MNB 3702 ASSIGNMENT 2

1. Introduction The assignment is based on the case study ofStep 1: Unfreezing Most individuals will naturally resist change and will be inclined to maintain the status quo (the current state). For this reason, actively “unfreezing” the status quo and readying the orgainsation for change is required. Unfreezing entails two critical elements or steps:  Current behaviours have to be carefully examined and employees have to be shown how necessary change is, and how the status quo is hindering organisational growth.  Employees have to be informed of the imminent change, why it is necessary, what it will entail and how it will benefit them. During the unfreezing phase, communication is critical. The more employees know about the change, the better they understand why it is necessary and how it will affect them, the more they will be motivated to accept the change. 1.1 1.1Key resources and capabilities of SSI Schaefer Resources are defined as “the tangible and intangible assets a firm uses to choose and implement its strategies. Capabilities on the other hand has some scholars defining it as a firm’s capacity to dynamically deploy resources. These definitions are debatable and are likely to become unclear in practice. These terms are used interchangeably. (Peng & Meyer,2019) . 1.2 Tangible resources and capabilities 3 | P a g e This study source was downloaded by from CourseH on :54:49 GMT -05:00 This study resource was shared via CourseH At SSI Schafer they have the technological resources and patent to the Weasel a mini automated guided vehicle. The company wants to introduce industry 4.0 technology; they also have a turnkey solution for companies as well as the use of robots to improve intra-logistics within companies that they offer their solutions to. The company warehouses have state of the art technology such as single and multilevel shuttles, mobile racking, interlinked work stations, palletising and depalletising systems, automated guided vehicles and many other equipment. Another resource that is on the company’s favour is the physical resources. They have a global footprint established and conducts business by serving clients in seventy countries with ten production sites and distribution channels already in place. With regard to the financial resources SSI Schafer is undertaking foreign direct investments to pursue foreign markets which is a tangible example of the company’s ability to raise external capital. Organisational tangible resource and capabilities show that formal planning, command and control systems are in place. The company tailor’s solutions to their clients and has a demo facility where one can see the solution operational. The firm is definitely management savvy as it has been able to extend its business globally and offer complete, innovative turnkey solutions to companies as it is not easy to replicate the services offered as well as merger with companies as a strategy to grow their business operations. 1.3 Capabilities and intangible resources Human Resources as an intangible resource and capability at SSI Schafer that are not easily quantifiable are managerial talent and organisational culture. The case study merely states the amount of employees but a specific mention of their talents is not broken down. However, in order for the company to compete internationally there has to be managerial talent t that took them to service clients from seventy countries. 4 | P a g e This study source was downloaded by from CourseH on :54:49 GMT -05:00 This study resource was shared via CourseH Innovation cannot be measured but the company has this capability as one can see that their systems are advanced, after all the company is offering technology as a service. Their clients are seeking technological solutions that would minimise error in their operations by use of robots and an intra logistical systems as well as the invention of the Weasel, an automated guided vehicle. An example of the company’s reputational intangible resource would be he perceptions of product quality, durability and reliability. In the case study, SSI Schaefer has five demo plants where the client can test the competence if the solutions offered. 2. Challenges and strategies for selling internally The main challenges for selling internationally would be potential future competitors as China stated that they are willing exchange information with SSI Schaefer making them possibly wanting to duplicate the technology solutions SSI Schaefer offers. As the company is not easy to imitate, this gives it the competitive advantage over its competitors. Hum