RMIT Business College Comparison with Private College

Running head: RMIT BUSINESS COLLEGE
RMIT Business College Comparison with Private College
Name of the Student
Name of the University
Author’s Note:

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RMIT BUSINESS COLLEGE
Table of Contents
1. Introduction............................................................................................................................3
2. External Environment Analysis.............................................................................................3
2.1 Political and Legal............................................................................................................4
2.2 Economical.......................................................................................................................5
2.3 Sociological......................................................................................................................6
2.4 Technological...................................................................................................................6
2.5 Environmental..................................................................................................................7
2.6 Sub Conclusion................................................................................................................7
3. Industry Analysis...................................................................................................................8
3.1 Porter’s Five Forces.........................................................................................................8
3.1.1 Competitive Rivalry..................................................................................................8
3.1.2. Bargaining Power of Suppliers................................................................................9
3.1.3. Bargaining Power of Buyer......................................................................................9
3.1.4. Threats of New Entrants.........................................................................................10
3.1.5. Sub-conclusion.......................................................................................................10
4. Internal Environment Analysis............................................................................................10
4.1. Strategic Capabilities....................................................................................................10
4.1.1. Strategic Capability 1.............................................................................................11
4.1.2. Strategic Capability 2.............................................................................................11
4.2. VRIO Framework..........................................................................................................11
4.2.1. Strategic Capability 1.............................................................................................12

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RMIT BUSINESS COLLEGE
4.2.2. Strategic Capability 2.............................................................................................12
4.3. Value Chain Analysis....................................................................................................13
5. SWOT..................................................................................................................................14
6. Conclusion............................................................................................................................15
7. References............................................................................................................................16
8. Appendix..............................................................................................................................20
Appendix A..........................................................................................................................20

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1. Introduction
The management of business can be stated as the proper coordination and
organization of various activities of the business for the core purpose of achieving all types of
defined objectives (David and David 2013). The most significant task of management
eventually involves innovation and marketing. The managers and directors, who have
responsibility and power for making the decisions and overseeing the enterprise. In spite of
this type of business management, there are various organizational challenges that are being
faced by the company that are required to be avoided under any circumstance (Hill, Jones and
Schilling 2014). The following report outlines a brief discussion about the subsequent
comparison of RMIT Business College based in Singapore with private colleges. There are
several causes of organizational challenges in any particular organization and all of these
challenges are required to be avoided effectively so that the organization can complete their
business operations without much complexities. The external analyses such as PESTLE and
Porter 5 forces will be provided here. Regarding the internal analysis, VRIO framework
would be described in this report. Moreover, SWOT analysis will also be described in the
report.
2. External Environment Analysis
A major challenge that the RMIT Business College is facing is that they are not able
to increase the post university value proposition for their Singapore students. For this purpose
it is required to analyse the external and internal environment of this college (Noe et al.
2017). Environmental analysis is one of the major strategic tool that is required for the core
purpose of identifying each and every external as well as internal element that could highly
affect the performance of the organization. This type of analysis eventually entails the
subsequent assessment of the level of opportunity and threat the factors may provide. All of

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such evaluations are then converted into the significant process of decision making and this
analysis is helpful in aligning strategies with the environment of the firm (Eden and
Ackermann 2013). The external analysis of environment of an organization can be
determined with PESTLE analysis. There are six distinctive factors, which highly affect the
environment of a business. With a proper analysis of external environment, it becomes quite
easier to deal with the issues or problems and make business operations even better in
comparison to the others. The only issue with this particular analysis tool is that it does not
consider the internal analysis (Rothaermel 2013). The PESTLE analysis for the entire
education industry in Singapore including RMIT Business College is as follows:
2.1 Political and Legal
The political factor is the first and the foremost factor in PESTLE analysis for the
entire private education industry in Singapore. These political factors eventually undertake
the present political situation of the country and it even reads the globalized effect of the
political condition over the business and the country as well (Wheelen et al. 2017). The major
political factors for private education industry in Singapore including RMIT Business
College are as follows:
i) Changes in the subsequent skills that are required for any individual to join this
industry.
ii) The initiatives of the government, which majorly create risks of the industry failing
(Jarzabkowski et al. 2012).
iii) Changes in the curriculum, which come with the short lead times.
iv) Several new policies and procedures incurred by the government on this industry.
v) Expectations in becoming self financing.

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Apart from the above mentioned political factors in PESTLE analysis, the second
factor that should be considered is the legal factor (Ginter, Duncan and Swayne 2018). The
legislative changes occur from one time to another. Most of these changes are affecting the
business environment especially for the private high education industry. When any regulatory
boy is setting up a specific regulation for the industries, the subsequent law can impact each
and every college in the industry. The legal factors for private education industry in
Singapore are as follows:
i) New legislation, which creates the non compliance with law and even creates major
administrative burdens (Hill 2017).
ii) Safety and health legislation in the colleges.
iii) Student protection changes so that high security is maintained for every student.
iv) No age limit for higher education, hence providing equal rights to all students.
2.2 Economical
The economic factors include every determinant of the economy and Singapore. Such
factors provide proper direction to the country’s economy. Strategies are being built up for
lining up with the most relevant changes in this particular scenario (Hitt and Duane Ireland
2017). RMIT Business College is one of the most popular colleges in Singapore and even
they have considered such factors. The major and the most important and significant
economic factors for the private education industry in Singapore are as follows:
i) Cost of the resources required for both students and teachers.
ii) Risks of high valued staff members from moving to high performance
organizations.
iii) Ability in raising funds that are require for the optional activities (Lasserre 2017).