Slide 10:

Well, in this slide I am going to tell you about the internal analysis…

Firstly we have to know that actually what is internal analysis and why we do so?

An internal analysis is the thorough examination of a company's internal components, both

tangible and intangible, such as resources, assets and processes. An internal analysis helps the
company decision-makers accurately identify areas for growth or revision to form a practical
business strategy or business plan.

Slide 11:
Now, the internal analysis of the Etisalat is done through the resource based approach that is framework
is built on assessing and selecting resources with the aim to reveal to boom an agency's competitiveness,
in addition to strategically aligning them.

As the picture that is paste in the slide shows that resource based approach categorizes the firm's
resources into two kinds of resources i.e. tangible and intangible

Resources tangible:

Tangible sources are those which are physical in nature.

Tangible resources at Etisalat encompass, for example:

• Property

• Instrumentation

• Materials

• Infrastructure

Resource intangible:

Intangible assets are assets that are not physic. Etisalat intangible resources encompass, for instance:

• A picture of the emblem

• Intellectual property
• Patents and Copyright

• Generosity

• Company names

• Customer contentment

• Multimedia

Characteristics of resources (heterogeneous and immobile):

• Heterogeneity

Under heterogeneity, the Resource based approach considers that assets based absolutely on talents and
capabilities i.e. including human aid operations, training, and expertise; vary from company to firm. This
variability is crucial in stopping best opposition features from enhancing.

• Immobility

The Resource based approach assumes that the company's assets are motionless and cannot be transferred
from one company to another - as a minimum now not inside the short time period. The Resource based
approach assumes that competition will be unable to copy and replicate Etisalat belongings, in addition to
construct and put into effect Etisalat-like methods and selections, based totally in this view of brief-time
period immobility. When it involves intangible resources, nature is basically stationary

VRIO assessment

The VRIO strategic tool can be implemented to the observed assets to see in the event that they can be
used to generate a protracted-time period competitive gain for Etisalat.

Competitive advantage

Competitive advantage, on the other hand, develops over time and is usually long-term because assets that
an agency owns, controls, or possesses successfully meet the VRIO standards.

When Etisalat properties are diverse and immovable in their own right, but only meet a few of the VRIO
standards, new sorts of profit for the company emerge. This includes the following:

 Competitive disadvantages
 Competitive parity
 Short term competitive advantage
 Competitive advantage