I Part 2: Firm (Internal) Analysis of AirAsia X Part 2 of the assignment looks inside at the airline you have chosen to analyze. It considers both the strategy of the rm, as well as the resource base the rm draws upon. The specic questions you must consider in this part of the assignment are as follows: 1. What is the strategy your airline is following? Be sure to include the following components of the strategy: 0 Overall strategy (Hambrick 8: Fredrickson typology) c Businesselevel strategy 0 Corporate-level strategy How well does the strategy work? Do the nancials indicate a successful strategy? What is your evidence? Do you believe the strategy will be successful considering the industry conditions you identified in part 1? Why or why not? What is the rm's resource base? What are its core and distinctive competences? Consider your industry analysis from part 1 . What challenges do these create for the firm? What opportunities do they create that the firm might be able to exploit? What internal strengths and weaknesses does the company have to meet those challenges and opportunities? Does the firm's resource base appropriate for the strategy it is trying to achieve? Why or why not? Overall. what are the major leadership and management issues faced by the firm? Why did you choose them. as opposed to some other set? Appendices for part 2: 1. :55\" Strategy analysis: Complete a detailed summary of the rm's strategy using the Hambrick 8: Fredrickson typology. Identify each of the five dimensions of strategy (arenas, vehicles. differentiators. staging. and economic logic) and summarize what they tell you about the firm's strategy. Analyze the elements that make up each part of your rm's strategy: business-level. corporate. cooperative. and internationai. Financial analysis: Apply appropriate financial analysis to aid in understanding the performance profile of the rm you chose to analyze. internal analysis: Evaluate leadership and management issues faced by the rm. Resource and competence analysis: Carefully identify all the potential resources and competences possessed by the firm. Categorize them according to the VRIS scale. and identify whether they are core. distinctive. both. or neither. Appendices for part 3: 1. Analysis of problems: Identify the major problems that have emerged from the previous analysis (i.e.. including parts 1&2). Be sure to identify root causes. not just poor outcomes. Categorize the problems based on severity and urgency to help identify the most important problem(s) to be addressed. Identify any temporal sequencing needed in addressing the problems. . Analysis of altematives: Identify two distinct. reasonable paths for the rm you are analyzing. Evaluate the potential effectiveness of each in solving the primary problem(s) identied above. Be sure to identify and evaluate the risks and benefits of each path with respect to external stakeholders and with respect to internal stakeholders. For each alternative. identify actions to be taken. including changes needed within management processes. Comparison of alternatives to criteria: Compare each of the alternatives you identied to the set of criteria you identified. Based on your analysis. decide which alternative seems to make the most sense. Timelines. Outline the specific actions the firm would need to undertake to execute your chosen alternative. What needs to be done when? Plan for the next 3-4 years, including what actions need to be taken. who needs to take them. and how to know whether they are working