BA 301 Research Analysis Of Business Problems

Ba 301 Research Analysis Of Business Problemsresearch Paper Guidel

This term paper aims to develop skills in applying critical problem-solving techniques, deepen understanding of real business challenges, and demonstrate how systematic approaches can be used to address strategic and tactical issues confronting organizations. Students will select a company of personal interest, research its current business environment, identify and prioritize significant problems faced by its management team, and utilize a class-provided problem-solving framework to propose innovative solutions. The assignment emphasizes the importance of analyzing the interaction between economic, social, and environmental issues as they relate to corporate sustainability.

Students are encouraged to start early, continually applying problem-solving elements taught during the course. A draft problem description will be required early in the term for peer review and feedback. Proper problem definition—based on symptoms, gaps between actual and desired performance, or contradictions—is critical for effective analysis and solution development. The initial research should uncover issues faced by the chosen company within the global marketplace, building a focused problem statement for further exploration.

The project is individual, though discussion is encouraged. The final report must follow a specific format, presenting the problem, proposed solution, and expected organizational outcomes. As the instructor will evaluate based on the problem's relevance, solution creativity, decision-making rationale, and resource justification, clarity and evidentiary support are essential. The paper should be persuasive, demonstrating how the recommended solution can improve multiple business metrics—also known as the "multiple bottom line." The final document must be well-organized, formatted per provided templates, including subheadings, bullet points, and consistent style, with a professional tone suitable for a business report.

Formatting requirements specify double-spacing in Times New Roman 12 pt font, with 14 pt Arial Bold headings, at least ten pages (excluding appendices and references), and appropriate use of charts and diagrams. Citations must adhere to MLA style, incorporating credible sources such as company reports, scholarly articles, and reputable databases (e.g., PSU Library resources), explicitly avoiding Wikipedia. The quality and depth of research significantly influence grades, with the project accounting for 35% of final course marks. Early planning, extensive research beyond common search engines, and clear articulation of problems, solutions, and benefits are vital for success.

Paper For Above instruction

The comprehensive nature of this research project requires a structured approach, embodying various stages of business analysis. The initial phase involves a detailed understanding of the company's internal performance, industry context, and external environmental factors. This foundation facilitates the accurate identification of a primary business problem that aligns with organizational goals and stakeholder interests.

Internal Performance and Strategic Context

Understanding a company's internal performance begins with examining its strategic mission, vision, and core values, which reflect its fundamental purpose and guiding principles. Performance indicators such as revenue, profitability, debt levels, and innovation metrics (e.g., patents, new product launches) offer quantifiable insights into operational health (Barney, 1991). Additionally, the company's legal and regulatory challenges influence its strategic standing, especially when considering sustainability initiatives and compliance risks.

For instance, analyzing financial data across multiple periods reveals trends and anomalies that can indicate underlying problems or opportunities. High debt levels coupled with declining profits might suggest liquidity or operational inefficiencies, whereas a strong patent portfolio could signify innovation-driven growth (Teece, 1986). The company's stakeholder landscape—including shareholders, employees, suppliers, and the community—also shapes its strategic priorities and operational constraints.

Industry Analysis and Competitive Positioning

Determining the primary industry involves categorizing the company's core activities, such as manufacturing, services, or technology. Industry outlooks often rely on market research reports, with sources like IBISWorld or Business Insights providing valuable data on growth trends, emerging threats, and opportunities (Porter, 1980). Comparing the company to competitors through market share, profitability ratios, and gross margins offers insight into its competitive position. For example, a market share analysis may reveal a dominant or declining position, prompting strategic reassessment.

Evaluating top competitors involves analyzing their financial performance, innovation capacity, and strategic moves. Such comparisons help identify areas of strength or weakness, informing the focus of the problem-solving process. For instance, if a competitor is gaining market share through technological innovation, the company may need to reevaluate its R&D or customer engagement strategies (Kahneman, 2011).

External Environmental Factors and Future Outlooks

External factors significantly influence a company's prospects. These encompass political shifts—such as tariffs or trade policies—that can alter market dynamics (Baron, 2001). Regulatory environments—for instance, environmental laws or labor standards—may impose compliance costs or create competitive advantages. Technological trends, including digital transformation and automation, shape industry evolution and operational efficiencies (Brynjolfsson & McAfee, 2014).

Social and civic groups may exert pressure through advocacy campaigns or consumer preferences, affecting reputational risks. Additionally, emerging societal concerns about sustainability and corporate responsibility influence investor and customer decisions. Anticipating and analyzing these external forces enable strategic adjustments and proactive problem identification (Freeman, 1984).

Synthesis and Problem Identification

Bringing together insights from internal, industry, and external analyses allows for the formulation of a precise, data-supported problem statement. The critical skill is identifying symptoms—such as declining sales, customer dissatisfaction, or Environmental, Social, and Governance (ESG) compliance issues—that indicate underlying strategic challenges (Heifetz & Laurie, 1997). This synthesis guides the subsequent development of creative solutions aligned with organizational strengths and external opportunities.

Conclusion

Developing a comprehensive understanding of a company's current situation sets the foundation for effective problem-solving. Combining internal performance indicators, competitive positioning, and external influences provides a holistic perspective essential for selecting priority issues. This process exemplifies the strategic application of research and analysis to uncover actionable problems, paving the way for solutions that enhance organizational resilience, sustainability, and long-term success.

References

• Baron, D. P. (2001). Integrated strategy: Market and nonmarket components. California Management Review, 43(2), 87-105.
• Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.
• Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman.
• Heifetz, R., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134.
• Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.
• Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
• Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing, and public policy. Research policy, 15(6), 285-305.