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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 Strategies 

o Corporate governance 

– Diagnostics 

o Implementation 

o SWOT  

– Alternatives 

– Recommendations 

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.

Business Strategy P



First Solar, Inc.

Table of Contents

Table of Contents 2
Executive Summary: 3
Project Scope: 3
External Analysis: 3
Internal Analyses: 6
Diagnostics: 15
Alternatives: 16
Recommendations: 16
References: 17
Appendix: 19

Executive Summary:

First Solar, a company started in 1999, has grown to become one of the world’s largest solar power manufacturing companies. This was due to a lot of help from the recent shift in moving away from traditional energy sources which allowed the solar power manufacturing industry to become a very powerful market all across the world. With the recent rise in demand for a clean energy alternative to traditional energy sources First Solar has been able to keep a firm hold as one of the top players in this industry. In this report we will be taking a deeper look at the solar power manufacturing industry as a whole, this will include an external analysis for the solar power manufacturing industry doing a PESTEL analysis as well as going over industry problems within the solar power manufacturing industry, critical threats for the industry and lastly, competitor dynamics.

Project Scope:

The transition from fossil fuels to renewable energy across the globe has been growing at an exponential rate. The solar panel manufacturing industry has played a huge role in getting the ball rolling. With new technological advances arising daily, companies are forced to keep up with one another to stay afloat. Over the last 5 years, this industry has generated roughly $3.8 billion dollars and has seen a growth rate of about 35.9% (Patel, 2022). This could be due to the fact that renewable energy has been endorsed by the federal government through different incentives such as tax credits and subsidies offered to individuals or companies that turn towards renewable energy. As more individuals begin to turn towards clean energy, the demand for manufacturing solar panels will continue to grow alongside it.

With that being said, this industry does have a few key weak points that should be mentioned. The three major weaknesses inside of the solar power manufacturing industry include high competition, very high volatility, and the high capital requirement to start (Patel, 2022). All three of these weaknesses make this industry very hard to not only get into but to stay afloat once in the industry. Some key strengths that the solar panel manufacturing industry has are the high and increasing level of assistance from the government and continued revenue growth (Patel, 2022). This industry gets assistance from the government through subsidies and lowers tariffs on imports for solar panels materials. This attracts more individuals and allows for companies to manufacture at a lower cost. Another strength that this industry has would be that its projected revenue will continue to grow for the next five years. With the solar industry starting to gain its traction, more demand will be generated throughout the upcoming years.

External Analysis:

PESTEL Analysis:

Clean energy and the need for solar manufacturing have been on a consistent rise over the past few years due the climate crisis and the need to get away from other forms of energy that have been used in the past. The transition from energy sources and the innovative research and development in this industry has made the solar power manufacturing industry very desirable. This industry can be anyalzed through using the PESTEL analysis which is utilized to assess a business’s external environment by separating the opportunities and risks..

Political – The success of solar panel manufacturing in the US is dependent on a couple different factors, the first criteria is the desire of individuals/governments to move towards cleaner energy solutions, “this strong performance can partially be attributed to the continued sentiment shift in favor of renewable energy, which will continue to accelerate given the agenda of the incoming new presidential administration in 2021” (Patel, 2022). The next criteria is competition between domestic and foreign manufacturers and regulations placed on them. Most recently, competition with major manufacturers in China has decreased overall because of the tariffs placed on them by the American administration. According to the IBISWorld report on the solar manufacturing industry, its stated that the “policies have dramatically reduced imports from China, nearly erasing the effects of underpriced Chinese solar products flooding the domestic market. Because of these policies and the necessity of companies to manufacture solar panels, the opportunity for this industry to grow is huge” (Patel, 2022). This allows for domestic companies to be able to compete amongst each other in a fair playing ground.

Economics – The solar power manufacturing industry has grown a lot in recent years and projections show that it will continue to do so over the next few years. The market is projected ”at an annualized rate of 35.9% to $3.8 billion over the five years to 2022, including a growth of 8.5% in 2022” (Patel, 2022). The demand for solar panels has risen since the government has pushed for cleaner energy sources as well as incentives for individuals who turn towards renewable energy.

Sociological – Since the United States gets most of their oil from foreign nations, if they were to move to mainly solar panels manufactured in the U.S., not only would they have less dependence on other countries for energy, but more jobs would be created in the US as well. The reliance on one source of energy can be dangerous for a country of our caliber. These jobs would be created at solar panel manufacturing companies and renewable energy companies alike.

Technological – There has been constant advancements inside the technology behind the solar panels being produced. The new silicon panels being produced are making installations easier, the panels more efficient and cost effective as well. Solar panels have started from very low wattage to being able to net over 400 watts a panel. With constant research and development from multiple companies, this industry and technology will continue to grow.

Environmental – The environmental impact of the solar panel manufacturing industry is one of the most attractive things about it. Solar panels are one of the top forms of clean energy sources. It uses natural sunlight to produce electricity without the use of fossil fuels that harm the environment.

Legal – With a more progressive view on clean energy and all things alike, the push for/back renewable energy could be the crutch for this industry. Many laws could come out in the future that allow for solar energy and other clean energy sources as the main products needed for energy. Laws like this would allow for the solar power manufacturing industry to get even larger in the future. Also laws that push for the use of fossil fuels could potentially damage this industry. With many gas companies being able to lobby people in power, it may become difficult to fully transition to clean energy sources.

Industry Problems:

Currently, one of the major problems that is associated with growth of the solar manufacturing industry is the reliance on the outlook of the other energy resources. The consumption of electrical power, coal, and fossil fuel seem to play a big factor in the demand of the solar modules. Since there is a high demand daily for these resources, higher prices will drive consumers to look for other resources. This is where the solar panel manufacturing industry can come into play and be taken advantage of. Over the past few years, the industry has been given subsidies by the government to grow this industry and bring in more consumers.

Critical Threats for the Industry:

· Threat of new entrants: low because there is a high barrier to entry; very costly to compete with existing players who have many years of experience

· Bargaining power of suppliers: high because there are not a lot of suppliers for some of the inputs necessary for solar panels

· Bargaining power of customers: high because solar panel manufacturing has high customer concentration. Customers typically only use one

· Threat of substitute product: low because there are high switching costs when trying to switch manufacturing companies.

· Rivalry among existing competitors: low because the other companies in the industry do not amount total revenue to more than 5% of the industry while First Solar accounts for over 20% of the total industry revenue

Competitor Dynamics:

Currently, solar panel manufacturers are competing against many different variables to see who comes out on top. Whether it’s their patented technology or lower manufacturing costs, many manufacturers must determine their strategy prior to entering to stay afloat and compete in this industry. The most important variable that can be quantified and compared would be the Cost per Wattage. This amount is typically what consumers look at first when comparing photovoltaic panels against one another since it calculates the total price of a system (Brill & Pelchen, 2022). The cost per wattage is calculated by the cost of one panel divided by the amount of wattage produced per panel. Another variable that manufacturers must consider is the efficiency of their technology. This can be measured by the output of power for each module per size of the area. This is often very valuable when space is limited. It allows for more consumers to take advantage of renewable energy. Another important factor that differentiates competitors is their technology. This requires firms to hire the best individuals for their research and development team in order to keep up to date with their competition. Industry participants who adhere to these three variables have a greater chance of competing and staying in business.

5. Are there areas of cooperation among industry participants? Analyze strategic alliances, especially those that were formed to address the general scope of your project.

First Solar as a player in renewable energy plus other participants in the industry, corporate in diverse areas. However, the fundamental area within the external macro environment is indeed in the renewables in order to reduce the carbon footprint in the atmosphere globally. Looking into different reports and studies about this company and indeed the entire industry, it is easily known that almost 91 percent of the customers here have this notion that it is critical for various companies to actively engage in pursuing sustainability efforts, and this major entails renewable energy targets (First Solar, 2021). For instance, at First Solar, the utility-oriented solar deals are regarded to be economically attractive and as a way of meeting the sustainability targets and also ensuring the reduction of exposure to energy price volatility.

Also, the company’s corporate in areas of technology which is an incentive to them toward the generation of clean electricity for the longest time, helping them to reduce carbon emissions and air pollutants. Through its partner distrubutors like Graybar, Kinect Solar, and indeed WESCO Distribution, the company has been able to establish high-quality, high-performance, eco-efficient photovoltaic (PV) modules . The modules are today available to the distributed generation (DG) market in the whole of the United States and also they market it through the module distribution partners named above. This has enabled it to establish innovative manufacturing processes and enable the smallest carbon footprint, lower the lifecycle of water use, and indeed facilitate energy payback time of any solar offerings on the market.

In conclusion, the company is today in support of the organization’s mission of cooperating and collaborating with other diverse members, looking deeply into the suppliers, and of course, the stakeholders within this diversity in order to promote and improve working and environmental conditions and business performance through leading standards and other best practices.

Internal Analyses:

Company Website Overview:

First Solar’s company website is laid out very professionally and modernized. It is pleasing to the eye and very easy to navigate. There is a lot of information that investors and consumers can get when they access the website. The website is broken down into many different sections such as product offerings, services offered, and investor information. Due to how the website looks and performs, the company can be perceived by first time comers as a successful firm.

Company Mission, Visions, and Goals:

· “Our mission is to create enduring value by enabling a world powered by clean, affordable solar electricity. First Solar technology displaces 89-98 percent of greenhouse gas emissions when replacing energy yielded by conventional generation.”

· “At First Solar, our vision is to lead the world’s sustainable energy future through operational excellence, industry leadership, and by driving innovation across the solar value chain”

· Their mission and vision is very clear for investors/clients to see. It seems to be on each annual report/presentation that the company provides

Value Chain:

· Inbound Logistics

· Manufacturing Locations:

· Malaysia

· United States

· Vietnam

· Operations

· Expanded manufacturing from 25 megawatts (2005) to 7.9 gigawatts (2021).

· Recycle 90% of materials for reuse

· 1 kg of CdTe semiconductor can be recycled 41X, producing electricity for 1,230 years

· Converting mining by-products into the most eco-efficient PV technology

· End-to-end manufacturing in 4.5 hours vs. up to 3 days for c-Si

· 2.5X lower carbon footprint
• 3X lower water footprint
• 2X faster energy payback time than c-Si panels made in China
– All Enables faster and greater decarbonization

· Outbounds

· Uses 3rd party Distributing partners to get product shipped out

· Marketing and Sales

· Environmental company

· Work towards the background

· Biggest advertisement is that they used recycled products which is eco-friendly and cost efficient

· Human Resource Management


· All suppliers go through hard qualification process


· Contracts set out to prevent unethical/moral work and labor rights


· Audit to make sure that everything is being set into place within the above co ntractual agreement


· Employee development


Strategic Business Units (SBU):

(“First Solar, Inc.”, 2021)

· Currently, they offer 3 different styles of PV modules on their website

· Series 6

· Series 6 Plus

· Series 6 CuRe

· As their technology advances, they move on to selling their newer products and only advertise those products on their website (like how Apple works)

· Offers a recycling service for PV modules

· Recovers up to 90% of the materials recycled

· Offers contacts to different vendors for components needed to get their solar panel running such as mounting/racking hardware, wires, and inverters. Clients do not have to search for parts that work with the panels they sell. This creates ease for clients who are not sure which products are compatible with the solar panel.

The company is pretty well diversified. First Solar manufactures the panels as well as commissioning projects for their clients.

· Different Modules and Technology (products offered)

· Series 6

· Series 6 Cue

· Recycling

· Manufacturing Plants

· Solar Farms/Engineering, Procurement and Construction (EPC)

· Technology (Research and Development)/Developers

Critical Value-Creating Activities:

First solar uses multiple materials in order to manufacture solar panels.

· They take steel and iron and turn it into frames for the panels

· They take plastic and resin and turn it into panes to protect the interior

· They take semiconductor chips and turn them into circuit boards to convert the sunlight into energy.

Global Expansion:

First Solar has expanded its footprint to various global locations such as Malaysia, Vietnam, Mexico, Brazil, Belgium, Germany, Singapore, Japan, and India. Last year, First Solar received financial assistance from the U.S International Development Finance Corporation for their expansion into Tamil Nadu, India (Gupta, 2021). This expansion includes a 3.3 GW solar manufacturing facility that is expected to be completed by 2024. The company can cut manufacturing costs down tremendously by moving their production overseas. This project will also boast their global manufacturing capacity to 16 GWs of power (Gupta, 2021) and allow their company’s presence established in the foreign country. The firm is seeking to expand globally as much as possible with many turning to cleaner energy sources. The goal overall seems to be to intertwine with countries who are relatively new to this technology. With their advanced thin film technology, solar energy can be generated almost anywhere and bring power to the people.

Corporate Structure – First Solar Executive Officers

(FSLR | First Solar Inc.. company profile & executives – WSJ)

First Solar’s corporate structure consists of multiple individuals leading certain sectors that the company works with. It is built similar to other corporate structures where a specific hierarchy is formed to ensure accountability within the firm. The current head of the company, or also known as the Cheif Executive Officer (CEO) of the company, is Mark R. Widmar. Widmar has been involved with First Solar Inc. since 2011 where he served as the company’s Chief Financial Officer (CFO). As he progressed through the company, he moved up to his current position as the CEO in 2016. Alex Bradley, over took that role and is the current CFO for First Solar. He has been involved with the company since 2016. His role consists of creating contracts and financing the company’s growth expansion. This role The company has many other individuals that lead different divisions within the company.

Board of Directors:

(“Leadship”, 2021)

Job Offerings:

The career opportunities offered on the company’s website are jobs such as Development Engineering Technician II, Software Engineer II- in the Manufacturing Systems, Engineer-Manufacturing in USA, Manufacturing Engineer II Process Perrysburg, OH, Research, Logistics, and Manufacturing Financial Management. The jobs primarily offered are primarily in the field of engineering or information technology. Most of the engineers working for this company are mechanical engineers, and they are undertaking the works of research, design, developing, manufacturing, test tools, engines, machines and indeed mechanical devices. This industry requires ngineers at First Solar Company are usually working on the diverse machines applied in the manufacturing processes, in the United States today, solar photovoltaic manufacturing is somewhat highly automated (Strevel et al., 2013). As a research enthusiast regarding clean energy, I would love to work for this company. I would be able to gain a lot of experience due to their size and market

Anual Report Analysis:

From First Solar’s 2021 annual report, their mission statement is “to create enduring value by enabling a world powered by clean, affordable solar electricity” (First Solar Annual Report 2021 – Stocklight). This ties into their business strategy and competitive advantage as they are showcasing their differentiating features through their resources and technology. They are rich with resources, as they have proprietary IP, processes and R&D, and assets making them stronger than their US and international competition.

The company generally prices and sells their solar modules on a per watt basis. As of December 31, 2021, they had entered into multiple contracts with customers for the future sale of 21.9 GWDC of solar modules for an aggregate transaction price of $5.9 billion, which the company can expect to recognize as revenue through 2025 as they transfer control of the modules to the customers.

First Solar’s business model involves selling products in the United States domestic market, which makes up roughly 83% of First Solar’s revenue (First Solar Annual Report 2021 – Stocklight). The remaining 17% comes from First Solar’s international markets being East Asia, Japan in particular, and certain European countries, those being Germany, France and the United Kingdom. As the company continues to expand globally, There were many events recently that have affected First Solar’s drop in stock prices and China becoming a major contender in the solar energy business. In late June First Solar sold two energy projects that were being worked on in Nevada, USA to EDF Renewable Energy for an undisclosed sum of money, this being a domestic transaction. While overseas, First Solar has managed to obtain a hefty transaction in the form of their series 4 solar panels. CEO Mark Widmar states that “There is a tremendous amount of demand right now, across all segments of the market” (Roselund, 2017). These purchases have led First Solar to continue increase their sales year after year.

Recent News from Company:

Aside from a slight drop in First Solar’s stock price, the company is investing $680 million to expand their Perrysberg location. This expansion will create 500 temporary jobs to build it and 700 full time jobs to operate it. The expansion shows that the company is growing and seeking to expand their infrastructure. Another headline that surrounds First Solar is their partnership with SB Energy and Leeward Renewable Energy. The partnership with SB energy will “bring 1.3GW of new solar projects to commercial operations in 2021, making [it] the second largest in terms of new solar capacity added to the grid” (Business Wire, 2021). Their newest agreement with Leeward Renewable Energys comes on April 25, 2022. They will be supplying the company with 1 gigawatt of their manufactured thin filmed panels. This contract will bring in roughly First Solar seeks to continue the development of advanced climate technology and infrastructure alternatives for the renewable energy sector.

Stakeholder Analysis:

Stakeholder Name











Shareholders and Investors








Stakeholder Name





Stakeholders are interested in, “Meetings, Seminars & Conferences, Technical Workshops, Product Presentations” (First Solar Sustainability Report Pg 61)

The customers of this project are the biggest contributors, if the customers are loyal then First Solar will always have success with their mission

Customers hold a lot of power as well if they don’t want to do business with First Solar, then they will not be able to have any success

Shareholders and Investors

Stakeholders are interested in, “Meetings, Earnings Calls, Analyst Days, NSF 457 standard development” (First Solar Sustainability Report pg 61)

Any decisions that may need to be made in the future regarding First Solars clean energy mission

They have the power to potentially veto or block any future mission that First Solar may want to pursue.


Stakeholders are interested in, “Circular Economy, Community Impact, Energy & Emissions, Environmental compliance
& eco-efficiency, Labor practices, Talent attraction & retention and Training & education.”(First Solar Sustainability report Pg 61)

Innovation in regard to clean energy and any projects that First solar wants to pursue.

They have the power to be able to have success or not in any future First Solar projects

Stakeholder Name

Strategy for Engaging Stakeholder

Customers/Technical Advisors

“Engage through Meetings, Seminars & Conferences, Technical Workshops, Product Presentations on a daily basis” (First Solar sustainability report pg 61)

Shareholders and Investors

“Engage through Meetings, Earnings Calls, Analyst Days, NSF 457 standard development on a quarterly/annually, ongoing basis” (First Solar sustainability report pg 61)


“Engage through Training Sessions, Meetings, Newsletters, Surveys, Global Webcasts, Sustainability Ambassador program on an ongoing basis” (First Solar sustainability report pg 61)

The company’s majority shareholder

Keep satisfied and meets their needs


Key player, manage closely


Monitor, Minimum effort, least important

Keep informed, show consideration


13. Identify and define the industry where the company obtains most of their revenues from. Analyze the dynamics of this industry and the company’s competitive position relative to the five forces. What are the industry’s driving forces and what is their impact?

There has been a source of competition in solar panel manufacturing between China and the United States. China is much more advanced in the industry in revenues than U.S. The reason that China has such an advantage is that they are lavished with government subsidies (Wildmar, 2021). Although one would think that this is a regular thing for a country to do. This is unlawful and goes against the World Trade Organization regulations. The threat of new entrants is that chinese companies have been getting the best bargain because of the funding that they have from the government.

The three powers of suppliers are; Recycling, Glass Manufacturers and Customers. The majority of the company’s products are recycled goods. Since we are dealing with solar panels they still use glass products so this is where the glass manufacturers come into play. If the price or the cost of these recycled products begin to go up than the price of these solar panels will go up as well. The last driver being the actual customers. Customers as we know is what makes the actual business. In this specific industry customers can have an effect by a few factors. They could not be a full believer of the solar panels and could stick to what is familiar with them with original electricity sources. Which is essentially a higher cost energy source. This is why solar panels would be a much better option. The industry just needs to be more accessible and have more research and development.

First Solar is expected to have a higher competitive position in the solar panel manufacturing industry compared to their competitors. The company has captured a majority of the market for years as well as establishing their brand and name for consumers. They differentiated themselves with their technology. The bargaining power of suppliers and customers is expected to stay the same because the industry seems to use the same suppliers for all of the raw materials. Many manufacturers are using the same core materials to produce their panels. The threat of substitute products for First Solar is expected to decrease, so First Solar will have a higher competitive position. More competitors are turning towards a different technology. Their patented technology plans to use thin film to generate power compared to glass structured panels from their competitors. Finally the rivalry among existing competitors is expected to fall. First Solar is continuing to grow and capture more of the market share domestically and abroad. This is lead to more smaller competitors having to exit the market or get acquired by someone else.

Financial Performance Analysis:

Gross Margins (Gross margin ratio = Gross profit / Net sales)

· 2021 – $729,954,000/$2,900,000,000 = 0.252%

· 2020 – $680,673,000/$2,711,332,000 = 0.251%

· 2019 – $549,212,000/$3,063,117,000 = 0.179%

· 2018 – $392,177,000/$2,244,044,000 = 0.175%

The company’s history shows that the margins are steadily growing year by year. They are continuing to generate positive profit and showing that they can sustain themselves throughout the years. First Solar is moving a good path where the company can forecast greater profits to their shareholders. This ensures the investor that the company

Business Strategy P

 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 Strategies 

o Corporate governance 

– Diagnostics 

o Implementation 

o SWOT  

– Alternatives 

– Recommendations