Group 28

Scene-Setting and Environmental/Internal Analysis

External Analysis

We started our analysis by looking at AmSafe’s external environment. Figure 1 shows the various

impacting factors for AmSafe. These signify it is operating in a fast-moving environment. These

dynamics help us to look forward in regards to what drivers will change the industry in the near future.

The wide variety of different drivers also indicates the difficulty AmSafe faces in moulding a coherent

strategy going forward that embraces market uncertainties.

University of Exeter

Strategy (BEMM119) Group ReportDrew Reynard – Xin Wang – Xiaoyao Zhu – Archit Garg – Janevisa Pattarapornpisit – Siyu Chen

AbstractThis report is an executive summary of a case study assignment looking into the current and future

strategies of UK-based engineered textiles manufacturer AmSafe. For any further detail required

please see the wiki page for all of the collated information and references used.

AmSafeBridport is the world’s leading provider of safety restraint products and is a dominant force in

three separate markets, the markets for cargo, airframes and as of recently the market for Tarian (an

RPG defence net aimed at military markets). AmSafe have recently been acquired by American

private-equity firm Transdigm and the new owners have asked AmSafe to focus on three key areas;

cost reductions, price increases and product development. Therefore these must be the aims for any

future strategy ensuring AmSafe maintain their position as global market leader. These strategies must

balance financial objectives with strategic objectives, for AmSafe how these goals can be measured can

be seen in the balanced scorecard in appendix 1.

Figure 1: Amsafe forces and drivers

Taking these drivers, we concluded several basic trends. Firstly, there is an increasing demand for

reduced-weight products. Secondly, there is increasing concern about the risk cargo transporting brings.

Also, the aviation industry is embracing a deregulation trend leading to growth in emerging marketsbut

also increasing costs.

Based on the analysis, we built four scenarios centredon two key uncertainties that are economic

condition and the potential of war or terrorist attack (see figure 2). The scope of the scenario is to

forecast the effects to the future in 2019, at the global level and covering the industry of commercial

aviation and defence business.

Figure 2: AmSafe Scenario Planning

‘Struggle to maintain the position’ results in an increased demand in the defence industry but a

decreased demand in aviation industry. In this situation, AmSafe could continue its innovation strategy

to develop more products in defence industry and change its product portfolio. ‘Struggle to survive’ sees

both commercial aviation and defence industry suffer from low demand, making AmSafe struggle to

survive. In this case, AmSafe could try to increase profit margin by cutting down costs and increase

efficiency.‘Aviation booming’ describes a future with demand increases in aviation industry due to the

economy booming while defence industry doesn’t change much. Amsafe can best benefit it by carrying

out a best-cost strategy, and expanding their markets. ‘Both market booming’ sees both industries

striving AmSafe can take advantage of this by carrying out innovation, diversification, market

penetration and market development. However, this situation has very low possibility of happening, as

the economy tends to contract when war or terrorist attacks occurs.

Figure 3: Industry Life Cycles

Key: Blue = Tarian (defence)Red = Airframe  Green = Cargo

AmSafe’s three markets are at different stages in the industry life-cycle (shown above), this suggests

that since the defence sector is in the growth stage that future strategies should be focussed on filling

this expanding demand, be it through new product innovation or blue ocean strategies to satisfy new

demands.

Internal analysis

Resources and Capabilities

Appendix 2 identifies the key resources of AmSafe. In isolation resources do not provide a company

with a competitive advantage. Figure 4 looks at the capabilities of AmSafe and puts them into

hierarchical order according to the scope of knowledge that they integrate.

Figure 4: AmSafe Hierarchical Capabilities

This table shows AmSafe's hierarchical capabilities by scope of knowledge.

Considering the dynamic and changeable environment Amsafe operates in, it’s not enough to only analyse the capability in a predictable and stable environment. Therefore, consideration is given to dynamic capabilities. Figure 5 identifies Amsafe’s dynamic capabilities that build or grow within the firm and cannot be purchased.

Figure 5: AmSafe’s Dynamic Capabilities

AmSafe’sforward-thinking strategies have led them to a dynamic capability rich position. They have

strong dynamic capabilities in the management process that helps them to adapt to uncertainties and

unexpected events

A traditional VRIN framework is used to analyse the resources and capabilities of Amsafe.

Figure 6: AmSafe VRIN Framework

The chart illustrates clearly that AmSafe is strong in the innovation design, capabilities and intellectual

assets from traditional analysis.  They can provide developed products that fit for the advanced aircraft,

their advanced lightweight cargo pallets are the industry leading products.  Because of the good quality

and timely innovation, they also acquired a good reputation and stable customer. However, due to the

fast moving competition AmSafe needs to shorten the time from idea to product in order to stay ahead

of competitors.

Another tool, the value chain, is introduced in appendix 3.The main channels through which AmSafe

adds value are its expertise on the manufacturing and product development side. Its vast experience and

knowledge of the market help it to develop the very best products that outcompete rivals through sheer

quality. This can be seen through its development and rapid success of its' latest product Tarian.

AmSafe's ability to further its current products whilst moving into new markets not only generate profit

but also adds value to customers as products were not previously available in some of these markets.

This value added arises through AmSafe working closely with current and prospective customers to

develop better products and solve any problems they have. Combining all of the above strategies gives

us the TOWS matrix below which shows how AmSafe’s environment influences their strategy.

Figure 7: TOWS analysis for AmSafe

TOWS Strengths 1.Product innovation capabilities 2.Skilled engineers 3.Strong brand and reputation 4.Proven capabilities in improving production processes 5.Good relationship with suppliers+distributors 6.Good quality products

Weaknesses1.Centralised management structure (slow reaction)2.Product to market lag time

Opportunities1.The growth of aviation industry in emerging countries2.Customer demand for reduced-weight products increasing3.Deregulation of aviation industry

OS1.Market development (emerging markets, new markets)2.Blue ocean strategy

OT1.Use large-scale production units to exploit economies of scale2.Reduce lag time by increasing innovation investment

Threats1.The cyclical nature of commercial aviation industry2.Defence sector regulation3.Increasing labour costs (China)4.Credit risk and customer default5.(low-cost)Competitors emerging particularly in emerging markets 6.Foreign exchange movement

TS1.Innovation strategy - product development strategy2.Arbitrage - global supply chain3.Best-cost strategy - maintain quality and innovation when control the cost

WT1.Set up a financial department to deal with foreign exchange movement2.Decentralise to give subsidiaries more autonomy to operate

Key Strategies Identified

Business level strategy

AmSafe has recently pursued several different business level strategies as illustrated below:

Best-Cost Provider – AmSafe target 3% year on year cost reductions. This cost-minimising strategy is

combined with a product differentiation strategy with the aim of maximising customer satisfaction.

AmSafe has done this by cutting costs in its’ broad market (commercial aviation) in order to appeal to a

niche market in the form of it’s Tarian product (Thompson et al 2012, p167). Maintaining this profitable

middle-ground is vital for future strategy implementation.

Blue Ocean strategy - AmSafe has also sought to create uncontested markets through investment in its

product development and R&D. An example of this is its' thriving Tarian business which now represents

20% of AmSafe's profits even though it was only established several years ago. Although this market is

now contested through competitors such as Qinetiq, AmSafe still exploits a first mover advantage and

this side of the business is highly profitable and expanding quickly.

Figure 8Tarian Strategy Canvas

This Strategy canvas visually represents the areas of competition that AmSafe is outperforming its'

competitors such as Qinetiq in and those where it is being outcompeted. It can clearly be seen that this

represents a blue ocean strategy, as AmSafe is able to offer far more than competitors especially in

terms of how the product is reusable and lightweight.

AmSafe’s international strategy- Another of AmSafe's recent strategies has been to expand the

outreach of its' operations into America, Sri Lanka, China to complement its corporate headquarters in

Bridport. This strategy helps to locate AmSafe closer to both its' customers and its' suppliers (e.g. many

of AmSafe's suppliers are located close to its China base). This strategy has the benefit of AmSafe being

able maintain and establish relationships more easily both with suppliers and customers. By being

located in China this also gives AmSafe the ability to source new suppliers and better manage their

supply chain, as production in China has now ceased this is the sole aim of the China unit.

In this version of the BCG diamond model AmSafe's current position is shown by the red dots/lines.

By looking at AmSafe's overall position in the diagram above we can see where AmSafe performs

strong and weak, as a perfect international strategy would involve moving to the extremities on each

access to have the shape of the dotted diamond line. This can act as a guide for future strategies.

AmSafe has the ability in the future to explore new markets and expand current product ranges.

Especially since its' recent acquisition by Transdigm, AmSafe has the opportunity to work with other

companies that come under the 'Transdigm umbrella'. Such as the Naval supply company Ian Kentfield

mentioned in the lecture. These connections and relationships give AmSafe the ability to find new

markets and make new products.

Three A's model - AmSafe has previously operated an arbitrage international strategy. Whereby, it

exploits global differences (for example low cost labour in Sri Lanka) to reduce costs and enhance

performance. The main strategy through which this arbitrage is achieved is via offshoring. Where

AmSafe moves parts of it's production to the areas where cost can be minimized and differences

exploited. This enables them to 'Buy low in one market and sell high in another' successfully arbitraging

the market.

Figure 9: Signals AmSafe’s advantages from international strategy

Innovation strategy

Currently, Amsafe is highly efficient in terms of innovation management. They seem to respond quickly

to the rapidly changing environment to build their competitive advantage which can be seen from many

awards they had received in recent years such as the queen’s award for developing exceptional

performance in Tarian products (Amsafe.com, 2013).  To emphasize in the quality of the products, they

also have the contract with the government such as the MOD in the UK. It can be said that their product

innovation has a high quality standard as they have a strong customers and reputations in both defence

and aviation industry.  According to Nagji and Tuff (2012), the enterprise that concurrently has a

substantial innovation management may seen in the clear vision of investing in three levels of aspiration

and trying to manage the balance among these factors. This ratio can be seen as  70% for core, 20% for

adjacent and 10% for transformational. Amsafe has almost met this criteria by developing their products

to follow this ratio. Thus, this leads to the good innovation management in the company. For instance,

70% of typical research and development in lightweight pallet nets as the core to optimize the existing

products, around 20% from fire contain covers as the adjacent in the new to the company business and

nearly 10% of transformational Tarian products as to invent products that market do not have and their

revenue has turned back well as seen from the financial data. The aim of the company is trying to

improve their talent, integration, funding and pipeline management to improve their sustainable

innovative development.

Figure 10: Innovation Strategy

Figure 11: Network level Strategy

AmSafe has built strategic alliances with many of its stakeholders. AmSafe already allied with some

stakeholders as shown in the table. It can also build horizontal relations with local competitors in the

future when enter new markets, which helps it reduce risk and minimize culture distance. Also, it’s

possible to ally with NGOs, universities, research institutions or banks to access more resources,

improve the performance on CSR and get financial support. However, attention should be put to alliance

about culture clash and integration problems. Moreover, AmSafe should be careful about the risk of

becoming dependent on partner firms for essential expertise and capabilities.

Corporate level strategy

Horizontal Integration--In 2009, AmSafeBridport acquired the designs of one of its more effective

competitors, Hoffmann, based in Germany. Hoffmann had developed a leading position in high strength

cargo nets and, by effectively removing this company,AmSafeBridport was able to strengthen its

position significantly.

Backward Vertical Integration--AmSafeBridport acquired the product line of its main competitor, Air

Cargo Equipment and acquired the product line of a company involved on the fringes of this area,

Halko. Both were US based and both were acquired in the early 2000’s.

Strategy Evaluation Framework

When comes to the part of evaluation in order to understand the most in the current situation of Amsafe

we shall follow on the analysis of internal and external environments. Can the strategy help the

organisation achieve a sustainable competitive advantage? and is the strategy producing good

organisation performance? To evaluate these strategies we applied Mckinsey’s test and also Rumelts

model found in appendix 7.

Mckinsey 10 tests

ExplanationYES/NO

1.Will AmSafe's strategy beat the market?

Amsafe’s strategy is global, they provide standardised products and are able to maintain competitor advantage.

YES

2.   Does AmSafe's strategy tap the source of advantage?

Amsafe’s key strategy is Innovation which includes development of new products and improving the existing ones.

YES

3.   Is AmSafe's strategy granular about where to

AmSafe's currently are looking to expand into lots of existing markets (e.g. US defence) as well as seeking new markets for uses of their products. As a result of this broadness AmSafe's strategy is

NO

compete? not granular.

4.  Does AmSafe's strategy put you ahead of trends?

Amsafe has long-term contracts with suppliers and customers across the geographical areas.

YES

5.  Does AmSafe's strategy rest on privileged insights?

AmSafe's strategy relies upon their experience in the current markets and predictions about future trends, perhaps the most important privileged insight is AmSafe's world leading expertise is textile engineering that rivals will find it difficult to replicate

NO

6.  Does AmSafe's strategy embrace uncertainty?

AmSafe's desire to develop products in several different markets embraces uncertainty as to which markets perform the best in future as by diversifying accross several counter-cyclical markets this can protect AmSafe from future cyclical uncertainties.

YES

7.  Does AmSafe's strategy balance and commitment and flexibility?

Amsafeis flexible in their strategies, they developed light-weight cargo pallet nets and thermal covers.

YES

8.  Is AmSafe's strategy contaminated by bias?

Amsafe is transparent regarding their strategies and their relations with customers and distributors.

NO

9.  Is there conviction to act on AmSafe's strategy?

Amsafe is convicted to act on Innovation strategy. YES

10. Have AmSafe translated their strategy into an action plan?

Amsafe's main strategy is innovation. They has highly focused on their innovation , quick drop helicopter under slung system , 5000lb tie down straps are some of the examples of its innovative strategy.

YES

Recommendations

Based on our internal/external environment research and our evaluation of AmSafe’s current strategies

we have the following recommendations for AmSafe’s future strategies:-

1. Six sigma is used reducing long term defect levels below 3.4 defects per million opportunities.

AmSafe can use this tool to by determining an appropriate sigma level for each of their most

important processes. They seek to reduce the amount of defects as this is the crucial area of

competition in the industry where defects can cost lives.

2. The innovation investment cannot stabilize at 70-20-10, it varies due to several reasons. It is

required to create a balance of core, adjacent and transformational innovation. Key factors to

focus on are talent- attracting and retaining skilled engineers. For transformational innovation

Amsafe needs to employ qualified employees, integration- core innovation and adjacent

innovation always are easily to succeed with existing activities. AmSafe can establish an

independent research centre for them, funding –transformational innovation needs huge

investments whereas core and adjacent doesn’t, amsafe already contracted with MOD they can

cooperate with some civil manufacturer such as Boeing and Airbus to enhance their core

business innovation and pipeline management – most of the companies relyo stage gate process

to find out success idea from lagrge candidates. But this traditional approach doesn’t fit to the

transformational approach. Amsafe needs adjust for accessing level of uncertainity and

financial.

3. Rising competition in aviation industry in the emerging markets, it is suggested for amsafe to

enter emerging markets such as China, Middle East. There are many ways they can enter those

markets. One possible way is by acquisition or joint venture.

4. Companies have to understand CSR take steps like to reduce the CO2 emission and also use

environmental friendly materials. By creating sustainable supply chain management it will help

in building a better image. It's vital for AmSafe to continue implementing its new product

development strategy for that they need to focus on Human Resource Management through

recruiting qualified employees and training them , advance technology and investing more in

R&D department.

Appendix 1: Balanced scorecard

Perspectives Goals Objectives Measurements

Customer Continuously improve customer satisfaction throughout global markets

Adapt to different customer needs, create brand loyalty

Lead time, Feedback

Internal Business

Continuously improve business processes through improving resources and capabilities

Increase productivity and quality

Internal audit measures

Innovation and Learning

Continuously improve R&D and innovation

Find new markets with innovative products, attract talented employees

New products, new markets, development time

Financial Continuously improve financial performance

3% price increase3% cost reductions

Sales,Operating profit margin

Appendix 2: AmSafe’s resources

Tangible Resources Physical

• Branches in Bridport UK, Columbo Sri Lanka, Wathipitawala Sri Lanka, Erie Pennsylvania USA, LA USA, China

• Manufacturing facility and sales offices in Sri Lanka • In USA,service centre. • Outsourcing materials in China

Financial Proven financial track record Credit history

Technological• Focus on improvement of products in R&D and innovation • Own patents of low weight products, fire covers such as thermal covers

Organizational• Prior to 1999,owned by Bridport PLC> Marmon corporation>Pritzker

family>Greenbear and Birkshire>Transdigm• Columbo covered global accounts to support IT system to Sri Lanka and

UK, sales support to middle and far east customers, design and development activities

• Wathipitawala covered manufacturing location for all AmsafeBridport volume product

• Erie covered design and manufacturing in USA, sales support for north USAIntangible ResourcesHuman assets & intellectual capital

• Good people and skilled engineers • Expertise and specialized team leading in textiles industry

• Knowledge and experience to gain and use the raw materials effectively Brands & reputational assets

• Long company history • Strong reputation in the market • Provide the cargo nets to most of the airlines in the world. Tarian products is

the world's leading in innovative products • ISO

Relationships• Focus on improvement of products in R&D and innovation • Own patents of low weight products, fire covers such as thermal covers

Organizational culture & incentive system• Transdigm focus on three areas> 1. Cost reduction 2.Price increases 3.Product

development • Cornerstone strategy (the only debate was over 'how" rather than "should we" • The culture: "Think like an owner, act like an owner"

Appendix 3 Value chain analysis

In this analysis we aim to show where AmSafe adds value by separating both of its primary and secondary activities into threshold, core and distinctive competencies.

Primary activities

Competency Categorization

Supply-Chain Management

Threshold Key in the market is to be able to manufacture the products quickly, efficiently and cheaply. AmSafe achieves this.

Core A core competency for AmSafe is that after initial product development in Bridport manufacturing is moved to low cost areas such as Sri Lanka where supply costs can be kept low.

Distinctive A distinctive competency for AmSafe is that although manufacturing is now too expensive in their China location it now has that location open purely for sourcing better/cheaper supplies and maintaining good relationships with Chinese suppliers.

Operations Threshold Product development is in Bridport but when product is finalised. Production is moved with the help of the operations director to Sri Lanka.

Core A core operations competency of AmSafe is its' ability to attract and keep high quality engineers that can work efficiently and develop new products.

Distinctive ---

Distribution Threshold It distributes products and services to manufacturers like Airbus, Bombardier, AVIC directly or through their suppliers and C & D Aerospace.

Core Its core capability is that has manufacturing units near the majority of its customer meaning transportation costs through distribution

are minimised.

Distinctive ---

Marketing & Sales

Threshold AmSafe works with current customers and potential customers closely to develop useful products and solve customer problems.

Core AmSafe has built a reputation in the market for very good quality, this has taken many years but as Ian Kentfield stated can be lost in a heartbeat.

Distinctive US markets particularly like the history of the company (dating back to the 13th century), this helps distinguish AmSafe from competitors.

After Sale Services

Threshold Although after sales service is not quite as important as in other more service based industries AmSafe must still be able to repair any failed products and offer good service to customers

Core AmSafe excels in this category because it has two major servicing units both situated in America which is near to it customers and can quickly repair products

Distinctive ---

Secondary activities:

Procurement This focuses how should business purchase raw material at cheapest .it involves inventory management. Company strategic alliances with the distributors Satair (globally recognised), Nordisk for cargo pallets and C&D Zodiac for Boeing

Human resource management

One of the toughest areas of management is management of employees, different people come different background and it also incurs huge cost for the selecting the right person for right job.

Technology Company has greatly emphasised on the technology, which is also includes product development. AmSafe had its greater part of IT work in Sri Lanka

Infrastructure AmSafe has a rich infrastructure, it sales, design, marketing were in Bridport, global accounts, product development and IT in Sri Lanka & manufacturing in Wathipitawala

Appendix 4Competitive Strength Analysis

AmSafe Saco QinetiQ

Key

Success factor /

Importance weight

Strength rating

Weighted score

Strength rating

Weighted score

Strength rating

Weighted score

strength measure

Quality performance

0.15 8 1.2 8 1.2 7 1.05

Reputation 0.10 8 0.8 8 0.8 8 0.8

Manufacturing capability

0.15 9 1.35 7 1.05 8 1.2

Technological skills

0.15 9 1.35 7 1.05 8 1.2

Dealer network 0.15 8 1.2 8 1.2 7 1.05

New product innovation

0.2 8 1.6 7 1.4 7 1.4

Financial resources

0.10 8 .8 7 0.7 8 0.8

Sum of importance

1

Overall weighted competitive strength rating

8.3 7.4 8.5

Appendix 5Innovation strategy

Strategic choices for AmSafe

1.  Technology push

AmSafe has a high funding for R&D as they seen innovation as the substantial part of the business in the internal.

AmSafe also invest in the external relationship with many companies in different sectors in order to gain raw materials and technology for the innovation. This can be seen as the co creation from many products.

AmSafe has an aim to move to the new market as their strong mission and vision is to operate in the global basis.

2.Product innovation

AmSafe focus in new product selection and new product development. They have a good collaboration with their partnership and customers to source for the high quality in raw materials. For instance, Tarian products and thermal cover.

AmSafe has delivered the good products and services to their customers. They have an engineer team to help their customers directly as to effectively see the problems and solve it as soon as possible.

AmSafe provides British standards as to ensure for the high standard for Tarian products.

AmSafeBridport’s pallet nets are designed to exceed the stringent requirements of the Federal Aviation Administration (FAA) and European Aviation Safety Agency (EASA).

AmSafe has a partnership to develop additional lightweight products that improve fuel efficiency and reduce carbon emissions.

Provide dynamic testing facilities, developed dynamic test protocols and procedures to meet both customer approvals and industry regulations

3.  Open innovation

AmSafe has invested and developed their strong internal capabilities, which can be seen as they have the strong expertise in engineering team to manage and launch their product.

AmSafe has a partnership as they acquired many companies to help build, design and innovate their products. Even their main competitors like QinetiQ.

AmSafe also focus in the new product development from the partnership and the group of customers to co-creating and co-designing. The company aim to work closely with them. Measure process is also considered when the company

4.  First mover AmSafe has high standard in their technology and innovation to expand their company to the emerging markets such as China. They also create a good reputation and brand loyalty especially in the defence industry. Their products are well known and were used widely in many government sectors. For instance, Tarian products have set their technical standard in the global market.

5. Technological

AmSafe innovate their process by investigate new ideas, select the product development to launch, organise, validate, assemble, test and execute. The company always discuss with customers in order to find the value added for the company.

Appendix 6: Strategic Alliances

AmSafe has many potential strategic partners to build in creativity, innovation and for sustainability. Upstream vertical relations with suppliers: AmSafe worked closely with its Dutch suppliers,

DSM, who developed high tenacity textiles which AmSafe were able to use in their aerospace and military products

Downstream vertical relations with buyers: a direct alliance with Boeing for its military 767 aircraft through the work they had carried out designing and manufacturing barrier nets.

Downstream vertical relations with distributors:AmSafe had strategic alliances with three of its main distributors – Satair, a Danish company with a global presence; Nordisk, who operated from Norway and Hong Kong and specialised in sales of cargo pallet nets and tie-down straps; and C&D Zodiac who had strong links to Boeing. AmSafe has a partnership with Tulmar who is AmSafe's distributor for aviation seatbelts in Canada. AmSafe signed an extended, on-going contract with Kuehne + Nagel S.a.r.l to deliver precise logistical support for the DuPont™ Tyvek® Air Cargo Thermal Cover, which AmSafeBridport distributes to its increasing number of European pharmaceutical customers.

Indirect horizontal relations with industry outsiders (e.g., complementor): no present alliance, but could it be possible?

Direct horizontal relations with industry insiders (competitors):  no present alliance, could it be possible?

Other organisations: universities, research institutions, banks, lenders, and private equity organisations? Partnership with AISH - design Tarian product

Appendix 7: Rumelt's model

References

References (External Environment Analysis)

Aero-net (2014). Homepage. Retrieved January 30, 2014 from http://www.aero-net.com/

Deloitte (2014).2014 Global Aerospace and Defense Industry Outlook. Retrieved from http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_AD_GlobalAandDOutlook_01022014.pdf

Direct Industry (2014). Products. Retrieved January 30, 2014 from http://www.directindustry.com/prod/miloco-group/cargo-nets-8166-652423.html

GPI Forankra (2014). GPI Forankra. Retrieved January 30, 2014 from http://www.gpi-int.fr/

Key Safety Systems (2014). Overview. Retrieved February 3, 2014 from http://www.keysafetyinc.com/overview.asp

Monaghan, A. (2012, November 27). Aerospace industry warns on technology and skills race. The Telegraph. Retrieved from http://www.telegraph.co.uk/finance/newsbysector/industry/9704251/Aerospace-industry-warns-on-technology-and-skills-race.html

PwC (2012).Aerospace &defense 2012 year in review and 2013 forecast. Retrieved from http://www.pwc.com/en_US/us/industrial-products/assets/pwc-aerospace-defense-year-in-review-and-forecast-may2013.pdf

PwC (2012b). Globalization: Aerospace suppliers need a flight plan to sustain growth. Retrieved from http://www.pwc.com/en_US/us/industrial-products/assets/pwc-gaining-attitude-issue-4-sustain-growth.pdf

QinetiQ (2014).Products. Retrieved January 30, 2014 from http://www.qinetiq.com/what/products/Pages/default.aspx

Satco, Inc. (2014). Homepage. Retrieved February 14, 2014 from http://satco-inc.com/

VATSP Update. (2013). Technical Report. Retrieved from http://www.doav.virginia.gov/Downloads/Studies/VATSP%20Update/2003%20VATSP%20Chapters/Ch3-VATSP-Update-Tech-Rpt-03.pdf

References (Internal Environment Analysis)AmSafe (2014a), About AmSafe. Retrieved February 1, 2014 from http://www.amsafe.com/about-amsafe/

AmSafe (2014b).AmSafe Executive Management. Retrieved February 3, 2014 from http://www.amsafe.com/about-amsafe/leadership/amsafe-executive-management/AmSafe (2014c).AmSafe Facility & Product Line Management. Retrieved February 3, 2014 from http://www.amsafe.com/about-amsafe/leadership/amsafe-facility-product-line-management/

AmSafe (2014d).News, Media & Events. Retrieved February 8, 2014 from http://www.amsafe.com/2013/06/12/world-first-faa-easa-safety-approval-awarded-to-amsafe-bridports-cargo-tie-down-strap/ 

AmSafe (2014e). Technical Documentation. Retrieved February 8, 2014 from http://www.amsafe.com/technical-resources/technical-documentation/

AmSafe (2014f). Technical Resources. Retrieved February 8, 2014 from http://www.amsafe.com/technical-resources/

AmSafe (2014g). Testing Facility. Retrieved February 10, 2014 from http://www.amsafe.com/technical-resources/testing-facility/

AmSafe (2014h). Quality Compliance. Retrieved February 10, 2014 from http://www.amsafe.com/technical-resources/quality-compliance/

Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., Winter, S. and Maritan C. (2007). 'Dynamic capabilities and organisational processes'. In Dynamic Capabilities: Understanding Strategies Change in Organisations, p30-45. Oxford: Blackwell.

References (Key Strategies Identified)

Bhattacharya, A., Hemerling, J. and Waltermann, B. (2010). Competing for Advantage: How to Succeed in the New Global Reality. Journal. Retrieved March 19, 2014 from http://www.bcg.com/documents/file37656.pdf.

Chan Kim, W. and Mauborgne, R. (2005). 'Blue Ocean Strategy: How to Create Uncontested Mareket Space and Make Competition Irrelevant', Harvard Business Press.

Dewit, B. and Meyer, R. (2010). Strategy Synthesis 3rd. London: Cengage Learning.

Ghemawat, P. (2007). Why the World isn't Flat  Journal. Retrieved March 20, 2014 from http://www.foreignpolicy.com/articles/2007/02/14/why_the_world_isnt_flat.

Janes, A., Kentfield, I. and McIIwraith, R. (2014). Case Study: AmSafeBridport.

Strategy Evaluation Framework

Bradley, C., Hirt, M. and Smit, S. (2011). Have you tested your strategy lately? Journal. Retrieved March 21, 2014 from http://www.mckinsey.com/insights/strategy/have_you_tested_your_strategy_lately.