a) Identify the resources and capabilities that BMW possesses. b) Decide which of these resources is key in determining the success or failure of BMW. c) Pick 4 to 5 key resources/capabilities to do the appraisal. d) Use a table to do the resource appraisal of the KEY resources identified. e) Show the analysis process you have followed and the criterion you have used to do the resource appraisal. f) Indicate the strategic implications you have drawn from your resource appraisal. 2. Challenges trading internationally – a) Discuss the comparative advantage BMW has in the location where they operate and discuss the resource awards that reinforce the comparative advantage of BMW. b) Evaluate the comparative advantage using modern trade theories. c) Draw implications for management action from the evaluation of BMW’s challenges trading internationally. 3. Foreign Direct Investment (FDI) – (a) Evaluate whether ownership, location, or internalization advantages (see OLI paradigm) are key to the success of BMW and If not, what other forms of an organization other than FDI would you recommend? b) Evaluate if the location advantages gained are a good fit for the strategic goals of BMW. c) Evaluate if institutional constraints and enablers governing FDI enhance the legitimacy of BMW in South Africa. d) Draw implications for management action from the evaluation of FDI in South Africa. 4. Conclusions – a) Conclusions must reflect the work done in report 2. b) Show how the management problems identified connects to the conclusions resulting from your evidence presented in the report. In other words, connect what you investigated with the facts found in relation to the management problem identified. c) Conclusions should close the “circle” of your report by connecting to the management problem initially presented.
