“Strategic management consists of the analyses, decisions, and actions

    Scenario You have been selected to serve as a consultant for a business/organization for a sum of $250,000. The client expects a well done and well thought out recommendation. If you are successful in this endeavor, the client has additional consulting projects that you would likely be afforded. The recipient and evaluator of your work is the Board of Directors. It has been several years since this business/organization has done a detailed review from an outside party. There is the need to conduct a deep and thorough analysis, pinpointing the primary issues (problems) facing the company, and of your recommendation to address. At the end of the day, the client expects that you will both pinpoint an issue and recommendation that will be new to the Board. The objective is to enhance the company’s competitive advantage. F25 The recipient of your work is the Board of Directors. They expect precision, and a writing style that “says what needs to be said in as few words as possible.” Charts, graphs, tables, bullet points are welcomed. Details on your selection process for the particular company or organization that you select is found at the conclusion of this document. Part I. Purpose Length: One sentence. What is the stated purpose of your report? What are you hoping to accomplish? Part II Introduction Introduction Length: One to two paragraphs. Provide a brief overview of the business/organization highlighting its history, present state, and general market it serves. Part III. Analysis Length: 7 pages - Organizational Goals and Objectives. 1. What is the firm’s vision and/or stated mission statement (Chapter 1)? 2. Do the firm’s short-term strategic objectives match with their long-term objectives? - External Environments. 3. What do the “five forces” model developed by Michael E. Porter (Chapter 2) point out regarding your firm’s competitive posture? - Internal Environment. 4. Do any of the four criteria for assessing sustainability of resources and capabilities (Chapter 3 – Exhibit 3.6) point out a competitive advantage for your firm? - Financial. 5. Using financial ratio techniques, of your choice, (Chapter 13 – Exhibit 13.1) review the financial position of your firm. Are there any concerns? 6. This is not an exhaustive financial report. Do need to use data, which can be attached to the appendix, to support your perspective on the firm’s financial health. - Human Capital 7. How might your firm improve and/or make no needed changes in their approach to recruit, develop, and retain (Chapter 4) their employees? - Generic Strategies 8. Michael Porter (Chapter 5) presents three strategies to achieve a competitive