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Change Management Strategies for Digital Transformation: A Comprehensive
Overview
Organizations increasingly embrace digital transformation projects to stay competitive and
foster innovation in today’s fast-changing digital market. However, as several Ph.D. thesis
and dissertations demonstrated, digital transformation involves more than just implementing
new technologies; it also entails a significant change in organizational culture, procedures,
and mindset. The followings are some of the change management techniques covered in this
article and their implications for successful digital transformation:
Recognizing the Landscape of Digital Transformation:
Organizations must first understand the complexities of the digital landscape to begin a
successful digital transformation path. According to Johnson’s (2018) dissertation research,
it’s critical to thoroughly review market trends, consumer preferences, and technology
developments. This study emphasizes the importance of coordinating digital transformation
goals with overarching company goals to ensure a purposeful and cohesive approach to
change.
Developing a Strong Vision:
A compelling vision inspires Employees to accept and actively participate in the digital
transformation process, which serves as a driving force. A clear vision that conveys the
advantages of digital transformation to various stakeholders is essential, according to Brown’s
(2019) Ph.D. thesis. To ensure a common understanding of the result, this vision should
address the “what,” “why,” and “how” of the transformation.
Creating Successful Communication Channels:
During times of change, communication that is open and honest is essential. Smith’s
dissertation (2020) strongly emphasizes the necessity for businesses to build efficient
communication channels to share information, respond to employee problems, and get
employee feedback. This makes it possible to develop a welcoming workplace that promotes
teamwork, lessens resistance, and increases a sense of ownership among employees.

Developing Change Leadership Skills:
Leading change is essential for advancing digital transformation. In her doctoral dissertation,
Martinez (2017) claims that effective change agents must have a particular set of skills,
including strategic thinking, adaptability, and the capacity to motivate and empower people.
Organizations should foster change leadership skills through training programs, mentoring,
and coaching to achieve successful change implementation.
Empowering Employees:
The active participation and empowerment of employees are essential for the adoption of
digital transformation to be effective. Organizations should concentrate on building a culture
of ongoing learning and experimenting, according to Thompson’s work (2021), which
Thompson references in her dissertation. This includes giving people the chance to receive
training, promoting knowledge exchange, and identifying and rewarding innovative conduct.

Employees that feel empowered are more likely to welcome change and advance digital
efforts.

Managing Change Resistance:
Organizations must actively manage resistance to change during digital transformation
because it is a common human reaction. The need to determine and treat the underlying
causes of resistance is emphasized in Davis’ (2018) doctoral dissertation. Assessments of a
company’s preparation for change, the use of change agents, and employee participation in
decision-making can all help. Resistance can also be reduced through open communication
and benefits clarification.
Conclusion:
The complicated digital transformation process requires careful planning, carrying out, and
managing. Organizations must implement effective change management techniques to lead
organizations through the transformation process. Organizations can increase their chances of
successfully navigating digital transformation by comprehending the digital landscape,
developing a compelling vision, establishing effective communication channels, developing
change leadership competencies, empowering workers, and managing resistance.
Dissertations and Ph.D. thesis offer unique insights that can be used to create and practice
effective change management methods in digital transformation.
Keywords: Digital Transformation, Dissertation Writing Service, Academic Research Paper
Writing Service, Thesis Writing Services, PHD Thesis Writing Services
References:

Brown, M. (2019). Crafting a compelling vision for digital transformation: Communicating
the benefits to stakeholders. (Unpublished doctoral thesis). ABC University.
Davis, L. (2018). Managing resistance to change during digital transformation: Identifying
root causes and implementing strategies. (Unpublished doctoral thesis). MNO University.
Johnson, A. (2018). Digital transformation: A comprehensive analysis of industry trends,
customer demands, and technological advancements. (Unpublished doctoral dissertation).
The University of XYZ.
Martinez, R. (2017). Building change leadership capabilities for successful digital
transformation. (Unpublished doctoral thesis). GHI University.
Smith, J. (2020). Effective communication channels for navigating digital transformation:
Addressing concerns and fostering collaboration. (Unpublished doctoral dissertation). DEF
University.
Thompson, S. (2021). Empowering employees for digital transformation: Fostering a culture
of learning and experimentation. (Unpublished doctoral dissertation). JKL University.
Wilson, T. (2022). An iterative approach and agility in digital transformation: Adapting to
evolving market dynamics and emerging technologies. (Unpublished doctoral thesis). PQR
University.

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Introduction:

A worldwide recognized credential that gives professionals a thorough understanding of theoretical concepts and real-world applications of quantitative finance is the Certificate in Quantitative Finance (CQF). Derivatives, risk management, mathematical finance, derivatives, risk control, financial programming, and quantitative trading strategies are some subjects covered in the curriculum. The Certificate in Quantitative Finance (CQF) will give you the specialized quantitative skills necessary for success, transforming your career. Because of this, a focus is placed on teaching relevant, practical skills you may use immediately. 

Professionals can acquire the knowledge and abilities necessary to succeed in computational finance roles through the CQF program. The flexible nature of the curriculum enables working professionals to retain their employment while enrolled. Probability theory, stochastic calculus, and the pricing of derivatives are some basic concepts covered in CQF Level 1. Building on these ideas, CQF Level 2 discusses more complex subjects, including exotic products, model validation, and algorithmic trading. Professionals who complete both levels of the CQF program will thoroughly understand quantitative finance, preparing them for various positions in the computational finance industry.

Availability of CQF Courses in Belgium:

Belgium has not had any particular businesses providing CQF Level 1 & Level 2 courses. On the other hand, Belgian citizens can sign up directly for the CQF course on the Fitch Learning website. The flexible curriculum offers access to various online tools and support, enabling professionals to continue working while they study. The company that provides the CQF program in Belgium, Fitch Learning, does not have a physical presence there. Belgian citizens can still apply to the program and take distance learning courses. Your career success, both now and in the future, is the goal of the curriculum. Your enrolment price includes everything you will need to complete the qualification. This covers pre-program planning, faculty assistance, tuition, assessments, textbooks, access to the CQF alum network, the CQF Portal, the CQF App, the Lifelong Learning Library, and a one-year membership to Wilmott Magazine. This guarantees that neither you nor your company will incur any additional charges. The CQF curriculum is revised every three months to include the most crucial market practices.

Because the program is delivered online, anyone can access it. Local institutions in Belgium can provide computational or quantitative finance courses besides the CQF curriculum. In finance, known as quantitative finance, financial data is analysed using mathematical models and tools to make predictions and judgments. Numerous academic institutions in Belgium provide undergraduate and graduate-level quantitative finance courses. This essay will concentrate on the curriculum, advantages, and employment chances of the level 1 and 2 computational finance courses provided in Belgium.

Quantitative analysts evaluate financial data and forecast future market patterns using mathematical models and techniques. They work for hedge funds, investment banks, and other financial organizations. Financial risk is assessed and managed by risk managers using statistical methods. Banks, insurers, and other financial organizations employ them. Financial engineers design and test economic goods and solutions using mathematical and statistical models. Banks, insurers, and other financial organizations use them. Portfolio managers manage investment portfolios, choosing investments based on risk analysis and market trends. Numerous institutions in Belgium, such as the Solvay Brussels School of Economics and Management, the Vrije Universiteit Brussel, and KU Leuven, offer level 1 quantitative finance courses. A foundation module for the Master in Quantitative Finance program offered by the Solvay Brussels School covers subjects including statistics and probability, financial mathematics, and financial markets. A core module on quantitative approaches in finance is part of the Master in Quantitative Finance program offered by the Vrije Universiteit Brussel. This module covers financial modeling, risk management, and investment analysis. A core mathematical finance module in the Master of Science in Financial Engineering at KU Leuven covers stochastic calculus, option pricing, and risk management. Taking level 1 and level 2 quantitative finance courses can lead to various financial employment prospects. Taking a level 1 course in quantitative finance has many advantages. In addition to developing a thorough understanding of the statistical and mathematical techniques used in finance, students will also obtain knowledge of financial markets and instruments. Many different financial careers, such as investment banking, asset management, risk management, and financial analysis, benefit from having this knowledge. Students who successfully finish a level 1 course in quantitative finance are also well-prepared to undertake more advanced or graduate-level coursework in the subject. By presenting increasingly complex mathematical and statistical

techniques used in finance, level 2 courses in quantitative finance aim to build on the foundation offered in level 1 courses. Advanced derivatives pricing, stochastic calculus, and financial econometrics are typically covered in the curriculum. Along with learning how to create and evaluate quantitative trading strategies, students will also learn about more complex financial instruments like exotic options.

Numerous foreign banks and financial institutions operate in Belgium, where the financial services sector is expanding. There is a need in the industry for qualified individuals, particularly those with a solid grasp of quantitative finance. Graduates of the CQF are well-positioned to work as quantitative analysts, risk managers, and trading strategists in the Belgian market. With good pay and room for professional progression, these positions are in high demand.

Conclusion:

Despite having no physical presence in Belgium, Fitch Learning still allows residents to sign up for the CQF program and pursue distance learning there. Professionals who complete both program levels will thoroughly understand quantitative finance, preparing them for various positions in the expanding Belgian financial services sector. A CQF qualification can be a worthwhile career investment because it offers chances for job progression and competitive pay in a demanding and fulfilling field. CQF offers precisely the right mix of the theoretical underpinnings and the practical expertise required in applications to real-world use cases. The CQF, acknowledged by the financial services sector, is a requirement if you want to advance or take on a career associated with quants. It will give you various modern quantitative skills and strategies that will help you flourish in today’s markets.

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Introduction
The benefits of the utilization of the construction contracts include, the requirements of the
agreement while performing home building, the contract paper preserves the rights of the
contractor or builders, superintendent, principles and the other involved parties. In
accordance with the Crown Build project case study, the building construction is located in
the NSW area and it is going to be a four storey building with the fixed amount of AUD28
million and within a fixed timeline as mentioned in the contractual document of this building
project and the contract has been signed under AS4000-1997 regulation. But in the middle of
the project development, it has been detected that the beam size is incorrect and the
contractor has provided notice to the principal and superintendent of the project. The
superintendent has corrected the drawing with correct beam size and instructed to eradicate
the implemented wrong beams. Now gradually the quantity of the handrails has increased
with labour const and delivery delay. Now, the contractor can apply for different progress
claims under different clauses.
Task 1
The Australian building industry mainly follows the laws and regulations of ABIC or
Australian Building Industry contracts, HIA or housing Industry of Australia and the
government contracts. Each of the construction projects in Australia follows jurisdictions of

Building and Construction Industry Security of Payment Act 1999 (NSW), Home Building
Act 1989 that mainly focuses on the building activities of the NSW Area. For the residential
building construction in the NSW area under Schedule 1 of Home Building ACT 1989 refers
that the roof plumbing and Specialist work will be done in relation with dwelling. Governing
law Clauses refers to the transactions between the parties that are mainly operated in the
territories and the states and the parties generally maintain and follow the legislation
attributes of Competition and Consumer Act 2010 (Cth) and the payment security legislation
(Wang and Burdon, 2021). According to the considered mandatory of the general guidelines
of the construction projects, the scope, timeline and the allocation of roles and responsibilities

will be mentioned (Appendix 3) The payment schedule along with the provisional sum and
the contract sum will be written and also the dispute resolution, relief damage, limitation
clauses and available reliefs are also mentioned in the construction contracts. The general
principles of the construction contracts uses different objectives such as the type of work

4
(commercial, design, residential), size and value of the contract, legislative requirements for
state and the mention of the parties who are administering the contract paper such as
architect, contractor, superintendent and the principles.
In accordance with the Australian Standards (AS) there are different general conditions that
are prepared by Standards Australian Committee. The general principles of construction
contract laws are described here-AS 4000-1997: This contract is signed for the construction
delivery purpose and is known as “general conditions of a contract”. AS 4901-1998: it is
mainly as a sub-contract and it is used with the AS4000 principles. AS 4902-2000: this is
mainly built for the construction delivery and design purpose and it is a variant of AS4000.

AS4905-2002 is signed for the minor contract conditions and it is administered by the
Superintendent. Thus, it is clear that the selection of the contract depends on the different
circumstances but there is some general reflection- The amendments or the body of the
contract, instruments of the contract or agreement that are written formally, and the annexure
parts. Some basic features of AS4000 are- the contractor of a construction project is required
to m\execute the completion of the construction project within a fixed timeline and at a lump
sum price. It is important to sign the agreement with the clearly mentioned date of completion
of the construction contracts, if the extension of time is required, and the contractor will have
to provide a ‘qualifying cause of delay’ (Swift, 2019). The case study deals with the
construction project of Crown build that is facing structural difficulties due to the proposed

wrong beam size and this dispute can be resolved by the AS4000-1997 contractual agreement
with the proper utilization of the clauses.
The advantages of using the standards forms of the Australian contracts are- it can reduce the
total cost, the scope of negotiation can be avoided with the signing of document and thus
influences the speediness of the process, However, in the agreement, the rights of the both of
the parties, the proper mentioning of the conditions of the contract, expected date of project
completion, the date of work commencement and the other terms and conditions related to
the construction project are clearly mentioned in the construction contracts. The benefits of
the utilization of the construction contracts include, the requirements of the agreement while
performing home building, the contract paper preserves the rights of the contractor or

builders, superintendent, principles and the other involved parties. The construction contracts
help to lay out the planning and conditions of the owner very clearly. It also ensures that the
owner of the building and the contractor are performing together in order to achieve a

5
common target, The clear guidelines of the contracts helps to perform a better construction
performance and the associate legislations add value to the protection of the builders and
traders (Jones, 2021). In addition to that the changes can be possible if there is any evidential
defect or damage or complaint occurs during the process.

Task 2
According to the case study of the Crown Build, the construction of the four storey building
under Crown Build developer is facing structural deficiencies as the superintendent of the
project has proposed wrong size of beams in the design paper. This issue has been resolved as
the contractor has informed the superintendent and the superintendent has issued a new
design with the correct size of the beams. Moreover, the superintendent has informed us to
remove the used beams and replace them with the correct beams (Appendix 2). Now this
situation has increased the amount of the stair handrails and thus it is enhancing the cost and
the time period. In this case, the contractor will apply for the provision of the compensation
rate from the superintendent as the dispute occurs due to the provision of incorrect
information by the Superintendent. This is a communication problem in the construction
management project.
The construction project of the Crown Build has been made according to the law of AS 4000-

1997 thus it includes a fixed timeframe and fixed allocated cost. For the Crown Build project
the time frame is 24 months and the allocated cost is AUD 28 million. But as the changes
have been done in the building design along with the beam sizes, there is a qualifying cause
of extension of the time period. Thus the contractor can apply for the delay delivery of the
project and delay cost under the AS4000-1997 legislations (EL GEZERY, 2018). The
contractor can apply for the EOT or the delay cost under AS4000 policy as the issue has been
caused by the omission of the Superintendent. In this regard, the qualifying cause of delay
compensable cause, 8.1 can be claimed for achieving the incurred cost due to the quantity
enhancement of the stair handrails, labour cost and beam removal cost.
Under clause number 25.3, the delay cost of the construction of Crown Build project involves
the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as

the changes have been made and thus the costing structure is changing. The constructor can
use the clause in order to include the additional expenses with the lump sum cost of the
project. EOT can be applied in this case as there is a qualifying cause of delay as the mistake

6
has been done by the superintendent and the contractor can apply for achieving a relief. It
cannot be ignored that the principal of the project has also omitted the mistake made by the
superintendent in the beam size (Rıgga, 2019). In accordance with 34.2 clause number, the
contractor of Crown build has already sent a notice to the superintendent and the principal to
apply for EOT. This EOC will be received within 28 days after the claim has been done and
the delay cost has a qualifying cause of delay under clause number Qualifying cause of delay,

CC, 8.1.
Task 3
According to the policies of AS4000, the contractor of Crown Build can claim for the
expansion of the time frame in order to carry out WUC and the contractor needs to prepare a
qualifying cause of delay statement with evidential attributes. There are fundamentally two
types of qualifying cause of delay- i) it is applicable when any omission or mistake is made
by the superintendent of a building construction project and ii) it is applicable when the
mistake or default is made by the contractor of a building construction project or due to
industrial and weather conditions (Van Der Westhuizen and Evans, 2019). In the case of the
Crown Build project, the mistake has been performed by the superintendent of the building
construction as in the initial design the superintendent has proposed an incorrect beam size
which is shorter than the required beams. The Item number 23 can identify another factor
about the qualifying cause of delay as it measures if the EOT is not grantable in this situation.
After that the extension delay will be transformed into the calendar and the business days.
Under clause number 34.2, the contractor will be liable to submit the delay notice and in this

case the contractor of Crown Build has to submit proper documentation with the evidence of
the beam fault to the superintendent of the building project and the principal (RUGINĂ,
2021). This documentation will include the cause of delay and the estimated delivery date of
the project. In this regard it can be considered that claiming of EOC notice and delay notice
are different notices issued by the contractor. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
accordance with the regulation of clause number 34.3, the contractor of Crown Build has to
provide evidence regarding the fault in the beam size, responsible person and the extended
timeline in the notice of the EOT.

The process of claiming for EOT under AS4000 includes the submission and accessing of
notice of delay with the evidences for ‘qualifying cause of delay’ under the clause number

7
34.2, provision of delay notice, EOT claiming notice under the clause number 34.3, delay
damage claim as stated in the clause number 34.9 and 41.1 and the final assessment under the
clause number 34.4 (Appendix 1). The dispute in the construction building project will come
under 42.1 and the progress claim will be done as an activity of the payment security policy
according to clause number 37.1 (Montalbán-Domingo et al. 2019).
However, demonstration of the delay will be properly reported in the EOC notice. In
accordance with the policies, the superintendent of the Crown Build project has taken
mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective
steps, the superintendent has designed a new building drawing with correct beam size and
instructed to remove the wrong beams that are already implemented in the building.

However, clause number 34.9 is identifying the compensable cause under AS4000-1997. Due
to the omission and the defaulted act of the superintendent, the clause number 1.1 stated that
it is a subject of compensable cause. The item number 26 (Annexure Part A) can detect the
other qualifying causes of damage delay and it also can be ‘Nil’ but the ‘Nil ‘refers that there
is no additional cost found in the case.
The quantum inclusion and the basics of claim need to be considered while preparing the
notice for the damage delay claims. The contractor has to submit and keep updating the
prepared claim as evidencing aspects for the delay. The clause number 34.4 includes both the
non-qualifying and qualifying delay causes in the cases of the overlapped situation. In this
case, it can be considered the prevention steps will be evaluated by the contractor to measure
if the objectives are affecting his attributes or not. Moreover, according to clause number

42.1, the contractor can also provide a dispute notice if he found any disagreement with the
proposal of the superintendent’s instruction (Adzoyi and Nani, 2021). The contractor can also
involve incurred cost that has been increased due to the replacement of the shorter size
beams, labour cost and the increased quantity of the handrails. These inclusions of the cost
will be done under clause number 36.2.
Task 4
There are fundamentally two reasons for claiming cost. Firstly, the incorrect beam size has
extended the delivery date of the building construction and on the other hand the labour cost
associated with the extension of the project and the removal and implementation of the newly

proposed correct beams. These types of costs are regarded as the “global cost claim”. In this

8
regard the superintendent will be considered as a liable person to provide the compensation
cost to the constructor or the builder. The clause number 36.2 indicates that the incurred cost
structure can be claimed by Crown Build as the variation has occurred in the contractual cost
structure. The cost claim will be made as the superintendent has made a mistake in the
building drawing with incorrect beam size. In order to respond to the cost variation, the
contractor will provide the incurred cost quotation and this quotation needs to be verified and
sanctified by the superintendent as a sign of approval. This cost structure will include the
additional cost of the raw materials, labour cost and the extension period cost. It will be
called ‘cost plus agreement’. In accordance with the policies, the superintendent of the Crown
Build project has taken mitigation steps in order to resolve the issue of the incorrect beam
size. For taking effective steps, the superintendent has designed a new building drawing with
correct beam size and instructed to remove the wrong beams that are already implemented in
the building. However, clause number 34.9 is identifying the compensable cause under
AS4000-1997 (Klee, 2018). Due to the omission and the defaulted act of the
superintendent,
the clause number 1.1 stated that it is a subject of compensable cause.
According to clause 26, the expense claim will involve the additional cost with the lump sum
cost in the contract. In addition to that the clause number 25.6 will be applicable as it
indicates the delay labour cost that is a delay damage expense. The clause number 11.2 needs
to be applied as there is a verified costing structure in the construction of the Crown build
project. The clause number 26 will also include the additional costs with the main costing
structure. Now the additional cost includes the labour cost, implemented beam removal cost,
extension cost and the quantity increment cost of the handrails (Hastie, Sutrisna and Egbu,
2017). The value of the raw materials will be added in the additional cost structure according
to the law of AS4000.
Conclusion
As the Crown Build project has been signed under the law AS 4000-1997, the financial and
delay dispute will come under different clauses. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost
that is a delay damage expense. Under clause number 25.3, the delay cost of the construction
of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is
also applicable in this regard as the changes have been made in the cost structure.

9

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Strategic Analysis of NutriNut 2

Contents
List of Tables 2
Introduction 3
Gap analysis: Capability Gap Analysis 3
Introduction 3
Capability narrative 5
Gap analysis: KSF – Capability Analysis 7
Introduction 7
Capability/KSF narrative 8
Strategy development 10
Introduction 10
Corporate-level strategies 10
Generic Business-level strategies 11
Strategies narrative 12
Strategy Evaluation 13
Introduction 13

Evaluative Models 13
Predictive Financial Indicators 14
Contemporary strategy evaluation 15
References 15
Appendices 20
Appendix 1 Resource Based Value 20
Appendix 2 Porter’s Five Force Model 21

List of Tables
Table 1 Capability gap analysis: NutriNut 3
Table 2 Capability rating by resource 5
Table 3 KSF Capability: NutriNut 7
Table 4 Rating KSFs Capabilities: NutriNut 8
Table 5 Product-market Matrix 1: NutriNut 11
Table 6 Product-market Matrix2: NutriNut 12

Strategic Analysis of NutriNut 3

Introduction
This critically analytical paper is in reference to the gap analysis made towards business and
corporate level strategies of NutriNut, the selected case study. In this paper the Capability
Gap Analysis, Capability Analysis of Key Success Factors, developmental strategies and
evaluation of the same by NutriNut are initiated for appropriate business development.

Gap analysis: Capability Gap Analysis
Introduction
The role of resources and their capabilities at NutriNut, concentrates in terms of creating
competitive advantage in the current market of Australia and its plan to be a part of
international business community. According to resource-based view (or the RBV), NutriNut
is very valuable as it has the R&D accumulated components of Macadamia oil. The
components of this oil are Palmitoleic and Oleic Acid that comes in combination with
Phytosterols and Linoleic Fatty Acid properties, whereby a unique skin care product gets its
shape. This is the ultimate strength of this company and the combination of the same is
restricted to its owner, Tracey Newman.

Table 1 Capability gap analysis: NutriNut
Functional area Capabilities
required

NutriNut
capabilities

Competitors’
capabilities

Operations Capability to
manufacture in
volume
Adding continuous

The manufacturing
units are limited to
Australian market, as
of now.

Red Earth Natio: has
the reputation of
growing faster with
appropriate service

Strategic Analysis of NutriNut 4

development to
operations
Prompt Services

Newman is particular
about the operational
developments
Services are already
prompt

responses

Neek Skin Organics:
is very popular and a
brand representing
extensive
manufacturing units
as per increasing
demands

Pricing Following income of
the targeted
consumers
Price ranges should
vary as per
manufacturing costs

High fixed costs of
the Nutri-Nut
products
Low level differences
among the products

MooGoo: Prices vary
as per the currency of
the respective nation
Iluka: Variations in
quantity and pricing
of the product for
different classes of
society
Mukti Organics: Got
fixed price as it
concentrates in upper
class of the society
for maintaining brand
image.

Strategic Analysis of NutriNut 5

Source: Adapted from Grant et al. (2014)

Table 2 Capability rating by resource

Source: Adapted from Grant et al. (2014)

Capability narrative
Based on the aforementioned status of the capabilities of NutriNut in comparison with its
competitors, this report lay focus on five basic capabilities that will assist the company in

Strategic Analysis of NutriNut 6

achieving better position amidst highly competitive market. These capabilities are discussed
hereafter.
Tangible resources, as in physical capability: In this analytical domain of assessing the
capability of NutriNut, it has bene discovered that the company is better than its competitors.
Its role is very clear in offering absolute organic product with excellent physical appeal
(Teece, 2007; Ichrakie, 2013).
Intangible resources, as in branding domain: Here, the position and role of NutriNut appears
same as Neek Skin Organics. However, it is important to note here that all the other
competitors are performing much better in establishing their brand image in the market.
Davila, 2009; Ichrakie, 2013)

Processes and systems, as in the selection of decision tools: According to the research
initiatives of Teece (2009) and Broadbent & Laughlin (2009) the business proceedings of a
company must have firm decisive tools. In this case NutriNBut relies absolutely on the
decision of its owner, whereas all the other companies follow the decision of the Board of
Directors, who are experts in diversified fields of manufacturing and marketing.
Organisational culture, as in the maintenance of workplace attitude: The competitive edge in
terms of workplace attitude has been widely discussed by Summers and Smith (2014) who
laid emphasis on transparency of communication among every section of the organisation.
NutriNut acts with excellence in this domain and this is better than its competitors.

Organisational culture, as in the maintenance of ethics & values: in terms of maintenance of
ethics and values, Bisbe & Malagueño (2009) and Schiller and Perera (2012) marks that an
organisational culture should be well established as per the selected marketing domain. The
role of NutriNut in this approach is remains average as it is also ready to take on adaption of
different cultures as per the targeted market in international expansion process.

Strategic Analysis of NutriNut 7

Gap analysis: KSF – Capability Analysis
Introduction
In order to develop organisational status the implementation of key success factors from the
external environment and the internal industry conditions must get the necessary competitive
capabilities for gaining sustainability and growth (Grant, et al. 2014). According to the
interpretations of Wu, et al (2010) for attaining regular growth, an organisation must have
adequate amount of understanding about its activities, skills and resources. These are the
aspects that must get analysd and reviewed in accordance to the competitive trend of the
market. There are some relevant resources and professional skills among the employees of
NutriNut that remain liable to get noted when it comes to the analytical platform of
understanding the market positionin
g of NutriNut.

Table 3 KSF Capability: NutriNut
Key Success Factors Capabilities
Research and Development Unique use of Macadamia Nut Oil
Innovation The management in particular ask for new ideas
and innovative approaches to extend marketing
expansion of the company

Communication Transparency All the employees and staff members are
comfortable in getting communication with the
owner of the company

Workplace Attitude At NutriNut there is a positive vibe in the

Strategic Analysis of NutriNut 8

workplace and there is no trace of discrimination
at any ground

Adaption The company is well prepared to adapt every
possible change that the new market demands

Source: Adapted from Grant et al. (2014)

Table 4 Rating KSFs Capabilities: NutriNut

KSF’s 1 2 3 4 5
Capabilities          
Research and Development          
Innovation          
Communication Transparency          
Workplace Attitude          
Adaption          
Technology          
Price          
Delivery Services      
   

Source: Adapted from Grant et al. (2014)

Capability/KSF narrative
Research and Development: The R&D of NutriNut is very highly sophisticated. Its optimum
and unique way of extracting the Macadamia Nut Oil is the strongest point of the
organisational business of the company.

Strategic Analysis of NutriNut 9

Innovation: Pollock, et al (2009) considered the essence of innovation as the key to the
success of any organisational strategy. In this case, NutriNut is very open to suggestions from
the employees and the staff members. It even encourages innovative ideas and changes for
organisational development.
Communication Transparency:This is sector that is in great demand for international
expansion of any firm or organisation (Felice and Petrillo, 2013). For NutriNut the
transparency within the organisation is very visible and the same is assured to reach the
consumers for building customer loyalty in the market.
Workplace Attitude: Positive workplace attitude is the key to organisational growth of
NutriNut in Australia. However, the company should also need to accept changes in its
workplace attitude as it decides to expand markets in Asian nations (Bentes, et al 2012). It is
here that the company must have resistance the risks and demands of the competitive market
abroad.

Technology: Currently, NutriNut is in demand of highly sophisticated technological backs up
for managing the extensive online selling in the European nations. This is a domain that must
get well nurtured and monitored with regular upgradation (Sara and Michael, 2007).
Price: The current pricing strategy of NutriNut is very fixed. This must be changed to more
flexible status as the company decides to cross borders (Kotler, et al., 2013).
Delivery Services: Based on the speculations of Poveda-Bautista (2012) on international
expansion, it is important that NutriNut organise its delivery proceedings as per the
favourable services in every particular country. In case, there is a delay the possibilities of
losing the client gets high.

Strategy development
Introduction

Strategic Analysis of NutriNut 10

According to the research led by Bogomyagkov and Machulskyi (2012), the corporate-level
strategies concentrate in the process of identifying the core competitors of a company, along
with the kind of businesses that can create threat for the company. It is also a strategic
management level, whereby the headquarter must remain efficient in handling all the other
business corporate units of the company. On the other hand, business level strategies is about
the adopt of the appropriate strategic structure to meet the competitive demands of the
company. This is about the process of making decisions in favour of eeting business oriented
competitive edges for a company (Bogomyagkov and Machulskyi, 2012).

Corporate-level strategies
In order to meet the current organisational demands, NutriNut must follow Resource-Based
View, in combination with agency theory for its global expansion. As marked by Daniel
(2015) the implementation of ‘agency theory’ concentrates in ‘value creation’ among the
consumers, and targets towards ‘wealth creation’ for the shareholders. An addition of RBV to
this theory can add the elements of innovation and uniqueness of the products of NutriNut
(see Appendix 1). As noted by Kraaijenbrink, et al (2010) the formulation of RBV can offer
room for new ideas in the new markets. This is something that can combine with agency

theory and will assist in the growth of NutriNut as shown in Table 5 below:
Table 5 Product-market Matrix 1: NutriNut

Strategic Analysis of NutriNut 11

Source: Grant, et al. 2014)

Generic Business-level strategies
For NutriNut, it is important to consider the cost leadership strategy and unlimited resources
model under Porter’s generic strategies. According to Drnevich and Croson (2013) the
generic strategic approach assists the company in pursuing the competitive advantage over
the targeted market. Since NutriNut is very fixed with its costing strategy, the generic
approach to the same will add consumer-oriented effectiveness to the prices of the products.
A detailed assessment of “advantage or necessity” led by unlimited resources model will
create demand oriented channel in terms of manufacturing the products for the respective
market as noted in Table 6:
Table 6 Product-market Matrix2: NutriNut

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