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factors which may threaten the company'; future success, and the <br />one of two major trends whi "ie c,.-,y might exploit as potent'al <br />opportun'+ies. <br />3. Internal Analysis <br />The internal analysis is n situation and trend assessment. of the <br />cor:p;ny's key performance capabilities and resources. This analysi,- <br />should inc iudr, � ~. a minimum ir, assessment of the company's personnel <br />re!,ource.. a,,d organizational structure, its physical facili ^s, its <br />i <br />major opervAing Policies and procedures, and its financial position 4' <br />and 1. :Nance. The internal analysis results in the identification <br />of a limited number figain %ey internal strengths which can <br />be lever-,e,;, .nd rye,. sses 1 cot'rfcted. � <br />q Strate.iic Is!uee <br />on. rinq the company mission and object.ivec., 'ire external <br />threat opportunities, Lhe internal strengths and weaknesses. <br />the key tegic issues facing the company can he identified. These <br />.. _s again must be 1 milted in number to only, those core issues <br />.ch will have a rr►a?..,r impact on the 1•iture of company. Example <br />of ' strategic -sues .night be: New co:;,petitivt the eat., aga ►:,t <br />which a company is nut currently well defended; emerging new mdri-., <br />opportunities which, a companv ei tt-ler is not currently we"; positioned <br />or dues n_.,t currently have the resou, ces to exploit. These key issues <br />provide tFe focus zod direction fe- developling sound strategic plans. <br />