Dba750 Mini Case Analysis Guidelines: The Details For 911750

Dba750 Mini Case Analysis Guidelines The Details For Each Of The

The details for each of the three mini-case analysis are on the module page in which the case assignment is due. In addition, they can also be found at the end of this document. Each analysis should be no more than 6 typed, double-spaced pages in length (not including title page, reference page, or exhibits), using a minimum of five scholarly sources and with no less than 10-12 in-text citations throughout the paper. Please try to avoid using an excessive number of direct quotes. The Case Analysis should consider the following points when writing the information:

1. Background information about the organization/firm (and industry) should always be included (a short history and discussion of where they are at present—especially as relates to its major mission, along with present financial performance information). You will typically need to do some digging in the literature to find this information. SEC filings are also a good source.

2. Answer the questions as asked in the case description. BE SURE TO ADDRESS ALL THE QUESTIONS ASKED OF YOU!

3. DO NOT SIMPLY RESTATE FACTS – EXPLAIN THE HOW AND WHY. For example, in the PESTEL analysis, don’t just state that the political situation is unstable. HOW does that impact your company? WHY should the CEO be concerned with that instability.

4. If you are asked to provide ideas about performance information, be sure that your ideas are tied to the problems/issues the organization is experiencing and that they are measurable and properly sourced. Again, the measures you propose should be tied to the issues the organization is facing.

5. Be thorough in your assessment of the problems and give good thought to whether the assessments and plans you outline will actually help the organization meet its strategic needs.

6. At the end of the paper summarize what you have written—and include your proposed ideas, how they relate to the issues presented and why you think your plan and the measures will work.

7. And of course, you should properly cite and reference all sources used. Most of your sources should come from peer-reviewed articles, while you may use credible, valid, and reliable sources for additional contextual information (do not forget to include a References page at the back of the analysis as well).

Paper For Above instruction

Mini-Case 1: Company Turnaround After CEO Replacement

In analyzing a company that has replaced its CEO within the past decade as part of a strategic turnaround, it is crucial to understand how the organization's mission, vision, and core values influenced the restructuring efforts. This alignment often dictates strategic priorities, cultural shifts, and operational adjustments necessary for recovery. For instance, Target Corporation's appointment of Brian Cornell as CEO in 2014 symbolizes a shift towards revitalizing the company's brand image and operational strategy, emphasizing modern retailing aligned with its mission to make Target "the preferred shopping destination."

The main changes implemented in such turnarounds typically involve revitalizing product offerings, revamping supply chains, digital transformation initiatives, and refocusing on core markets. In Target's case, innovations included expanding online sales, integrating omnichannel capabilities, and refashioning store layouts to enhance customer experience. Analyzing these initiatives highlights a pattern of strategic realignment to adapt to changing market conditions and competitive pressures.

External analysis through PESTEL reveals that political stability or instability directly affects regulatory policies; economic conditions influence consumer spending patterns; socio-cultural trends shape product demand; technological advances enable new retail channels; environmental concerns prompt sustainable practices; and legal frameworks govern operational compliance. These factors collectively influence Target's strategic decisions and its industry's attractiveness.

The Porter Five Forces assessment outlines the competitive intensity within the retail industry. Bargaining power of suppliers remains moderate due to product differentiation, while buyer power is high due to numerous alternatives. Threat of new entrants is low because of high capital requirements and economies of scale. Threat of substitutes is substantial given online retail options, and rivalry among existing competitors like Walmart, Amazon, and Costco remains intense. Overall, the industry presents both challenges and opportunities for growth.

Using the VRIO framework to evaluate Target’s resources and capabilities, its brand reputation, supply chain infrastructure, and customer loyalty could constitute valuable, rare, and inimitable resources that provide sustained competitive advantage. For example, Target's proprietary private-label brands and data analytics capabilities may be sources of competitive advantage if they meet VRIO criteria.

Based on the above analysis, the turnaround’s success largely depends on how effectively Target leverages its core resources and adapts to market dynamics. If strategic initiatives align with industry forces and leveraging VRIO-identified advantages, the company's prospects for sustained growth are favorable.

Mini-Case 2: Company’s Recent Strategic Change

A prominent example is Starbucks' shift from a focus solely on coffee retail to a diversified beverage and digital strategy. The old strategy emphasized high-quality coffee and store expansion. Evidence of this strategy includes aggressive global store growth and premium product offerings. The new strategy pivots towards digital engagement, personalized customer experiences, and expansion into new markets, including beverages beyond coffee and food items. The biggest marketing challenge involves changing customer perceptions and maintaining consistency across diverse markets. Strategic moves such as investing in mobile ordering, loyalty programs, and international localization support this new approach. A value curve comparison with competitors like Dunkin' and Peet’s shows Starbucks's differentiated focus on technology and experience, providing a competitive edge. To strengthen this position, recommendations include increasing investment in AI-driven personalization and expanding digital payment options.

Mini-Case 3: Media Industry Disruption Due to Streaming

The media company Netflix exemplifies a firm facing disruption from online streaming content providers. Netflix’s strategy has shifted from DVD rentals to pioneering streaming services, capitalizing on digital proliferation. PESTEL analysis indicates technological innovation as a key driver of sector upheaval, with legal and regulatory concerns over content licensing and international expansion. The Five Forces model suggests that buyer power is high due to abundant alternatives, while supplier power varies depending on content producers. industry attractiveness is moderated by high competition and technological shifts but also potential for significant growth in international markets. Challenges related to content licensing costs, international regulatory environments, and intellectual property rights influence expansion strategies. Recommendations involve investing in original content to reduce dependence on third-party licenses, enhancing data analytics for personalized content offerings, and exploring partnerships to foster international growth.

References

• Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company.
• Grant, R. M. (2019). Contemporary Strategy Analysis (10th ed.). Wiley.
• Kim, W. C., & Mauborgne, R. (2004). Blue Ocean Strategy. Harvard Business Review, 82(10), 76-84.
• Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 78-93.
• Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Competitiveness and Globalization. Cengage Learning.
• Levitt, T. (1983). The Globalization of Markets. Harvard Business Review, 61(3), 92-102.
• Chesbrough, H. (2006). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press.
• Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy (11th ed.). Pearson.
• Sirkin, H. L., & Hemerling, J. (2018). The Future of Digital Transformation. McKinsey Quarterly.