Purpose: This Project Is The Third Of Three Projects You Wil

Purposethis Project Is The Third Of Three Projects You Will Generat

This project is the third of three projects. You will generate a pool of alternative strategies, evaluate these strategies, and select the best strategy using tools and concepts learned throughout the course. You will develop implementation plans, evaluation plans, and plan for post-evaluation measures. The project draws on previous business courses to understand how organizations develop and manage strategies to establish, safeguard, and sustain competitive advantage. You will analyze strengths, weaknesses, opportunities, and threats (SWOT), prioritize strategies, and write a strategic plan while considering ethical decision making, social responsibility, stakeholder analysis, and corporate governance. Your work should demonstrate research, critical thinking, and analytical skills, including financial and strategy tools, with proper supporting analysis and references.

Paper For Above instruction

The purpose of this project is to synthesize strategic management concepts learned throughout the course to develop, evaluate, and select optimal strategies for a specific company assigned by the instructor. The overarching goal is to create a comprehensive strategic plan that includes generating alternative strategies, prioritizing and selecting the most suitable strategies, and planning their implementation and evaluation. This process enhances students' research, analytical, and critical thinking skills, focusing on understanding how organizations craft strategies to achieve competitive advantage while considering ethical, social, and governance factors.

To effectively execute this project, a detailed research approach is necessary, emphasizing independent analysis supported by scholarly sources and company data. The process begins with a thorough external factor analysis to identify opportunities and threats, complemented by an internal factor analysis examining strengths and weaknesses. These analyses inform the generation of at least three alternative strategies, which should align with the company's corporate, business-level, and global strategies. Students must consider cultural and organizational factors influencing strategy choice, such as organizational structure, leadership, and cultural norms.

Once strategies are generated, they should be prioritized based on their potential impact, feasibility, and alignment with the company's long-term objectives, supported by course material. The top strategies should be clearly recommended, with detailed explanations of their goals, objectives, methods (approach), and specific tactics to implement them. Emphasis on long-term sustainability and competitive positioning is crucial.

Implementation plans should outline procedures for executing the selected strategies across different organizational levels—corporate, business unit, and functional. Clear roles, responsibilities, and processes must be articulated, ensuring that the strategic initiatives are actionable and measurable. Following that, evaluation procedures must be established, detailing who will monitor progress, what metrics will be used, when assessments will occur, and how corrective actions will be applied if necessary. Frameworks learned in the course, such as balanced scorecards or KPIs, should support the evaluation process.

The conclusion should succinctly emphasize the strategic analysis's significance, the anticipated impact of proposed strategies, and the broader implications for the company's sustainability and competitive advantage. Proper APA citation and referencing must be maintained throughout, with all sources supporting analysis and recommendations. The report should be organized, comprehensive, and adhere to format specifications, including page limits and style guidelines, to ensure clarity, coherence, and academic integrity.

References

• Grant, R. M. (2019). Contemporary Strategy Analysis (10th ed.). Wiley.
• Porter, M. E. (1985). Competitive Advantage. Free Press.
• Barney, J. B., & Hesterly, W. S. (2019). Strategic Management and Competitive Advantage: Concepts and Cases (6th ed.). Pearson.
• Hill, C. W. L., & Jones, G. R. (2018). Strategic Management: An Integrated Approach (12th ed.). Cengage Learning.
• Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91.
• Freeman, R. E. (2010). Strategic Management: A Stakeholder Approach. Cambridge University Press.
• Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Press.
• Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy (11th ed.). Pearson.
• Mintzberg, H., Ahlstrand, B., & Lampel, J. (2009). Strategy Safari: A Guided Tour Through The Wilds of Strategic Management. Free Press.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.