Outline of Internal Analysis (Final) This assignment offers you an opportunity t

Outline of Internal Analysis (Final)
This assignment offers you an opportunity to incorporate developments in business
practices with the tools you have acquired to engage in successful strategic
management. As a result of your quality participation in this assignment, you will
demonstrate that you can apply classroom learning to a real-world situation, and you will
emerge from the experience with a new sense of collaboration and community as well as
the confidence to apply your degree outside the academy.
Therefore, satisfactory performance in this assignment is a requirement of both MARA
466 and your business degree.
All students should use the following format, which is a logical analysis of your business
environment and an evaluation of your alternatives for your business optimal solutions.
The format is based on the premise that you are a consultant to the firm and have
been asked to develop a strategic plan.
You will write an in-depth internal analysis, which includes detailed organizational
analysis, a thorough analysis of financials (for 3 years) including a comparison to
industry averages, and a SWOT analysis. Each section needs a summary of what you
think are the most pressing strategic issues.
In the final section, you will provide your strategic internal recommendations
supported by the results of your analysis.
Outside research on your case and the industry is mandatory—use the Web. Elimination
of any part of this report without the consent of the instructor will result in a lowering of
your total grade. You may obtain a copy of the firm’s Annual Report and 10K for the year
of your analysis.
Check the syllabus for more details on the content of this assignment.
Your written assignment MUST contain:
1. Cover Page;
2. Table of Contents;
3. Executive Summary;
4. Brief history of company;
5. Thorough internal analysis;
6. Recommendations (for the company)***;
7. Conclusions
***Recommendations is an important part of your report since it represents your vision
for the future of the company. You should include a complete discussion of your
strategies, as well as a thorough discussion of your plans for implementation and control
needed to see your vision fulfilled.
Provide specific and detailed strategic recommendations. (For example, don’t just say
they need better marketing, but be specific). Be sure to address the following issues in
justifying your strategic choices.
• What: Specifics. Not Vague, general statements like ―they should innovate.
Should be detailed descriiption.
• Why: The ―why should be based on your analyses earlier as to why it is
important that the company should implement your recommendations.
• How: Specific descriiption of how to implement recommendation (don’t just say
they should market more – be specific. Also explain how they should pay for it,
for instance.)
• When (the milestones): Time frame of how long to implement: target date
(month, quarter or year), based on a prioritizing of the recommendations. Give a
possible timeline.
• Risk assessment and contingency plans.
• Long-term effects. What are the long-term consequences of your
recommendations? Consider the impact on all of the stakeholders. Discuss the
control systems needed to monitor the success of the selected strategies.
Outline of Internal Analysis. The final exam will assess the course objectives 1-7. Internal analysis
involves the finding of answers using strategic tools and techniques to five broad questions:
Question 1: How well is the company’s strategy working?
Question 2: What are the company’s competitively important resources and capabilities?
Question 3: Are the company’s prices and costs competitive?
Question 4: Is the company competitively stronger or weaker than key rivals?
Question 5: What strategic issues and problems merit front-burner managerial attention?
Chapter 6: Vertical Integration Strategies Ch. 6
Chapter 7: Strategies for International
Chapter 7: International Strategy: The Three Principal Options
Chapter 8: Corporate Strategy & Diversifying into Unrelated
Businesses
Chapter 9: Business Ethics
Chapter 10: Leading Strategy Execution