MBA 599 Strategic Management Case Project

This
capstone course requires each student to construct a detailed and
well-thought-out analysis of a business employing all the relevant strategic
analysis tools studied in the course. This project will take the full term to
complete. It is our sincere hope that you will find this project to be the most
rewarding effort in your educational career.

Project
Overview

This course is designed to help you develop
strategic skills that can be used in management. The process of strategic
planning is an iterative cycle of research and analysis, ending with a series
of choices about what will be attempted and how it will be approached. The most
tangible output is the strategic planning document. The most important
output is the increased understanding that the participants acquire.
Accordingly, the assessment of the final project will be heavily dependent on
the quality of the strategic thinking inside that polished report. Students
that focus on the expeditious completion of the steps may find that they have
shortchanged the important and time-consuming exploration and thinking that is
necessary to create a quality strategic case. Since not all tools can tell the
planner which factors and alternatives are important to consider, the planner
should pull in as much diverse information and perspectives as possible.
Additionally, you should put yourselves in the competitors shoes and consider
how the game will play out. Your homework and subsequent improvements are
intended to become a primary basis for the exploration and questioning that
drives your strategic understanding and creative ideas. In addition, it is
important to test your strategic thinking and your use of analytical tools in
preparation for your final project.

Tips
for Selecting an Organization

As
you select an organization for your class project, it is important that you
select one that is interesting, possibly useful to you in your career,
industry, or interests, and allows you to explore strategic challenges in a
meaningful way. If you select the industry in which you currently work, you
must address two critical issues: (1) integrating and clearly citing existing
information. (You will need to delineate work youve contributed as opposed to
pre-existing information), and (2) succinctly presenting existing information
while adding new insight, analysis, and plans that substantially add to
strategy development, implementation, and/or assessment of the organization. An
organization or industry you are interested in should give you better access to
information although you need to pay careful attention to the points made
above.

Do
not underestimate the degree to which you will need to be an expert in the
selected industry and related areas. It is impossible to create a strategy
without understanding the terms, technologies, market changes, and so forth in
great depth. As soon as you select a topic, you should establish (or monitor)
news feeds from several major sources of business news to keep abreast of
actions in your industry.

Public
companies are preferred for these plans as SEC filings and investment analyses
are available through research. Some of the firms main competitors will likely
be public so that you can research them as well. Large, diversified, companies
can be difficult for purposes of this course (unless their diversification is
relatively narrow, and largely in one solutions space). Large organizations
(e.g. GE) may file consolidated reports, and you may not have access to
dis-aggregated information on the division that you are analyzing.
Additionally, its better to select a company/industry under duress or at
least struggling. The reason is its very difficult to add new strategic ideas
for a company that is doing well.

You may select any form of organization
including profit, non-profit, and government organizations. However, please
take into consideration that within these various organizations, the strategic
thinking can be quite different and some can pose challenges for the planner.
Most organizations have some type of customer base and opportunities for
improvement. Charitable organizations compete against other nonprofits for time
and money. Educational organizations compete for students. Regulated utilities
compete for customers among themselves (e.g., gas versus electric) and in
conjunction with governments to attract new industry. Units of governmental
entities may be the most difficult, but even those organizations have customers
who can choose to live in a different locality or elect government officials

willing
to change the status quo. If you are undecided, medium or small-size
competitive, profit-oriented organizations may provide the best platform for
applying course concepts.

Project
Deliverables

Phase
1 Modules 1-3(Outline for Strategic Management Case)

Introduction of the company
(limit to a maximum of three single-spaced pages).oDescription
of the firm and its products

o
Company history (brief history, critical events,
competitors, leadership), including strategicelements
of its history

o
Vision and mission statement
o
Assessment of mission and vision

External assessment
o EFE and CPM with
strategic implications
o
Analysis of competitive
position, opportunities, and threats

Internal assessment

o
IFE with strategic
implications

o
Financial ratio analysis with key conclusions and
implications for strategic choice oOverall
analysis of internal capabilities and implications for your strategic decisions

Module 1: Select company and secure
instructor approval. Once approved, create plan outline, insert current mission
and vision.

Module 2: Complete an EFE and CPM for your
company (including analysis and conclusions) and insert in your working draft
which you will hold until you submit Phase 1 during Module 3. .

Module 3: Complete an IFE and calculate
financial ratios (including analysis and conclusions) for your company and
insert in your plan to submit at the end of Module 3.

Submit
all of Phase 1 to the Dropbox no later than Sunday 11:59 PM EST/EST of
Module 3. (This Dropbox basket is linked to Turnitin.)

Phase
2 Modules 4-6(includes revisions to Phase 1 based on
the instructor’s feedback)

Internal assessment (continued from Phase 1include
IFE and financial ratios)

o Current
strategy (brief description of the firms current strategies), including
current use of technology

o
SWOT matrix with strategic implications for the company
oBCG matrix with strategic implications for the company

o
Space or other matrices with strategic implications for
the company oPossible strategic
alternatives
o Evaluation of current
organizational structure

o
Recommendation changes (if
needed) to the structure, culture (including values), processes, rewards, or
technology

Module
4: Integrate instructor feedback from
Phase 1.

Module
5: Develop SWOT, BCG, SPACE, and IE
matrices with strategic implications for the company.

Module
6: Develop alternative strategies for
your company with strengths and weaknesses of each.

Submit
all of Phase 2 to the Dropbox no later than Sunday 11:59 PM EST/EST of
Module 6. (This Dropbox basket is linked to Turnitin.)

Phase 3 Modules 7-8(includes
revisions to Phase 2 based on the instructor’s feedback)

Strategic analysis, choices, impact, and measurementoProduct-positioning
map

o
Evaluation of strategies and objectives to achieve most
favorable market position oDescription
of how you would implement your strategies
o Milestones (steps for
each major initiative with their timelines

o
Specific results you want to achieve including market,
financial, and product or service goals oFinancial
projection (minimum three years)
o Presentation with
audio see below
o
Executive summary see below

Presentation with audio

The
final submission for your project includes developing a PowerPoint presentation
with embedded audio files. Each slide must contain an audio file in which you
offer insight to the material in the slide and key points the professor should
take away from the visual information in the PowerPoint. You should minimize
repeating points made in the slide other than emphasizing important components.
To put this simply, please do not read the slides verbatim but make sure to add
value to what is presented on the slide to improve the understanding of your
work. The presentation with audio is a significant component of the final
submission, so please makes sure to offer your best work, speak clearly,
emphasize the strategic implications of your work, and engage the viewer.

Executive summary(compiled
with concise and critical elements from the detailed work)

While
done as a last step, this goes in front of the report, after the index.A
final and all-encompassing analysis is presented, along with the recommendations
that you would make to the firms board of directors. This includes identifying
what you recommend, and briefly outlining alternatives considered, key
implementation steps, and the impact of the implementation on the companys
performance and competitive position.

Module
7: Develop a product-positioning map
with strategic implications for the company.

Conduct
final evaluation of alternative strategies and detailed description of selected
strategy.

Module 8: Develop detailed implementation and
assessment plan. Complete financial projections.
Create
presentation with audio.

Complete
the executive summary and insert into the plan.

Complete
all editing, verification, and citing of all sources, and insert graphs and
illustrations.

Submit
all of Phase 3 to the Dropbox no later than Thursday 11:59
PM EST/EST of Module 8. (This Dropbox basket is linked to Turnitin.)

Project
Submission

Please
do not jeopardize completing your MBA!Before
you begin, read the plagiarism policy in thesyllabus and catalogue.
There is zero tolerance for plagiarism in this course. Any case of plagiarism
will be taken seriously. All assignments will be submitted to Turnitin and be
subject to additional validation by the professor. Work from prior classes
cannot be used in this course without prior, written permission from the
professor.

Project
Evaluation

All
sections of the plan are evaluated based on:

Correctness
and completeness: models/matrices used in the case are reasonably
sound/accurate and thorough.

Strategic
analysis and conclusions: points made are insightful and clear with
relative importance distinguished (not just a rehash of the facts).

Logical
sequence and continuity of writing: the reader can seamlessly move from
paragraph to paragraph or section without losing his or her train of
thought.

Grammar,
punctuation, spelling, sentence structure are at the graduate level.

External sources: the ability to
integrate and interpret external sources of information. As a capstone
class, the external research is extensive, relevant, and informative to
the companys direction, its competition, industry, and choices.

Language:
the effective use of standard business terms especially those emphasized
in the David text and prior business courses.

See
the full grading rubric at the conclusion of this document.

Tips
for Completing the Project

You
should expect to build up a large mass of analyses before you can put together
a coherent case. In the end, a great case will always look simple relative to
the countless hours going down many different paths in order to build
understanding. The volume of material generated can distract from the creative
part of the process. The following suggestions are designed to serve as a
reminder for things not identified distinctly in the assignments, the syllabus,
or the textbook Plan preparation guidelines.

Company and
industry background

Use
your own judgment to determine the amount of background to include.
Over-detailed company history is usually irrelevant and rarely improves the
report. On the other hand, a history of strategic moves and competitive
reactions might be very illustrative. Decide what to include based on whether
that information is important to understanding the future environment and
strategic choices. Market share, financial strength, brand image, and the like
are always relevant strategically.

Address
uncertainty

In your strategic
analysis, make sure to state any assumptions related to your business. If you
believe there is going to be high risk, describe contingency plans or alternate
scenarios.

Discuss
the things that create organizational culture and behavior necessary to
support the strategy

a. What
operational and motivational processes create the culture (acting your way into
a new way of thinking, identity orientation, incentives, etc.)?

b.
What organizational structure
fits the mission/vision, the operational approach, and the need for
adaptability or stability?
c.
Make sure to delineate your
ethics standards including values the company lives by.

Boston
Consulting Group (BCG) and internal/external (IE) matrices

Some
of you may think that the BCG and IE matrices are not relevant to your project
since your organization only reports one business segment. First, these
exhibits are important to think through and are required even if they only have
one product line. Second, there are often more segments in any organization
than meets the eye. The reason to break up the business into component parts is
to shed some light on the strategic positioning and future potential. Ask
yourself, are there segments that behave differently (different customers,
competitors, growth rates, success factors, etc.)? You can be sure that
Wal-Mart is looking at grocery, clothing, pharmacy, electronics, toys, garden,
and automotive all separately, and possibly even separating seasonal items. For
purposes of this class, approximations can be used whenever necessary to
separate a subunit. Pushing the analysis down to a more detailed level forces
you to recognize what you know and what you do not know. I am more concerned with
strategic thinking than with availability of detailed data. You can put
estimated numbers in your plans as long as a note is added explaining the
basis, reasoning, and level of uncertainty.

Implementation

Your
implementation strategy must show how it is aligned with your strategic
objectives. The strategic-level implementation questions are mainly
resource-related (where the money/people

come
from) and timing issues (when are initiatives expected to happen). In addition,
if there is something specific mentioned in the analysis (e.g., a trend, a
weakness, concerns about the competitive response) that affects implementation,
then you need to include the relevant part of the implementation approach mentioned
as part of the strategy. If there is not anything notable in these kinds of
areas, then specific content is not required in the report.

Overall
assessment of the strategy

As you prepare your
strategies, it will be helpful to review Rumelts four criteria:

a.
Consistency
i.
Strategy should not present
inconsistent goals and policies.

ii.
All of the pieces of your
overall strategic approach should be aligned.

b.
Consonance

i.
Strategy should examine sets
of trends.

c.
Feasibility

d.
Advantage
i.
Strategy should include
creation or maintenance of competitive advantage.

Sources

Follow
APA style guide to write the case. Cite within the body of your case and
include a reference list. This is particularly true for any source data that
will come from financial reports and corporate websites.

Project
Grading (See detailed grading rubric at end of these instructions)

Eighty
percent (80%) of the course grade will be determined based on the Strategic
Management Case as distributed below:

Phase
1: Proposal and initial analysis (20% of course grade)

Phase
2: Substantive draft (20% of course grade)

Phase
3: Final Case (40% of course grade)

Example
Outline and Structure for the Strategic Plan (Headings)

The outline below is an example and should be
modified to adapt to your company. The primary headings are good ways to
organize your work into logical sections (e.g., internal analysis, external
analysis, etc.).

Cover
Page

Index

Executive
Overview

Introduction
of the Company
Description
of the firm

Company
history
Vision
and mission statement

Strategic
elements of the history

Overall
assessment

External
Assessment

EFE
and CPM
Analysis
of competitive position, opportunities, and threats

Internal
Assessment

Financial
ratio analysis IFE

Analysis
of internal capabilities and implications for your strategic decisions to follow
Current strategy, including current use of technology

Possible
alternatives SWOT matrix

BCG
matrix
Space
or other matrices

Description
of core values you would use to create the desired culture Evaluation of
current organizational structure

Recommendation
changes (if needed) to the structure, processes, rewards, or technology

Strategic Analysis, Choices, Impact, and
Measurement Product-positioning map

Evaluation
of strategies and objectives to achieve most favorable market position
Description of how you would implement your strategies

Milestones
(steps for each major initiative with their timelines

Specific results you want to achieve
including market, financial, and product or service goals, and how and when
they will be measured

Financial
projection (minimum three years) Presentation with audio

Grading
Rubric
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Component

No submission

Novice

Basic

Proficient

Exceptional

MBA
599.01; MBA 599.04; & MBA 599.06

0

< 15 15-16 17-18 19-20 Program Outcome #1 -Apply key knowledge of core business management functions (management, marketing, accounting, and finance) Description of the firm (brief history, critical strategic events, competitors, leadership, etc.). If there are any general situational assumptions or limitations on the scope of the analysis, these should also be specified here. This section should be limited to a maximum of five pages. Note: Some students may select a new business venture for a firm they would seriously consider starting. For these students, this section will focus on a research based history, critical strategic events, emerging competition, and industry leaders. MBA 599.02 & MBA 599.03 0 < 15 15-16 17-18 19-20 Outcome #5 - Recognize and effectively analyze complex business problems using critical thinking skills The strategic analysis of the firm. The results of each strategic tool are presented along with a discussion of importance and implications. Also required are sections for financial analysis and assumptions, although the specific contents of these sections may vary considerably. Discussion on external opportunities and threats Discussion on internal strength and weaknesses Subsection for each model (CPM, EFE, IFE, SWOT, SPACE, BCG, IE, QSPM) on the firm, analysis and strategic implications Specific strategic strategies and long-term objectives .gif">.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>

MBA 599.07 & MBA 599.09

0

< 1515-16 17-18 19-20 Outcome #6 -Make ethical business decisions within thecontext of a diverse set of stakeholders and in an economically responsible manner Financial strategic assessment. This section should integrate the findings from all of the analytical exercises employed in Phase 2 (strategic analysis of the firm). A final and all-encompassing analysis is presented, along with recommendations that you would make to the firms board of directors. This would include identifying what you would and would not do, and outlining any relevant alternate scenario plans or contingency plans. Be sure to address any potential competitive reaction. Revenue, cost, and financial implications. (Note: you should prepare five-year financial statements) Project timeline, key milestones, and specific annual objectives Method for reviewing and evaluating strategy implementation MBA 599.10 0 < 1515-16 17-18 19-20 Outcome #4- Apply widely used technology to management issues The plan should discuss current use of technology, consideration of any new technology solutions or potential for improvements in the use of technology. Internal Assessment Current Strategy (brief description of the firms current strategies), be sure to discuss current use of technology Recommendation changes (if needed) to the structure, culture (including values), processes, rewards and technology MBA 599.08A 0 < 7 7-8 9 10 Outcome #2A- Exhibit clear and concise written business communication skills .gif">.gif”>
Written
communication:

Grammar

Spelling

Cover page

Table of contents

Use of appropriate business
language and terms

Consistency, clarity, and
logical progression of analysis and conclusions
.gif”>.gif”>

.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>

MBA 599.08B

0

< 7 7-8 9 10 Outcome #2B- Exhibit clear and concise oral business communication skills 1. Use of Media. Visual aids are used are: oAppropriate and professional. oEasy to read. o Contribute to the overall effectiveness of thepresentation. 2. Delivery Language choices are appropriate and enhance the effectiveness of the presentation. Delivery techniques make the presentation compelling. Presenter sound polished and confident. Presenter engages the audience. Presenters stays within the allotted time limit Total points (maximum 100 points): .gif">MBA 599 Strategic Management Case ProjectThis
capstone course requires each student to construct a detailed and
well-thought-out analysis of a business employing all the relevant strategic
analysis tools studied in the course. This project will take the full term to
complete. It is our sincere hope that you will find this project to be the most
rewarding effort in your educational career.Project
OverviewThis course is designed to help you develop
strategic skills that can be used in management. The process of strategic
planning is an iterative cycle of research and analysis, ending with a series
of choices about what will be attempted and how it will be approached. The most
tangible output is the strategic planning document. The most important
output is the increased understanding that the participants acquire.
Accordingly, the assessment of the final project will be heavily dependent on
the quality of the strategic thinking inside that polished report. Students
that focus on the expeditious completion of the steps may find that they have
shortchanged the important and time-consuming exploration and thinking that is
necessary to create a quality strategic case. Since not all tools can tell the
planner which factors and alternatives are important to consider, the planner
should pull in as much diverse information and perspectives as possible.
Additionally, you should put yourselves in the competitors shoes and consider
how the game will play out. Your homework and subsequent improvements are
intended to become a primary basis for the exploration and questioning that
drives your strategic understanding and creative ideas. In addition, it is
important to test your strategic thinking and your use of analytical tools in
preparation for your final project.Tips
for Selecting an OrganizationAs
you select an organization for your class project, it is important that you
select one that is interesting, possibly useful to you in your career,
industry, or interests, and allows you to explore strategic challenges in a
meaningful way. If you select the industry in which you currently work, you
must address two critical issues: (1) integrating and clearly citing existing
information. (You will need to delineate work youve contributed as opposed to
pre-existing information), and (2) succinctly presenting existing information
while adding new insight, analysis, and plans that substantially add to
strategy development, implementation, and/or assessment of the organization. An
organization or industry you are interested in should give you better access to
information although you need to pay careful attention to the points made
above.Do
not underestimate the degree to which you will need to be an expert in the
selected industry and related areas. It is impossible to create a strategy
without understanding the terms, technologies, market changes, and so forth in
great depth. As soon as you select a topic, you should establish (or monitor)
news feeds from several major sources of business news to keep abreast of
actions in your industry.Public
companies are preferred for these plans as SEC filings and investment analyses
are available through research. Some of the firms main competitors will likely
be public so that you can research them as well. Large, diversified, companies
can be difficult for purposes of this course (unless their diversification is
relatively narrow, and largely in one solutions space). Large organizations
(e.g. GE) may file consolidated reports, and you may not have access to
dis-aggregated information on the division that you are analyzing.
Additionally, its better to select a company/industry under duress or at
least struggling. The reason is its very difficult to add new strategic ideas
for a company that is doing well.You may select any form of organization
including profit, non-profit, and government organizations. However, please
take into consideration that within these various organizations, the strategic
thinking can be quite different and some can pose challenges for the planner.
Most organizations have some type of customer base and opportunities for
improvement. Charitable organizations compete against other nonprofits for time
and money. Educational organizations compete for students. Regulated utilities
compete for customers among themselves (e.g., gas versus electric) and in
conjunction with governments to attract new industry. Units of governmental
entities may be the most difficult, but even those organizations have customers
who can choose to live in a different locality or elect government officialswilling
to change the status quo. If you are undecided, medium or small-size
competitive, profit-oriented organizations may provide the best platform for
applying course concepts.Project
DeliverablesPhase
1 Modules 1-3(Outline for Strategic Management Case)
Introduction of the company
(limit to a maximum of three single-spaced pages).oDescription
of the firm and its productso
Company history (brief history, critical events,
competitors, leadership), including strategicelements
of its historyo
Vision and mission statemento
Assessment of mission and vision
External assessmento EFE and CPM with
strategic implicationso
Analysis of competitive
position, opportunities, and threats
Internal assessmento
IFE with strategic
implicationso
Financial ratio analysis with key conclusions and
implications for strategic choice oOverall
analysis of internal capabilities and implications for your strategic decisionsModule 1: Select company and secure
instructor approval. Once approved, create plan outline, insert current mission
and vision.Module 2: Complete an EFE and CPM for your
company (including analysis and conclusions) and insert in your working draft
which you will hold until you submit Phase 1 during Module 3. .Module 3: Complete an IFE and calculate
financial ratios (including analysis and conclusions) for your company and
insert in your plan to submit at the end of Module 3.Submit
all of Phase 1 to the Dropbox no later than Sunday 11:59 PM EST/EST of
Module 3. (This Dropbox basket is linked to Turnitin.)Phase
2 Modules 4-6(includes revisions to Phase 1 based on
the instructor’s feedback)
Internal assessment (continued from Phase 1include
IFE and financial ratios)o Current
strategy (brief description of the firms current strategies), including
current use of technologyo
SWOT matrix with strategic implications for the company
oBCG matrix with strategic implications for the companyo
Space or other matrices with strategic implications for
the company oPossible strategic
alternativeso Evaluation of current
organizational structureo
Recommendation changes (if
needed) to the structure, culture (including values), processes, rewards, or
technologyModule
4: Integrate instructor feedback from
Phase 1.Module
5: Develop SWOT, BCG, SPACE, and IE
matrices with strategic implications for the company.Module
6: Develop alternative strategies for
your company with strengths and weaknesses of each.Submit
all of Phase 2 to the Dropbox no later than Sunday 11:59 PM EST/EST of
Module 6. (This Dropbox basket is linked to Turnitin.)Phase 3 Modules 7-8(includes
revisions to Phase 2 based on the instructor’s feedback)
Strategic analysis, choices, impact, and measurementoProduct-positioning
mapo
Evaluation of strategies and objectives to achieve most
favorable market position oDescription
of how you would implement your strategieso Milestones (steps for
each major initiative with their timelineso
Specific results you want to achieve including market,
financial, and product or service goals oFinancial
projection (minimum three years)o Presentation with
audio see belowo
Executive summary see below
Presentation with audioThe
final submission for your project includes developing a PowerPoint presentation
with embedded audio files. Each slide must contain an audio file in which you
offer insight to the material in the slide and key points the professor should
take away from the visual information in the PowerPoint. You should minimize
repeating points made in the slide other than emphasizing important components.
To put this simply, please do not read the slides verbatim but make sure to add
value to what is presented on the slide to improve the understanding of your
work. The presentation with audio is a significant component of the final
submission, so please makes sure to offer your best work, speak clearly,
emphasize the strategic implications of your work, and engage the viewer.Executive summary(compiled
with concise and critical elements from the detailed work)While
done as a last step, this goes in front of the report, after the index.A
final and all-encompassing analysis is presented, along with the recommendations
that you would make to the firms board of directors. This includes identifying
what you recommend, and briefly outlining alternatives considered, key
implementation steps, and the impact of the implementation on the companys
performance and competitive position.Module
7: Develop a product-positioning map
with strategic implications for the company.Conduct
final evaluation of alternative strategies and detailed description of selected
strategy.Module 8: Develop detailed implementation and
assessment plan. Complete financial projections.Create
presentation with audio.Complete
the executive summary and insert into the plan.Complete
all editing, verification, and citing of all sources, and insert graphs and
illustrations.Submit
all of Phase 3 to the Dropbox no later than Thursday 11:59
PM EST/EST of Module 8. (This Dropbox basket is linked to Turnitin.)Project
SubmissionPlease
do not jeopardize completing your MBA!Before
you begin, read the plagiarism policy in thesyllabus and catalogue.
There is zero tolerance for plagiarism in this course. Any case of plagiarism
will be taken seriously. All assignments will be submitted to Turnitin and be
subject to additional validation by the professor. Work from prior classes
cannot be used in this course without prior, written permission from the
professor.Project
EvaluationAll
sections of the plan are evaluated based on:See
the full grading rubric at the conclusion of this document.Tips
for Completing the ProjectYou
should expect to build up a large mass of analyses before you can put together
a coherent case. In the end, a great case will always look simple relative to
the countless hours going down many different paths in order to build
understanding. The volume of material generated can distract from the creative
part of the process. The following suggestions are designed to serve as a
reminder for things not identified distinctly in the assignments, the syllabus,
or the textbook Plan preparation guidelines.Use
your own judgment to determine the amount of background to include.
Over-detailed company history is usually irrelevant and rarely improves the
report. On the other hand, a history of strategic moves and competitive
reactions might be very illustrative. Decide what to include based on whether
that information is important to understanding the future environment and
strategic choices. Market share, financial strength, brand image, and the like
are always relevant strategically.In your strategic
analysis, make sure to state any assumptions related to your business. If you
believe there is going to be high risk, describe contingency plans or alternate
scenarios.a. What
operational and motivational processes create the culture (acting your way into
a new way of thinking, identity orientation, incentives, etc.)?b.
What organizational structure
fits the mission/vision, the operational approach, and the need for
adaptability or stability?c.
Make sure to delineate your
ethics standards including values the company lives by.Some
of you may think that the BCG and IE matrices are not relevant to your project
since your organization only reports one business segment. First, these
exhibits are important to think through and are required even if they only have
one product line. Second, there are often more segments in any organization
than meets the eye. The reason to break up the business into component parts is
to shed some light on the strategic positioning and future potential. Ask
yourself, are there segments that behave differently (different customers,
competitors, growth rates, success factors, etc.)? You can be sure that
Wal-Mart is looking at grocery, clothing, pharmacy, electronics, toys, garden,
and automotive all separately, and possibly even separating seasonal items. For
purposes of this class, approximations can be used whenever necessary to
separate a subunit. Pushing the analysis down to a more detailed level forces
you to recognize what you know and what you do not know. I am more concerned with
strategic thinking than with availability of detailed data. You can put
estimated numbers in your plans as long as a note is added explaining the
basis, reasoning, and level of uncertainty.Your
implementation strategy must show how it is aligned with your strategic
objectives. The strategic-level implementation questions are mainly
resource-related (where the money/peoplecome
from) and timing issues (when are initiatives expected to happen). In addition,
if there is something specific mentioned in the analysis (e.g., a trend, a
weakness, concerns about the competitive response) that affects implementation,
then you need to include the relevant part of the implementation approach mentioned
as part of the strategy. If there is not anything notable in these kinds of
areas, then specific content is not required in the report.As you prepare your
strategies, it will be helpful to review Rumelts four criteria:a.
Consistencyi.
Strategy should not present
inconsistent goals and policies.ii.
All of the pieces of your
overall strategic approach should be aligned.b.
Consonancei.
Strategy should examine sets
of trends.c.
Feasibilityd.
Advantagei.
Strategy should include
creation or maintenance of competitive advantage.Follow
APA style guide to write the case. Cite within the body of your case and
include a reference list. This is particularly true for any source data that
will come from financial reports and corporate websites.Project
Grading (See detailed grading rubric at end of these instructions)Eighty
percent (80%) of the course grade will be determined based on the Strategic
Management Case as distributed below:Example
Outline and Structure for the Strategic Plan (Headings)The outline below is an example and should be
modified to adapt to your company. The primary headings are good ways to
organize your work into logical sections (e.g., internal analysis, external
analysis, etc.).Cover
PageIndexExecutive
OverviewIntroduction
of the CompanyDescription
of the firmCompany
historyVision
and mission statementStrategic
elements of the historyOverall
assessmentExternal
AssessmentEFE
and CPMAnalysis
of competitive position, opportunities, and threatsInternal
AssessmentFinancial
ratio analysis IFEAnalysis
of internal capabilities and implications for your strategic decisions to follow
Current strategy, including current use of technologyPossible
alternatives SWOT matrixBCG
matrixSpace
or other matricesDescription
of core values you would use to create the desired culture Evaluation of
current organizational structureRecommendation
changes (if needed) to the structure, processes, rewards, or technologyStrategic Analysis, Choices, Impact, and
Measurement Product-positioning mapEvaluation
of strategies and objectives to achieve most favorable market position
Description of how you would implement your strategiesMilestones
(steps for each major initiative with their timelinesSpecific results you want to achieve
including market, financial, and product or service goals, and how and when
they will be measuredFinancial
projection (minimum three years) Presentation with audioGrading
Rubric.gif”>ComponentNo submissionNoviceBasicProficientExceptionalMBA
599.01; MBA 599.04; & MBA 599.060< 1515-1617-1819-20Program Outcome #1 -Apply key knowledge of corebusiness management functions (management,marketing, accounting, and finance)Description of the firm (brief history, critical strategic events,competitors, leadership, etc.). If there are any generalsituational assumptions or limitations on the scope of theanalysis, these should also be specified here. This sectionshould be limited to a maximum of five pages. Note: Somestudents may select a new business venture for a firm theywould seriously consider starting. For these students, thissection will focus on a research based history, critical strategicevents, emerging competition, and industry leaders.MBA 599.02 & MBA 599.030< 1515-1617-1819-20Outcome #5 - Recognize and effectively analyze complexbusiness problems using critical thinking skillsThe strategic analysis of the firm. The results of each strategictool are presented along with a discussion of importance andimplications. Also required are sections for financial analysisand assumptions, although the specific contents of thesesections may vary considerably. Discussion on external opportunities and threats Discussion on internal strength and weaknesses Subsection for each model (CPM, EFE, IFE, SWOT,SPACE, BCG, IE, QSPM) on the firm, analysis andstrategic implications Specific strategic strategies and long-term objectives.gif">.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>MBA 599.07 & MBA 599.090< 1515-16 17-18 19-20Outcome #6 -Make ethical business decisions within thecontext of a diverse set of stakeholders and in an economically responsible mannerFinancial strategic assessment. This section should integrate the findings from all of the analytical exercises employed in Phase 2 (strategic analysis of the firm). A final and all-encompassing analysis is presented, along with recommendations that you would make to the firms board of directors. This would include identifying what you would and would not do, and outlining any relevant alternate scenario plans or contingency plans. Be sure to address any potential competitive reaction. Revenue, cost, and financial implications. (Note: you should prepare five-year financial statements) Project timeline, key milestones, and specific annual objectives Method for reviewing and evaluating strategy implementationMBA 599.100< 1515-16 17-18 19-20Outcome #4- Apply widely used technology tomanagement issuesThe plan should discuss current use of technology,consideration of any new technology solutions or potential forimprovements in the use of technology.Internal Assessment Current Strategy (brief description of the firmscurrent strategies), be sure to discuss current use oftechnology Recommendation changes (if needed) to thestructure, culture (including values), processes,rewards and technologyMBA 599.08A0< 77-8910Outcome #2A- Exhibit clear and concise writtenbusiness communication skills.gif">.gif”>Written
communication:
Grammar
Spelling
Cover page
Table of contents
Use of appropriate business
language and terms
Consistency, clarity, and
logical progression of analysis and conclusions.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>MBA 599.08B0< 77-8910Outcome #2B- Exhibit clear and concise oral business communication skills1. Use of Media. Visual aids are used are:oAppropriate and professional. oEasy to read.o Contribute to the overall effectiveness of thepresentation. 2. Delivery Language choices are appropriate and enhance the effectiveness of the presentation. Delivery techniques make the presentation compelling. Presenter sound polished and confident. Presenter engages the audience. Presenters stays within the allotted time limitTotal points (maximum 100 points):.gif">