Task_2_D081.docx Task 2: Innovative and Strategic Thinking  Course Code: D081  A.   Discuss at least TWO potential risks that the company from the scenario may encounter in entering the new market and descr
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Task_2_D081.docx Task 2: Innovative and Strategic Thinking  Course Code: D081  A.   Discuss at least TWO potential risks that the company from the scenario may encounter in entering the new market and describe the impact to the company. (Unit 3: Managing Risks.)   1.One of the potential risks that the company is taking is Financial loss. Because the National Fisheries Development Board agreed to endorse the foldable boat only if they used the plastic waste from India, the company would have to invest a substantial amount of money to build a manufacturing facility in India. This puts the company in a risky financial situation. 2. According to the scenario, the company could design the new foldable boat in numerous ways. With multiple designs, the company will then have to test each design to find the best foldable boat for the fishers of India. Including testing different paper products and waterproof coatings. This could lead to production errors and technology malfunctions. Therefore, giving the company the potential risk of operational risk.  B1. Conduct a SWOT analysis of the company in the scenario by identifying and explain at least two internal strengths. The identification of each strength requires more than just listing each element. Consider a sentence or two that relates the strength to the given scenario.  1.One of the internal strengths of the company is that their most popular product is designed as a plastic carrying case. Once it reaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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