You have been hired as a business consultant to prepare a report for the CEO of the organization and outline the actions (s)he should take to boost the company’s performance. Using strategic models, you have learned, your report should contain detailed and convincing reasons to support each one of your recommendations. It is imperative that the conclusions offered by your recommendations are analysis-based and drawn from the concepts and analytical tools discussed in the text.
The written case will be turned in electronically via Canvas. The written case assignment will be typed, Times New Roman 12pt, double-spaced, and limited to 12-15 pages in total. The case should reflect a complete and thorough analysis using all models, tools, and techniques covered in class, the text, and the case analysis handout. Any models used to support your case can be placed in your case’s appendices. The Appendix does not count in your page total. Your paper’s format should include headings, and subheadings as required for identification of topics you are discussing. The case will be professional in thought and appearance. The Case Analysis Guide on the UWF Library Course Reserve provides great information for ideas & models to help answer critical case questions as designated below.
The report is to be grammatical correct and professionally written. We advise each student to make an appointment with the writing lab early in the semester. Your case analysis must address the following questions, based on the information in the case. Your analysis format should address the questions in sequence based on the information in the case.
Case Analysis Questions
Part 1: External Analysis
1. Conduct a PESTEL assessment for the Industry (please pick and discuss only the top 3 most impactful components of the PESTEL) and provide an overall assessment of general environmental impacts to the industry.
2. and provide an overall assessment of general environmental impacts to the industry.
3. Describe the Major Driving Forces of the Industry. Provide an overall assessment of their combined impact on industry attractiveness and profitability.
4. Identify & assess the strengths of the Industry’s Competitive Forces (Porter’s 5 forces) and provide a summary of their impacts on current or potential industry participants.
5. Identify and describe the Key Success Factors for the Industry. Rank the key success factors in terms of importance. Assign and justify any weights to be used in a Company Competitive Strength Assessment.
6. Using a Strategic Group Map(s) identify & discuss the major “players”, their strategies, and how the strategies differ.
7. Given your external situation analysis, is the Industry attractive? Why and/or why not?
Part 2: Internal Analysis
1. Assess the strength of the companies relative to each other in the industry using a Competitive Strength Assessment (CSA) Matrix from Chapter 4. What conclusions can be made concerning the ability of the companies to compete based upon your CSA matrix?
2. Conduct an in-depth financial analysis with regards to profitability, liquidity, and growth, and then provide an assessment of the overall health of the firm’s finances. Include a detailed analysis of the Company’s Dupont Formula.
3. Assess the Company’s value chain compared to key rivals to identify best practices and/or areas needing improvement.
4. Use the resource-based view to identify the competencies and skills the firm has that provide the organization with a competitive advantage. Summarize the impacts of the company’s resources in providing a competitive advantage (Be Specific).
5. Conduct a SWOT analysis on the company and include pertinent financial assessment aspects revealed by your answer to question 7.
Part 3: Strategy and Recommendations
1. Identify the firm’s present mission and business model. Does the existing mission and business model fit with market forces? What changes to either should be made?
2. Identify the firm’s present generic strategy. Does the present strategy fit with market forces? What supporting strategies from Chapters 6-8 does the firm use to compete? Have they been effective in establishing a sustainable competitive advantage? Why or Why not?
3. Identify and explain the strategic issues the firm must address to be competitive?
4. In your role as a consultant, what strategic (Chapters 5-9) and operational (Chapters 10-12) changes would you recommend to the CEO to address the firm’s strategic issues?
5. What additional opportunities or threats have emerged for this company during the past year?