D081_Task_2.docx D081 Task 2: Innovative and Strategic Thinking Course Code: D081 A.

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D081_Task_2.docx D081 Task 2: Innovative and Strategic Thinking Course Code: D081 A. Discuss at least TWO potential risks that the company from the scenario may encounter in entering the new m... arket and describe the impact to the company. (Unit 3: Managing Risks.) 1.An important risk to consider would be regarding Personnel risks. The decision to hire local workers to build the boats was a good strategic choice, but there may some issues to work through. There may be a language barrier that will need to be overcome which may bring a slow start to production. There may also be cultural considerations regarding work hours, managerial hierarchy, and religious tradition that will need to be mitigated in order to develop an efficient, capable workforce. 2.The other obvious risk would be financial. Due to the locally sourced recyclable materials requirement of the Indian government, the company will not be able to use any existing facilities to manufacture their products. The financial investment into facilities, equipment, and people will be significant. If demand is not as high as anticipated or if the materials dont support a quality product the company stands to lose quite a bit of money. B1. Conduct a SWOT analysis of the company in the scenario by identifying and explaining at least two internal strengths. The identification of each strength requires more than just listing each element. Consider a sentence or two that relates the strength to the given scenario. 1.Th. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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