Step 4: Strategic Role of Corporate Strengths/Weaknesses in the Internal Strategy AnalysisThere are three levels of strategy: corporate level strategy, business level strategy and functional level strategy. Corporate level strategies are related to businesses or markets the focal company successfully can compete within. Corporate level strategies affect the entire organization and are formulated by top management using input from middle and lower management. Decision making about corporate level strategies are considered complex, affect the entire company and relate to an organization©s resource capabilities. Corporate level strategies align with an organization©s mission statement and ideally are designed around goals and objectives.
Perform an analysis on:
Corporate-level strategies
Create a partial SWOT table and performs a SW analysis and discuss the strategic inferences/implications (Discuss what strategies would allow the company to capitalize on its major strengths and what strategies would allow the company to improve upon its major weaknesses.)
Create an IFE matrix analysis. Make sure to explain how the matrix was developed and discuss the strategic inferences/implications
Develop a Grand Strategy Matrix. Make sure to explain how the matrix was developed and discuss the strategic inferences/implications at a corporate level and business-unit-level.
Step 5: Strategic Role of Internal Resources/Departments/Processes
Perform an analysis on:
Business-level strategies
Evaluate the company’s product line, target market
Identify and explain business-level strategies
Functional-level strategies
Assess the company’s organizational structure, the organizational culture, marketing production, operations, finance and accounting, and R&D that can be accomplished by viewing the company’s website, interviews, and surveys.
Explain how these strategies align with the company’s vision and mission statements.
Step 6: Strategic Financial Analysis for the Last Reported Fiscal Year
Use the company’s income statement and balance sheet to calculate no less than a total of ten (10) key financial ratios to the business that are relevant to the focal company. There must be a mix of four different key categories inclusive of the leverage, liquidity, profitability, and efficiency ratios so that the ratios do not all come from the same category. The specific ratios selection must come from the following categories.
Leverage Ratios (Long term debt ratio, Total debt ratio, Debt-to-equity ratio, Times interest earned ratio, and Cash coverage ratio).
Liquidity Ratios (Net working capital to total assets ratio, current ratio, quick ratio, and cash ratio)
Efficiency Ratios (Asset turnover ratio, Average collection period, Inventory turnover ratio, and Days sales outstanding)
Profitability Ratios (Net profit margin, Return on assets, and Return on equity)
The selection of the ratios has to be relevant to the focal company so it is important to choose wisely.
Quote industry financial average ratios that correlate to the 10 financial ratios selected for the focal company. You may find the industry averages by going to the library. If you are unable to find on your own, reach out to the librarian as these resources are readily available.
Discuss the corporate financial standing based on a financial ratio analysis. Include whether the company’s financial ratio is a strength, a weakness or a neutral factor.
Note: If copied directly from the Internet, a zero will be assigned. When placing any table or figure in a table, it must be explained in detail.
Step 7: Composite Analysis
A composite analysis is one in which you will bring in a combination of relevant factors from the various analyses (EFE Matrix, IFE matrix, CPM matrix, SWOT, Grand Strategy Matrix and QSPM). The QSPM is a tool that helps determine the relative attractiveness of feasible alternative strategies based on the external and internal key success factors.
Develop a Quantitative Strategic Planning Matrix (QSPM) analysis. Make sure to discuss how the matrix was developed and discuss the strategic inferences/implications.
Develop a composite analysis on internal factor strategy analysis based on the qualitative and quantitative analytical outcomes from those steps above.
Step 8: Alternative Strategy Generation
To generate a pool of strategies, you will look at the organization©s business level strategy, corporate level strategy and global strategy. Using the information and data collected from your research, and the analytical outcomes from (a) external factor analysis in your Project 1 and (b) internal factor analysis in Project 2, you will generate a pool of strategies.
Generate a minimum of three possible alternative strategies for the company.
Identify and discuss cultural and organizational factors that should be considered in analyzing and choosing among the alternative strategies.
Step 9: Strategy Prioritization
Prioritize strategies and explain using the course material to support the reasoning ч Use the tools learned in the course.
Step 10: Strategy Selection
Explain how to select the best strategy or strategies
Recommend the best one or two strategies and long-term objectives among the alternative strategies and explain why these strategies and objectives are best
Identify strategy recommendations using the following format for the formulation of strategies. Make sure you are thorough in your presentation.
View Strategy Content Guidelines.
Goal (The desired outcomes to be achieved)
Objective (Measurable milestone toward accomplishing the Goal)
Strategy (The approach used to achieve the Goal)
Tactic (A specific activity undertaken to implement the Strategy)
Review this resource to differentiate between Strategy Versus Operations and Strategy Versus Tactics
Step 11: Strategy Implementation
Recommend procedures for strategy implementation.
Discuss who, what and how to implement the selected strategy or strategies at the corporate level, business-unit level, and functional level.
Step 11: Strategy Evaluation
Use frameworks and tools discussed throughout the course. Support the reasoning and conclusions made.
Discuss procedures for strategy review and evaluation
Discuss the appropriate evaluative measures (including who, what, when and how at the corporate level, business-unit level, and functional level)
Discuss a corrective action plan (including who, what, when and how) at the corporate level, business-unit level, and functional level.)
Step 12: Conclusion
Create a concluding paragraph. The Conclusion is intended to emphasize the purpose/significance of the analysis, emphasize the significance/consequence of findings, and indicate the wider applications that are derived from the main points of the project©s requirements. You will draw conclusions about the findings of the external environment analysis.