1) define, stating the main differences between them, the mission and the vision of the firm

as well as strategic objectives by putting an example of a specific company:

The mission of a firm is a statement that describes the purpose or reason for the existence of
the company. It outlines the company's goals and its intended impact on the world.

The vision of a firm is a statement that describes the long-term future that the company hopes
to achieve. It outlines the company's aspirations and the ideal state it wants to achieve in the
future.

Strategic objectives are specific, measurable, achievable, relevant, and time-bound goals that
a company sets in order to achieve its vision and fulfill its mission. They help guide the
company's decision-making and resource allocation in order to move it closer to its long-term
goals.

For example, the mission of a company like Patagonia might be "to use business to inspire and
implement solutions to the environmental crisis." Its vision might be "to be a catalyst for a
global movement towards sustainability and a healthier planet." Some strategic objectives for
Patagonia might include increasing the use of recycled materials in its products, reducing its
carbon footprint, and supporting grassroots environmental organizations.

2) apply the five forces of porters model to a company that has this context: it is a mature
company that is in the retail sector in holland and have very few suppliers of raw
materials. it is in the luxury segment where the concentration is not so strong. Justify your
answer: (likely to be in the exam)

Threat of new entrants: This company may face a low threat of new entrants due to the fact
that it operates in the luxury segment, where the concentration is not strong. Additionally, the
company is a mature company with established brand recognition and customer loyalty, which
may deter potential new entrants. However, if the company does not continuously innovate
and provide high-quality products, new entrants may be able to enter the market and disrupt
the company's position.

Threat of substitute products or services: This company may face a low threat of substitute
products or services due to the fact that it operates in the luxury segment, where customers
are willing to pay a premium for unique and high-quality products. However, if the company's
products become less differentiated or the prices become too high, customers may turn to
substitute products or services.

Bargaining power of suppliers: This company may face a low bargaining power of suppliers due
to the fact that it has very few suppliers of raw materials. This means that the company has
more leverage in negotiations with its suppliers and can negotiate better prices. However, if
the company is dependent on a small number of suppliers, it may be at a disadvantage in
terms of bargaining power if those suppliers decide to raise prices.

Bargaining power of buyers: This company may face a moderate bargaining power of buyers
due to the fact that it operates in the retail sector in Holland, where there may be a variety of
competing retailers offering similar products. Customers may be willing to switch to a different
retailer if they feel that they can get a better deal elsewhere.

Rivalry among existing competitors: This company may face a moderate level of rivalry among
existing competitors due to the fact that it operates in the retail sector in Holland, where there
may be a variety of competing retailers offering similar products. However, the company's
position in the luxury segment may give it an advantage over competitors, as customers may
be willing to pay a premium for high-quality products.

3) explain what are the key components of SWOT and apply to cocacola:

SWOT is an acronym that stands for Strengths, Weaknesses, Opportunities, and Threats. These
are the key components of a SWOT analysis, which is a tool used to assess the internal and
external factors that can impact an organization.

Strengths: These are the internal factors that give an organization an advantage over its
competitors. For Coca-Cola, some of its strengths may include a strong brand reputation, a
diverse product portfolio, and a global distribution network.

Weaknesses: These are the internal factors that can hinder an organization's ability to
succeed. For Coca-Cola, some of its weaknesses may include reliance on a single product
(Coca-Cola), a reliance on sugary beverages, and a lack of diversification in its product
portfolio.

Opportunities: These are external factors that can provide growth or expansion opportunities
for an organization. For Coca-Cola, some opportunities may include the increasing demand for
healthier beverages, the expansion into emerging markets, and the growth of the e-commerce
market.

Threats: These are external factors that can pose a threat to an organization's success. For
Coca-Cola, some threats may include the increasing competition in the beverage industry, the
rise of health concerns about sugary drinks, and the impact of economic downturns on
consumer spending.

4)explain the pros and cons as well as the factors that condition an internalization of a
company in this context: it is a family company in Spain with 2 businesses, one of producing
mobile phones and other related to the maintenance of the mobile phones. the markets in
which it is focused now are Spain and Portugal:

Pros:

Internalization can allow the company to expand into new markets and increase its customer
base.

It can lead to increased efficiency through the integration of different parts of the company's
operations.

It can also help the company to better manage its supply chain and reduce costs.

Cons:
 Internalization can be costly, as it involves setting up new operations in different countries and
potentially relocating employees.

It can also be risky, as the company may not be familiar with the local market and cultural
differences.

There may also be legal and regulatory challenges to overcome.

Factors that condition internalization:

The company's financial resources and ability to invest in expansion.

The level of demand for the company's products in the target market.

The competitive environment in the target market and the company's ability to differentiate
itself.

The level of support and cooperation from local authorities and partners.

The company's level of expertise and experience in international operations.

4) you are performing an external analyisis of a company to formulate the strategy of a

company in France in the sector of nuclear power. Please, indicate 4 external factors in
general and 4 specific (competence) that could affect this company:

General external factors:

Political environment: Policies and regulations related to nuclear power, such as safety standards
and licensing requirements, can significantly impact the company's operations.

Economic environment: Changes in the overall economic climate, including fluctuations in energy
demand and prices, can affect the company's financial performance.

Technological environment: Advances in technology, such as the development of renewable

energy sources, can impact the company's market position and competitiveness.

Social and cultural environment: Public perceptions and attitudes towards nuclear power can
influence the company's ability to secure contracts and financing.

Specific (competitor) factors:

Competition from other nuclear power companies: The company must be aware of the strategies
and activities of its competitors in order to remain competitive.

Market trends: Changes in the demand for nuclear power, such as a shift towards renewable
energy sources, can affect the company's market position.

Customer needs: Understanding the needs and preferences of customers, such as their concerns
about safety and the environment, can help the company tailor its products and services.
Supplier relationships: Having strong relationships with suppliers can help the company secure
necessary materials and equipment at competitive prices.

6)apply the abels model to a company that is in the technological sector: (less probable to be
asked in the exam)

According to the Abels model, a company in the technological sector would likely be driven by
innovation and creativity. This company would likely have a strong focus on research and
development, constantly seeking new and improved technologies to bring to the market.

In terms of organization, the company would likely have a hierarchical structure, with decision-
making power residing with top executives and managers. However, there may also be
opportunities for collaboration and participation from lower levels of the organization, as new
ideas and approaches from all team members may be valuable in driving innovation.

The company's culture would likely value and encourage risk-taking, as well as a willingness to
experiment and try new things. There would likely be a strong focus on continuous learning and
personal development, as technology is an ever-evolving field.

In terms of external relationships, the company would likely have strong partnerships with other
organizations in the technological sector, as well as with research institutions and universities. The
company may also have a strong online presence, using social media and other digital platforms to
connect with customers and stakeholders.

Overall, the Abels model suggests that a company in the technological sector would be driven by
innovation and a desire to constantly improve and advance its offerings. It would likely have a
hierarchical structure and a culture that values creativity and continuous learning, and would have
strong partnerships with other organizations in the field.