What is the organization’s current strategy: (a) the scope of its activities, (b) the competitive advantage over its rivals, (c) the organizational structure, (d) management systems, and (e) leadership style?
Order Instructions
Intro:
This section comprises the largest (or most important) portion of the project and should be given the most weight and attention. As a paid consultant, you must persuade the senior management to adopt your specific recommendations. This section should identify and evaluate the organization’s current strategy.
Consider the following questions and points:
What is the organization’s current strategy: (a) the scope of its activities, (b) the competitive advantage over its rivals, (c) the organizational structure, (d) management systems, and (e) leadership style?
How successful has the strategy been with the performance of the organization? Does the current strategy effectively exploit the organization’s strengths and defend against weaknesses? This overview of the current strategy should build on the previous analysis sections.
Once the current situation has been stated, give three, well-developed, viable, strategic options the organization can take that address the big problems/issues the organization currently faces. What are the pros and cons (risks) associated with the alternatives?
From these three options, select the best option and make one final key recommendation. The final recommendation should, in most cases, be challenging, yet achievable – creative and innovative, yet feasible.
This final recommendation should fit well with the organization’s vision, mission, and goals (unless that is the final recommendation); the final recommendation should be documented in detail as to why it was the final choice and the best option.
Ask yourself, is it financially viable? Does the proper personnel exist? How would you monitor the accomplishment of the recommendation? Is the timing right to implement such a plan? Can the organization afford to wait?
Before you begin, be sure to review the following resource:
There is no doubt that globalization significantly impacts any company’s strategy. Technology has torn down any physical or geographic borders. Our customer base is no longer just those consumers here in the USA. Our customer base is the world, even now more than ever, as countries previously closed to trade are now open to trade. Globalization definitely presents opportunities. However, globalization also presents threats. According to our course textbook authors, there are five reasons why companies consider entering the global marketplace:
Gain access to new customers
Achieve lower costs through economies of scale
Gain access to low production costs
Exploit its core competencies
Gain access to resources and capabilities in foreign markets
This week, we will focus on options for global strategies, options for increasing competitive advantage and profits, and options for creating and locating value chain opportunities. We will also consider the differences in culture, demographics, and markets when developing global strategies. We will also consider strategic planning for a diversified, multi-business company, as opposed to a single business enterprise. Multi-business companies pose a different and more difficult level of strategic planning. One must consider all of the different businesses, how these diverse businesses fit together, and how they might all fit together under one single strategic umbrella. Clearly a task for senior-level management, diversification can add shareholder value and build competitive advantage. However, the costs and risks can be enormous and must be carefully weighed and justified.
Assignment specifics:
Develop a detailed strategic action plan which addresses all or most of the salient issues you identified in the sections above and supports this final, key recommendation. For example, you might have identified a new, attractive national market to sell to (external analysis); yet, the organization lacks the experience and/or resources to move into the market with sufficient speed or force (internal analysis). You might have recommended that the organization form an alliance with another organization. Here, you should provide more specific details about the critical aspects of alliance formation: partner selection criteria, degree of formality (e.g., equity-based vs. loose commitment); contributions of each partner (e.g., cash vs. technology vs. distribution channel vs. marketing knowledge); relative control over alliance for each partner; roles and responsibilities of each partner; and, expected results for the alliance.
Each component of the overall action plan should contain a set of specific “strategic” tasks to be carried out, justifications, a brief description of new resources required/to be developed, and a brief description as to how this action component will contribute to attaining the key recommendation identified.
The strategic formation, change, innovation
Long and short term goals
Strategic implementation
Integrate key functions and areas
Strategic evaluation
Improve competitive advantage
This Strategic Action Plan should be at least four to five (4-5) pages long and should use at least four (4) references. Use APA style. A grading rubric is included below.
Rubric:
Report includes an analysis of current strategy.
The report presents three viable strategic options.
Report determines best of 3 options and presents final recommendation for this option.
Report presents action plan that includes issues and tasks.
Report demonstrates proper written communication: grammar, spelling, word usage, syntax, composition.
Report is 4-5 pages; follows APA style with cover and references page; uses at least 4 credible resources.
Please use a matter-of-fact voice.
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