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Strategic Management




Question;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 competitor?s 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 you?ve 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 firm?s 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, it?s 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 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.);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 company?s 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 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 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)


Paper#46115 | Written in 18-Jul-2015

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