includes an analysis of the , the and the assigned firm’s . You are expected to provide a specific definition of the industry and an in‐ depth analysis of the industry’s current and future outlook. Your focus in is the . 2 Buyer Leverage Supplier Leverage Threat of New Entrants Threat of Substitutes Intensity of Rivalry Profit Potential VL = Very Low; L = Low; M = Medium; H = gh; VH = Very gh; N/A = Not applicable (2‐3 pages) This section delves deeply into the specific industry of the assigned firm (as opposed to the general environmental analysis). In the focus is on the competitors, and their Anticipated Strategic Moves. Please refer to pages 61‐62 of your textbook (4th Ed.). In addition, this section explains all strategic groups in the industry (Please refer to textbook pages 59‐61). (1‐2 pages) This section provides an examination of 3‐5 you identify in the industry. A KFS may be defined as what firm in the industry must have to survive and grow. Please refer to Table 3.4 and pages 62‐64 of your textbook (4th Ed.). 10‐15 pages total, excluding figures or tables which should be included at the Appendix section (4‐6 pages): This section examines the company’s strategy and its . For analyzing a company’s current strategy at the business level, Figure 5.1 on page 94 of your textbook is useful. Please use this table as a framework for analyzing the current business strategy for the company. For example, if you think the company is pursuing a cost‐leadership strategy, your analysis should include a rationale based on market segmentation and key functional areas (basis of competitive advantage). This section also includes analyses of mission statement, core values, organizational culture and leadership. 3 support activities undertaken to deliver to the customer, and value chain activities that firm does more or less well (or more or less efficiently/cost effectively) than competitors. Your analysis should help you understand the internal cost structures of the firm (vs. competitors), and the resources and capabilities of the firm. Please also refer to Table 4.1 on pages 71 of your textbook (4th Ed.). 5‐10 pages total, excluding figures or tables which should be included at the Appendix section (1‐2 pages) Based on Part I analysis, these section lists 2‐4 external opportunities and 2‐4 external threats. Please refer to Table 4.2 on pages 76 of your textbook (4th Ed.). (1‐2 pages): Based on Part II analysis, this section lists 2‐4 internal strengths and 2‐4 internal weaknesses. Please refer to Table 4.2 on pages 76 of your textbook (4th Ed.). Using the 4 tests framework (Chapter 4, Pages 71‐72 in your textbook), you need to justify which of the internal strengths may be considered as the most important core competency of the company. (3‐6 pages): This section explains the link between (O&T) and the (S&W). You need to provide a “SWOT table” (in the appendix) that recaps the strengths, weaknesses, opportunities, and threats. A. List of Opportunities (external) B. List of Threats (external) C. List of Strengths (internal) D. List of Weaknesses (internal) 4 ‐ “If we are not already looking at these areas and prioritizing them, then why not?” ‐ “What’s actually stopping us from taking advantage of these opportunities?” ‐ “Since we are strong here, can any of these threats be turned into opportunities?” ‐ “Where the risks of these threats are high, do we have specific improvement plans for related weaknesses to minimize the risk of those threats?” 5 5‐10 pages total, not including figures or tables which should be included at the Appendix section (2‐4 pages) The first step in strategic is to develop action plans. A 3‐year or 5‐year projection is very helpful. Your action plans should be a straightforward description of the specific actions that are required to accomplish your strategies. Action plans are effective when they incorporate the following elements. 6 You must specify at what cost, if at all, can the raw materials be procured? Can the materials be found in time to support the effort? You must specify technical requirements to ensure proper performance of the new product or service. Examples from IS projects include speed and capacity of database systems and connectivity with alternative systems. Allocating scarce resources involves funding capital projects, shifting resources, downsizing some areas, upsizing others, killing activities no longer justified, and funding new activities with a critical strategy role. Specifically you should suggest a project budget to explain resource allocation, the cost control metrics you think are valid, and milestone reports. You must specify the Key Performance Indicators for each phase of the plan. Explain why you chose each of them. You should also discuss cash flow considerations and resource constraints.
