focus, estratégico. Universidad de

compared to other Deusto, España.

organizations. The vision

gives a current clarity

regarding what is desired

in the future to be able to

structure the objectives in

the short, medium and long

term, it is definitely a

strategic intention.
Values Corporate values are -Mejía, C. (2004). Los

elements of the corporate valores corporativos.

culture, specific to each Documento Planning.

company, given its Medellín. Colombia, 1.

competitive characteristics,
the conditions of its

environment, its

competition and the

expectations of customers

and owners.

The company itself has

characteristics that make it

different from its

competitors. Elements such

as: the size, property,

institutional image,

geographical location and

structure of your

organization.
 infographic
External Analysis (PESTEL)

Concept General Definition Reference (Use APA)

PESTET as Instrumentation that facilitates the Triana Ortiz, K. (07,11,2018).

an external investigation and that helps companies to Virtual Learning Object Strategy

analysis tool define their environment, analiyzing a Analysis Tools

series of factors whose initial ones are Andersen, T. J. (2013). Short

what give it its name Introduction to Strategic

Management.
Political They have to do with the political life of Triana Ortiz, K. (07,11,2018).

your context at the levels relevant to your Virtual Learning Object Strategy

campaign. Analysis Tools

Andersen, T. J. (2013). Short

Introduction to Strategic

Management.

http://www.endvawnow.org/es/a

rticles/1182-analisis-pestel.html
Economic They can include issues to poverty, http://www.pascualparada.com/a

economic development and access to nalisis-pestel-una-herramienta-

resources, and the different ways they de-estudio-del-entorno/

affect women and men http://www.pascualparada.com/a

nalisis-pestel-una-herramienta-

de-estudio-del-entorno/

Andersen, T. J. (2013). Short

 Introduction to Strategic

Management.
Social Include opportunities and challenges http://www.pascualparada.com/a

related to social distinctions, such as nalisis-pestel-una-herramienta-

culture, religion, class or social caste, de-estudio-del-entorno/

assigned gender roles, and gender http://www.pascualparada.com/a

stereotypes. nalisis-pestel-una-herramienta-

de-estudio-del-entorno/

Andersen, T. J. (2013). Short

Introduction to Strategic

Management.
Technological Technological factors have to do with the http://www.pascualparada.com/a

availability of information and nalisis-pestel-una-herramienta-

communication technologies (ICT) for de-estudio-del-entorno/

your campaign and the degree to which http://www.pascualparada.com/a

your target audience uses them. nalisis-pestel-una-herramienta-

de-estudio-del-entorno/

Andersen, T. J. (2013). Short

Introduction to Strategic

Management.
Ecological or Evaluate how the environment affects the http://www.pascualparada.com/a

environmental organization. nalisis-pestel-una-herramienta-

de-estudio-del-entorno/

http://www.pascualparada.com/a

nalisis-pestel-una-herramienta-
 de-estudio-del-entorno/

Andersen, T. J. (2013). Short

Introduction to Strategic

Management.
Legal They must comply if or if the law is http://www.pascualparada.com/a

constantly changing. Sometimes not only nalisis-pestel-una-herramienta-

does the law of the country where the de-estudio-del-entorno/

organization is located apply, but also the http://www.pascualparada.com/a

law of the country where you want to be. nalisis-pestel-una-herramienta-

Intellectual property Occupational health de-estudio-del-entorno/

and safety Regulation of sectors Andersen, T. J. (2013). Short

Protection laws minimum salary Licenses Introduction to Strategic

Management.

Once there is a clear understanding of each concept, design a creative infographic applying the

PESTEL tool to the company in the case (Airbnb) including: o Group number o Date o Case title o PESTEL

chart applied to the company in the case o Short conclusion analyzing how the company´s situation is in

the industry or market, in relation to the contents included in the infographic.

External Analysis (Porter´s five forces)

Concept General definition Reference (use APA)

Porter´s Triana Ortiz, K. (15,08,2017). Porter

Created by Michael porter in 1979 to
five forces ´s Five forces. [Video]. Retrieved
understand how five competitive
 forces are affecting an industry.

This is qualitative evaluation of a

as an company´s strategic position in a

external present or a new industry. from:http://hdl.handle.net/10596/128

analysis Porter argued that the real point of 82

tool competition was not to beat your

rivals, or about winning a sale, the

points is to earn profits.

This would depend from market to Triana Ortiz, K. (15,08,2017). Porter

Market market, it would generally be high, ´s Five forces. [Video]. Retrieved

Competitor unless a virgin market is being from:http://hdl.handle.net/10596/128

s force explored 82
This would depend om the number of
Triana Ortiz, K. (15,08,2017). Porter
business buying suppliers in the
´s Five forces. [Video]. Retrieved
Supplier market. An equal ratio or a ratio
from:http://hdl.handle.net/10596/128
power where there are less buyers would
82
force reduce bargaining power of suppliers
Unless a very unique product is Triana Ortiz, K. (15,08,2017). Porter

Customer offered, the power of a buyer would ´s Five forces. [Video]. Retrieved

power high as he would have more sources from:http://hdl.handle.net/10596/128

force to buy the same product from 82

Threat of Although use proprietary or material, Triana Ortiz, K. (15,08,2017). Porter

new would create a strong differetation, ´s Five forces. [Video]. Retrieved

entrants window blinds in general are not a from:http://hdl.handle.net/10596/128

force complex product and new entrant can 82

 aesily enter a market
This would be high as opt for Triana Ortiz, K. (15,08,2017). Porter

Threat of curtains, window film in place of ´s Five forces. [Video]. Retrieved

substitutes blinds from:http://hdl.handle.net/10596/128

force 82

 Infographic applying the Porter´s Five Forces

Internal Analysis (Value Chain key findings)

Internal Analysis (SWOT)

CONCLUSIONS

 Through the work done, it can be concluded that strategic management is very

important for an organization, since it helps as a tool for the company to increase its

productivity and, in the same way, an analysis is made of what is not working and thus establish

improvement activities.

 The evaluated company follows the necessary guidelines for the prestige and

innovation of its brand, has a clear objective and is to position itself in the technology industry

as a leader in the Star Up sector; this is how the company offers effective and efficient solutions

in everything the years, facing their difficulties and obstacles.

REFERENCES (USE APA GUIDELINES)

 Jeyarathmm, M. Strategic Management, (pp. 4-11) Global Media, 2007. ProQuest

Ebook Central. Retrieved from: https://ebookcentral-proquest-

com.bibliotecavirtual.unad.edu.co/lib/unad-ebooks/reader.action?docID=3011305&ppg=4

 Andersen, T. J. (2013). Short Introduction to Strategic Management, (pp.29-63)

Cambridge University Press. Retrieved from: https://bibliotecavirtual.unad.edu.co/login?

url=http://search.ebscohost.com/login.aspx?

direct=true&db=nlebk&AN=545665&lang=es&site=eds-

live&scope=site&ebv=EB&ppid=pp_29 

 GÜREL, E., & TAT, M. (2017). SWOT Analysis: A Theoretical Review.  The

Journal of International Social Research. Retrieved

from http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?

direct=true&db=hus&AN=125204592&lang=es&site=eds-live

 Bolland, E. J. (2017). Comprehensive Strategic Management : A Guide for

Students, Insight for Managers. [Image]. Retrieved

from http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?

direct=true&db=nlebk&AN=1423595&lang=es&site=eds-live&ebv=EB&ppid=pp_94
  Chesbrough, H. W., & Appleyard, M. M. (2007). Open Innovation and

Strategy. California Management Review, 50(1), 57–76. Retrieved

from http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?

direct=true&db=buh&AN=27340265&lang=es&site=eds-live

 GÜREL, E., & TAT, M. (n.d.).  Recovered

from: http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?

direct=true&db=hus&AN=125204592&lang=es&site=eds-live  

 The competition situation analysis of environmental service industry in China:

Based on Porter’s Five Forces Model. (2016). 2016 13th International Conference on Service

Systems and Service Management (ICSSSM), Service Systems and Service Management

(ICSSSM), 2016 13th International Conference On, 1. http://bibliotecavirtual.unad.edu.co/login?

url=http://search.ebscohost.com/login.aspx?