Findings: Internal Analysis of Delta/Signal Corp Business Systems

This report provides a comprehensive analysis of Delta/Signal Corp, focusing on the findings derived from an internal analysis utilizing the Business Systems Model. The analysis begins with an examination of the company's resource base, encompassing both tangible and intangible assets, as well as relational and competency-based resources. Subsequently, a value chain analysis is conducted to evaluate the activity system, followed by an assessment of the product offering and value proposition. The report delves into the drivers of industry development, including the five forces and PEST analysis, to understand the external environment. Furthermore, a balanced scorecard is employed to evaluate performance metrics across financial, customer, internal processes, and learning and growth perspectives. The findings highlight the company's strengths, weaknesses, and areas for improvement, providing recommendations for strategic decision-making. The analysis is supported by academic sources, ensuring a robust and insightful evaluation of Delta/Signal Corp's strategic position and future prospects.

CUSTOMER INTEGRATION
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Table of Contents
Appendix 1:.....................................................................................................................................3
Business systems Model..................................................................................................................3
Appendix 2.......................................................................................................................................3
Appendix 3.......................................................................................................................................4
Delta signal balanced scoreboard metrics........................................................................................4
Analysis and results.........................................................................................................................5
Reference list...................................................................................................................................6
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Appendix 1:
Business systems Model
Resource base
The resource base of Delta signal Corp mainly consists of the tangible resources and the
intangible resources. The company is focused on to expand their business functions in order to
support the economy segments because the lower price car has segmented to gain the market
share of the company. The tangible resources mainly consist of the land and materials that has
maintained the strength and the competitive factors for the company (Aithal, 2016).
Activity base
Delta signal Corp has focused on to generate the competencies that help to analyse the skills of
the firm for performing the required activities. Due to the improved performance, it is necessary
to manage the defects to reduce that resulted in 35 per cent reduction in the manufacturing defect
while investing in the program. The aspects of the value chain analysis should monitor the firm
infrastructure that consists of key aspects such as human resources of technology development
and procurement (Ocasio and Joseph, 2017)
Product offering
It is focused to design the product that composed of less wiring equipment. It is mainly
composed of electric components that are comprised of near about 40 per cent of the total car
value that aims to maintain the competitive scope.
Appendix 2
Drivers of industry development
The drivers of the industry developments composed of five forces and the PEST analysis
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Fig: (Source: Ocasio and Joseph, 2017)
The manufacturing department mainly follows the marketing actions that primarily suffer from
the stagnancy in terms of distribution of the sales car in the U.S. market. Hence, they have
gained the strong market share for enhancing the firm capability (Ward’s Automotive Group,
2010)
From the swot analysis, it may be reasonable to state that as the firm belongs to the automobile
industry, it has saved the fuel-efficient products in order to help the number of the customers to
save their overall expenditure. The weakness can be considered as the durability of the product,
that is very low and it has been perceived the low quality. The company should focus on the
socio-cultural driver that helps to provide the better security to the customers (Wieland et al.
2017).
Appendix 3
Delta signal balanced scoreboard metrics
Balance scorecard metrics
Priorities Objectives Measures Targets
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Financial strong Utilization of the asset
and following up with
the cost leader
strategy in the firm
(Wieland et al. 2017).
Cash flow
Net margin
Volume growth
18 per cent
20 per cent
5 per cent
Customer value Targeting the
customer
Establishing strong
relationships with
them (Ocasio and
Joseph, 2017).
Should depend upon
the rating
Dealing the gross
profit
43 per cent
22 per cent
Motivated and
prepared score.
Climate action
Generating
competencies
(Wieland et al. 2017)
Taking the survey of
the employee
Meeting the strategy
for gaining
competencies
34 per cent
(Table: Self-generated)
Analysis and results
From the above analysis, it has been identified that Delta Corp has the strong executive team that
performs the marketing activities. In respect to the analytical manner, the company have
identified its shared goals and generated core value to gain the potential customers in order to
achieve different marketing activities. The net income of the company has gradually gone up and
down due to the market attributions, thus the company need to maintain the flexibility for
performing the different functional activities. The recommendation for this will be to maintain
the plant capacity for managing the storage capacity of the firm.
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Reference list
Aithal, P.S., 2016. Study on ABCD analysis technique for business models, business strategies,
operating concepts & business systems.
Wieland, H., Hartmann, N.N. and Vargo, S.L., 2017. Business models as the service strategy.
Journal of the Academy of Marketing Science, 45(6), pp.925-943.
Ocasio, W. and Joseph, J., 2017. The attention-based view of great strategies. Strategy
Science, 3(1), pp.289-294.
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