Conduct a situational analysis,
and explain company’s strategy.
Instructions: Develop a report based on the criteria outlined in the attached.Type of company to report on: suggestions welcomed before commencing. Be sure to choose an organization that you are able to find enough information on to fulfill the project requirements.I can provide access to the online course book if needed.
mgmt4020_final_project_guidelines.pdf
mgmt4020_final_project_rubric.pdf
mgmt4020_role_introduction_sheet_2_.pdf
Unformatted Attachment Preview
MGMT4020 FINAL PROJECT GUIDELINES
Final Project: 8% of final average
Objective: To apply content learned throughout your program by conducting a situational analysis,
and explaining a company’s strategy.
Instructions: Develop a report based on the criteria outlined below.
Throughout the term you assumed different roles with varying perspectives for each case assignment.
For the final project, you will represent perspectives from all of the roles.
It is helpful to consult multiple resources to strengthen your perspective.
The suggested number of pages for each section represents the total – overall 10-14 pages
Choose an organization of interest to you:
Be sure to choose an organization that you are able to find enough information on to fulfill the project
requirements.
(10 pts) Situation Analysis – Brief overview of the company/brand, and external environments (1-2 pages)
1. Introduction / History
2. Mission
3. Vision
4. Values
5. Business Model: Customer Value Proposition and Profit Formula
6. Objectives: Financial Objectives and Strategic Objectives
(15 pts) External Analysis – In-depth external analysis (2-3 pages)
1.
2.
3.
4.
5.
6.
Macro Environment: (PESTEL)
Five Forces
Competitive Analysis
Industry Driving Forces
Industry Key Success Factors
Strategic Group Mapping
(15 pts) Internal Analysis – In-depth internal analysis (2 pages)
Analyze the internal environment by using resources that provide internal information for your chosen
organization (annual reports, strategic plans, “about us,” etc.). Be sure to present how the factors from
the various perspectives are integrated. Internal analysis should include, but is not limited to:
1.
2.
3.
4.
5.
Financial Analysis
Resource and Capability Analysis and VRIN
Value Chain Analysis
Benchmarking
Is the company competitively strong or weaker than key rivals?
1/2
(10 pts) SWOT Analysis/TOWS Matrix – Strengths, Weaknesses, Opportunities, and Threats
(TOWS Matrix format: 1 page)
Conduct a complete SWOT analysis incorporating points from all four role perspectives. The SWOT
should be substantiated through research which highlights the relevant and critical factors from the
Situational, External, and Internal Analyses. Final information, along with strategies, should be
presented in a TOWS Matrix.
(25 pts) Organizational Strategy – Provide information to answer each question listed below (2-3 pages)
1.
2.
3.
4.
5.
6.
What are the current Corporate and/or Business Strategies being pursued?
Is the Strategy working? Is the strategy a winner using the 3 tests for a winning strategy?
Does the company provide a sustainable competitive advantage?
Describe how the company is pursuing an offensive or defensive strategy?
How do timing (first mover or fast follower) concepts apply to your company?
Is the company pursuing any of the following: mergers, acquisitions, joint ventures, outsourcing,
partnerships, alliances, etc.? How does this impact their strategy now or going forward?
(25 pts) Alternatives Identification/ Recommendation – Directions that the company could pursue to solve
the stated problem(s) (2-3 pages)
1. What strategic issues and problems merit front-burner managerial attention?
2. Identification of Alternatives
3. Decision Criteria
4. Identification of Decision/Recommendation
Formatting – Reports should:
Double-spaced
Section Headings
Be presented in a professional manner– points will be deducted for formatting, & grammar.
Include a cover page
2/2
Components
Highest Expectations
Moderate Expectations
Student Analyzes General Economic
Conditions, Demographics, Social Forces,
Technological Forces, Global Forces,
Demographics. Analysis is comprehensive
Student Analyzes most of the
and demonstrates an appreciation of the
component, but not all factors.
integrated nature of the General
Environment. Analysis identifies the more
relevant and critical general environmental
factors contributing to the case.
General
Environmental
Analysis
10-9
Possible Points
8-6
Does Not Meet
Expectations
Points
Student does not address or does
not accurately address component.
0
5-0
Points Achieved
Student Thoroughly Analyzes the External
Environment Using Porter / Slater & Olsen
Model and other relevant factors /
frameworks. Analysis is comprehensive
considering all factors and demonstrates
how the various components are
integrated. Analysis identifies the more
relevant and critical External Analysis
factors contributing to the case.
External Analysis
15-13
Possible Points
Student Analyzes most of the
component, but not all factors.
Most, but not all tools are used to
present information.
12-6
Student does not address or does
not accurately assess external
environment.
0
5-0
Points Achieved
Student thoroughly analyzes internal
environment including financials, products,
resource capability, operations, and all
other pertinent factors. Analysis is
Student does not address or does
Student Analyzes most , but not all
comprehensive and demonstrates how the
not accurately assess internal
of the factors.
various factors associated with the internal
environment.
analysis are integrated. Analysis identifies
the relevant and critical Internal Analysis
factors contributing to the case.
Internal Analysis
15-13
Possible Points
12-6
0
5-0
Points Achieved
Student presents a thorough and
integrated TOWS analysis, substantiated
through research, which highlights the
relevant and critical factors from the
General, External, and Internal Analysis.
TOWS Analysis
10-9
Possible Points
TOWS Matrix includes some, but
TOWS Matrix does not present
needs more strategies linked to the
relevant strategies.
internal/external analyses.
8-6
0
5-0
Points Achieved
Student clearly presents strategies utilized
by the organization, and appropriately
analyzes their effectiveness.
Organizational
Strategy
25-20
Possible Points
Student presents some of the
strategies utilized by the
organization, and adequately
analyzes their effectiveness.
19-10
Student does not present strategies
being utilized by the organization,
and/or provides a poor analysis of
their effectiveness.
0
9-0
Points Achieved
Student demonstrates a thorough
synthesis of all the components from the
rubric above. Student identifies and
highlights critical problems and root causes
(versus less significant information and
issues.) Student identifies the key
problem(s); Identifies major parts or
aspects of the decision to be made;
Identifies and accurately describes the
cause(s) (as opposed to the symptoms) of
the situation, problem, or opportunity.
Identification and
Understanding of
Problem
Student misses key problem(s);
does not present major parts or
aspects of the decision to be made; Student does not accurately
Identifies and accurately describes identify major problems, or
the cause(s) (as opposed to the
explanations.
symptoms) of the situation,
problem, or opportunity.
0
10-9
8-6
5-0
Student identifies several potential
alternatives which are realistic and reflect
an understanding of the decision to be
made. Student describes the feasibility and
constraints of the alternatives. Student
identifies issues across functional areas (i.e.
accounting, marketing, production, etc.) as
well as external issues.
Student identifies limited
alternatives which are realistic and
reflect an understanding of the
decision to be made. Student
moderately describes the feasibility
and constraints of the alternatives.
Student does not identify issues
across functional areas (i.e.
accounting, marketing, production,
etc.) as well as external issues.
Student identifies limited
alternatives which are not relevant
and do not reflect an
understanding of the decision to be
made. Student does not describe
the feasibility and constraints of
the alternatives. Student does not
identify issues across functional
areas (i.e. accounting, marketing,
production, etc.) as well as external
issues.
10-9
8-6
5-0
Identification of
Decision/Recomme
ndation
Student clearly identifies chosen decision
(from alternatives). Student identifies
issues related to decision implementation
within and across functional business areas
as well as implications to the external
environment.
Student identifies chosen decision
(from alternatives). Student
moderately identifies issues related
to decision implementation within
and across functional business
areas as well as implications to the
external environment.
Student does not clearly identify
chosen decision (from
alternatives). Student does not
identify issues related to decision
implementation within and across
functional business areas as well as
implications to the external
environment.
Possible Points
5
4-3
2-0
Possible Points
Points Achieved
Identification and
Analysis of
Alternatives
Possible Points
0
Points Achieved
0
Points Achieved
General Notes
TOTAL
Point Deductions for Grammar/Section Headings/Other Formatting
0
Late Submission Point Deduction
0
0
0
0
Notes
MGMT4020 Strategic Management
Team Role Introduction
Objective: The purpose of assuming a role is to allow team members to explore a case from a particular point of
view, with particular concerns in mind as they determine problems and solutions. Rotating these roles allows
each team member to explore each case from a different perspective.
Role Introduction
When assuming any of the roles, you should be reading the case through the lens of a person who is
responsible for those areas. This means that you will be particularly tuned-in to information that has to do with
the role’s perspective, and/or how general information presented in the case affects or is affected by your area.
The solutions that you develop for issues presented in the case should be developed from the role’s
perspective as well. You will also want to consider how each perspective is affected by and affects the external
environments.
Internal Roles and Perspectives:
Operations/Value Chain Role: This role analyzes situations from a perspective that takes into account the
overall operations of the organization and the organization’s value chain. The value chain should be
considered when developing potential solutions.
Financial Role: This role analyzes situations from a perspective of how the situations will affect the
organization financially, and what the organization’s financial capabilities are to provide potential solutions.
Business Strategy Role: This role analyzes situations from a perspective of overall strategy. How is the
business progressing (or regressing). What specific strategies are in play, and how can they be used to
develop potential solutions. If the strategies are weak, what do you suggest?
Organizational Culture and Ethics Role: This role analyzes situations from a perspective of the
organizational culture and the commitment (or lack thereof) to ethics/social responsibility. How do these things
affect/influence the situations presented in the case? Potential solutions should be developed in line with the
organizational culture and its commitment to ethics.
The Organizational Culture and Ethics Role is responsible for the consolidation and submission of all
team materials. It is important to remember, that the final product should be cohesive in content and
formatting. While it is this team member’s responsibility to submit all materials, it is each team
member’s responsibility to be sure that the team is working together and meeting deadlines.
…
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