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: I What is the strategy your airline is following? Be sure to include the following components of the strategy: 0 Overall strategy (Hambrick & Fredrickson typology) o Business-level strategy 0 Corporate-level strategy I How well does the strategy work? Do the financials indicate a successful strategy? What is your evidence? I Do you believe the strategy will be successful considering the industry conditions you identified in part 1? Why or why not? I What is the firm's resource base? What are its core and distinctive competences? I Consider your industry analysis from part 1. What challenges do these create for the rm? Wl'rat 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? I Does the firm's resource base appropriate for the strategy it is trying to achieve? Why or why not? I 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. Strategy analysis: Complete a detailed summary of the firm'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 firm's strategy: business-level, corporate, cooperative, and international. 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 firm. 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 coreI distinctive, both, or neither