Saint MBA599 assignment

Saint MBA599 assignmentMBA 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
.gif”>

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 .gif">.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>

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 .gif">.gif”>
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
.gif”>.gif”>

.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>.gif”>

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