Strategic Appraisal Report – This Analysis Is Expected To Gu

Strategic Appraisal Report – This analysis is expected to give students

Strategic Appraisal Report – This analysis is expected to give students the opportunity to evaluate a company of their choice and use the strategy tools discussed in this course. You will act as a consultant who has been asked to give a status of the organization to the board of directors. Board members are short on time so it is very important that your report is concisely written and free from speculation and drama. Please use this template. You must use APA style writing and your report should be a minimum of 4 pages and a maximum of 7 pages.

Your report should include the following:

- The organization's vision/mission statement

- The external environment including:

- Segments of the environment that currently impact the firm

- Porter’s Five Forces Model

- The internal environment including:

- Resources, capabilities, and core competencies

- Value chain analysis

- SWOT analysis

- Business model

- Type of business-level strategy used

- Competitor analysis

- International opportunities

- Organization structure & leadership

- Innovation

- Recommendations

Paper For Above instruction

The purpose of this strategic appraisal report is to provide a comprehensive assessment of a chosen organization's strategic position, combining both external and internal analyses. As a consultant briefing the board of directors, the focus is on clarity, brevity, and insightfulness, requiring the use of established strategic management tools and frameworks. This report will examine the company's vision and mission, evaluate the external environment impacting its operations, analyze internal resources and capabilities, and make strategic recommendations grounded in thorough analysis.

Introduction

In the contemporary business landscape, organizations operate within dynamic environments influenced by numerous external forces and internal capabilities. A strategic appraisal allows stakeholders to understand competitive positioning, identify opportunities, and mitigate threats. By employing models such as Porter’s Five Forces, SWOT analysis, and value chain analysis, the report deciphers the organization’s strategic landscape and charts pathways for sustainable growth.

Organization’s Vision and Mission Statements

The organization’s vision statement articulates its long-term aspirational goal, shaping strategic direction and motivating stakeholders. Its mission statement describes its core purpose, target markets, and value proposition, guiding strategic decisions and operational priorities. Clear articulation of these statements is fundamental as they influence strategy formulation and serve as benchmarks for success.

External Environment Analysis

Impactful Environmental Segments

The external environment encompasses broad macroeconomic factors such as economic conditions, technological advancements, sociocultural trends, and regulatory changes. Industry-specific factors, including supplier and customer bargaining power, competitive rivalry, potential entrants, and substitute products, also significantly impact organizational strategy.

Porter’s Five Forces Model

Applying Porter’s Five Forces provides insight into industry attractiveness and competitive intensity. The threat of new entrants highlights barriers to entry and capital requirements. Supplier power indicates the bargaining leverage suppliers possess, affecting input costs. Buyer power reflects customers’ influence on pricing and product features. Threats from substitutes assess alternative solutions available to customers. Competitive rivalry evaluates current competitors' intensity, influencing pricing and innovation strategies.

Internal Environment Analysis

Resources, Capabilities, and Core Competencies

Internal resources include tangible assets such as facilities, financial reserves, and technology, while capabilities refer to organizational skills and processes. Core competencies are unique strengths that provide competitive advantage, such as innovative R&D, brand strength, or supply chain effectiveness.

Value Chain Analysis

The value chain categorizes primary activities— inbound logistics, operations, outbound logistics, marketing and sales, and service—alongside support activities like procurement, technology development, human resource management, and firm infrastructure. Analyzing these distinguishes value-added activities from cost-generating ones, identifying opportunities for efficiency and differentiation.

SWOT Analysis

SWOT (Strengths, Weaknesses, Opportunities, Threats) provides a structured overview of internal capabilities and external possibilities. Strengths and weaknesses are internal factors, whereas opportunities and threats originate externally. This matrix aids strategic decision-making by aligning internal strengths with external opportunities and mitigating weaknesses and threats.

Business Model and Business-Level Strategy

The business model explains how the organization creates, delivers, and captures value, including revenue streams, cost structure, and customer segments. The business-level strategy—whether cost leadership, differentiation, or focus—determines competitive approach and positioning within the industry.

Additional Analyses

Competitor Analysis

A thorough competitor analysis evaluates strengths and weaknesses of key rivals, benchmarking performance, and strategic positioning. Understanding competitors’ strategies, market share, and innovation efforts informs strategic responses.

International Opportunities

Exploring international markets involves assessing global market trends, cultural compatibility, regulatory environments, and entry barriers. International expansion can diversify revenue sources and leverage economies of scale.

Organization Structure & Leadership

Organizational structure influences decision-making agility and operational efficiency. Leadership styles, governance, and corporate culture impact strategy implementation success.

Innovation

Innovation encompasses product development, process improvements, and business model evolution, serving as a driver for competitive advantage and adaptation to changing markets.

Strategic Recommendations

Based on the analyses, recommendations may include entering new markets, investing in R&D, restructuring organizational units, or pursuing alliances and acquisitions. Recommendations should be specific, actionable, and aligned with the company’s mission and vision.

Conclusion

A robust strategic appraisal combines a multitude of analytical frameworks to deliver clarity on organizational positioning. Its purpose is to guide informed decision-making towards sustainable growth and competitive advantage while aligning with the company's core purpose and stakeholder expectations.

References

• Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
• Porter, M. E. (1980). Competitive Strategy. Free Press.
• Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review, 79(8), 137-147.
• Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting intangible assets into tangible outcomes. Harvard Business School Press.
• Grant, R. M. (2019). Contemporary Strategy Analysis (10th ed.). Wiley.
• Thompson, A. A., Peteraf, M., Gamble, J. E., & Strickland, A. J. (2018). Crafting and Executing Strategy: The Quest for Competitive Advantage. McGraw-Hill Education.
• Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
• Chesbrough, H. W. (2003). Open Innovation: The new imperative for creating and profiting from technology. Harvard Business School Press.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Competitiveness and Globalization. Cengage Learning.
• Yip, G. S. (1989). Global strategy...in a world of nations? The Journal of Business Strategy, 10(1), 10-21.