I need to answer these Q about and write a three paper report.

1.   Is there a well-defined or emerging culture composed of shared beliefs, expectations, and values?

2.   Is the culture consistent with the current objectives, strategies, policies, and programs?

3.   What is the culture’s position on environmental sustainability?

4.   What is the culture’s position on other important issues facing the corporation (that is, on productivity, quality of performance, adaptability to changing conditions, and internationalization)?

5.   Is the culture compatible with the employees’ diversity of backgrounds?

6.   Does the company take into consideration the values of the culture of each nation in which the firm operates?

C.       Corporate Resources

1.   Marketing

a.        What are the corporation’s current marketing objectives, strategies, policies, and programs?

i.         Are they clearly stated or merely implied from performance and/or budgets?

ii.        Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?

b.   How well is the corporation performing in terms of analysis of market position and marketing mix (that is, product, price, place, and promotion) in both domestic and international markets? How dependent is the corporation on a few customers? How big is its market? Where is it gaining or losing market share? What percentage of sales comes from developed versus developing regions? Where are current products in the product life cycle?

i.         What trends emerge from this analysis?

ii.        What impact have these trends had on past performance and how might these trends affect future performance?

iii.  Does this analysis support the corporation’s past and pending strategic decisions?

iv.  Does marketing provide the company with a competitive advantage?

c.        How well does the corporation’s marketing performance compare with that of similar corporations?

d.   Are marketing managers using accepted marketing concepts and techniques to evaluate and improve product performance? (Consider product life cycle, market segmentation, market research, and product portfolios.)

e.   Does marketing adjust to the conditions in each country in which it operates?

f.         Does marketing consider environmental sustainability when making decisions?

g.        What is the role of the marketing manager in the strategic management process?

2.   Finance

a.        What are the corporation’s current financial objectives, strategies, and policies and programs?

                                            i.            Are they clearly stated or merely implied from performance and/or budgets?

                                           ii.            Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?

b.   How well is the corporation performing in terms of financial analysis? (Consider ratio analysis, common size statements, and capitalization structure.) How balanced, in terms of cash flow, is the company’s portfolio of products and businesses? What are investor expectations in terms of share price?

                                            i.            What trends emerge from this analysis?

                                           ii.            Are there any significant differences when statements are calculated in constant versus reported dollars?

                                         iii.            What impact have these trends had on past performance and how might these trends affect future performance?

                                         iv.            Does this analysis support the corporation’s past and pending strategic decisions?

                                           v.            Does finance provide the company with a competitive advantage?

c.        How well does the corporation’s financial performance compare with that of similar corporations?

d.   Are financial managers using accepted financial concepts and techniques to evaluate and improve current corporate and divisional performance? (Consider financial leverage, capital budgeting, ratio analysis, and managing foreign currencies.)

e.   Does finance adjust to the conditions in each country in which the company operates?

f.         Does finance cope with global financial issues?

g.        What is the role of the financial manager in the strategic management process?

3.   Research and Development (R&D)

a.        What are the corporation’s current R&D objectives, strategies, policies, and programs?

                                            i.            Are they clearly stated or merely implied from performance or budgets?

                                           ii.            Are they consistent with the corporation’s mission, objectives, strategies and policies and with internal and external environments?

                                         iii.            What is the role of technology in corporate performance?

                                         iv.            Is the mix of basic, applied, and engineering research appropriate given the corporate mission and strategies?

                                           v.            Does R&D provide the company with a competitive advantage?

b.   What return is the corporation receiving from its investment in R&D?

c.        Is the corporation competent in technology transfer? Does it use concurrent engineering and cross-functional work teams in product and process design?

d.   What role does technological discontinuity play in the company’s products?

e.   How well does the corporation’s investment in R&D compare with the investments of similar corporations? How much R&D is being outsourced? Is the corporation using value-chain alliances appropriately for innovation and competitive advantage?

f.         Does R&D adjust to the conditions in each country in which the company operates?

g.        Does R&D consider environmental sustainability in product development and packaging?

h.   What is the role of the R&D manager in the strategic management process?

4.   Operations and Logistics

a.        What are the corporation’s current manufacturing/service objectives, strategies, policies, and programs?

                                            i.            Are they clearly stated or merely implied from performance or budgets?

                                           ii.            Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments?

b.   What are the type and extent of operations capabilities of the corporation? How much is done domestically versus internationally? Is the amount of outsourcing appropriate to be competitive? Is purchasing being handled appropriately? Are suppliers and distributors operating in an environmentally sustainable manner? Which products have the highest and lowest profit margins?

                                            i.            If the corporation is product oriented, consider plant facilities, type of manufacturing system (continuous mass production, intermittent job shop, or flexible manufacturing), age and type of equipment, degree and role of automation and/or robots, plant capacities and utilization, productivity ratings, and availability and type of transportation.

                                           ii.            If the corporation is service oriented, consider service facilities (hospital, theater, or school buildings), type of operations systems (continuous service over time to same clientele or intermittent service over time to varied clientele), age and type of supporting equipment, degree and role of automation and use of mass communication devices (diagnostic machinery, video machines), facility capacities and utilization rates, efficiency ratings of professional and service personnel, and availability and type of transportation to bring service staff and clientele together.

c.        Are manufacturing or service facilities vulnerable to natural disasters, local or national strikes, reduction or limitation of resources from suppliers, substantial cost increases of materials, or nationalization by governments?

d.   Is there an appropriate mix of people and machines (in manufacturing firms) or of support staff to professionals (in service firms)?

e.   How well does the corporation perform relative to the competition? Is it balancing inventory costs (warehousing) with logistical costs (just-in-time)? Consider costs per unit of labor, material, and overhead; downtime; inventory control management and scheduling of service staff; production ratings; facility utilization percentages; and number of clients successfully treated by category (if service firm) or percentage of orders shipped on time (if product firm).

                                            i.            What trends emerge from this analysis?

                                           ii.            What impact have these trends had on past performance and how might these trends affect future performance?

                                         iii.            Does this analysis support the corporation’s past and pending strategic decisions?

                                         iv.            Does operations provide the company with a competitive advantage?

f.         Are operations managers using appropriate concepts and techniques to evaluate and improve current performance? Consider cost systems, quality control and reliability systems, inventory control management, personnel scheduling, TQM, learning curves, safety programs, and engineering programs that can improve efficiency of manufacturing or of service.

g.        Do operations adjust to the conditions in each country in which it has facilities?

h.   Do operations consider environmental sustainability when making decisions?

i.         What is the role of the operations manager in the strategic management process?

Some information I found you might see it helpefule:

*Strengths

Google has two core strengths. Its search engine processes nearly 70% of the world’s queries, and Android powers nearly 80% of smartphones worldwide. Therefore, it isn’t surprising that Google is the largest Internet advertising company in the world by annual revenues.

Google leverages its strengths in search and mobile by corralling users into its ecosystem with useful apps like Maps, Drive, Gmail, YouTube, and Google Now. These apps gather information on users, enabling Google to craft better targeted ads across its network. In addition to selling ads, Google generates additional mobile revenue by taking a 30% cut of Play Store purchases. Those growth engines pumped out robust top and bottom line growth over the past five years.

*Weaknesses

Google’s greatest strength is also its biggest weakness. With over 90% of its revenues coming from advertising, Google is vulnerable to fluctuating demand for its ads. One of Google’s most closely watched figures is the “cost-per-click” (CPC) of ads, which measures how much advertisers are willing to pay for traffic. In the first quarter, Google’s CPC fell 7% annually, compared to a 3% decline in the fourth quarter of 2014.As the value of Google’s ads declined, the value of Facebook (NASDAQ:FB) ads climbed, due to its strategy of throttling the number of displayed ads to inflate demand. Last quarter, the average price of a Facebook ad soared 285% annually even though total ad views dropped 62%. Facebook also generated more than triple the amount of mobile display ad revenue of Google last year, according to eMarketer.

Opportunities

Despite those weaknesses, Google is shoring up its defenses against Facebook’s mobile advance. With Android M (6.0), which will arrive later this year, Google will add context-based searches of apps and replacements of app-based browsers with Chrome overlays. Both moves could help Google mine data from apps, even if they’re tethered to Facebook’s ecosystem.

Threats

Three key rivals — Facebook, Amazon, and Apple — could derail Google’s plans.

Facebook’s 1.44 billion monthly active users make it the first stop for any company looking to advertise on social media. Its streamlined app and ability to rapidly grow a “hidden” network of third-party apps and sites through single sign-ons should continue to be a thorn in Google’s side.

Meanwhile, the more people who go directly to Amazon to shop, the fewer product search queries Google can process. Last year, Google Chairman Eric Schmidt admitted that “almost a third of people looking to buy something started on Amazon … more than twice the number who went straight to Google.”

https://www.fool.com/investing/ghttps://www.fool.com/investing/general/2015/07/03/swot-analysis-of-google-inc.aspxeneral/2015/07/03/swot-analysis-of-google-inc.aspx