Final_Project_Milestone_Two.docx Final Project: Milestone Two: Risks Finance Economics & Decision / MBA - 640 Table of Contents Risks3 Internal3 External6 Microeconomic8 Alternate Financial10 References13
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Final_Project_Milestone_Two.docx Final Project: Milestone Two: Risks Finance Economics & Decision / MBA - 640 Table of Contents Risks3 Internal3 External6 Microeconomic8 Alternate Financial10 References13 Risks Internal Nordstrom™s plan to expand the company into India can be affected with internal risks. These risks can also affect the financial estimates that we have completed in the project proposal. There are strategic and operational risks and opportunities that could affect our success with the expansion into New Delhi, India. Strategic risk relates to the danger™s companies face in the process of trying to accomplish their strategic objectives. The plan might seem viable and on -track for success but analyzing the strategic risks involved can help the organization to identify obstacles or opportunities and address them before it™s too late (Ordenes, 2020). Strategic risk is about what you do, and operational risk is how you do it. With Nordstrom™s financial predictions the strategic and operational risk and opportunities could very well affect the outcome. This could result in the proposed financial predictions to be over or underestimated. It is very important for the Senior Leaders of Nordstrom to know and understand the fashion, the consumer and the market trends in India. If the team missed what was happening in the trends this would be a significant Internal risk. What drives Nordstrom™s success is the fashion trends. If Nordstrom was to miss the mark in the f. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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