Guidelines For Final Team Project

Guidelines For Final Team Project

Develop a comprehensive final team project that includes an oral presentation and a written analysis. The presentation should be approximately 15 minutes long, followed by a 5-minute Q&A session, graded on analysis quality, team enthusiasm, and presentation effectiveness. The written report should follow a structured format, including an executive summary, company background, SWOT analysis, value chain or RBV analysis, industry analysis using Porter’s Five Forces or general environment analysis, strategies at various levels, and major issues with recommended solutions. The report must be professional, well-researched, properly cited, and no longer than 15 pages. All sources of information and data must be cited, and the report should reflect critical analysis and strategic insight rather than mere description. Use 12-point Times New Roman font, single-spaced, with 1-inch margins. Include team member names on the cover page. Submit the final project by the last day of presentations.

Paper For Above instruction

Strategic analysis and formulation as a discipline encompass various tools to evaluate a company's internal capabilities, external environment, and strategic positioning. A well-structured project involves critical examination of a firm's current situation, identifying issues, and proposing effective strategies for future growth. This paper aims to undertake a comprehensive review of a chosen company, applying core strategic management frameworks—such as SWOT analysis, value chain analysis, Porter's Five Forces, and strategic levels—to develop actionable recommendations aligned with the firm's core challenges and industry landscape.

Introduction and Executive Summary

The first critical step in strategic management is understanding the key issues confronting a business. These issues often relate to internal resources, competitive positioning, industry attractiveness, or external threats and opportunities. An executive summary encapsulates these core issues and the strategic recommendations derived from the analysis. For this purpose, selecting a company with a clear strategic challenge enables focusing on pertinent analyses that support actionable solutions. For instance, if a firm faces declining market share due to intensified competition, strategic responses might include diversification, innovation, or operational efficiency improvements.

Company Background and Issues

Understanding the background provides context for analysis. Information such as company history, core products or services, market share, financial health, and recent strategic moves form the foundation of assessment. Identifying key issues requires evaluating internal strengths and weaknesses, and external threats and opportunities. Common problems might include resource limitations, loss of competitive advantage, industry disruption, or strategic misalignment. This section should be thorough yet concise, setting the stage for subsequent analyses.

SWOT Analysis

The SWOT framework aids in structuring internal and external factors affecting the company's strategy. Strengths and weaknesses are internal, including tangible assets like financial resources and intangible assets such as brand reputation and organizational capabilities. Opportunities and threats are external, stemming from industry trends, technological changes, regulatory environments, and competitive landscapes. A balanced SWOT highlights critical areas where strategic intervention is needed, influencing the choice of strategic focus.

Value Chain and Resource-Based View (RBV) Analysis

Assessing a firm’s value chain reveals internal activities that create value and sources of competitive advantage. Analyses focus on primary activities—such as operations, marketing, and after-sales service—and support activities like infrastructure and HR. Complementary to this, RBV emphasizes unique resources or capabilities that are valuable, rare, difficult to imitate, and non-substitutable—elements fundamental to sustained competitive advantage. Identifying core competencies within this framework guides strategic positioning and resource allocation.

Industry and External Environment Analysis

Porter's Five Forces analyze industry attractiveness by evaluating the bargaining power of suppliers and buyers, threat of new entrants and substitutes, and level of rivalry among existing competitors. In addition, a general environment analysis covers macro-level factors such as economic, technological, political, sociocultural, and legal contexts. These analyses help identify external threats and opportunities and provide insights into industry lifecycle stages and profitability potential.

Business-Level Strategy

The firm's competitive approach within its industry—cost leadership, differentiation, or focus—is scrutinized to understand how it seeks to establish a competitive position. Evidence such as pricing strategies, product offerings, and customer targeting informs this assessment. Strategic alignment at this level ensures optimal resource deployment and market positioning.

Corporate and International Strategies

Corporate strategy concerns the scope of the firm’s activities, diversification, mergers, acquisitions, and international expansion. Analyzing these aspects reveals how the firm manages its portfolio of businesses and leverages synergies. For multinational companies, international strategy considerations include entry modes, global standardization versus localization, and cross-border integration.

Entrepreneurial and Innovation Strategies

Innovation and entrepreneurship are drivers of sustainable growth. Strategies may involve product innovation, process improvements, or business model transformations. Evaluating a firm's innovation capacity and entrepreneurial initiatives illustrates its ability to adapt and lead in evolving markets.

Major Issues and Strategic Recommendations

The culmination of analysis identifies key strategic issues—such as resource gaps, competitive threats, or market pressures—and formulates tailored strategies. Recommendations may include operational enhancements, diversification, strategic alliances, or innovation pursuits. Justification relies on data, industry trends, and internal analysis, aligning solutions with the firm's long-term vision and competitive landscape.

Conclusion

A strategic management project demands a comprehensive, evidence-based approach integrating multiple analytical frameworks. By systematically assessing internal resources, external industry conditions, and strategic options, firms can develop targeted strategies that address their core issues, leverage strengths, and mitigate risks, paving the way for sustainable competitive advantage and growth. Rigorous research, critical thinking, and clear articulation underpin successful strategic decision-making and implementation.

References

  • Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
  • Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
  • Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.
  • Grant, R. M. (2019). Contemporary Strategy Analysis (10th ed.). Wiley.
  • Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic Management: Concepts and Cases (13th ed.). Cengage Learning.
  • Barney, J., & Hesterly, W. (2015). Strategic Management and Competitive Advantage (5th ed.). Pearson.
  • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring Corporate Strategy (8th ed.). Pearson Education.
  • Friedman, A. L., & Miles, S. (2006). Stakeholders: Theory and Practice. Oxford University Press.
  • Meyer, M. H., & de Witt, T. (2014). Strategy: Analysis and Practice. Routledge.
  • David, F. R. (2017). Strategic Management: Concepts and Cases (15th ed.). Pearson.

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