Management In Practice Assignment 1: Aurecon's Strategic Report

This report provides a comprehensive analysis of Aurecon, an Australian engineering company, focusing on both external and internal environments. The external analysis employs Porter’s Five Forces, PESTEL, and industry lifecycle to assess market dynamics, highlighting challenges such as the lack of technical expertise and customer satisfaction. The report also examines Aurecon's potential expansion into Singapore, considering its political, economic, socio-cultural, technological, environmental, and legal factors. The internal analysis utilizes SWOT and VRIO frameworks to evaluate Aurecon's strategic capabilities, offering a confrontation matrix to explore potential combinations of SWOT factors. Ultimately, the report aims to provide strategic insights and recommendations for Aurecon's business management and future growth, with Desklib offering additional solved assignments and study tools for students.

Running head: BUSINESS MANAGEMENT
Business Management
Name of Student
Name of University
Author Note

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Executive summary
The report highlights the importance of external as well as internal analysis. The focus of the
report is on Aurecon, an engineering company located in Australia. To conduct the external
analysis, the report applies the use of Porter’s five forces, PESTEL and industry life cycle. It
has been seen that Aurecon faces the biggest challenge from the lack of technical expertise in
the company. The requirements of the customers are also analysed that highlights that
Aurecon has done fairly good to satisfy the customers. The internal analysis is conducted
based on SWOT and VRIO. The capabilities of the company are highlighted and along with it
a confrontation matrix is provided that highlights the possible combination of each of the
SWOT factors.

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Table of Contents
Introduction................................................................................................................................2
A. External environment analysis..............................................................................................2
Identifying correct industry....................................................................................................2
PESTEL analysis....................................................................................................................2
Porter's five forces..................................................................................................................4
Industry life cycle curve.........................................................................................................5
Needs of the customers...........................................................................................................6
Efficiency...............................................................................................................................7
Expertise.................................................................................................................................9
B. Internal environment.............................................................................................................9
Strategic capabilities...............................................................................................................9
VIRO....................................................................................................................................10
SWOT...................................................................................................................................11
C. Confrontation matrix...........................................................................................................13
D. Conclusion...........................................................................................................................14
Bibliography.............................................................................................................................15

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Introduction
The report conducts an analysis of an organisation such as Aurecon. The organisation
is an engineering company and dedicates itself in the designing of skyscrapers. The report
conducts an external and internal analysis of the company. The external analysis helps in
analysing the external business such as the competitors whereas the internal analysis helps in
understanding the capabilities of the company. The choices of the customers are highlighted
along with a confrontation matrix.
A. External environment analysis
Identifying correct industry
One of the most famous companies in Australia is Aurecon that are indulged in
making and designing skyscrapers. The case study shows evidence that Aurecon has no major
role in the engineering department of Australia. It lacks in providing any type of assurance
over the environmental services and lacks proper engineering services as well. The case study
also highlights some of the major competitors of the company. These include Bureau Veritas
Australia Pty Ltd, KPMG and so on. The report sheds light on the challenges that Aurecon
has to face while contemplating a move in Asia. The country in focus for the report is
Singapore, one of the most technically advanced countries in the Asian continent.
PESTEL analysis
Political- In the words of Song, Sun and Jin (2017), Singapore has a peaceful political
environment that does not commit any type of interference with the business side of the
country. This can be considered as an opportunity for Aurecon as the company can cash-in on
the political freedom of the country.

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Economic- The country proves to be a good financer for organisations. Every
organisation that establishes a base in Singapore gains good support from the stakeholders
due to its reach economic return. This is another opportunity for Aurecon as such economic
growth rate is not available in other countries (Aurecongroup.com 2018).
Socio-cultural- Chatzoglou et al. (2017) stated that the socio-cultural factor in the
country provides evidence that Singapore is filled with talented individuals. The individuals
possess a good understanding of engineering and can contribute heavily to the growth of the
organisation.
Technological- The case study suggests that technology is one of the biggest threats
that Aurecon faces. In the modern world, technology plays a key role in the success of a
company. The need for manual labour is on the decline in the industry.
Environmental- Singapore has one of the best environments in the world. Most of the
Government and legal rules apply for the sustainability of the environment of the country.
Thus, this is another threat for Aurecon.
Legal- It has been seen that Aurecon may face challenges while trying to deal with
the environment. Sustainability and conservation of the environment is a big factor for the
company. Besides this, it is important that the legal laws of the country be abided by so that
the company can grow in the market. Hence, it is important that sustainability is maintained
in the environment of Singapore.
After the analysis, it can be said that the external factors can be favourable for
Aurecon. This is mainly because the company can gain rich opportunities for the stability and
growth that the economy of the country can provide. For future, it is important to focus on
technology for further growth (Aurecongroup.com 2018). Hence, it is necessary to have a

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team of technical experts that can help the organisation to grow. In this regard, two important
elements can be understood that affect the external factor. This includes the technical factor
as well as the environmental factor.
Porter's five forces
Threat of new entrants- The threat of new entrants can be considered as the medium
in the Singaporean markets. This is mainly because of the fact that the country and its
Government openly negotiate with business entities. Hence, industries belonging to the
construction companies can have a tough time in opening their business in Singapore
(Kirzner 2015). However, it needs to be kept in mind that the key element behind the threat is
the technical expertise among the organisations.
Threat of substitutes- The threat of substitutes is low in the markets of Singapore as it
is rare for individuals to start a similar business. According to Lim (2018), the threat of
substitutes normally includes replacing one product with another. In the case of Aurecon,
such a thing is not possible, as the company does not have any specific product. The fact that
the Government finances the company and due to its strong rate of return makes it possible
for Aurecon to mitigate this threat.
Bargaining power of buyer- In the case of Aurecon, the buyer includes the customers
as well as the Government. Aurecon requires legal permission from the Government so that it
can continue with its work. Hence, this can be a high threat and it is necessary for Aurecon to
take mitigation measures to protect the sustainability of the land. In this regard, the key
elements include the prices and the requirements for developing their project.
Bargaining power of suppliers- This is another low threat as despite being a private
sector, some of the finances for the company come from the Government. In this case, the

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bargaining options of the sellers become low. According to Baker and Sinkula (2015), most
sellers find it difficult to enter a bargain with the company due to its reputation in the market.
Degree of rivalry- As stated earlier, the rivals of Aurecon include Bureau Veritas
Australia Pty Ltd, KPMG, SGS Australia Holdings Pvt Limited and so on. These companies
pose a high threat as they are leading in services that include environmental science service
and consulting service.
After analysing the five-forces, it can be concluded that Aurecon can benefit by
setting up business in Singapore. The opportunities that are provided to the company due to a
rich economic factor of the country can be used to enter the market. This, however, requires a
great deal of revenue, and thus Aurecon can use the assistance of the Government to establish
a strong business in Singapore.
Industry life cycle curve
Industry life cycle measures the possible longevity of a product or company. As stated
by Yan-hong (2015), the evolution of a product or company in the industry can be measured
by analysing the four stages that make up the product life cycle. The stages include
introduction, growth, maturity and decline. Similarly, Aurecon can undergo a similar
transition that highlights the success and the need to improve in the Singaporean market.
Introduction- During its initial stages, Aurecon may witness some form of positive
response from the customers. This is mainly because of the fact that the company is new in
the market and new expertise can help the company to grow in a steady manner.
Growth- This is the stage in which, Aurecon can develop its success in the market.
The growth that the company witnesses can be measured based on the response that the

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customers provide. However, the response of the customers needs to be based on the quality
of services and the environment laws of the country.
Maturity- Maturity is the third stage in which a company makes attempt to stabilise
its growth (Dibrell, Fairclough and Davis 2015). The stabilisation of growth can be done by
innovating as well being creative. New ideas can be formed about the ways to perform the
service even better. For Aurecon, the focus needs to be on building sustainability as well as
technical expertise.
Decline- It is the final stage in which customers tend to lose their interest in a
particular product or company. This stage occurs due to the monotonous nature of the
business and by the introduction of new products in the market. To mitigate this stage,
companies need to plan innovative techniques.
Needs of the customers
Price- The most important element in the marketing ix that can satisfy customers is
the price of a product (Navarro-García, Arenas-Gaitán and Rondán-Cataluña 2014). The
tendency of each customer is to have the best quality of product at a pocket-friendly price.
Aurecon needs to maintain its prices so that it can satisfy the customers by providing the best
quality.
Quality- It has been as a universal fact that price and quality are the two factors that
complement one another. The quality of service provided by a company needs to be perfect
for customers to be loyal to a product or company. Aurecon needs to maintain the best quality
by analysing the demands and needs of the customers (Aurecongroup.com 2018).
Dependability- This measures the loyalty of the customers. The dependability factor
is directly proportional to the product lifecycle stage. This is because customers tend to be

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depending on a company for the best quality of products. The introduction of a better product
or the fall in quality of the product may hamper the trust of the customers.
Flexibility- This includes the openness of a company to innovate products. The
flexibility of a company depends upon the resources and capabilities it possesses that are
required for gaining success in the market (Kuratko, Hornsby and Covin 2014).
Speed- Speed includes the quickness with which products and services are delivered
to customers. In the case of Aurecon, the construction of their buildings needs to be
assessment time for the company.
The analysis of the needs of the customers portrays the result that Aurecon requires
maintaining reasonable prices for the satisfaction of the customers. The analysis of the
company shows that Aurecon intends to put high prices on its services. The segmentation that
the company does of the customers provides for a positive approach for the organisation.
Flexibility can help the company to meet the requirements of the people.
Efficiency
Having analysed the services provided by Aurecon, a spider web diagram can be
formed that highlights the factors that satisfy the needs of the customers. The spider web
diagram can help to analyse the ways by which Aurecon can satisfy its customers. The factors
are similar to the needs of the customers.
Price: It has been seen that the prices of Aurecon is not expensive and the products
and services of the company are reasonable. The price factor is not a threat in Singapore as
the country consists of a rich economy. This helps organisations to pose a price that can be
suited for the need of the customers.

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Quality: Aurecon provides high-quality service and it is important that such service is
maintained to continue its efficiency in the market. Aurecon also needs to maintain the
sustainability of the services it provides so that it does not violate any legal laws that govern
the country (Aurecongroup.com 2018).
Dependability: Customers tend to be loyal based on the proper quality of service
along with reasonable prices. This proves to be an easier factor for companies as a
competitive advantage can be gained by setting the correct price of products. Aurecon can
use its price and quality factor to gain dominance in the market of Singapore (Armstong et al.
2015).
Flexibility: The services provided by a company commands its flexible nature. The
flexibility and services need to be aligned together for the satisfaction of the customers.
Speed: This includes analysing the resources and the quickness with which, Aurecon
can complete its work. However, it needs to keep in mind the quality of the work.
Price
Quality
DependabilityFlexibility
Speed
0
500,000
1,000,000
A
B
C
D
E
Figure 1: Spider web diagram
(Source: Created by author)

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Expertise
According to Eisingerich et al. (2016), the resources, as well as the capabilities of a
company, determine the expertise it possesses. Expertise usually denotes the inner strength of
a company and the manner in which this strength can be applied to gain a competitive
advantage. The external factors show that Aurecon may set up a profitable business in
Singapore based on the skills that the country possesses. The company can use the skills and
talents of the people to address certain issues that hamper the progress of Aurecon in the
Singaporean market. One such issue includes the technical expertise.
Aurecon needs to maintain its technical expertise if it is to gain success in the markets
of Singapore. The case study suggests that Aurecon need this as technology is one of the
factors that is helping the engineering industry to gain. The use of machines instead of human
beings is being the trend of the modern world. This is mainly because the labour cost can
reduce, and Aurecon can invest in upgrading the technologies and hire experts solely for the
purpose of technology.
B. Internal environment
Strategic capabilities
According to Pinto (2015), variations of the products of a company provide the
strategic capabilities that it possesses. Certain factors are involved that indulge in the
variations of the products and services. These variations ensure that a company does not have
to deal with any disadvantages that exist that in the market. Companies need to remain
focused on the resources and capabilities that it possesses. The focus on these factors helps in
determining the strategic capability that a company may have. For Aurecon, it is essential that
the company analyse the resources that it possess. It is already established that the company

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lacks expertise in the technical department. Aurecon consist of numerous resources that may
help the company to establish itself in the international market.
In this regard, it can be said that the target customers provide the capabilities of a
company (Blut et al. 2015). The response of the customers and the expectations of the
customers determine the capabilities of a company. In the case of Aurecon, it has been seen
that managing the construction site is different in the case of Aurecon. One strategic move
that the company makes is the fact that it conducts a proper analysis of the market before
investing in it. It is important that the company ensure that its competitors do not replicate the
resources of the company. Value needs to be provided to the customers so that they remain
loyal to the company.
VIRO
Resource or
capability
Valuable Rare Imitable Organised
to exploit
Impact on
competitive
advantage
Global market
existence
Yes Yes Yes Yes Competitive
parity
Skilled and
talented
employees
Yes No No Yes Competitive
advantage
Technical
expertise
No No Yes No Temporary
Competitive
disadvantage
Protecting the
environment
by
No Yes No No Temporary
Competitive