Business units
- Fantasy Film is a Digital Animation Studio.
- The organisation is headquartered in Sydney.
- Three other facilities at Brisbane, Los Angeles and san Francisco.
- Offers services to major clients like Amazon, Apple and Tesla Motors.
- Associated with major movies like “Aquaman”.
- Academy Awards winning productions.
Business units
The deemed organisation operates in the following four units.
- Fantaspace: Animated feature films.
- Advantage: Animated advertising for television and internet.
- Anisoft: Develops digital animation software.
- DigiFX: Special for live action movies.
Product-profit Chart
BCG Matrix
- Star represents the product with high market opportunity and high return.
- Cash cow represent high return on low opportunity`
- Dog represents low return for high opportunistic market.
- Question represents low return from low opportunistic market.
GE/McKinsey Matrix
Synergy MAtrix
Recommendations Diagram
Recommendations (Fantaspace)
Fantaspace is offering high return on high opportunistic market. Hence it should be reviewed based on customer’s feedback, improved based on the reviews, quality test of the improvement and delivered in the market. No, additional changes should be made because it has already established itself in the market and the made change may not be satisfactory to the clients.
Recommendations (Advantage)
Advantage is offering high return on low opportunistic market. So, it should be reviewed to omit errors associated with the product after which it should be tested for quality and finally maintaining its position in the competitive market. The reason for upgrading already profitable product is the reason that the consumers priority changes with time. Hence, it is responsibility of the product provider to keep up with the changes.
Recommendations (Anisoft)
Anisoft is providing low return on high opportunistic market. It is recommended that it be reviewed followed by improving the flaws detected. The next step would be to test the product for change. Finally, it should be promoted appropriately to cover the opportunistic market. The reason for stating the same is that the deemed has high scope for achieving new heights of sales figure. Hence, it is important to determine the flaws and promote it accurately to achieve higher sales goal.
Recommendations (Digifx)
DigiFX is offering low return on low opportunistic market. So, it should be review to find the flaws which prevented it from performing like ‘advantage’ followed by devising a strategy before substituting with another suitable product. After substitution of the new product it should be promoted appropriately. The reason for the recommendation is that the opportunity for the product is low in market and moreover it is not successful. Hence, it is better to substitute it with similar product to save capital and effort.
Assessment of the firm’s Strategy
- The deemed firm follows hierarchical structure. In the hierarchy the decisions are made at the headquarter which is further filtered to perfection at the bottom levels.
- However, there are problems associated with the project selection as is verified by the case of “Script Doctor”. The project was a waste of organisational resources (Time, human effort, capital and others).
- Additionally, Fantaspace failed to determine the opportunity to pack and promote the product that was already existing in the firm.
Dynamic Capabilities
Dynamic capabilities of an organisation represents its capabilities to build, integrate, reconfigure. Hence sustain the competency with the changing environment.
The deemed firm is in dire need to of dynamic capability assessment. The reason for stating the same has been the missed opportunity by Fantaspace.
Phases of dynamic capability analysis
Opportunity
- DigiFX has partner with Warner Brothers for their upcoming venture. This provides them with opportunity to uplift the deemed product.
- Associating with the Dreamworks has offered them with the opportunity to enhance Anisoft as a brand.
- Additionally, Fantaspcae can also has the chance to promote the product that they used in creating “Slippery Bob”.
Mobilise resources
- Mobilise resources refers to the method of securing organisational resources and using it to enhance the sustainability of the organisation.
- The deemed organisation failed to mobilise its resources that were already existing in the organisation for over 5 years.
Strategic Asset
- Strategic asset refers to the use of technology, capability and customer feedback in organisational processes fro transforming and reusing existing assets for future outcomes.
- The deemed organisation fails to identify strategic assets while also wasting organisational resources to develop new product for the same.
Recommendations
- The deemed organisation should develop an audit team that will audit all the units and identify opportunities that can be used in the market.
- A communication channel between all the units should be set up where, the units can discuss their project and avoid contradictory projects while devising new ideas that offers opportunity for the organisation.
Conclusion
The deemed organisation has maintained its sustainability. However, it had lacks proper asset management which can be cited by Anisoft. Additionally, the deemed organisation also lacks in dynamic capabilities that led up to their organisational resources. Appropriate recommendations has been made for the issues associated with the organisation. In conclusion, the deemed organisation can adopt the recommendations to enhance its capabilities.
References
- Amit, R. and Zott, C., 2014. Business model design: a dynamic capability perspective. J. Manage.
- Cumming, D., Helge Haß, L. and Schweizer, D., 2014. Strategic asset allocation and the role of alternative investments. European Financial Management, 20(3), pp.521-547.
- DeFusco, R.A., McLeavey, D.W., Pinto, J.E., Anson, M.J. and Runkle, D.E., 2015. Quantitative investment analysis. John Wiley & Sons.
- Mazzero, M., Rosati, F., Andersen, M.M. and Li-Ying, J., 2015. Strategizing for sustainability in a changing world: a dynamic capability approach. In DTU Sustain Conference 2015. Technical University of Denmark (DTU).
- Medarac, H., Vignali, G. and Vignali, C., 2016. Improving relations between business strategy and marketing tactics. International Journal of Business and Globalisation, 16(1), pp.50-65.
- Mitrega, M. and Pfajfar, G., 2015. Business relationship process management as company dynamic capability improving relationship portfolio. Industrial marketing management, 46, pp.193-203.
- Proctor, T., 2014. Strategic marketing: an introduction. Routledge.
- Rasche, A.N.D.R.E.A.S., Morsing, M.E.T.T.E., Moon, J.E.R.E.M.Y. and Moon, J., 2017. The changing role of business in global society: CSR and beyond. Corporate social responsibility: Strategy, communication and governance, pp.1-28.
- Shanbhag, M., Dutt, M.L. and Bagwe, S., 2016. Strategic Talent Management: A Conceptual Analysis of BCG Model. Imperial Journal of Interdisciplinary Research, 2(7).
- Wang, Z. and Kim, H.G., 2017. Can social media marketing improve customer relationship capabilities and firm performance? Dynamic capability perspective. Journal of Interactive Marketing, 39, pp.15-26.
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