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This document provides guidelines for a business strategy project consisting of multiple parts:
1) An external analysis of the industry using tools like Porter's Five Forces to identify opportunities and threats facing the firm.
2) An internal analysis of the firm's resources and capabilities to identify key success factors.
3) Constructing the firm's value chain and assessing its business-level strategy in terms of advantages and disadvantages.
4) Applying frameworks to analyze how the firm sustains competitive advantage and evaluates its corporate strategy around diversification, integration, and restructuring.
This document provides guidelines for a business strategy project consisting of multiple parts:
1) An external analysis of the industry using tools like Porter's Five Forces to identify opportunities and threats facing the firm.
2) An internal analysis of the firm's resources and capabilities to identify key success factors.
3) Constructing the firm's value chain and assessing its business-level strategy in terms of advantages and disadvantages.
4) Applying frameworks to analyze how the firm sustains competitive advantage and evaluates its corporate strategy around diversification, integration, and restructuring.
This document provides guidelines for a business strategy project consisting of multiple parts:
1) An external analysis of the industry using tools like Porter's Five Forces to identify opportunities and threats facing the firm.
2) An internal analysis of the firm's resources and capabilities to identify key success factors.
3) Constructing the firm's value chain and assessing its business-level strategy in terms of advantages and disadvantages.
4) Applying frameworks to analyze how the firm sustains competitive advantage and evaluates its corporate strategy around diversification, integration, and restructuring.
PART I EXTERNAL ANALYSIS This module requires you to analyze the industry environment in which the company is based. It is important in this section that you use as many different analytical tools as possible, including Porters five forces and complementors, strategic groups, and life-cycle analysis. Each of these tools provides a different type of insight to a firms managers, and use of every available tool will provide the most well-rounded and realistic picture of the industry. This analysis will provide you with the OPPORTUNITIES and THREATS (O&T) facing the firm.
PART II INTERNAL ANALYSIS FIRM RESOURCES AND CAPABILITIES
Once you have identified key success factors in the industry analysis, proceed with the internal analysis. Please follow this template.
BUSINESS STRATEGY PROJECT (contd.)
FUNCTIONAL LEVEL STRATEGY
Construct a value chain of the firm (restrict to the primary industry it competes in, if it is in more than one).
BUSINESS LEVEL STRATEGY
Identify the firms core or most important business unit. Describe the firms generic business strategy, and that strategys advantages and disadvantages. This module asks you to investigate every major component of a business-level strategy, and to explore the relationships between those components. The best suggestions would be based on aligning every component of the business-level strategy. For example, do the firms capabilities support its generic strategy? If not, then capabilities are one area that needs suggestions for improvement. The same is true for the other areas. Also, a look at the strategys advantages and disadvantages should provide ideas for potential improvements. For example, a differentiator has the disadvantage that they may lose sight of customers changing needs. Therefore, a differentiator should have a distinctive capability in understanding customers, and if the firm does not, then that is another possible suggestion.
SUSTAINING COMPETITIVE ADVANTAGE
Apply the Ghemawat terta-threat framework (Imitation, Substitution, Slack, Asset Specificity) here. How can the firm protect its competitive advantage?
CORPORATE STRATEGY
Assess the vertical integration and diversification strategy being pursued by the company, and explain the reasons why the company integrated/diversified. For companies that have recently entered a new business, identify and evaluate the reasons and strategy used by the company. For companies that have recently reduced diversification through restructuring, identify the reasons and exit strategy used, and evaluate the effectiveness of the restructuring efforts.