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Saint MBA599 full course (all phase of project +discussions) fall 2014




Question;MBA 599 ? Strategic Management Case Project;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;oCompany;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;oFinancial 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;1?include IFE and financial ratios);o;Current strategy (brief;description of the firm?s 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 firm?s 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 company?s 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.);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 Rumelt?s 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;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;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 firm?s 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;firm?s;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;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;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.;oContribute;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);Module 1 Discussion;Examine the five mission statements by completing Learning Exercise B on;p. 59 in your text. Using the "Characteristics of a Mission;Statement" identified in Table 3, identify (1) what you believe is the;best of the five mission statements and (2) the one you find most inspiring and;why. Post your response to the Discussion Board no later than Thursday;11:59 PM EST/EDT. By Sunday 11:59 PM EST/EDT, find two fellow students' posts that;selected different "best" mission statements and discuss why you;agree or disagree using David's assessment criteria.;Module 2 Discussion;Prepare EFE and CPM matrixes for Disney's Parks and Resorts division.;Use Universal Studios and Six Flags for competitors in the CPM.;Using the EFE and CPM data, as well as your own analysis, describe how Disney;is responding to its external environment, including its direct competitors.;Make sure to use important details of from your EFE and CPM results and your;critical reflections to draw conclusions. Post your analysis and conclusions in;narrative form no later than Thursday 11:59 PM EST/EDT.;Find at least two students whose conclusions bring new levels of understanding;to your view on Disney?s external responsiveness or conclusions where you might;disagree. Post a response to two students including an explanation of the value;of their contribution to your understanding or where you would ?respectfully?;disagree no later than Sunday 11:59 PM EST/EDT.;Module 3 Discussion;Prepare IFE and Financial Ratios for Disney's Parks and Resorts;division. For the Financial Ratios make sure to use the revenue statement and;balance sheet in the exercise portion of the chapter.;Using the IFE and Financial Ratios, as well as your own analysis, describe how;Disney is performing internally. Make sure to use important details from your;IFE and Financial Ratio results and your critical reflections to draw;conclusions. Post your analysis and conclusions in narrative form no;later than Thursday 11:59 PM EST/EDT. Make sure to include key data from;your exercises.;Find at least two students whose conclusions bring new levels of understanding;to your view on Disney?s internal performance or conclusions where you might;disagree. Post a response to two students including an explanation of the value;of their contribution to your understanding or where you would ?respectfully?;disagree no later than Sunday 11:59 PM EST/EDT.;Module 4 Discussion;Complete Learning Exercise E on p. 177.;Post your results no later than Thursday 11:59 PM EST/EDT.;Review your classmates' answers and find two answers that differ from;yours on any of the company examples. Post a response to;those classmates as to why their or your answer is more accurate or may;need to be reconsidered no later than Sunday 11:59 PM EST/EDT.;Module 5 Discussion;You will begin by creating a SWOT and BCG matrix. For the SWOT, follow;Steps 1-2 of Learning Exercise A on pp. 215-216 in your text. Then, prepare a;SWOT matrix for Disney?s Parks and Resorts Division. For the BCG, use the;information in exercise E on p. 217 in your text to prepare a BCG matrix for;Disney locating each division where you believe it represents its position;relative to market share and growth.;When complete with both exercises, write a short narrative (one page or less;single space) of your key conclusions from (1) your SWOT analysis of Disney;(2) your BCG work on Disney. In addition, include your conclusions on the Parks;and Resorts division of Disney as a result of its position in the BCG and the;results of SWOT. Make clear recommendations for Disney?s Parks and Resorts;based on integrating the work from the above models.;Post your analysis and conclusions in narrative form to the Discussion Board no;later than Thursday 11:59 PM EST/EDT.;Review your classmates' posts and find two whose conclusions bring new levels;of understanding to your view on Disney's external responsiveness, or;conclusions where you might disagree. Post a response to those classmates;including an explanation of the value of their contribution to your;understanding or where you would ?respectfully? disagree no later than;Sunday 11:59 PM EST/EDT.;Module 6 Discussion;Complete Learning Exercise D on p. 349 in your textbook. When complete;select the one ethical choice/example (from the list) that you struggled with;in terms of determining whether it is ethical or not. Write a short narrative;stating which scenario was the most difficult to decide, how you made you final;decision.;Post your narrative to the Discussion Board no later than Thursday;11:59 PM EST/EDT.;Review your classmates' answers and find two with which you do not agree.;Explain how these classmates might revisit their ethical determination based on;your perspective no later than Sunday 11:59 PM EST/EDT. Monitor;their responses to see if (a) they changed your mind or (b) you still;respectfully disagree.;Module 7 Discussion;Complete Exercise A, Steps 1-3, on pp. 297-298 of your text. Create a;product positioning map only for the "Parks and;Resorts" division of Disney. Using information from the case, the PPM, and;your research, write a brief narrative to state your strategic recommendations;for Disney relative to the competitors in this segment of Disney's business.;Post your narrative to the Discussion Board no later than Thursday;11:59 PM EST/EDT.;Examine fellow student's posts and find two that added to your insight on;Disney's position or included conclusions you may not agree with. Respond to;those posts no later than Sunday 11:59 PM EST/EDT.;Module 8 Discussion;Complete the executive overview for your case. This should be limited to;no more than two single-spaced pages. Post to the Discussion Board no;later than Thursday 11:59 PM EST/EDT.;Read your classmates' executive overviews. Find one for which you;completely understood the challenges for that company and the recommended;strategy. Post what you saw valuable in terms of that student?s work. For your;second post, find an executive overview for which you did not entirely;understand the conclusions or strategic direction for the company. Ask a;question or make a suggestion to your classmate on how to improve his or;her overview. Post both responses no later than Sunday 11:59 PM;EST/EDT.;Note to students: While Thursday and Sunday are deadlines for this work;the earlier in the module you participate the more you have to gain from;learning from each other.


Paper#45780 | Written in 18-Jul-2015

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