STRATEGIC MANAGEMENT International Business Machine Executive summary: IBM created the Software Group in 1995 to pull together

all of IBM's infrastructure,middleware and operational software from dispersed units of IBM. IBM's SoftwareGroup is now a selfsustaining software business, with growth rates, profits and other key measures in line with other major software companies. In addition, the softwaregroup has services and support capabilities via their development labs (e.g., Toronto,Austin) and their services via support canters (e.g., Dallas Systems Centre). TheSoftware Group has the industry's leading portfolio of middleware products. SoftwareSales Specialists within Sales and Distribution sell to large customers and over 24,000Business Partners to sell everywhere else. IBM Software Group is organized aroundfive brands within the software industry: Web sphere, Information Management,Workplace, Portal and Collaboration, Tivoli, Rational. (Understanding IBM, 2007) . N O . T o p i c 1 I n t r o d u c t i o n . 2.Strategic analysis: mission and vision PESTEL, SWOT, Internal and external analysis .3 . S W O T a n a l y s i s . 4 . S t r a t e g i c c h a l l e n g e . 5 S t r a t e g i c o p t i o n F u t u r e s t r a t e g y . 6 . I m p l e m e n t a t i o n a n d c h a n g e . 7 . C o n c l u s i o n 8 R e f e r e n c e s . 1). INTRODUCTION IBM one of the leader brand of I.T industry which is basically related to computing,havi ng i ts arm spreads to al most all dim ension of technol ogy weat her it is about gadget or the software. IBM is the world's largest information technology companywith 2005 revenues of $91 billion. IBM is the biggest provider of IT services ($47B),hardware ($24B) and rental and financing ($2B). The company has approximately329,000 employees and conducts business in 170 countries.International business machine is an I.T giant now days, stretching it hands. The IBMn o w a d a y p r o v i d e s w i d e range of Data storage devices as well as servers withe n o r m o u s s t o r a g e a n d s e c u r e d a t a b a s e . IB M i s n o w a i m i n g f o r a n i m a t i o n , consolidation which saves wide range physical assets. IBM has also good contributionin the space research like IBM ThinkPad 750. IBM has established much software for environment management and protection like in 1999 the environment monitoringsoftwares. IBMs system/390 is the world most powerful main-frame computer. IBMi n t r o d u c e d v a r i o u s c o s t e f f e c t i v e t e c h n o l o g y l i k e i n s t e a d o f p u r e s i l i c o n c h i p , introduced a blend of silicon and germanium. IBM designed the website for NaganoOlympic winter games, the website made 650 million hits from around the world thatis one of the world record. IBM earns more profit than the next nine computer firmsgenerated in total sales, spending more on research and development than they madein earnings.This report is focuses on the new strategies adopted by the IBM and the strategiesthrough which IBM survived over the competitions. This report shows how IBM states itself feasible beside of its massive operation size. (Understanding IBM, 2008) 2). Strategic analysis:Vision statement

:At IBM , we st rive to l ead i n the i nvent ion, developm ent and m anufact ure of t hei ndust ry's m ost advanced i nform ati on t echnol ogi es, includi ng comput er s ys t ems , s o f t w a r e , s t o r a g e s y s t e m s a n d m i c r o e l e c t r o n i c s . W e t r a n s l a t e t h e s e a d v a n c e d technologies into value for our customers through our professional solutions, servicesand consulting businesses worldwide. Mission statement :IBM m ain act ivit y is t o find sol uti ons to its wi de range of cl i ents usi ng advanced information technology. Its clients are individual users, specialised businesses, andi n s t i t u t i o n s s u c h a s g o v e r n m e n t , s c i e n c e , d e f e n c e , s p a t i a l a n d e d u c a t i o n a l organisations. To meet and respond to its customers needs, IBM creates, develops andm a n u f a c t u r e s m a n y o f t h e w o r l d ' s m o s t a d v a n c e d t e c h n o l o g i e s , r a n g i ng fromc o m p u t e r s ys t e m s a n d s o ft w a r e t o n e t w o r k i n g s ys t e m s , s t o r a g e d e v i c e s a n d microelectronics.(Linch, 1997)Through this mission statement IBM is striving to dynamically galvanize their propsin various field and trying to maintain a stabilize balance between all above aspectlike clients, government, educational organisation etc.The main strategy of IBM is to delivers their high value added services (or software)t o custom ers through t hei r server product . And it can be di vi ded i nt o 4 pi e ces as follows:1) Reallocating resources to enhance their server product business and reduceoperation costs and optimize the efficiency.2) To pursue an innovation agenda with its clients, partners and in other relationships,and to continue refining its portfolio to achieve higher value.3) Acquiring businesses that contribute strategically to its portfolio4) To maintain its leadership of this rapidly changing business by focusing on high-value innovation-based solutions and services while consistently generating highreturns on invested capital for its shareholders Th e str ate gy makin g of IBM shou ld con side r wh ethe r the new strate gy can sat isfy these key stakeholders who have high power. For example, the government element inthe kee p sat isf ied , th e y have h igh po wer (le gislatio n po wer) but lo w int ere st .Another example is the shareholders in key players, who have high interest in IBMa n d h i g h p o w e r o n a f f e c t i n g t h e s t r a t e g i c d e c i s i o n . T o s u m u p , i f t h e s t r a t e g i c decisions threaten the benefits of the key stakeholders, this strategy might be difficultto be achieved Internal Analysis:Value Chain Analysis Firm infrastructure: SupplyC h a i n M a n a g e m e n t i n I B M , s u p p l y c h a i n s o f I B M a r e b e c o m i n g m o r e com plex, harder to manage and more costly to run. In fact, nearly $3.4 trillion was spent on s uppl y chai ns in 2005. To address t his, IBM i s creati ng a suppl y chain m a n a g e m e n t b u s i n e s s t r a n s f o r m a t i o n o u t s o u r c i n g p r a c t i c e . T h e S u p p l y c h a i n management (SCM) solutions can help IBM to improve costs and customer service,while decreasing overall supply chain inventory. IBMs (2006) Business PerformanceManagement enables companies to visualize end-to-end processes across business

andIT systems, analyze execution in real time against goals, and make adjustments asneeded. For instance, IBM offers consulting, services and middleware to simulate andm o n i t o r b u s i n e s s p r o c e s s e s , a n d p r o v i d e s c l i e n t s w i t h r e a l t i m e a n a l y s i s o f t h e underlying IT systems carrying out those processes. Organisation structure: - Sales & Distribution Group.- Global Business Services Group.- Global Technology Services Group.- Software Group.- Systems & Technology Group- Integrated Operations Group.Innovation & Technology Group. HRM: To el imi nat ing redundanci es and overhead st ructures to drive product ivi t y, t he integration of HRM has improves IBM's capacity to innovate by providing greater cl arit y of ke y pri ori ti es around shared goals and obj ect ives and l eads t o a s harper f o c u s f o r t h e c o m p a n y o n l e a r n i n g , d e v e l o p m e n t a n d k n o w l e d g e s h a r i n g . Perhaps after this integration, IBM has acquired numbers of companies to enhancetheir capability. However the integration issues could appear during the acquisition p r o c e s s t h a t w o u l d b e t h e c h a l l e n g e o f t h e H R M , e . g . t h e culture conflict. Technology development: IBM's research and development, operations differentiate IBM from its competitors.IBM annuall y spends approxim at el y $5 $6 bill ion for research and devel opm ent , i n c l u d i n g c a p i t a l i z e d s o f t w a r e c o s t s , f o c u s i n g i t s i n v e s t m e n t s i n h i g h - g r o w t h opport uniti es. IBM has some of the best technol ogy regi s t ered i n its account t hat made revolutionary changes through-out the many of business operation through hugeamount of business data transferring around the world. Procurement: IBM has developed Business Partner relationships with establishment, best -ofbreedSupply Chain Management solution providers. Their solutions, coupled with IBM products and services, deliver the cost-competitive, scalable and secure infrastructurethe customers need. Acquisitions and mergers in order to improve their businesses onthe high value products and services, IBM acquired service-related companies into thegl obal servi ces segm ent, (e.g. Net work S ol ut ions, dat a storage and t rans f err i ng,mainfram es et c) and t he software -relat ed com pani es t hat were int egrat ed i nt o the software segment. Inbound & Out bound Logistics and Operations: IBM's supply, manufacturing and logistics and customer fulfilment operations areintegrated in one operating unit that has reduced inventories, improved response tomarketplace opportunities and external risks and converted fixed to variable costs.This feasibility IBM has acquired after facing a huge flexible competition by Compaqin 1982. Through this flexible and enormous services exchange system IBM now adays possessing almost top position at market in its segment. Key Financial system/ Marketing and sales: In 2005, the company realigned its operations and organizational structure in Europeto give sales and delivery teams greater authority, accountability and flexibility to make

decisions and to execute more effectively on behalf of our clients. The companyh a d b r o a d e n their dimension to Asian countries in order to increase their s a l e s , company has explored a huge profitable market in Asia specially in the middle and far east Asian countries which includes some of the fastest growing economies ( China,India, Taiwan and Hong Kong, Singapore, Thailand, Indonesia and the Philippinesetc.) Services: IBM P rovides t echnol ogy and t ransformat ion servi ces t o clients, businesses, a n di n v e s t s t o i m p r o v e t h e a b i l i t y t o h e l p t h e i r c l i e n t s i n n o v a t e . And this is the high value added and profitable process. The service IBM provides beside of above mentioned are Middleware services, Outsourcing services, Securityand privac y servi ces, S erver servi ces and Si t e and faci lit ies servi ces, m ainfram es, communications, mainframe storage, minicomputers, and personal computers.Global Business Services (GBS). IBM Global Business Services replaces what wasform erl y cal l ed Ent erpri se Busi ness S ervi ces and Business Consulti ng S erv i ces.R edbooks are dist ri but ed b y IBM and are i ncreasi ngl y avail abl e t hrough onl ine bookstores such as Fatbrain.com and Amazon.com.IBM provides services basically in three categories.1. The more ITori ent ed t echnol ogy servi ces offeri ngs like st rat egi c out sourci ng, integrated technology services, and hosting.2. IT infrastructure delivery, which is becoming increasingly strategic as a lever todrive productivity, efficiency and margin improvement. 3. And offerings targeted toward transformation and high-end business value --consulting, systems integration, application services, business transformationoutsourcing, asset innovation, and strategic business development. (UnderstandingIBM, 2008) Value System Analysis: The value system of IBM is as follows:In t hi s val ue net work of server product s, t he processor and t he soft ware provi dershave hi gher profi t pool t han ot her s uppli ers. Furthermore for t he di st ributors, the retailers have the high profit pool. Therefore, the profit space of server products for IBM is not wide enough.Value drivers:Channels Value DriversWholesalers: Price, choice, quality, logisticsRetailers: Price, service, guaranteeBusiness orders: Price, service, guarantee.The information above shows the main distributors of IBM and their value drivers.Because of high bu yer power, satisf yi ng t hei r dist ri but ors i s requi red for IBM. PESTEL Analysis : Political factors: Tax ati on, the heav y t ax es i n the UK m ake t he IBM server product s increas e t heweakness on the price factor, especially on the premium price IBM products. Economic factors: GDP factor, The healthy economic environment with strong and stable GDP in the allr e g i o n s p r o v i d e s a g o o d m a r k e t f o r t h e p r o d u c t a n d s e r v i c e b u s i n e s s o f IBM.A l t h o u g h t h e G D P i n c r e a s e r a t e i s n o t f a s t , t h e s t a b i l i t y c o u l d b a l a n c e t h i s disadvantage element.GDP - composition by sector: The service industry in the world contributed nearly73.4% to the GDP in 2006. That indicated that the

high value added service market inthe world is matured, and the customer experience on the service would be higher or more difficult to be satisfied. Socio cultural factors: Population and the internet users, in 2006, the population in just U.K it was nearly60,609,153, and according to C IA, (2007), more t han hal f of t hese peopl e (37.6 million in 2005) were internet users. The well known about the internet indicated theopportunities of relevant products and services Technological factors: Internet, A survey from CIA, (2007) shows that there were 6,064,860 Internet hosts in2006, and m ore than 400 Int ernet S ervi ce P rovi ders i n 2000. In t his sophisti cat ed market, the opportunity and competition will exist together. Environmental factor: In environmental dimension the IBM made the some of the major technologies like tot r a c e t h e w e a t h e r t h r o u g h o u t t h e w o r l d , I B M m a d e c o m p u t e r s f o r N A S A f o r astrology that made them to set the satellite which monitor the environmental changesover the glob. IBM al so added s om e of t he revol utionar y envi ronm ent al fri endl y strategies which not just provides environmental saving factors, but also cost saving factors like energy cost. Legal: The main legal constraints for IBM are Cyber protection and the chemical the use inmaking hardware (like: carbon, germanium and silicon), the cross country business,c u r r e n c y e x c h a n g e a n d m a n y l e g a l r e g i s t r a t i o n s f o r t h e i r b u s i n e s s o u t s o u r c i n g facilities. Poters 5 Forces Analysis: The threat of entry:the threat of entrants for the server market was low because of the enormous costs onthe R&D, relevant support products and services, manufacturing and the distribution.For ex am pl e, IBM spent nearl y $171 mi lli on i n s yst em and t echnol ogy for server product in 2005, (Annual Report,2006) and IBM spent over $1 billion in the Linuxoperat ing s yst em in 2001.(S hankl and, 2002) Thi s was onl y t he barri er on the cost, there were other barriers like technique, distribution channels etc.Power of Suppliers:Int el and AMD, as t he t wo bi ggest processor providers (m onopoli es) i n the world, have very strong power on the chip supplying. Although the power of suppliers might be decreased resulting from the competition between these two companies, the widerange of custom ers and hi gh c osts on swit ching caus e t he bu yers l ack of power t o bargain with these two giants.However, the power of suppliers for other low technical required material and parts was much lower than the core hardware providers.Power of buyers:The power of buyers for the server products in the UK was high because the buyer didnot concentrate to the firm and the switching costs for the buyers were low. Therewere many product choices for the buyers, e.g. IBM, HP, Dell etc Technological factors: Internet, A survey from CIA, (2007) shows that there were 6,064,860 Internet hosts in2006, and m ore than 400 Int ernet S ervi ce P rovi ders i n 2000. In t his sophisti cat ed market, the opportunity and competition will exist together. Environmental factor: In environmental dimension the IBM made the some of the major technologies like tot r a c e t h e w e a t h e r t h r o u g h -

o u t t h e w o r l d , I B M m a d e c o m p u t e r s f o r N A S A f o r astrology that made them to set the satellite which monitor the environmental changesover the glob. IBM al so added s om e of t he revol ution ar y envi ronm ent al fri endl ystrategies which not just provides environmental saving factors, but also cost saving factors like energy cost. Legal: The main legal constraints for IBM are Cyber protection and the chemical the use inmaking hardware (like: carbon, germanium and silicon), the cross country business,c u r r e n c y e x c h a n g e a n d m a n y l e g a l r e g i s t r a t i o n s f o r t h e i r b u s i n e s s o u t s o u r c i n g facilities. Poters 5 Forces Analysis: The threat of entry:the threat of entrants for the server market was low because of the enormous costs onthe R&D, relevant support products and services, manufacturing and the distribution.For ex am pl e, IBM spent nearl y $171 mi lli on i n s yst em and t echnol ogy for server product in 2005, (Annual Report,2006) and IBM spent over $1 billion in the Linuxoperat ing s yst em in 2001.(S hankl and, 2002) Thi s was onl y t he barri er on the cost, there were other barriers like technique, distribution channels etc.Power of Suppliers:Int el and AMD, as t he t wo bi ggest processor providers (m onopoli es) i n the world, have very strong power on the chip supplying. Although the power of suppliers might be decreased resulting from the competition between these two companies, the widerange of custom ers and hi gh costs on swit ching caus e t he bu yers l ack of power t o bargain with these two giants.However, the power of suppliers for other low technical required material and parts was much lower than the core hardware providers.Power of buyers:The power of buyers for the server products in the UK was high because the buyer didnot concentrate to the firm and the switching costs for the buyers were low. Therewere many product choices for the buyers, e.g. IBM, HP, Dell etc Competitive Rivalry:By 2003, the world server market continues to show promising signs, according toIDC, (2003), the competitive rivalry in the server market was becoming intense in theworld. These competitors included HP, IBM, Sun Microsystems, Dell and FujitsuSiemens Computers were becoming the fifth leading server vendor in the world.The threat of substitutes:T h e w e b h o s t i n g b u s i n e s s m i g h t b e t h e b i g g e s t t h r e a t o f s u b s t i t u t e f o r t h e s e r v e r products in the world. The advantages of web hosting include low cost, tech-support,easy to manage and low switching costs.In addition, the advanced personal computer might be another biggest threat to theserver product. However, currently, the PC can not instead of professional server for the business uses. 3). SWOT analysis: Strengths: - Advanced business performance management.- Good organization culture.- Strategic outsourcing, mergers and acquisitions.- High efficient fulfilment centre.- Flexible marketing management.- Creative services.As company handling all most 95% of b usiness task of top 1000 companies of walls t r e e t , t h e c o m p a n y h a v e s o m e o f t h e w o r l d f a s t e s t m a i n f r a m e a n d m a n y revolutionary technologies like: speech recognition a software with which you canwork just with your voice, blue gene a supercomputer which is 500 times fastest thanw o r l d f a s t e s t c o m p u t e r a n d c a p a b l e o f m o r e t h e n o n e q u a d r i l l i

o n o p e r a t i o n p e r second. Through such outperforming technologies IBM is able to provide some of the best back hand facilities. The most recent merge of IBM is with the Lenovo in whichlenovo is providing the outer hardware technology and IBM providing all of its latestc h i p t e c h n o l o g y . I B M h a s b e e n e n t e r e d t h e w i d e r a n g e of fields i.e. B u s i n e s s continuity and resiliency services, End user services, Integrate d communicationsservices, IT strategy and architecture services, M a i n t e n a n c e a n d t e c h n i c a l s u p p o r t services, Middleware services, Outsourcing services, Security and privacy services,S e r v e r s e r v i c e s a n d S i t e a n d f a c i l i t i e s s e r v i c e s , m a i n f r a m e s , c o m m u n i c a t i o n s , mainframe storage, minicomputers, and personal co m p u t e r s . N o w I B M c a m e i n market with its revolutionary Green technology through which they can save 40% of energy cost through animation, consolidation and consultancy. Weaknesses:- High costs in the value chain.Possible acquisition issues. , IBM spends much on its research and development then its earning and havev e r y l i m i t e d s u p p l i e r i n m a r k e t . S i n c e c o m p a n y o w n i n g v e r y s e n s i t i v e p l a c e i n market, because of its massive organisation size the i m m e d i a t e c h a n g e a r e l i k e l y impossible.Opportunities:- Strong and stable economic market context.- Sophisticated service market.- High individual consumption power.- Matured internet market.- High level of entry barrier to the server market.- Wireless Applications(Understanding, 2008)Well, company possess a good place in market, just with little feasible strategies to market changes, IBM can hold a large share in market. Since, IBM has very less countof competitors in its segment; almost the star of its field, through these specificationsIBM can create a monopoly in its market. The internet is one of the wide application,t h a t i s g r o w i n g f a s t e r t h e n a n y t h i n g on earth, the opportunit y is open for IBM, because IBM already in this f i e l d b y p r o v i d i n g h u g e d a t a s t o r a g e f a c i l i t i e s . S i n c e , IBM is almost created monopoly on server market, thats why its not easy for other c o m p a n i e s t o e n t e r i n t h i s f i e l d a n d c o m p e t e o v e r I B M , e x c e p t s o m e h u g e m a r k e t giants like Microsoft. Wireless solutions enable customers to extend their reach to clients, suppliers and employees using wireless and emerging technologies.Threats:- Customers have high experience on the service.- Customers have low switching costs.- IBM has high switching costs on the core hardware.- Intense competition.- High threat of substitutes.As being one of the oldest players of its field, Customer may look for change. Todaya s m a r k e t i s s o f l e x i b l e , I B M m a y f a c e t h r e a t f r o m s m a l l c o m p a n i e s l i k e C o m p a q because of their small size they can change rapidly with customer environment. IBM h i g h s p e n d i n g t h a n i t s e a r n i n g o n r e s e a r c h a n d d e v e l o p m e n t c a n b e a l o o p h o l e f o r IBM. Because of very limited suppliers during value chain process, IBM can barely afford to substitute. 4). Strategic challenge/issue:

These are the aspects that affect the strategy changes with in the management of IBM.S t a k e h o l d e r E x p e c t a t i o n s a n d i n t e r e s t s , O w n e r s p r i v a t e / s h a r e h o l d e r s P r o f i t , Performance, Direction, Government Taxation, VAT, Legislation, Employment Rate,Senior Management staff Performance, Targets, Non -Managerial staff Rates of pay,Job security, Working environment and hours, Trade, Unions Working conditions,Minimum wage, Customers (Distributor/Government) Quality, Customer, Care, Price Creditors Credit score, new contracts, Liquidit y, S uppliers Longt e r m C o n t r a c t , Stable, Payment, Local Community Jobs, Involvement, Environmental issues, Shares. 5). Strategic option/ future strategy/ Objectives: It is becoming widely understood that the way in which companies are behaving as asociety is environmentally unsustainable, causing irreparable damage to our planet.Rising energy prices, together with government-imposed levies on carbon production,are increasingly impacting on the cost of doing business, making many current business practices economically unsustainable. It is becoming progressively moreimportant for all businesses to act (and to be seen to act) in an environmentallyresponsible manner, both to fulfil their legal and moral obligations, but also toenhance the brand and to improve corporate image. Environmental issue is one of theimportant aspect of this company, because the material they use is toxic in nature andthe use of these gadgets is all over the world and in massive amount. Thats whygovernment are getting strict on these factors and screwing it up day by day with strictrules. IBM has already begun on this champagne of green and save energy cost whichworth million, from their environmental strategy IBM has save 40% of energy. Thisdimension is eco friendly as well a positive sign for IBM because they are savinghuge amount of energy amount. (Green IT the next burning issue for business2007).Hungry for change:The enterprise of the future is capable of changing quickly and successfully. Insateadof merely responding to trends, it shapes and leads them. Market and industry shift area chance to move ahead of the competition.Innovative beyond customer imagination:The enterprise of the future surpasses the expectations of increasingly demandcustomers. Deep collaborative relationships allow it to surprise customer withinnovations that make both its customers and its own business successful.Globally integrated:The enterprise of the future is integrating to take advantage of todays globaleconomy. Its business is strategically designed to access the best capabilities,knowledge and assets from wherever they reside in the world and apply themwherever required in the world.Disruptive by nature:The enterprise of the future radically challenges its business model, disrupting the basis of competition. It shifts the value proposition, overturns traditional deliveryapproaches and, as soon as opportunities arise, reinvents itself and its entire industryGenuine, not just generous:The enterprise of the future goes beyond philanthropy and compliance and reflectsgenuine concern for society in all action and decisions.

6). Implementation and Change: IBM has the biggest threat in front of it that is global recession. The company has tofind some strategy which act as cure for their company in this unsteady market. Themain focus problems for the company are:- Complexity.- Inflexibility.- Speed.-

Scale.T h e a n t i d o t e t o c o m p l e x i t y i s t r a n s p a r e n c y . C o m p l e x i t y c a n h i d e the reality aboutfinancial condition. This led to great uncertainty in the minds of investors and cancause irrational behaviour among pla yers. R u n s o n s o l v e n t c o m p a n i e s a r i s e w h e r e customers cannot tell the difference between those organisations which can meet their f i n a n c i a l o b l i g a t i o n s a n d t h o s e w h i c h c a n n o t . T h e f i r s t r e m e d y t o f u t u r e c r i s e s i s greater transparency in the form of stronger reporting requirements to the public.The antidote to inflexibility is insurance. Firms and individuals who want to borrowshould be required to purchase shock absorbers with which to withstand a loss of income, natural disaster or default. The most basic kind is a rainy day account a reserve fund of cash that a firm or individual could use in case of adversity.The antidote to speed is a coordinated braking mechanism. Trading in markets can besuspended, as can provide a cooling off period in which news and information candisperse, allowing panicked player to assess the situation more fully. The brakes needt o b e a p p l i e d i n f r e q u e n t l y a n d c a r e f u l l y . I f p l a y e r i n t h e m a r k e t c a n c o r r e c t l y anticipate a reaction by governments, the player will begin to game system.T h e a n t i d o t e t o t h e m a s s i v e s c a l e o f l o s s e s w i l l b e t h e c r e a t i o n o f l a r g e r r e s e r v e institutions. The company must maintain a reserve that is equal to the loss they hasexpected and creates dent to such occasion. The company must consider the another constraints like global currency slump, wealth distribution scheme. (Cure of the crisis,2008)

7). Conclusion: The information and fact available above in report, gives a brief over -view of IBMstragies and core operation via SWOT and Internal analysis which includes sales anddistribution, KFS, PESTEL and Porter 5 forces. This report also lighten the futureobjectives and challenges for organisation. And on the bases of above analysis the lastaim of this report is to suggest some of the strategy which covers the loophole of theorganisation weak points