Your Report Should Follow The Outline In Management 522 Caps

Your Report Should Follow The Outline In Themgmt 522 Capstone Project

Your report should follow the outline in the MGMT-522 Capstone Project Template and capture the essence of each section: Introduction – brief history, milestones, mission, vision, values, business model, industry, competition. Analysis – PESTEL, Porter’s Five Forces, internal financial analysis, SWOT analysis, major goals and strategies, changes over time, which strategies have worked, and which have not. Formulation – explanation of the current competitive landscape, three strategic responses with reasoning. Implementation – implementation plan for each strategy. You will submit the one-page report this week to allow the Chairperson to provide feedback so you can make adjustments before the presentation in Workshop Six. Name your file: last name_MGMT-522 Capstone_Report

Paper For Above instruction

The MGMT-522 Capstone Project requires a comprehensive and strategic analysis of a company's current position, operational environment, and future strategic directives. The initial phase involves crafting an introductory overview that encapsulates the company's history, significant milestones, and core principles such as mission, vision, and values. Additionally, understanding the company's business model, industry context, and competitive landscape provides foundational insights that guide subsequent analysis.

Following this, a detailed analysis of the external and internal environments is essential. The external analysis employs frameworks such as PESTEL—a systematic examination of Political, Economic, Social, Technological, Environmental, and Legal factors impacting the industry. Porter’s Five Forces further elucidates the competitive intensity and profitability potential by evaluating the bargaining power of suppliers and buyers, the threat of new entrants and substitutes, and competitive rivalry.

Internal analysis involves financial assessments to determine the firm’s strengths and weaknesses, complemented by a SWOT analysis that synthesizes internal capabilities and external opportunities and threats. Evaluating past strategies enables identification of which approaches have been successful and which have required adjustment. This reflection informs the formulation of strategic responses tailored to the company's current environment, with at least three alternative strategic options justified through reasoning rooted in market dynamics and organizational capacity.

Implementation plans provide a roadmap for executing each strategic response, detailing specific actions, resource allocations, timelines, and responsibilities. Clear articulation of these steps ensures actionable guidance and facilitates accountability. The culminating deliverable is a concise, one-page report summing up these critical elements, intended to solicit constructive feedback from the Chairperson. Incorporating strategic insights gained from thorough analysis positions the company for sustainable growth and competitive advantage.

References

  • Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78-93.
  • Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
  • Freeman, R. E., & Reed, D. L. (1983). Stockholders and stakeholders: A new perspective on corporate governance. California Management Review, 25(3), 88-106.
  • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy (8th ed.). Prentice Hall.
  • Grant, R. M. (2016). Contemporary strategy analysis: Text and cases (9th ed.). Wiley.
  • Hooley, G., Greenley, G. E., & Cadogan, J. W. (2005). Strategic marketing: creating competitive advantage. Pearson Education.
  • Hill, C. W. L., & Jones, G. R. (2012). Strategic management: Theory: An integrated approach. Houghton Mifflin.
  • PESTEL Analysis – An Overview (2020). Investopedia. https://www.investopedia.com/terms/p/pestel-analysis.asp
  • Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 76-84.
  • Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.

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