Factors Affecting Organization: SME

This presentation discusses the internal and external factors affecting small and medium enterprises (SMEs) and their impact on the organization. It covers political, social, and environmental factors, as well as the strengths and opportunities for SMEs.

SME

TABLE OF CONTENTS
• INTRODUCTION
• MAIN BODY
• CONCLUSION
• REFERENCES

INTRODUCTION
• SMALL MEDIUM ENTERPRISES ARE BASICALLY
THE FIRMS AND COMPANIES WHICH CONSIST
OF LESS NUMBER OF EMPLOYEES AND ARE
INDEPENDENT ENTERPRISES.
• SMALL FIRMS ARE THOSE FIRMS WHICH HAVE
LESS THAN 50 EMPLOYEES IN IT WHILE
MEDIUM ENTERPRISE IS THEN ONE WHICH
CONSIST OF MORE THAN 50 EMPLOYEES.
• THIS REPORT GIVES A BRIEF ABOUT INTERNAL
AND EXTERNAL FACTORS AFFECTING THE
ORGANIZATION

COMPANY OVERVIEW
• CAPTIFY IS ONE OF THE RENOWNED
IT COMPANY AND IS WELL-KNOWN
FOR ITS UNIQUE TECHNOLOGY.
• IT IS THE LARGEST AND BIGGEST
HOLDER OF THE SEARCH DATA OF
CONSUMER AND THUS HELPS THE
VARIOUS BRANDS TO TAKE INFORM
DECISIONS.
• THIS COMPANY HAS INCREASED
AROUND $15 MILLION IN THE
INVESTMENT.

EXTERNAL FACTORS AFFECTING ORGANIZATION
• POLITICAL FACTORS
• THE MAJOR THE POLITICAL STABILITY, TAX RATE,
FOREIGN EXCHANGE RATE ETC. POLITICAL
FACTORS. THESE VARIOUS FACTORS AFFECTS
CAPTIFY IN A GREAT WAY.
• FOR EXAMPLE-DUE TO THE EFFECT OF BREXIT, THE
TAX RATE OF UK HAS SLOWED DOWN TO MORE
THAT 2.1% AND THUS HAS AFFECTED CAPTIFY IN
POSITIVE WAY.
• THE VARIOUS SOFTWARE AND APPLICATIONS
IMPORTED AND EXPORTED BY COMPANY DO NOT
RESULT IN HIGH AMOUNT OF TAX WHICH IS A
BENEFIT.

CONTINUED
• SOCIAL FACTORS
• THESE FACTORS ENCOMPASSES LIFESTYLE,
CULTURES, HEALTH CONSCIOUSNESS,
ATTITUDES ETC.
• AS THERE HAS BEEN A CHANGE IN THE
DEMOGRAPHICS OF UK WHERE THE
POPULATION OF YOUNGSTERS HAS
INCREASED AND THIS HAS BENEFITED THE
COMPANY IN A GREAT WAY.
• AS THE YOUNG GENERATION ARE MORE
ORIENTED TOWARDS TECHNOLOGY THUS
THIS HAS SOMEWHAT BOOSTED UP THE
REVENUE OF THE COMPANY.

CONTINUED
• ENVIRONMENTAL FACTORS
• THESE FACTORS CONSIST OF CLIMATE CHANGE,
WEATHER CHANGE, POLLUTION ETC. AND THUS
IMPACTS THE BUSINESS OF CAPTIFY IN A MOST
INFLUENTIAL WAY.
• NOW MORE AND MORE CONSUMERS ARE FOCUSED
TOWARDS SUSTAINABLE PRODUCTS AND THUS WANTS
THE COMPANY TO PERFORM THE BUSINESS IN ETHICAL
MANNER.
• THIS HAS AFFECTED CAPTIFY IN A POSITIVE WAY AND
HAS ENABLED IT TO USE THE RAW MATERIAL WHICH
DOES NOT CAUSE ENVIRONMENTAL POLLUTION.
• THUS, THIS HAS EVENTUALLY AFFECTED THEM IN
POSITIVE WAY AND HAS HELPED TO BOOST UP THEIR
REVENUES.

INTERNAL FACTORS AFFECTING ORGANIZATION
• STRENGTH
• THE BIGGEST STRENGTH OF CAPTIFY IS THAT ITS
BRAND VALUE IS HIGH. BEING A SMALL AND MEDIUM
ENTERPRISE, HAVING A GOOD AND ESTABLISHED
BRAND VALUE IS THE BIGGEST STRENGTH OF THE
COMPANY.
• BESIDES THIS, ANOTHER MOTS IMPORTANT STRENGTH
IS THEIR EXTENSIVE MARKET RESEARCH CAPABILITY.
• THE COMPANY WHENEVER MODIFIES THE PRODUCT
CONDUCTS AND EXTENSIVE MARKET RESEARCH
WHICH HELPS THEM TO KNOW THE CONSUMER NEEDS
AND THUS EFFECTIVELY MEETS ALL THE NEEDS AND
DEMANDS OF THE CUSTOMERS.

CONTINUED
• OPPORTUNITIES
• THE BIGGEST AND THE GOLDEN OPPORTUNITY WHICH IS
AVAILABLE TO THE COMPANY IS THE ABILITY TO EXPAND
AND THUS DIVERSIFY ACROSS THE WORLD.
• THE COMPANY CAN ENTER INTO THE ALLIANCES WITH WIDE
RANGE OF WELL KNOWN FIRMS LIKE IBM WHICH WILL NOT
ONLY HELPS TO CAPTURE A GREAT MARKET SHARE BUT WILL
ALSO HELP THEM TO ENTER THE NEW MARKET. ANOTHER
OPPORTUNITY IS THE RAPID INNOVATION.
• AS THE CONSUMER HAS BECOME TECHNOLOGY ORIENTED,
THUS THERE IS IMMENSE OPPORTUNITY WITH THE COMPANY
TO BRING INNOVATION IN THEIR PRODUCTS.
• COMPANY CAN ENTER THE NEW PRODUCT LINE AND THUS
SERVE THE NEW PRODUCTS.

CONCLUSION
• IT HAS BEEN CONCLUDED THAT THERE ARE
VARIOUS FACTORS WHICH IMPACTS THE
ORGANIZATION AND THUS AFFECTS THEIR
FUNCTIONING.
• THE EXTERNAL FACTORS LIKE POLITICS, SOCIO-
CULTURAL FACTORS, ECONOMIC FACTORS
SOMEHOW IMPACTS THE ORGANIZATION IN
POSITIVE AND NEGATIVE WAY.
• INTERNAL FACTORS CONSIST OF THE STRENGTH,
WEAKNESS OF ORGANIZATION WHICH HELPS
THEM TO DESIGN VARIOUS STRATEGIES FOR
ACHIEVING COMPETITIVE ADVANTAGE.

REFERENCES
• GRÜNIG, R. AND KÜHN, R., 2015. GLOBAL ENVIRONMENTAL ANALYSIS. IN THE
STRATEGY PLANNING PROCESS (PP. 89-96). SPRINGER, BERLIN, HEIDELBERG.
• SHATSKAYA, E., SAMARINA, M. AND NEKHOROSHEVA, K., 2016. PESTEL
ANALYSIS AS A TOOL OF STRATEGIC ANALYSIS IN INTERNATIONAL
MARKETS. SCOPE ACADEMIC HOUSE B&M PUBLISHING.P.47.
• IACOVIDOU, E AND ET.AL.,2017. A PARAMETER SELECTION FRAMEWORK FOR
SUSTAINABILITY ASSESSMENT. SUSTAINABILITY.9(9). P.1497.