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First Strategic Analysis Presentation and Grade Sheet
First Strategic Analysis Presentation and Grade Sheet
First Strategic Analysis Presentation and Grade Sheet
First Strategic Analysis Presentation and Grade Sheet
First Strategic Analysis Presentation and Grade Sheet
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First Strategic Analysis Presentation and Grade Sheet

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  • 1. First Strategic Analysis Presentation MAN 4720 L Strategic Management Team Assignment (100 points) Due Date: March 23, 30, 2006 and April 6, 2006 Purpose: Working as a team you will learn how to analyze a firm’s internal and competitive strategy. Process: Each team will be assigned a different company to study. Your team will then conduct a strategic analysis of the assigned firm and give a formal presentation of your results to the class on the day the assignment is due. There are three days that the analyses will be presented and each team will be assigned a day to present their material by the instructor. Details: • The presentation should be 20 minutes long. Do not go over 20 minutes. You will be stopped at 20 minutes and be deducted for the portions of the presentation that are not covered. • Be sure to provide a reference list for the sources used for the presentation. • You MUST provide me with a FINAL copy of your PowerPoint slides (3-slides per page) BEFORE your presentation. Be sure to provide a cover page that indicates your team’s firm under study, your team name, names of the team’s members, your lab section number, and the assignment name. Performance Expectations: Review the Presentation Grading Rubric on my website for guidance on the content and organization of your presentation, as well as your body language, vocal presentation, use of visual aids, and professionalism. Caution! Rehearse your presentation as a team to ensure that you have smooth transitions, your visual aids are appropriate, and that you do not exceed your 20 minute time limit. Outline: Below is a required outline for your first strategic analysis. The purpose of these requirements is to provide you with a list of issues you must address in your first presentation. These guidelines are intended to provide you with a set of hard and fast instructions for your presentation. The important thing to remember is that no two companies are alike. A format that works for the Gap might not be totally appropriate for a company like McDonald's. Remember that you have only 20 minutes. In all cases, your major task will not be trying to find information, but trying to decide what information is most important. You will, in part, be graded based on your ability to identify and present the most relevant material. Hit the high points. Hit the most interesting and informative information, and remember that your job is to inform. In all circumstances, however, you must remain professional. 1. Introduction and Description of the Company Introduce your team and team members. Provide a quick preview of what you are going to be presenting. Briefly discuss the relevant characteristics of the company, its major strategies, its pattern of successes or failures, and something interesting that will draw the attention of the audience. For example, you might discuss the some of the following: • Main product(s)/service(s) the company produces
  • 2. • Uses of the Product • Main market(s) the company serves • Mission Statement (You don’t need to include this unless its pertinent to the identification of the firm’s strategy) • Key Goals and Objectives (As long as this is relevant to the overall presentation, it’s ok to include) • Overview of the Business Strategy  This deals with the firm’s generic strategy (e.g., low-cost, differentiation, focus). So, please provide a discussion of how you know this is their strategy (e.g., Wal-Mart has a low-cost strategy as is evident in advertisements that say “Low cost, always” as well as the limited product types they carry (no traditional brand names, they push their Sam’s Choice generic brand because it costs the least, the warehouse-like construction of their stores, the locations of their store—not in major metropolitan areas). Of course, this would have to be supported by citations from where you found out that these were facts about your industry. 2. Analysis of the Firm’s External Environment • Industry: In which industries does your firm primarily compete? What segments exist in these industries? • Broad Environment: Describe what is going on in the broad environment that is now influencing, or is likely to influence, your company or its industry in the future. Discuss both the trends and the implications for the firm. • Porter’s Five Forces Analysis. What is the nature of competition in the industry? Porter’s Five Forces will help you answer this question. You do not have to touch on all of the factors for each force. You need only cover those that are important. Don’t forget to summarize. Be sure to provide a conclusion of what Porter's tells us about this industry. Is this an attractive industry? Why or why not? 3. Internal and Competitive Analysis of the Firm • Internal Resources: Briefly describe the important internal resources of the company, which might include: superior performance of activities in the firm’s value chain; excellent leaders; important brand names or trademarks; excellent locations; a good reputation; superior relationships with stakeholders; size; economies of scale; efficiency; highly skilled employees; or many other factors. Which of these resources/capabilities is a source of sustainable competitive advantage? Also, identify areas where the firm has weakness and possesses deficient resource/capabilities. Where is the firm adding or not adding value? Where in its value chain is it superior/inferior to its rivals? • Financial Analysis: Conduct a brief financial analysis of the firm and its performance. Select a few key performance indicators that you believe best reflect the firm's current situation. You might have to benchmark the firm's performance against its rivals to identify the most critical ratios/indicators. Explain the implications of these indicators. Just don’t present them. Explain why these indicators are critical to your analysis. What might be the strategic explanation for these performance differences? Should you decide to conduct a financial analysis, this should be rather brief (no more than 2-3 minutes). An especially effective way to present this material is to include a table or two, comparing the firm’s financial standing on key financial ratios relative to their top competitors and/or the industry in general. • Major Rivals: Identify the firm's major rivals, and how the firm is positioned relative to those rivals in terms of strategy and performance. Here you can talk about both their standing with respect to key financial ratios as well as their primary generic strategy. • Key Success Factors: What are the key success factors in the firm's primary industries/segments? How well is the firm positioned relative to those factors and relative to rivals?
  • 3. 4. Strategic Direction Primary Generic Strategy: Your organization has a strategic direction, whether it is written down or not, and whether it is a good direction or not. If your company has a formal mission/vision statement, it may contain clues with regard to strategic direction. However, remember that mission statements are often written primarily for public consumption and not for direction. You should clearly identify what you perceive is the firm's primary generic strategy (low cost, differentiation, or focus). Evaluation of Strategy: Now evaluate this strategic direction based on the information contained in your prior analysis. Typical questions to help you evaluate the strategy include: • Is this an appropriate direction? • Are they taking advantage of the opportunities presented by their industry? • Does it fit what is going on in the external environment? • Is it likely to continue to be successful? • Does it fit with the strengths and weaknesses of the organization? • Is the business definition appropriate or should the company focus on fewer areas or expand to other areas? • What problem areas have you identified that the firm needs to face? Here, you should identify a short list of the most pressing strategic concerns you feel the firm must address. Conclusion: End your presentation by summarizing the most important points of your presentation. Thank your audience for their attention, and ask for questions. 5. One page written strategic recommendation – THIS IS REQUIRED. To help you in preparing for the second presentation and to help you start thinking about strategic recommendations for firms, each group must hand in a one page, type written, non-graded, strategic alternative for your firm. This will allow you to practice developing a strategy for the case competition and allow me to help you in the process of developing such a recommendation.
  • 4. First Strategic Analysis Presentation Grade Sheet MAN 4720, Spring 2006 Team Name: _______________________ Company: ________________ Lab Section: ___ Members Participating: ________________________________________________________________ Topic Possibl Your e Points Points 1. Introduction of Team and Introduction and Description of the Company Introduce your team and team members. Provide a quick preview of what you are 5 going to be presenting. Briefly discuss the relevant characteristics of the company, its major strategies, its pattern of successes or failures, and something interesting that will draw the attention 15 of the audience. For example, you might discuss the some of the following: Main product(s)/service(s) the company produces, uses of the product, main market(s) the company serves, mission statement (you don’t need to include this unless its pertinent to the identification of the firm’s strategy), key goals and objectives (as long as this is relevant to the overall presentation, it’s ok to include), overview of the business strategy: This deals with the firm’s generic strategy (e.g., low-cost, differentiation, focus). Instructor Feedback: 2. Analysis of the Firm’s External Environment 5 Industry: In which industries does your firm primarily compete? What segments exist in these industries? Broad Environment: Describe what is going on in the broad environment that is 10 now influencing, or is likely to influence, your company or its industry in the future. Discuss both the trends and the implications for the firm. Porter’s Five Forces Analysis: What is the nature of competition in the industry? 10 Porter’s Five Forces will help you answer this question. You do not have to touch on all of the factors for each force. You need only cover those that are important. Don’t forget to summarize. Be sure to provide a conclusion of what Porter's tells us about this industry. Is this an attractive industry? Why or why not? Instructor Feedback: 3. Internal and Competitive Analysis of the Firm Internal Resources: Briefly describe the important internal resources of the 5 company, which might include: superior performance of activities in the firm’s value chain; excellent leaders; important brand names or trademarks; excellent locations; a good reputation; superior relationships with stakeholders; size; economies of scale; efficiency; highly skilled employees; or many other factors. Which of these resources/capabilities is a source of sustainable competitive advantage? Also, identify areas where the firm has weakness and possesses deficient resource/capabilities. Where is the firm adding or not adding value? Where in its value chain is it superior/inferior to its rivals? Financial Analysis: Conduct a brief financial analysis of the firm and its 5 performance. Select a few key performance indicators that you believe best reflect
  • 5. the firm's current situation. You might have to benchmark the firm's performance against its rivals to identify the most critical ratios/indicators. Explain the implications of these indicators. Just don’t present them. Explain why these indicators are critical to your analysis. What might be the strategic explanation for these performance differences? Should you decide to conduct a financial analysis, this should be rather brief (no more than 2-3 minutes). An especially effective way to present this material is to include a table or two, comparing the firm’s financial standing on key financial ratios relative to their top competitors and/or the industry in general. Major Rivals: Identify the firm's major rivals, and how the firm is positioned 5 relative to those rivals in terms of strategy and performance. Here you can talk about both their standing with respect to key financial ratios as well as their primary generic strategy. Key Success Factors: What are the key success factors in the firm's primary industries/segments? How well is the firm positioned relative to those factors and 5 relative to rivals? Instructor Feedback: 4. Strategic Direction Primary Generic Strategy: Your organization has a strategic direction, whether it 10 is written down or not, and whether it is a good direction or not. If your company has a formal mission/vision statement, it may contain clues with regard to strategic direction. However, remember that mission statements are often written primarily for public consumption and not for direction. You should clearly identify what you perceive is the firm's primary generic strategy (low cost, differentiation, or focus). Evaluation of Strategy: Now evaluate this strategic direction based on the information contained in your prior analysis. Typical questions to help you evaluate 10 the strategy include: Is this an appropriate direction? Are they taking advantage of the opportunities presented by their industry? Does it fit what is going on in the external environment? Is it likely to continue to be successful? Does it fit with the strengths and weaknesses of the organization? Is the business definition appropriate or should the company focus on fewer areas or expand to other areas? What problem areas have you identified that the firm needs to face? Here, you should identify a short list of the most pressing strategic concerns you feel the firm must address. Instructor Feedback: Conclusion: 5 Quickly summarize the most important points of your presentation. Thank your audience for their attention, and then ask for questions. Instructor Feedback: Presentation Skills: Body language, vocal presentation, use of visual aids, 10 professionalism. Instructor Feedback will be provided orally to the team at the conclusion of the presentation. Total Points 100

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