Business Strategy P
Part 4: Strategic diagnostics – Final report
– Conduct additional strategic analyses using the data from parts 1 and 2 and bring together all prior analyses to help diagnose the issues and underlying causes for the problem.
– Define the most important strategic problem for the company at the time of the case. – Identify the company’s strategic alternatives and provide a recommendation.
– Submit a comprehensive professional final report.
– To learn about the most recent strategic issues and how the company is responding to investors, read conference calls and other investor analyses. Synthesize your findings.
– Conduct any additional research to fill gaps and missing information from your prior analyses or as instructed via formal and informal feedback
1. Conduct a competitor analysis. Draw a competitor map. Determine direct competitors and potential competitors. How does the company compete? Compare with dynamics competition discussed in part 1B. How can they improve their competitive situation?
2. Analyze the company’s structure and controls. How is the implementation aligned with the company’s strategic formulation? Where can you identify structural issues? Use the implementation framework taught in class, and available on CC.
3. Analyze the company’s governance structures. Are there any corporate governance concerns? How can the company address these issues?
4. Compile your findings in a SWOT analysis, using the worksheet provided in CC.
5. Once you complete all the analyses above, list any issues you have identified in the external and internal environments and provide a strategy-level diagnosis.
6. Discuss strategic alternatives the company might consider as solutions to its problem(s) and justify based on your analysis and prior findings.
7. Write your recommendations with a focus on what might have to change within the organization and/or industry to make progress towards solving problems/issues. All recommendations should consider aspects of implementation. You may use the elements described in the formulation / implementation tool as you develop your recommendations. Your recommendations should consider implications for resources, budgets, corporate or organizational structures, implementation timelines, governance, etc. Consider the following roles in developing your recommendations:
o Consultant/executive approach: what changes would you recommend to the executives or board of directors, to address the problem more effectively?
o Intrapreneurial approach: how would you approach agenda-setting and implementation of new solutions from within the organization?
o Entrepreneurial approach: how would you approach addressing solutions to the problem through a new company formation. Describe early stage to seed stage.
What to deliver
Your final report should reflect all the work of your team, from the beginning of the semester. It should read as one document, not a collection of disparate sections. Teams are free to use any content from the interim reports in the final report — interim reports are to be treated as early drafts that contribute towards the final report.
© Cata Ratiu, 2022 6
Format: Projects should employ a business report format (https://tinyurl.com/2ykycscr). Consider how this report may be useful in your career someday and write it for a broader audience. I discourage reports addressed to an audience of one: the course instructor. The report could fit in your job market portfolio, along with other applied, experiential, or immersive projects you have completed as a business student (e.g., client based work, senior experience, etc.). Once completed successfully, you may refer to The Cap$tone Chronicles™ training in your resumé, as appropriate to your job search or career objectives.
All reports should have an executive summary of 1 page. The text narrative should be structured using headings and subheadings, for readability. Although references should be formatted using APA style, the structure and appearance of the report should not follow the APA guidelines.
If figures or tables are used, you may insert them in the body, or at the end as appendix. I encourage you to develop visuals to synthesize complex information. Explore corporate white papers as examples of applicable formatting styles.
Suggested page length is around 20 pages, not counting the executive summary, references, and appendices. There is no penalty for paper lengths above 40 pages or below 20 pages. Each paper is graded on the quality of research and analyses relative to the scope of the problem tackled. The process of carefully curating what content to include in the final report will help you develop superior business analysis and writing skills. (i.e., work to avoid the everything but the kitchen sink problem).
All reports should contain the following elements, in whatever order you decide to include them: – Executive summary
– Statement of project scope or problem, and issue analysis
– External analyses
o General environment /PESTEL
o Industry analyses
o Competitive dynamics
o Cooperative dynamics
– Internal analyses
o Stakeholder map
o Performance (multiple measures)
o Capabilities and core competencies
o Corporate governance
Inclusion of other analyses will vary from project to project, depending on scope and issues. For example, some projects may use M&A, international or other analyses
IMPORTANT: The following can lead to an automatic “F” on your paper and an invitation to revise and resubmit for a chance to have your paper graded with a 20% grade penalty: spelling mistakes, formatting errors of the paper or references, poor editing and general writing issues.