You are a business development manager for a life sciences organization in the Midwest that has recently found great success through their new ca
It's only worth 35 points (out of 1000 for the whole class) but it's a bit more involved than I anticipated. Some industry research required
Module Three Report Guidelines and Rubric.html
MBA 699 Module Three Report Guidelines and Rubric
Overview
You are a business development manager for a life sciences organization in the Midwest that has recently found great success through their new cancer treatment drugs. You are part of the team that is planning your organization’s exit strategy, as the owners want to sell the business. As you continue to gather and analyze data to include in your strategic recommendations, you hear about a possible roadblock that can affect your plans.
There is currently one prospective buyer interested in acquiring your organization. Your team has started planning for the acquisition process based on this interest. However, you receive word that due to recent economic and market instability, the buyer is now reconsidering its acquisition proposal. If this buyer backs out, your organization will have to re-evaluate its strategy.
To ensure the organization’s readiness in case of a setback, the VP of business development wants you and your team to identify alternative scenarios and draft a contingency plan. Your team agrees with this approach and decides to perform some preliminary research that will not only help in your acquisition analysis but will also help identify alternative buyers in the event the current buyer backs out.
In this report, you will identify and research the top three organizations in your industry and market. You will then summarize this information in a report to your VP as the list of companies to consider if they decide to look for an alternative buyer.
Prompt
Create a report summarizing the competitor analysis for three of the best performing organizations in the life sciences industry, focusing on pharmaceuticals and medicines.
Specifically, you must address the following criteria:
- North American Industry Classification System (NAICS) code: Identify the NAICS Code from the NAICS website for the organization (a life sciences firm producing cancer treatment drugs) in the course scenario. Make sure the NAICS code relates to either the oncology, pharmaceutical, or medicines sectors.
- How will you use the code to find potential buyers in your segment?
- Top competitors: Identify the top three organizations in the same industry with the same NAICS code as the organization in the course scenario and explain three criteria you used for shortlisting these companies. Use resources such as IBISWorld, Mergent Market Atlas, and GlobalData to help you in your research. Consider the following in your response:
- Why did you select these three criteria?
- How do these three criteria impact the organization?
- What other criteria did you consider but not use? Why did you not use those criteria?
- Company information: Summarize the following information for the three competitors and potential alternative buyers. Use resources like investor relations pages on the organizations’ websites and GlobalData to help you in your research. (Consider using a table to capture this information.)
- Strategic vision (if available)
- Primary product(s) or service(s)
- Overall market share
- Compound annual growth rate (CAGR)
What to Submit
Submit a 3- to 4-page Word document using double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more information on citations.
Module Three Report Rubric
| Criteria | Exemplary | Proficient | Needs Improvement | Not Evident | Value |
|---|---|---|---|---|---|
| NAICS Code | N/A | Identifies the NAICS Code for the organization in the course scenario (100%) | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include correctly identifying the industry the organization belongs to (70%) | Does not attempt criterion (0%) | 15 |
| Top Competitors | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner (100%) | Identifies the top three organizations in the same industry as the organization in the course scenario; explains three criteria used to shortlist the organizations and justifies the selection (90%) | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying three top organizations in the correct industry; identifying the three relevant criteria for shortlisting the companies; explaining how each of the three organizations meets these criteria (70%) | Does not attempt criterion (0%) | 30 |
| Company Information | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner (100%) | Summarizes the strategic vision, primary product or service, market share, and customer segment for the three identified organizations (90%) | Shows progress toward proficiency, but with errors or omissions; areas for improvement may include correctly summarizing all required information for each of the three shortlisted organizations (70%) | Does not attempt criterion (0%) | 35 |
| Articulation of Response | Exceeds proficiency in an exceptionally clear, insightful, sophisticated, or creative manner (100%) | Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstrating an understanding of audience and purpose (90%) | Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, negatively impacting readability (70%) | Submission has critical errors in grammar, sentence structure, and spelling, preventing the understanding of ideas (0%) | 15 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors (100%) | Uses citations for ideas requiring attribution, with consistent minor errors (90%) | Uses citations for ideas requiring attribution, with major errors (70%) | Does not use citations for ideas requiring attribution (0%) | 5 |
| Total: | 100% |
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Module_Three_Introduction.html
Module Three
Learning Objectives
By the end of this module, you will meet these learning objectives:
- Determine strategies for contingency planning
- Perform competitor research and analysis to meet strategic objectives
- Determine the need and advantages of mergers and acquisitions
Module Overview
As part of its exit strategy, the life sciences organization in the course scenario has made a strategic decision to get acquired by another organization.
However, a merger and acquisition (M&A) process can be quite complex. It requires crucial analyses from the perspective of both the selling organization (“the acquired”) and the buying organization (“the acquirer”) before organizations make a final decision on the merger or acquisition. For example, for a seller, it's important to identify the competency of potential buyers by analyzing their financial and nonfinancial profiles as well as the potential benefits and drawbacks of being acquired by another organization. From the perspective of a buyer, it’s important to determine the value of the potential seller by analyzing its strengths and weaknesses, such as products offered, market valuation, customer data, and so on.
Depending on how a merger or acquisition is planned and implemented, it can have either a positive or a negative impact on the organization and its employees. An M&A strategy that is implemented according to a well-developed plan can help both the organizations involved in several ways. This includes an increase in the market share, an expansion of geographic reach, the diversification of products and services, gaining market power, and so on. But if the strategy fails or is not executed well, it can adversely affect both organizations.
To execute an M&A strategy successfully, you can use various planning and monitoring tools, such as project management tools and strategy road maps. Project management tools like Gantt charts help to identify and track all relevant activities related to the merger or acquisition.
According to Tighe (2019, p. 31), “Most strategies take the future for granted, assuming future conditions will be similar to those of today and presenting the achievement of future goals as a fait accompli.” However, conditions can change at any time, and you need to be prepared to handle changes when they happen. Some of the changes can be prevented and planned for in advance using scenarios and contingency planning.
In this module, you will learn the process of developing a strategy using a seven-step scenario-based approach. You will also learn how to evaluate the strategy to ensure that it can address future changes and challenges. Additionally, this module will help you learn how to perform competitor analysis and build a financial profile for an organization. Finally, you will learn how to use road maps and Gantt charts for planning and tracking the activities required to implement projects such as organizational change.
In your role as a business development manager for an organization preparing to be acquired, you will perform a competitor analysis as part of contingency planning. This activity will help you shortlist the names of alternative buyers in case the current buyer backs out in the future. At the end of the module, you will also complete a quiz to review concepts that will help you complete your milestone assignment next week.
References
Tighe, S. (2019) Rethinking strategy: How to anticipate the future, slow down change, and improve decision making. Wiley.
Mind the Competitive Landscape
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This MBA program offers a required course to help build industry-recognized skills that will enhance your professional profile.
You are expected to complete this assignment and then to download the completion certificate or take a screenshot of the completion screen and submit it for grading purposes. While taking a screenshot, ensure that your name, badge/course name, and the visual indication of completion are clearly visible.
Required Courses ● Building Personal Resilience
Building Industry-Recognized Skills
The information below is meant to help learners plan for the course and budget time over the 10 weeks of the course. Learners are expected and encouraged to reach out to the instructor for support and feedback.
Assignments Roadmap
Module Two Milestone One: Guiding Coalition Recommendations
Module One Discussion: Introduction Journal: Self-Assessment Video Check-In: Learner-Instructor Connect
Module Three Report: Potential Alternative Buyers/Competitor Research
Module Four Quiz: Milestone Pre-check Milestone Two: Employee Attrition Analysis Report
Module Seven Case Analysis: Postmerger Integration
Module Five Milestone Three: Alternative Buyer Research Report and Acquisition Road Map
Module Six Video Assignment: Investor Pitch Report: Risk Analysis
Module Nine Project Submission: Merger Integration Report
Module Eight Memo: Performance Measurement Quiz: Project Pre-check
Module Ten Report: After-Action Review Journal: Personal Action Plan
Based on the initial analyses, insights, and recommendations, develop the final merger integration report. This report should also provide a change management strategy for moving forward toward the sale of the organization.
In this project, you will demonstrate mastery of the following competencies: ● Manage stakeholder relationships to sustain a competitive advantage ● Align and integrate a short-term goal with a strategic plan ● Create a change management strategy
Project (Module Nine Submission)
Develop a recommendation report to help build the guiding coalition team that will strategize and operationalize the exit strategy.
Milestone One (Module Two Submission)
Create a report to recommend an alternative potential buyer as part of the contingency plan. Additionally, using a Gantt chart, develop an acquisition road map that lays out the action steps and timelines necessary for the execution of the acquisition process.
Milestone Three (Module Five Submission)
Create a report to summarize the current employee demographics and analyze the attrition trends within the organization. Use Tableau to visualize the demographic data and summarize the attrition data. Additionally, compare the attrition analysis data with current employee details to evaluate and prevent future attrition.
Milestone Two (Module Four Submission)
The course goals are communicated through three competency statements instead of through course outcomes. Competencies represent the knowledge and skills relevant to your field. You will create three milestone assignments as part of the course project.
Project
You are a business development manager reporting to the vice president (VP) of business development at one of the largest life sciences organizations in the Midwest. While the organization has shown constant growth and profitability since its inception in 1999, the owners have decided that it is time to sell. Given the current uncertainty in global markets, the organization’s board of directors is not convinced that this is the right approach. While work was underway to find a potential buyer, the VP called on you to join the strategic planning team to assess the organization’s exit strategy and make recommendations to its board of directors.
Business Scenario
Impactful leaders move strategic initiatives forward with innovation, collaboration, and informed, data-driven decision making. In this course, learners will assess conditions, processes, and resources that impact how leaders design adaptive strategies, using emotional and business intelligence to manage strategic objectives. Learners will solve complex problems, manage opportunities, and build sustainable stakeholder relationships.
MBA 699 Strategic Opportunity Management
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