Strategic Management Case Analysis

Firm Analysis
Roy L. Simerly
Department of Management
3106 Bate
East Carolina ni!ersity
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Strategic Management Case Analysis
Firm Analysis
A4stract
56is is t6e secon3 part of a t7o part series 3ealing 7it6 t6e comple0ities of case analysis
in Strategic Management co2rses.
8ne of t6e primary f2nction of Strategic Management is to ser!e as a cap)stone co2rse
integrating t6e material st23ents 6a!e acc2m2late3 t6ro2g6o2t t6eir co2rse of st23y 7it6in a
42siness sc6ool. 56ere is a nee3 for instr2ments t6at 7ill pro!i3e t6e necessary integration an3
opport2nity for application of ac92ire3 .no7le3ge. 56ere is also t6e reality t6at st23ents 3o not
remem4er all t6at t6ey s6o2l3 from pre!io2s co2rses. E92ally important is t6e necessity to
impart t6e 4asics of Strategic Management as a 3iscipline in its o7n rig6t. :t is t6e t6eoretical
fo2n3ation of Strategic Management t6at pro!i3es t6e rational for t6e integration.
56e p2rpose of t6is article is to pro!i3e an o2tline for analysis of a firm. : 2se t6is met6o3
at 4ot6 t6e 2n3ergra32ate an3 gra32ate le!els. 56e only 3ifference is t6at gra32ate st23ents are
e0pecte3 to s6o7 more sop6istication in t6eir presentations.
Strategic Management Case Analysis
Firm Analysis
56is is t6e secon3 of a t7o part series 3ealing 7it6 one approac6 to case analysis in
Strategic Management classes.
56is paper ta.es t6e !ie7 t6at Strategic Management is a cap)stone co2rse inten3e3 to
integrate t6e material st23ents 6a!e acc2m2late3 t6ro2g6o2t t6eir co2rse of st23y 7it6in a
42siness sc6ool. Strategic Management is# in fact# t6e only co2rse t6at 6as as its state3 p2rpose
t6e integration an3 application of .ey management concepts. $ormally# st23ents are e0pecte3 to
6a!e a 7or.ing .no7le3ge of t6e primary 42siness management 3isciplines of acco2nting#
economics# finance# mar.eting# an3 operations# 76en entering t6e co2rse. -6en instr2ctors
present case analysis# it is 2s2ally as a t6ree)step process progressing from economic# to in32stry#
an3 finally# to company analysis. :n 3oing so t6ey face t6e c6allenge of creating a classroom
e0perience t6at ena4les st23ents to concept2ali;e t6e frame7or. as an integrate3 76ole.
56e c6allenges for t6e instr2ctor are interesting to say t6e least. First# t6ere is t6e nee3 for
t6e instr2ctor to 2n3erstan3 t6e intent of eac6 of t6e primary 42siness management 3isciplines# as
7ell as 76at t6e st23ent can 4e e0pecte3 to accomplis6. Secon3# t6ere is t6e nee3 for instr2ments
t6at 7ill pro!i3e t6e necessary integration an3 opport2nity for application of ac92ire3
.no7le3ge. 56ir3# t6ere is t6e reality t6at st23ents 3o not al7ays remem4er all t6at t6ey s6o2l3.
56is lea!es a great 3eal to 4e accomplis6e3 7it6in one semester.
An e92ally important c6allenge is t6e necessity to impart t6e 4asics of Strategic
Management as a 3iscipline in its o7n rig6t. :t is t6e t6eoretical fo2n3ation of Strategic
Management t6at pro!i3es t6e rational for t6e integration. More importantly# t6e st23ents nee3s
an 2n3erstan3ing of <76en= to 2se <76at= tec6ni92es in t6e 42siness 7orl3.
"i!en t6ese c6allenges# : 2se > among ot6er classroom tec6ni92es > case analysis.
St23ents are re92ire3 to pro!i3e analysis an3 3isc2ssion for a n2m4er of s6ort cases t6ro2g6o2t
t6e semester. All are ta.en from c2rrent p24lications s2c6 as# Business Week# Fortune# Forbes
an3 The Economist. : fin3 t6at te0t 4oo. cases 3o not pro!i3e t6e c2rrency necessary. 56ese
cases are 2se3 to 3emonstrate t6e te0t t6eory 2n3er 3isc2ssion# an3 to s6o7 t6e rele!ance of
specific elements of t6e ma?or 7ritten cases. : re92ire t7o ma?or 7ritten cases. 56e first is an
analysis of an in32stry# an3 t6e secon3 is an analysis of a firm 7it6in t6at in32stry. Bot6 are
essential to ac6ie!e t6e learning o4?ecti!es for t6e co2rse.
56e learning o4?ecti!e for t6e co2rse is@ to 2n3erstan3 6o7 t6e top manager +CE8, is
responsi4le for ens2ring t6e long term s2r!i!al of t6e firm 7it6in its competiti!e en!ironment.
56e learning o4?ecti!e for t6e 7ritten case analyses is@ to arri!e at a point 76ere t6ey can
3e!elop a so2n3 42siness plan to ens2re t6e s2r!i!al of t6eir c6osen firm 7it6in its competiti!e
en!ironment. Also# to appreciate t6e comple0ities of collecting an3 2n3erstan3ing t6e rele!ance
of t6e !ast amo2nt of information a!aila4le.
56e learning o4?ecti!e for t6e in32stry analysis is@ to 3etermine t6e opport2nities an3
t6reats t6at e0ist for firms 7it6in a competiti!e en!ironment. 56ey s6o2l3 4e a4le to appreciate
6o7 t6e !ario2s forces operating in an in32stry create or limit t6e c6ances for s2r!i!al.
56e learning o4?ecti!e for t6e firm analysis is@ to 3etermine t6e strengt6s an3 7ea.nesses
of a firmA an3# to 3etermine t6e core competence t6at can 4e 42ilt on to esta4lis6 a competiti!e
a3!antage. 56e final step is to 3e!elop a 42siness plan t6at 7ill align t6e capa4ilities of t6e firm
7it6 t6e re92irements of t6e competiti!e en!ironment.
St23ents are re92ire3 to 7or. in teams to complete t6e t7o ma?or case 7rite)2ps. 56ey
7ill later ma.e a presentation of t6eir fin3ings. : re92ire teams 4eca2se t6e most 3iffic2lt part of
management is t6e management of 62man reso2rces. By setting specific g2i3elines for st23ents :
ma.e t6eir gra3e contingent on t6eir management a4ilities as 7ell as t6eir a4ility to complete t6e
pro?ects. 5eam si;e is limite3 to 3 or * mem4ers.
56ey are free to c6oose t6eir firm an3 its in32stry. : strongly s2ggest t6at t6ey select a
firm t6at 6as a pro32ction f2nction. 56is ma.es it easier to see t6e fo2r organi;ational f2nctions
4eing integrate3. : also enco2rage t6em to select an in32stry t6at 7o2l3 4e s2ita4le for
employment 4ase3 on t6eir partic2lar interests# an3 primary area of concentration. For e0ample#
acco2nting ma?ors are enco2rage3 to e0amine an acco2nting firm. Finance ma?ors are pointe3
to7ar3 t6e 4an.ing in32stry. :n t6e en3# t6e st23ents ma.e c6oices 4ase3 on gro2p consens2s
an3 personal interests. Bo7e!er# a mi0t2re of ma?ors can 4e an a3!antage 76en 7or.ing on t6e
papers. 56e possi4le colla4oration an3 integration of 3ifferent perspecti!es is one a3!antageA
anot6er is t6e opport2nity to 7or. on a part of t6e papers t6at is rele!ant to t6eir 3iscipline.
Bo7 firm=s performance is 3efine3 is left to t6e st23ent. : m2st appro!e all c6oices prior
to t6e st23ent 4eginning 7or.. :n t6is 7ay# : am s2re t6at t6e pro?ects are 3o)a4le. $o t7o gro2ps
are allo7e3 to 3o t6e same firm 7it6in t6e same class# 42t t6ey can 3o 3ifferent firms 7it6in t6e
same in32stry. 56ere are no <easy= in32stries or firms. Eac6 6as its o7n c6allenges.
A significant amo2nt of time is spent co!ering analysis tec6ni92es# an3 t6e reso2rces
a!aila4le# prior to t6e st23ents starting on t6e pro?ects. 56ey are also enco2rage3 to 3i!i3e t6e
7or. 2p into specific areas. For e0ample# for t6e firm paper@ 3o t6e fo2r f2nctional areas first#
t6en 3o t6e intro32ction an3 concl2sion. 56is gi!es a reasona4le 4alance to t6e 7or. loa3.
8ne common complaint a4o2t t6is approac6 to case 7riting is t6at a st23ent 7or.ing on
one section of t6e paper 7ill not learn a4o2t t6e ot6er sections of t6e paper. E!ery approac6 to
case 7riting 6as a limitation# 42t : t6in. t6at t6is one is managea4le. First# t6e intent is not to
teac6 st23ents a4o2t one partic2lar in32stry. :t is to teac6 t6em t6e rele!ance# an3 t6e tec6ni92es#
of in32stry an3 firm analysis. Stressing t6is point early on is !ery important.
:t is important to note t6at : 3o not gi!e t6e st23ents too many specific 3irections. : 7ant
t6em to 3o t6eir o7n researc6 an3 ma.e 3isco!eries along t6e 7ay. 56ere is no one rig6t ans7er.
Correctness > if s2c6 e0ists > is a pro32ct of t6e logic 2se3 in t6e analysis. For e0ample# t7o
meas2res of economies of scale are re92ire3. :t 3oes not matter 76ic6 meas2res are 2se3# 76at
matters is t6at t6e st23ent reasons t6ro2g6 t6e pro4lem an3 fin3s a means of ?2stifying a position.
:f : gi!e too m2c6 3etail it limits t6e imagination of t6e st23ent an3 pre!ents 3isco!eries t6at
co2l3 4e significant.
5o 6elp get t6e st23ents oriente3# : 3o pro!i3e complete <sample= papers from a pre!io2s
class. : am caref2l to ens2re t6at t6e sample papers are on an in32stry an3 firm not c2rrently
4eing 3one. : 3o not 6a!e to 7orry a4o2t copying# or ot6er forms of c6eating. 56e papers m2st
4e 2p)to)3ate# 76ic6 means significant recent citations in t6e 4i4liograp6y. A33itionally# : 3o
pro!i3e t6e st23ents 7it6 t6e opport2nity of sen3ing in parts of t6e pro?ect as t6ey 7rite. : t6en
pro!i3e fee34ac. to pre!ent t6em going off on tangents an3 7asting !al2a4le time. Most
st23ents fin3 t6is met6o3 4eneficial as t6ey 7or.. : fin3 t6e 92ality of t6e papers impro!es
3ramatically o!er t6e co2rse of t6e semester. :t is critical to stress t6at t6is is a 42siness report#
an3 not an Englis6 paper. Eac6 paper 7ill ta.e on significant proportions +30 to (0 pages, if ?2st
t6e re92ire3 7or. is 3one. :f foc2s is not maintaine3# t6e si;e 4ecomes 2nmanagea4le.
Ass2mptions an3 common .no7le3ge are not accepte3. E!eryt6ing 6as to 4e pro!en in
some manner# if ?2st 4y an inter!ie7 7it6 a 42siness person. C2antitati!e an3 92alitati!e analysis
are re92ire3. : gi!e a n2m4er of e0amples in class of 6o7 7rong <common .no7le3ge= can 4e.
56e firm paper analysis t6at follo7s 6as 4een a3apte3 from t6e 7or. of -6eelen D
B2nger +%000,
1
. 56eir mo3el for t6e e!al2ation of firms 6as 4een e!ol!ing for o!er a 3eca3e# an3
represents one of t6e more concise approac6es to firm analysis. 56is approac6 is compati4le 7it6
a n2m4er of Strategic Management te0t an3 can easily 4e a3apte3 to most sit2ations. :n a33ition#
my o7n e0periences in t6e 42siness 7orl3 6a!e 4een incorporate3.
:n 76at follo7s# : co!er in some 3etail t6e o2tline for t6e firm paper. 56is o2tline is gi!en
to t6e st23ents in its entirety.
1
-6eelen# 5.L. D B2nger# E.D. %000. Strategic Management. pper Sa33le Ri!er# $.E. .S.A@ Frentice Ball
F:RM FAFER 85L:$E
56is o2tline is only a g2i3e. Eac6 firm is 2ni92e# an3 yo2 are responsi4le for a3apting
yo2r paper to fit t6e circ2mstance. Form is important# 42t m2st not replace reason.
Learning 84?ecti!e@ to 3etermine t6e strengt6s an3 7ea.nesses of a firmA an3# to
3etermine t6e core competence t6at can 4e 42ilt on to esta4lis6 a competiti!e a3!antage.
Met6o3@ Firm analysis an3 t6e 3e!elopment of an a44re!iate3 42siness plan to ens2re
long term s2r!i!al 7it6in t6e competiti!e en!ironment. Compare yo2r firm to a 4etter
performing firm 7it6in t6e same in32stry# or to t6e in32stry tren3s t6at yo2 create3 in t6e
in32stry paper.
Maintain yo2r foc2s on t6e 92estions 4eing as.e3. Fro!i3e concl2sions for eac6 section
an3 s24)section. A 3ecision matri0 s6o2l3 4e pro!i3e3 at t6e en3 of eac6 section# an3 an o!erall
matri0 pro!i3e3 in t6e concl2sion section.
-6ere 92antitati!e analysis is re92ire3# pro!i3e n2m4ers e0presse3 as ratios. se fi!e
years of 3ata to esta4lis6 tren3s. -6ere 92alitati!e analysis is re92ire3# pro!i3e citations to
s2pport yo2r arg2ments. Ass2mptions an3 common .no7le3ge are not accepte3.
Contin2ity@ : 3o rea3 t6ese papersG Be s2re t6at if yo2 ma.e a 3eclarati!e statement in
one section# yo2 3o not contra3ict yo2rself in anot6er. -6ile it is a team pro?ect# : rea3 it as t6e
7or. of one person. :ntegrate t6e paper. Flease n2m4er pages# an3 2se section 6ea3ings an3 s24)
6ea3ings.
Belp is ?2st a mo2se)clic. a7ayG : strongly enco2rage yo2 to s6o7 me yo2r 7or. as yo2
progress. : can# an3 7ill# sa!e yo2 6o2rs of fr2stration if yo2 7ill s6o7 me 76at yo2 are 3oing.
:. C2rrent Sit2ation
A. Brief firm 6istory. -6at in32stries an3 in32stry segments is yo2r firm in!ol!e3 in# an3
76at 7ill 4e t6e foc2s of t6e paperH Io2 can not 3o all of t6e in32stries or segments in
one semester. Ma.e a rational c6oice t6at aligns t6e firm paper 7it6 t6e in32stry paper.
Fro!i3e a statement of t6e c2rrent position or sit2ation of yo2r firm 7it6in t6e in32stry
+i.e.# 6o7 goes it,. Bo7 3i!ersifie3 is t6is firmH Relate3 or 2nrelate3 +yo2 may 3isc2ss
t6is 76ere!er yo2 t6in. most appropriate,H
B. Strategic Fost2re.
1. -6at is t6e c2rrent missionH Di3 yo2 6a!e to 3e32ce it# or 7as it state3. :s t6ere
a clear point B +an o4?ecti!e t6at 7e can 92antify,H Io2 s6o2l3 4e concerne3 7it6
4ot6 t6e 92ality of t6e mission statement# an3 its appropriateness for t6e
competiti!e en!ironment. Io2 7ill 4e a4le to a33ress t6is iss2e after yo2
complete t6e firm analysis.
%. -6at is t6e c2rrent +Forter=s generic, strategyH Since yo2 are only 3oing one
segment# yo2 are concerne3 7it6 42siness)le!el strategy only. :s t6is strategy
consistent 7it6 t6e mission# appropriate for t6e en!ironmental conte0t# 4eing
follo7e3 4y managementH Again# t6is is 4est ans7ere3 after t6e analysis is
complete.
::. E0ternal En!ironment +8pport2nities an3 56reats., 56is section is a restatement of some of
yo2r in32stry paper 7or.. Io2 restate yo2r fin3ings 7it6 respect to t6is specific firm.
A. Socio)c2lt2ral. -6at general en!ironmental factors among t6e socio)c2lt2ral#
economic# political)legal# an3 tec6nological forces are c2rrently affecting 4ot6 t6e firm
an3 t6e in32stry in 76ic6 it competesH -6ic6 present# c2rrent# or f2t2re t6reats or
opport2nities are important to yo2r firmH
B. 5as. En!ironment. -6ic6 of t6e fi!e forces +Forter=s, in t6e imme3iate en!ironment
are c2rrently affecting t6e le!el of competiti!e intensity 7it6in t6e in32stryH -6ic6
present c2rrent or f2t2re t6reats or opport2nities important to yo2r firmH
:::. :nternal En!ironment +Strengt6s an3 -ea.nesses, 56e only 7ay to .no7 if yo2r firm is
3oing 7ell is t6ro2g6 comparison. 56erefore# almost all of t6e elements t6at follo7 re92ire t6e
analysis of yo2r firm an3 t6en a comparison to a 4etter performing firm# or to in32stry stan3ar3s.
A. Management. 56e o4?ecti!e of t6e management f2nction is to ens2re t6e long)term s2r!i!al of
t6e firm 7it6in its competiti!e en!ironment. Begin 7it6 yo2r assessment of 6o7 management
6as a33resse3 t6is o4?ecti!e.
1. Boar3 of Directors. 56e o4?ecti!e of t6e 4oar3 is to pro!i3e o!ersig6t of t6e firm.
Base3 on yo2r o4ser!ations is t6is 4oar3 appropriate for t6e competiti!e en!ironment of
t6is organi;ationH
a. -6at is t6e 4oar3 si;e an3 composition +a!erages for all firms is &*J e0ternal#
7it6 1* mem4ers total,.
4. -6at are t6eir s.illsH Do yo2 6a!e t6e fo2r f2nctional areas co!ere3H
c. Do t6ey o7n a significant percentage of stoc.H Bere yo2 are testing elements of
agency t6eory.
3. -6at is t6eir le!el of in!ol!ement in t6e o!ersig6t of t6e corporationH 56at is#
76at committees are t6ey onH Bo7 often 3o t6ey meetH
%. 5op Management +2s2ally only t6e CE8,. 56e o4?ecti!e of management is to ens2re
t6e s2r!i!al of t6e organi;ation 7it6in its en!ironment. :s management ac6ie!ing t6at
o4?ecti!eH
a. -6at are top managementKs c6ief c6aracteristics in terms of .no7le3ge# s.ills#
4ac.gro2n3# an3 management styleH :s top management s2fficiently s.ille3 to
cope 7it6 li.ely f2t2re c6allengesH Bas it esta4lis6e3 a systematic approac6 to t6e
form2lation# implementation# e!al2ation an3 control of strategic managementH :s
t6ere a !ision# clearly artic2late3# g2i3ing corporate acti!ities +i.e.# 3oes t6is
manager .no7 76ere t6e organi;ation is 6ea3e3,H -6at is t6e 3egree of stoc.
o7ners6ip# an3 is it appropriateH
4. 8rgani;ational Str2ct2re. -6at is t6e present str2ct2reH Disc2ss 3ecision
ma.ing a2t6ority# 3egree of a2tonomy# team 42il3ing# empo7erment# etc. :s t6e
str2ct2re appropriate for t6e competiti!e en!ironment an3 consistent 7it6 t6e
c2rrent strategy an3 missionH
c. C2lt2re. :s t6ere a 7ell 3efine3 or emerging c2lt2re compose3 of s6are3 4eliefs#
e0pectations# an3 !al2esH :s t6e c2lt2re a so2rce of s2pport or 6in3rance to
ac6ie!ing t6e missionLstrategy of t6e corporationH
B. Mar.eting
56e o4?ecti!e of t6e mar.eting f2nction is to ma0imi;e mar.et s6are. Are t6ey ac6ie!ing t6is
o4?ecti!eH Io2 s6o2l3 4e a4le to pro!i3e a grap6 of mar.et s6are c6ange o!er time compare3 to
anot6er firm or t6e in32stry. -6at is t6e mar.et s6are c6ange of t6e firm in relation to mar.et
gro7t6H Remem4er to 2se ratios# not ra7 n2m4ers. Bo7 7ell is t6e corporation performing in
terms of mar.et position an3 mar.eting mi0H Io2 ans7er t6is 4y comparing t6e * FKs to a 4etter
performing firm.
1. Bo7 7ell 3oes yo2r firmKs pro32ct offering +pro32ct mi0, compare to a 4etter
performing firmH
%. :s t6e firmKs pricing appropriateH
3. Compare t6e place +3istri42tion system, of t6e pro32ct offering.
*. E!al2ate t6e promotional efforts of t6e firm. -6at is t6e payoff for t6e money spen3
on a3!ertisingH :s t6ere a relations6ip 4et7een a3!ertising an3 mar.et s6are c6angeH
Fro!i3e a concl2sion to t6is section. -6at tren3s 3o yo2 see from analysis of t6eir past
performanceH : s2ggest 2sing a 3ecision matri0. From yo2r analysis# 76at are t6e strengt6s an3
7ea.nesses of t6is f2nctionH
C. 8perationsLFro32ction. 56is section 7ill 4e re!ise3 for t6ose teams 3oing a ser!ice firm.
-6ile t6e 4asic arg2ments are t6e same# t6e met6o3s 7ill 4e 3ifferent. Cons2lt 7it6 yo2r
instr2ctor 4efore 4eginning t6is section if yo2 are 3oing a ser!ice organi;ation.
56e o4?ecti!e of t6e operations f2nction is to increase pro32cti!ity. Are t6ey ac6ie!ing t6is
o4?ecti!eH 56is is also t6e f2nctional area 76ere yo2 can 4est e!al2ate 76et6er yo2r firm is
follo7ing t6e logic of re)in!esting in itself +t6e logic of t6e managerial enterprise,H
1. :n or3er to ac6ie!e impro!ements in pro32cti!ity# t6e firm m2st 4e re)in!esting in
itself. -6at is t6e tren3 in capital spen3ingH -6at is t6e tren3 in pro32cti!ity
impro!ementH
%. :n com4ination 7it6 t6e mar.eting section# 6as t6is firms emp6asi;e3 pro32ct
3e!elopment# or 3i!ersification# for gro7t6 +t6e C6an3ler arg2ment,H $o longer re92ire3.
3. 8perating le!erage. Bo7 6as t6e mi0 of people to capital c6ange3 o!er time ) are fi0e3
costs risingH -6at are t6e tren3s in costs per 2nit of la4or# in!entory control# etc.H
*. Researc6 D De!elopment. -6at ret2rn is t6e corporation recei!ing from its RDD
in!estmentH :s t6e firm tec6nologically competentH Bo7 7ell 3oes t6e firmKs in!estment
compare 7it6 similar corporationsH -6at is t6e 4ang for t6e 42c.G
Fro!i3e a concl2sion to t6is section. : s2ggest 2sing a 3ecision matri0. From yo2r analysis# 76at
are t6e strengt6s an3 7ea.nesses of t6is f2nctionH
D. Finance
56e o4?ecti!e of t6e finance f2nction is to ma0imi;e s6are6ol3er 7ealt6. Are t6ey ac6ie!ing t6is
o4?ecti!eH : 7o2l3 prefer total ret2rns to in!estors o!er time as t6e meas2re 6ere. 56e 3ata are
a!aila4le.
1. Remem4er to 2se at least fi!e years of 3ata for t6e most important factors. -6at tren3s
3o yo2 see emerging from t6is analysisH S2ggeste3 ratios are containe3 in t6e te0t.
%. Bo7 7ell is t6e corporation performing compare3 to competitionH
3. Capital Asset Fricing Mo3el. +Class lect2re notes, -6at is t6e cost of capital for t6is
firmH -6at impact 3oes t6is 6a!e on competiti!enessH -6at 3oes yo2r analysis tell yo2
a4o2t t6e pro4a4ility t6at management 7ill rein!est in t6e firmH
*. De4t to E92ity policy an3 s2scepti4ility to e0ternal forces# s2c6 as 3e4t co!enants#
ta.e)o!er attempts# etc. As lect2re material points o2t# t6e capital str2ct2re 3ecision is
!ery important to t6e s2r!i!al of t6e firm.
Cr2nc6ing of n2m4ers is not t6e o4?ecti!e 6ere. Io2 are loo.ing for significant tren3s t6at can
impact t6e s2r!i!a4ility of t6e firm. As yo2 fin3 negati!e tren3s t6at co2l3 effect ot6er
organi;ational f2nctions# tell yo2r team mates. -6at 6a!e t6ey 3isco!ere3H 56is section can not
stan3 on its o7n# it 6as to 4e integrate3 into t6e o!erall paper.
Fro!i3e a concl2sion to t6is section. : s2ggest 2sing a 3ecision matri0. From yo2r analysis# 76at
are t6e strengt6s an3 7ea.nesses of t6is f2nctionH
E. B2man Reso2rce Management. :f applica4le ) i.e.# are 2nions in!ol!e3H :f so# yo2 are
concerne3 7it6 t6e BRM f2nction of t6e organi;ation.
F. Management :nformation Systems. :f applica4le. :s yo2 firm 6a!ing pro4lems 7it6 its M:S
systemH Rea3ings from articles s6o2l3 gi!e a cl2e. :f no pro4lem is note3# yo2 3o not 6a!e to
incl23e t6is section.
:M. Critical S2ccess Factors. From yo2r in32stry paper# 3isc2ss 6o7 yo2r firm is a33ressing
t6ese factors. Most of t6ese factors +% of 3, 7ill len3 t6emsel!es to 92antitati!e analysis an3
comparison.
M. Strategic Fro4lem. From yo2r analysis# 76at is 5BE strategic pro4lem of t6is firm. 56is is
only one paragrap6 an3 not a la2n3ry list. Cl2e > yo2r paragrap6 7ill 4egin@ Management 6as
faile3 to ens2re t6e long)term s2r!i!al of t6is firm 4eca2seN..
M:. Strategic Alternati!es. Fro!i3e appropriate strategic alternati!es state3 as strategies# not as
elements of a strategy. Disc2ss t6e proKs an3 conKs of eac6. 56e c2rrent strategy# if appropriate#
co2l3 4e one of t6e alternati!es if t6e firm simply nee3s to impro!e t6e implementation of t6at
strategy.
M::. Recommen3ation. From yo2r alternati!es# 76at 8$E strategy 3o yo2 recommen3# an3
76yH 56is is only one or t7o paragrap6s.
M:::. :mplementation. 56is is t6e section 76ere most teams lose it. Remem4er t6at strategy is a
pattern of actions an3 acti!ities.
A. "i!e SFEC:F:C recommen3ations on 6o7 yo2 7o2l3 implement yo2r strategic
c6oice. Fro!i3e 3etails a33ressing eac6 of t6e fo2r f2nctional areas.
B. S6o7 6o7 yo2 are sol!ing t6e 7ea.nesses an3 42il3ing on t6e strengt6s of eac6
f2nctional area.
C. -6at is t6e core competence of t6is organi;ationH Can 7e 42il3 a s2staina4le
competiti!e a3!antage 7it6in t6is in32stryH
D. :ncl23e a 4asic pro forma for at least ( years o2t to see t6e impact of yo2r c6anges.
se yo2r 4est g2ess on t6e n2m4ers# in3icating yo2r ass2mptions.
E. Concl23e t6e paper 7it6 yo2r prognosis for t6e firm.
56is is t6e gra3e s6eet for t6e firm paper
Case $ameOOOOOOOOOOOOOOOOOOOOOOOOO
Bi4liograp6y@
Appen3ices# grap6s# ta4les@
Firm B2siness Segments@
Strategy@
Mission@
Corporate o7ners6ip@
Boar3 of Directors@
RDD@
5ype an3 Degree of Di!ersification@
Capital in!estment relate3 to performance@
SocialLEn!ironmental programs@
"ro7t6 rate of firm@
Cost of Capital +CAFM,@
5a.e o!er target@
Asset 4ase compare3 to competitors@
Bistorical financial 3ata@
S.-.8.5.@
C.S.F.Ks@
Analysis of t6e f2nctional areas@
Management@
Mar.eting@
8perations@
Finance@