PEPPERDINE UNIVERSITY

THE GEORGE L. GRAZIADIOSCHOOL OF BUSINESS AND MANAGEMENT

MARLENE A. BISEDA, Ph.D.

Assistant Professor of Strategy

EMBA 100S

SPRING 2015

MBAA 676: Crafting Business Strategy

MBAA 679: Planning and Controlling Strategic Implementation

SYLLABUS

Revised 12/5/2014

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Professor’s Name: Marlene A. Biseda, Ph.D. Office Address: 6100 Center Drive, Los Angeles, CA 90045Home Office Phone: (626) 564-9301E-mail address: marlene.biseda@pepperdine.edu

Office HoursThe professor will be available to meet with students before and after class or during arranged appointments. The professor can be reached via phone or e-mail, and holds regularly scheduled virtual office hours. If not immediately available, the professor will respond within 24-48 hours.

Introduction In this final trimester of the EMBA program, the students learn to view critical strategic issues of the firm from a senior executive’s perspective, and to think and execute strategically. The trimester has four streams of activities: crafting the grand strategy, implementing the strategy, strategic management simulation, and strategic management project. The crafting strategy stream focuses on integrating concepts and lessons learned in prior trimesters, learning new strategic concepts, generating and analyzing strategies, and developing superior strategies and the grand strategy in a global environment. The second stream focuses on the opportunities and challenges in executing the grand strategy. Students learn concepts and practical methods of implementation. This involves learning how to design enabling organizational structures, processes, and measures for effective alignment of performance to the strategy. The third activity involves students conducting a strategic management simulation, which highlights key aspects of managing a company in an evolving industry and changing environment. The fourth stream requires students to prepare and complete their capstone Applied Strategic Projects. They integrate and build on this and previous courses’ concepts and apply them to their firms in their Applied Strategic Projects.

Course Descriptions

MBAA 676: Crafting Business Strategy This course introduces a process for conducting strategic analyses (including SWOT) that integrates and extends what has been learned in previous trimesters. The process is applied using case studies of different business organizations in different industries, giving students an opportunity to assess strategic decision making in a variety of environments. Students examine the differences in business, corporate, industry, and global strategies as well as strategic options within each type of strategy. They develop a solid understanding of how to create strategic options and craft a grand strategy, which embodies, integrates, and synthesizes multiple types of strategies. It examines the link between strategy and structure and explores design choices for building and sustaining core competencies to effectively and efficiently implement the strategy under differing external conditions. Issues relating to management of alliances and partnerships are examined. Concepts and tools for managing external and internal interrelationships and cross-impacts of businesses, functions, and processes are introduced. Included is a study of how organizational structure and processes progressively evolve during their stages of development from start-up entrepreneurships to mature, complex global systems.

MBAA 679: Planning and Controlling Strategic Implementation This course continues concepts and applications that were developed in MBAA 676 Crafting Business Strategy, provides students with a framework for planning and control of implementation, and demonstrates how such a framework is derived from the organization’s

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grand strategy. The course examines ways in which a grand strategy can be implemented through the design of effective business models, virtual organizations, key functional areas, departments, and organizational units. Topics include developing integrated strategies and plans at business unit and functional (finance, marketing, production, R&D, human resources, etc.) levels. Students explore alternative future scenarios and consider contingency operational plans in an era of hyper competition, globalization, disruptive innovation, and economic and political uncertainties. Approaches to performance management, rewards, measurement and control systems, and change management are explored and applied. The role of the leadership in creation of an adaptive corporate culture for effective implementation of the grand strategy is examined. The course applies the concepts to the EMBA strategic management project.

Student Learning Outcomes

At the end of this class, students should be able to: 1. Think strategically (globally) about a firm, as well as functionally (narrowly); 2. Conduct an Industry & Competitor Analysis and understand their strengths and

limitations; 3. Define a firm’s main capabilities, competencies and competitive advantages; 4. Determine the main strengths and weaknesses of various strategic actions such as

diversification, internationalization, technological first-mover, and joint-venturing; 5. Understand many of the routinely-encountered difficulties in strategy implementation and

have controls and measures at hand to address those difficulties; 6. Appreciate the impact of the non-market environment of business on firms, such as the

strategic constraints and opportunities presented by social and political developments; 7. Be sensitive to the moral and ethical dimensions of strategic decisions; 8. Be able to assess why one firm in an industry outperforms another firm in the same

industry.

Total Directed Instruction Hours: 120

Texts and Course Materials Dess, G. G., Lumpkin, G. T., Eisner, A. B., and McNamara, G. Loose Leaf Strategic

Management: Text and Cases – 7th Edition. Cases: all but two cases are included in the text book. Two additional HBR case (Best

Laid Incentive Plans and Skeleton in the Corporate Closet) will be available through Study.net.

Cotter, Richard V. and Fritzsche, David J. The Business Policy Game, Player’s Manual,(Sixth Edition).

Kim, W. Chan and Mauborgne, Renee. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. (Reference)

Morgan, M., Levitt, R. and Malek, W. Summary: Executing Your Strategy. (Reference) Assigned articles: available online from the Pepperdine Libraries and/or in Sakai:

Courses/Resources. Assigned videos: available in Sakai: Courses/Resources/ Assignments, additional and/or recommended readings, and other resources: will be

posted in Courses. Wall Street Journal

Students are expected to check Courses weekly for current postings.

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Grading

Classes will be interactive and incorporate a variety of methods, including lectures, class discussions, skill-building exercises, group activities, readings (textbook and assigned articles), case studies, presentations, a business simulation project, and the Applied Strategic Project.

MBA candidates are expected to come prepared for class by having all reading, writing, and group assignments completed, and by developing personal positions on key issues of the readings and case studies. In addition, they are expected to actively participate in and contribute to all class discussions.

This is a challenging course with intensive requirements. The more time and energy you put into your course work, the more you will prepare yourself for executive management. The concepts build upon each other, so it is crucial that you stay up to date with assignments. Summary information about each assignment follows. However, more detailed information about assignments and grading rubrics will be discussed in class. In addition, assignment information will be posted on Courses in Sakai. Course assignments are subject to change at the professor’s discretion.

Each requirement must be completed on time. Late assignments, which will not be accepted without prior approval, will result in a 10% reduction in grade.

INDIVIDUAL ASSESSMENTS:

Applied Strategic Project (ASP)The Applied Strategic Project integrates the work you completed in previous trimesters. You will analyze all facets of your organization by applying the concepts and tools studied. Sections of the report (draft versions) can be submitted throughout the course, so the instructor can provide ongoing feedback. However, prior to submission of the ASP, you are required to submit and schedule a meeting to discuss your proposed critical success factors with the professor. The ASP outline and associated grading rubric are provided in Appendix A and Appendix H, respectively, and are posted in Courses.

This assignment is to be submitted to Assignments in Courses before midnight on the day before the last class. Please use the following naming conventions: Your Name and Company Name. In addition, please bring a hard copy to turn in at the end of class. With prior approval, students will be able to turn in the ASP on the Monday following class – please contact professor to discuss.

Preparation & ParticipationThe class is an interactive, discussion-based course, which depends on the full participation of all students. You are expected to be fully prepared for all classes and to ask questions you have about the material. Class discussions and lectures will focus on integrating and applying the material as well as answering your questions.

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The components of the Preparation and Participation assessment follow.

1. Cases: The assigned cases will be discussed in class, and all class members are expected to be fully prepared to discuss each case. For each case, you should address the following items: (1) the firm’s current strategy, (2) critical success factors, (3) strategic alternatives, (4) your strategic recommendation, and (5) your action plan to execute the selected strategy. You can use the Strategic Alternatives Template to document your thoughts. The template is provided in Appendix B and is posted in Courses.

2. Articles: Assigned articles will be discussed in class, and all class members are expected to be fully prepared to discuss each article. For each article, you should think about (1)what is the important contribution of this article to strategy, (2) what you will “take away” from the article, and (3) how you can apply article concepts in your work environment.

3. Class discussions and activities: You will be expected to actively participate in and contribute to class discussions and activities. The professor may call on any member of the class to discuss material included in the text, cases, or reading assignments. You will be evaluated based on the quality and quantity of your comments.

Good class participation has the following characteristics: o Comments are clearly articulated and heard by everyone in class.o Comments are relevant to the subject under discussion and demonstrate knowledge of

the assignment—do not merely present facts.o Comments advance the discussion or build upon comments of others in the class,

including respectful challenges to peers.o Students provide evidence to support their comments.

Your participation grade can be affected by negative behaviors, such as using inappropriate language or having side conversations, both of which demonstrate lack of respect for colleagues.

In addition, I ask that you please:o Turn off cell phones, pagers, etc. during class, and o Do not use laptops during class exercises and discussions (except for the purpose of

taking notes).

4. Course evaluation: You are expected to complete the course evaluation during the last session of the trimester. You will be given time in class to do so.

GROUP ASSESSMENTS

Student Management Teams are expected to meet (during non-class hours), organize their efforts, develop consensus, and generate team recommendations, including expected results. Groups will be graded on each facet of group work, and team members will evaluate the value of work performed by team members, including themselves, for all team assignments. The Peer Evaluation form is provided in Appendix C and is posted in Courses.

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Business Policy Game SimulationStudent teams will participate in a management simulation project during which they will (1) develop and implement a business strategy, (2) integrate functional disciplines, and (3) compete with peer teams in the same industry. Teams will turn in a strategic plan prior to the simulation and discuss their results after the simulation. In addition, individuals will assess the learning experience in a two-to-three page reflection paper.

Each team will be evaluated based on their strategic plan, competitive actions during the game, and simulation results. Individuals will be evaluated based on their participation and contribution to the team effort. The Simulation Strategic Plan and Simulation Reflection Paper assignments are provided in Appendices D and E, respectively, and are posted in Courses. The assignments are to be submitted to Assignments in Courses before midnight on the day they are due, as listed in the Schedule of Classes. Please use the following naming conventions: Team Name and Company Name. In addition, please bring a hard copy of the Strategic Plan to turn in prior to the simulation.

Team Case AnalysisUsing the concepts and tools from the readings assigned to date, each team will prepare and present their analysis of an assigned case, including Strategy Analysis

An analysis of the external environment An analysis of the internal environment

Strategy Formulation Critical success factors Strategic alternatives, including pros and cons Recommended strategy

Strategy Execution Change initiatives and action items Implementation plan Balanced Scorecard

Requirements for the team case analysis and the associated grading rubric are provided in Appendices F and G, respectively, and are posted in Courses. The assignment is to be submitted to Assignments in Courses before midnight on the day before class. Please use the following naming conventions: Team Name and Case Name. In addition, please bring a hard copy to turn in before the start of your presentation in class.

Team Article DiscussionsEach team will lead the discussion on one set of articles from the Assigned Readings for oneclass session. The team will submit an outline of their discussion questions and supporting material, such as their critique of individual articles, a synthesis of the articles (if applicable), and relevant application to session cases. Team Article Discussions are to be submitted to Assignments in Courses before midnight on the day before class. Please use the following naming conventions: Your Team Name and Session Number. In addition, please bring a hard copy to turn in before the start of your discussion in class.

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ASSESSMENT ELEMENTS

Individual Assessments Points

Participation & Preparation 24

Applied Strategic Project (ASP) 36

Team Assessments

Team Case Presentation 10

Team Article Discussion 5

Business Policy Game

Strategic Plan

Simulation

1213

TOTAL 100

The quality of achievement in the course is measured as follows:

o "A" indicates superior achievement; o "B," indicates average or satisfactory achievement; ando "C-" is the lowest passing grade.

Each student knows what circumstances impinge upon his/her learning and study. Some have boundless energy to apply to their studies, while others find their power of concentration wanes too soon. Only you know the measure of effort and care you can invest in your learning. Your level of effort in preparation as well as your participation in and positive contribution todiscussions will affect your grade. As a guide to workload, by now you know that average study time per course is at least three hours for each hour in the classroom. A superior grade will require an investment of substantially more time and energy.

Final grades will be determined based on the number of points you earn, using the following grade distribution.

Points Grade (Grade Point Earned)94 – 100 A (4.0)90 – 93.9 A- (3.7)88 – 89.9 B+ (3.3)82 – 87.9 B (3.0)80 – 81.9 B- (2.7)76 – 79.9 C+ (2.3)72 – 75.9 C (2.0)70 – 71.9 C- (1.7)

Attendance Policy Students are expected to attend all class sessions.

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University Code of Ethics

Page 13 of the 2012 - 2013 Academic Catalog

Originality of Work

This course may require electronic submission of essays, papers, or other written projects through the plagiarism detection service Turnitin (http://www.turnitin.com). Turnitin is an online plagiarism detection service that conducts textual similarity reviews of submitted papers. When papers are submitted to Turnitin, the service will retain a copy of the submitted work in the Turnitin database for the sole purpose of detecting plagiarism in future submitted works. Students retain copyright on their original course work. The use of Turnitin is subject to the Terms of Use agreement posted on the Turnitin.com website. You may request, in writing, to not have your papers submitted through Turnitin. If you choose to opt-out of the Turnitin submission process, you will need to provide additional research documentation and attach additional materials (to be clarified by the instructor) to help the instructor assess the originality of your work.

Policy on Disabilities

Assistance for Students with Disabilities

The Disability Services Office (DSO) offers a variety of services and accommodations to students with disabilities based on appropriate documentation, nature of disability, and academic need. In order to initiate services, students should meet with the Director of the DSO at the beginning of the semester to discuss reasonable accommodation. If a student does not request accommodation or provide documentation, the faculty member is under no obligation to provide accommodations. You may contact the Director of Disability Services at (310) 506-6500. For further information, visit the DSO Web site at: http://www.pepperdine.edu/disabilityservices/.

Schedule of Classes

The proposed schedule is included on the following pages.

SESSION 1: 1/9 – 10 in Malibu

Topics / Activities Readings Assignments

Strategic Management Analyzing the External

Environment o The general environmento The competitive environment

& industry analysis Assessing the Internal

Environment of the Firmo Value chain analysiso Core competencies & the

resource-based view of the firm

o Financial analysis & the balanced scorecard

Business Policy Game: Simulation Strategic Plan

REQUIRED Text: Chapters 1, 2, 3 Cases: Robin Hood (#1) United Way Worldwide (#33)

Videos Search for Meaning (Viktor Frankl -

psychiatrist & Holocaust survivor) The Five Forces That Shape Competitive

Strategy (Michael Porter) Articles

1. Christensen: How will you measure your life?

2. Collins & Porras: Building your company’s vision

3. Collis & Rukstad: Can you say what your strategy is?

4. Long & Vickers-Koch: Using core capabilities to create competitive advantage

Business Policy Game manual: Chapters 2, 3

RECOMMENDED Articles

5. Drucker: Managing Oneself 6. Kaplan & Norton: Using the balanced

scorecard as a strategic management system

7. Porter: The five competitive forces that shape strategy

Business Policy Game manual: Chapter 4 (skim)

Scores from Grasha-Reichmann Student Learning Styles questionnaire at: http://www.iats.com/publications-resources/glsi/ to be turned in at the beginning of class.

At check-in, be prepared to discuss: The Daily Drucker: January 9,

including the values, vision and mission of your organization

The strategy of your business unit/line of business

Your organization’s strategic planning process

How will you measure your life?

Points to Ponder (for your ASP) The industry in which your

organization operates and its competitive

Your organization’s internal strengths/competencies, capabilities, and weaknesses

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SESSION 2: 1/30 – 31 in WLA

Topic / Activity Readings Assignments

Intellectual assets, including human and social capital

Prioritization Models The Industry Life Cycle Business-Level Competitive

Strategies Corporate-Level Diversification

Strategies Business Models

Business Policy Game: Software Review

REQUIRED Text: Chapters 4, 5, 6 Cases Apple Inc.: Still Taking a Bite Out of the

Competition? (#6) Southwest Airlines: Is LUV Soaring or Sour

(#21) Videos Top 10 Traits of a Master Networker You Need Strategy for Your Organization

(Michael Porter) Articles

1. Christensen et al: The new M&A Playbook2. Hansen, Nohria, & Tierney: What’s your

strategy for managing knowledge?3. Leavy: Outsourcing strategies: opportunities

and risks4. Porter: What is strategy?

The Business Policy Game manual: Chapter 4 (skim) AND Chapters 5 & 6 OR Chapters 7 & 8 OR

Chapters 9 & 10, depending on role in simulation

RECOMMENDED Articles

5. Johnson et al: Reinventing your business model

6. Mintzberg: Crafting Strategy

Team Case Presentations Apple: Mavericks Southwest: Team Hexapact

Team Article Discussions Set 1 ( #1, 3, 5): Team Satisfied Set 2 ( #2, 4, 6): Team Westside

Peer Evaluation Form for team assignment

At check-in, be prepared to discuss: The Daily Drucker: January 25 How/will you reinvent yourself?

Point to Ponder (for your ASP) The critical success factors (CSFs)

for your business unit/line of business

Discussion of CSFs with professor (if scheduled)

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SESSION 3: 2/20 – 21 in Malibu

Topic / Activity Readings Assignments

Global Markets & Foreign Expansion Strategies

Entrepreneurial Strategies Competitive Dynamics Strategic Control & Corporate

Governance Corporate Culture & Leadership Core Process Mapping

Business Policy Game: Software Review

REQUIRED Text: Chapters 7, 8, 9 Cases Heineken (#10) Is Dippin’ Dots Frozen Out? (#17)

Videos Actually, the world isn't flat Blue Ocean Strategy, Create New Markets

and Leave the Competition Behind (Renee Mauborgne)

Articles1. Drucker: The discipline of innovation2. Ghemawat: Managing differences: the central

challenge of global strategies3. Stalk: Curveball strategies4. Stalk: Hardball strategies

RECOMMENDED Articles

5. Magretta: Fast, global, and entrepreneurial: supply chain management Hong Kong style

6. Porter: The competitive advantage of nations Video IMD World Competitiveness Rankings 2014

Team Case Presentation Heineken: Team Westside Dippin’ Dots: Team Satisfied

Team Article Discussion (if selected) Set 1 (#1, 2, 6): Team Hexapact Set 2: (#3, 4, 5): Mavericks

Peer Evaluation Form for team assignment

At check-in, be prepared to discuss: The Daily Drucker: February 21 How/do you manage yourself?

Points to Ponder (for your ASP) Your proposed strategic alternatives,

addressing Corporate-level Business-level Foreign expansion Entrepreneurship/innovation

Discussion of CSFs with professor (if scheduled)

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SESSION 4: 3/12 - 14 in West LA

Topic / Activity Readings Assignments Due

Managing Change Creating Effective Organizational

Designs Creating Learning & Ethical

Organizations Managing Innovation and

Fostering Corporate Entrepreneurship

Business Policy Game: Simulation and Game Review

RQUIRED Text: Chapters 10, 11 & 12 Cases Best Laid Incentive Plans (HBR Case) Johnson & Johnson (#18)

Articles1. Collins: Turning goals into results: the

power of catalytic mechanisms2. Hambrick & Fredrickson: Are you sure you

have a strategy?3. Kotter: Leading Change

RECOMMENDED Articles

1. Eisenhardt & Galunic: Coevolving: at last a way to make synergies work

2. Galbraith: The Star Model3. Magretta: The power of virtual integration:

an interview with Dell Computer’s Michael Dell

Due weekend prior to simulation (on 3/8) Simulation Strategic Plan Peer Evaluation for Simulation

Strategic Plan

Due weekend following simulation (on 3/22) Simulation Reflection Paper Peer Evaluation for simulation game

At check-in, be prepared to discuss: The Daily Drucker: March 13 Do you have a strategy?

Points to Ponder (for your ASP) Written analysis of change initiatives

and proposed implementation plan, including: People/skills Organization structure Processes & systems Rewards & controls

Discussion of CSFs with professor (if scheduled)

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SESSION 5: 4/10 in WLA

Topic / Activity Readings Assignments

Corporate Culture and Leadership

Ethics and Corporate Social Responsibility

Power & politics Wrap - up

REQUIRED Cases

The Skeleton in the Corporate Closet (HBR Case)

Minerals Technologies, Inc. (Slides and exercise provided by professor)

Videos Minerals Technologies, Inc.

Articles1. Hamel & Valikangas: The quest for resilience2. Pfeffer: Understanding power in organizations3. Porter & Kramer: Creating shared value4. Porter & Kramer: Strategy and society: the link

between competitive advantage and corporate social responsibility

5. Sull: Why good companies go bad

RECOMMENDED Articles

6. Beer & Eisenstat: How to have an honest conversation about your business strategy

7. Cialdini: Harnessing the power of persuasion8. Kaplan & Norton: Mastering the Management

System9. Kerr: On the folly of rewarding A, while

hoping for B10. Montgomery: Putting leadership back into

strategy

Applied Strategic Project (With prior approval, students will be able to turn in the ASP on the Monday following class – please contact professor to discuss.)

At check-in, be prepared to discuss: The Daily Drucker: April 10 How can you be socially

responsible?

CLOSING SESSION & CLOSING DINNER

GRADUATION: April 18, 2014

APPENDIX A: Applied Strategic Project

This ASP will integrate the projects you have done in previous trimesters.

Required elements:

1. A title page and table of contents. 2. An executive summary (no more than two pages). This summary should provide an

abridged summary of the entire paper. This is not an introduction. It is a document that should be able to stand-alone and be understood.

3. A complete, self-contained report. A complete paper is critical, but conciseness and brevity also are important. It is very important that you demonstrate you’re learning by referring to and referencing texts, articles, and ideas that you have covered in the program. It is critical that you denote and differentiate between your original ideas and the ideas of others.

4. A complete bibliography with appropriate references in your paper. 5. An appendix with supporting material, including, tables, charts, graphs, etc. Although

most supporting material should be placed in the appendix, material that clarifies or summarizes key information is appropriate in the body of the report. Note that all material in the appendix should be referenced in the main body of the text.

Guidelines:

• Number all pages (including appendices, if possible)• Provide titles for all figures, exhibits, and appendices. • Use12 point type and Times New Roman font with 1 inch margins and 1 ½

line spacing. Note that appendices may deviate from these specifications.

Recommended Format:

EXECUTIVE SUMMARY: Summarize the entire report in two pages or less.

INTRODUCTION: Introduce the company, its mission, and products/services and provide necessary information to orient the reader. No more than two pages.

STRATEGY ANALYSIS: (approximately 15 to 20 pages): The analysis should be based on your finance, marketing, economic, and quantitative methods coursework as well as the concepts and models used in strategic management. It is important to draw conclusions from your analysis and answer the question “So what?”

General/Industry Environmental Analysis: Completely describe important characteristics of the general and industry environments. Data and trend analysis are important. Do a thorough Five Forces analysis of your industry.

Competitive Analysis: Summarize your competitors and your competitive analysis done during the Marketing sessions, including a description of competitors and their current strategies. Be sure to address both direct competitors and indirect or substitute competitors. (Note that this analysis should flow from or can be incorporated into theFive Forces Analysis.)

Internal Analysis: This is a summary of your work on Value Chain and VRIN. The reader should completely understand your organization’s culture, competitive advantages (if

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any), potential niches to be exploited, financial data, cultural data, metrics, resources, and value chain. The summary of the firm’s financial condition should include ratio/trend analysis, cash flow and pro forma statements, as well as the Balanced Scorecard (if the firm already uses it), with supporting material included in the paper’s appendices.

Summary of Analysis: Prioritize and summarize the key findings from the prior analyses using the SWOT format. The recommended order is:

External opportunities and threats (including economic, general environment, marketing). Marketing external issues include competitor analysis, pricing, and promotion.

Internal strengths and weaknesses derived from the Value Chain and VRIN analysis (including culture, finance, and operations). Marketing includes distribution and product placement.

Strategy Analysis for a New Venture: If you are developing a new venture, consider and analyze the strengths and weaknesses of your team, including you.

STRATEGY FORMULATION (approximately 10 to 15 pages): This section transitions from analysis to strategic formulation. Build on the summary SWOT to make the transition.

Critical Success Factors (CSFs)Integrate the strengths, weaknesses, opportunities & threats to determine how the firm is positioned for the future. Identify the factors that are critical to the future success of the firm. It is important to draw conclusions from your analysis and answer the question “So what?

Vision, Mission, Goals, and Strategic Objectives: Set meaningful objectives consistent with the external and internal analysis (as reflected in the summary SWOT), with the identified CSFs, and with the organization’s vision, mission, and goals.

Grand Strategy: The over-reaching meta-strategy that all other strategic elements support and buttress. Elements of the grand strategy can include diversification, entry into foreign markets, and corporate entrepreneurship.

Business Strategy: Summarize and analyze the key strategic alternatives for your organization. Alternatives must be plausible (no straw horses) and discuss changes to supporting functional strategies. For each alternative, analyze the relative costs, benefits, risks, and impact on corporate culture and mission.

Recommendations: Summarize your goals, objectives, and strategic choices. Make clear recommendations and do not restate alternatives. Explain why you chose the option you chose. Be sure your recommendations can be implemented and include contingency plans.

Business Strategy for a New Venture: If you are developing a new venture, this section has to be modified to include market entry alternatives. These alternatives must be plausible (no straw horses) and you will need to perform a number of different cash-flow pro forma statements, including worst, best, and most-likely case analysis.

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• Where does your product/service fit among existing products/services? What customer needs does it fulfill? What opportunities or threats in the existing market does it seek to capitalize upon?

• How will the strengths and weaknesses of your team, including you, enable your success?

• How is your firm going to prosper in an existing marketing? What do you plan to do differently from your competitors?

• What kind of market demand do you expect in the first 1-3 years of the venture, and why? Justify your projections with data and specific examples. Identify all the assumptions for each scenario and its pro forma statements. A two-year planning horizon is long-term for new ventures.

STRATEGY IMPLEMENTATION (approximately 10 to 15 pages) This section transitions from strategic formulation to strategic implementation. Please make the transition clear.

Strategic Change & Implementation Plan for Existing Firm: This is the final part of the ASP in a project for an on-going business unit or firm.

Given the conclusions drawn from the Industry Analysis about the key forces driving success in this industry, and the conclusions drawn from the Competitor Analysis about how your firm is doing relative to its competitors on the key success factors, develop a Strategic Change Plan for the product/service/division you have been examining.

Change Initiatives: For each of the following areas, identify the change initiatives to execute the strategic recommendations.

What resource changes will need to be made? Will any new resources need to be added or existing resources retrained, reduced, or eliminated?

How will buy-in among the key stakeholders be obtained? What is your recommended organization structure? What traditional and

boundaryless organizational designs should be implemented? What processes and/or systems need to be added, changed or eliminated? What control systems and incentive structures will need to be changed or introduced?

Develop a short-term budget and ROI analysis for the change plan that quantifies any resources changes that will need to be made in the implementation of the plan.

Implementation Plan: Develop a phased plan to implement these changes. Your plan should include key action items, responsibilities, and a timeline with milestones, metrics, and contingency plans for each phase.

Balanced Scorecard: Develop a balanced scorecard to provide ongoing feedback. Identify SMART objectives in all areas of the scorecard to measure the effectiveness of your plan.A process to assess these measures should be discussed in the Implementation Plan.

Business Plan for a New Venture: This is the final part of the ASP in a project for a proposed new business venture.

Given the conclusions drawn from the Industry Analysis about the key forces driving success in this industry, and the conclusions drawn from the Competitor Analysis about

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how your firm is doing relative to one of its competitors on the key success factors, develop a Business Plan for your new product/service.

Business Plan: Develop the phased plan to implement your Business Strategy. Address the following areas in your plan.

What resources will you need in the first one to three years? What kind of human and other assets will you need? Who will be on your Advisory

Board? What is your recommended organizational structure? What traditional and

boundaryless organizational designs should be implemented? What processes and/or systems need to be put in place? What control systems and incentives introduced? What will your expenses be? Develop pro-forma income and cash flow statements

that explain and justify all of the assumptions you are making. Keep in mind that venture capitalists are particularly interested in cash flow statements when considering whether to fund a start-up venture or not.

Your plan should include key action items, responsibilities, and a timeline with milestones, metrics, and contingency plans for each phase.

Balanced Scorecard: Develop a balanced scorecard to provide ongoing feedback. Identify SMART objectives in all areas of the scorecard to measure the effectiveness of your plan.A process to assess these measures should be discussed in the Business Plan.

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APPENDIX B: Strategic Alternatives Template for Case Analysis

Current strategies Identify the generic business strategy being implemented by the firm. Select one of the

following: overall cost leadership, differentiation, focus on niche markets (either low cost or differentiation), both cost leadership & differentiation.

Identify key functional strategies that support the generic business strategy. At a high-level, discuss key opportunities, threats, strengths, and weaknesses, including results of financial

analysis. Highlight those which are most important. Discuss whether you think the strategy is working as intended.

Critical success factors (key strategic issues and/or opportunities) Identify the top 2 to 3 critical success factors that must be addressed for the long-term survival of

the companyo Discuss why you think these issues/opportunities must be addressed

Why are they priorities What will happen if they are not addressed

o Do not develop a laundry list of all the problems or symptoms of larger issues—discern the key issues that are causing the problems and/or symptoms

o Do not discuss solutions in this section

Alternatives Clearly present three mutually exclusive strategic alternatives, including as many specifics as

possible—are these short-term or long-term solutions? Are they changes in strategic direction?

Discuss the pros and cons of each alternative, including how the alternative addresses the critical issues/opportunities.

o Think through the results of the alternatives & their effects on the business.o Assess the benefits and costs (how you would pay for them) as well as their risks

This is not to be a laundry list of items. This section identifies the high-level, strategic choices that will affect the long-term direction of the company.

Your recommendation Clearly state which of the three mutually exclusive strategic alternatives you selected. Provide your rationale for selecting the alternative, including how it addresses the critical

issues/opportunities.

Change Initiatives & Implementation Plan Identify key action items to execute your strategy. Think through changes in the following areas:

o Culture, vision, mission, and/or valueso Stakeholder management & corporate governanceo Processes, functional systems/value chain activities, and/or information technologyo Organizational structure o People and skillso Rewards and controls

Include as many specifics as possible, including:o Who should be responsible for implementing action itemso The sequence of events and time required to implement

Develop SMART objectives to measure success.

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Current Strategies:Generic business strategy:

Key functional strategies:

Key strengths, weaknesses, opportunities, and threats:

Is the strategy working as planned?

Critical success factors (key strategic issues/opportunities)1.

2.

3.

AlternativesAlternative 1 Description:

PROS CONS

Alternative 2 Description:

PROS CONS

Alternative 3 Description:

PROS CONS

Your recommendationSelected strategy & rationale:

Change Initiatives 1.2.3.4.5.6.Implementation Plan

Measures of Success

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APPENDIX C: Peer Evaluation Form

NAME TEAM # ASSIGNMENT DATE

TEAM MEMBER POINTS

1.

2.

3.

4.

5.

6.

TOTAL (number of team members x 100 points)Don’t forget to include yourself in the evaluation.

INSTRUCTIONS:

In considering the distribution of points, evaluate the relative performance of each member of your team in planning, collecting and analyzing data, and preparing reports and presentation material.

Although you may distribute the points equally among team members, you are encouraged to distribute points to reflect the actual contribution of team members. Therefore, some team members may receive more than 100 points, while others receive less than 100 points.

The maximum number of points you may award a single team member, including yourself, is 110. There is no minimum number of points that must be awarded to a team member. Therefore, the total number of points awarded may be less than the total points available.

Provide reasons for ALL ratings. List areas of contribution as well as suggestions for improvement, if necessary.

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APPENDIX D: Simulation Strategic Plan

The Simulation is designed to have students run a business successfully. Teams will assume the role of a middle-to-upper management team operating a business that is faced with interdisciplinary issues and non-deterministic consequences. Teams take over responsibility for a firm that has been profitably operated by a prior management group.

The new management team must organize: communicate sufficiently to delineate duties, authority and responsibility. They must prepare for decision making by reading the manual carefully and thoroughly; understanding the historic financial and non-financial data; developing decision support systems (i.e., graphs, tables, or models) that assist with understanding the value chain of the business; planning output production and material purchases; drafting a cash budget; and evaluating the effectiveness of marketing areas and sales representatives. The student team also must assess the domestic economy, industry, and competitors.

Simulation Strategic Plan A strategic plan shall be prepared by each team. The plan drafted by the team must adhere to the following guidelines. Any discrepancies will not be accepted.

• The cover page must include team number, company name and names of team members including email addresses of all team members

• The maximum length for the body of the report is 12 typewritten pages, using 12 point type and Times New Roman font with 1 inch margins and 1 ½ line spacing

• All pages must be numbered (preferably including appendices) • Appendices are not counted as part of the 12-page limit and may deviate

from the margin, spacing, and font-size size and type rules.

The plan shall include the following sections:

Section 1: Executive Summary This section should not exceed one page and should provide an overview of your report.

Section 2: Allocation of management team roles and responsibilities • Describe your organizational structure as well as the job assignments and responsibilities

for each team member. Briefly discuss your professional experience and why you are suited for your role during the simulation.

• This section should be no longer than one and a half pages; please place associated graphics, such as organizational charts, in the appendix.

Section 3: The Business Plan

3A: Strategic Goal Setting

• State your company’s vision and mission statements, financial and non-financial strategic objectives, and generic business strategy.

• Discuss your company’s objectives, and the rationale for each objective, in each of the following areas of the business: product positioning (quality and features), pricing, sales and marketing, product R&D, production and operations, human resources, accounting and finance. This should not be a laundry list. Instead, you should identify a list of well-

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articulated objectives that provide a concise and coherent picture of your team’s objectives for the business.

• This section should be about two pages.

3B: Skeleton Strategic and Operating Plan After reading this section, the reader should have a strong understanding of your company’s strategy, that is, how you intend to achieve the objectives you have specified in section 3A. In order to provide a clear and concise picture of your company’s strategy, this section of the business plan must answer the following questions:

• What are the characteristics of the external environment in which the company is operating? In what ways do these affect your strategic and operating objectives?

• How will you achieve and maintain your proposed product positioning (quality and features)?

• How will you decide upon product prices? How will you monitor and adjust the appropriateness of your pricing strategy?

• What types of pricing, advertising and sales force management decisions will you make to support your company’s proposed competitive position?

• What level of sales in dollars and units do you forecast given the external environment and your marketing strategy? Please provide a pro-forma income statement (2 years by quarter) in your appendices.

• How will your production support your sales forecast and your pricing strategy? Please provide a pro-forma production schedule (2 years by quarter) in your appendices.

• How would you describe your company’s financial position? • What types of capital expenditures will you make to support your company’s strategy? • What types of financing decisions do you think will be necessary in order to support your

strategy? Please provide a pro-forma cash flow statement (2 years by quarter) in your appendices.

• What is your contingency plan in the event there are changes in internal or external conditions?

• This section should be about five pages, not including appendices.

NOTE: Although the page limitation above is about 9 ½ pages, you may use up to 12 pages for your report.

Weighting Factors Each team shall submit weighting factors for the criteria used to measure successful performance in the simulation. 100 points must be allocated over ten variables. The minimum number of points that must be allocated to each variable and the maximum number of points that may be allocated to each variable are indicated in the table. Except as noted in the table, 0 points may be assigned to a factor. No fractional points may be assigned.

The model scores performance on the basis of quarterly results, with the score for each team calculated as an average of the team’s performance over the total number of quarters played, starting with year 3. The relative performance algorithm evaluates the teams on each variable separately. For each variable, the top performing team earns 100%, with each remaining team earning the proportion that their performance represents of the top team’s performance. If the lowest value is negative, the score of 0 is assigned, with the other teams’ scores assigned proportionate values between 0 and 1. More than one team, of course, may have an identical performance score on one or more of the variables. The proportions are multiplied by the variable weights and then added to each other to obtain a team's weighted total score.

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Weighting Factor

Minimum Weight

Required

Maximum Weighting

Factors

Team Preliminary

Weighting Factors

Team Final

Weighting FactorsDollar Sales 0 10Earnings/Share 5 30Income/Assets 5 20Income/Equity 5 20Income/Sales 5 20Market Share 0 20Net Income 0 20Prod Cost/Unit 0 10Sales Expense/Unit 0 10Stock Price 5 30

TOTAL 25 100 100 100

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APPENDIX E: Simulation Reflection Paper

Please prepare a two to three page paper that discusses the following questions:

1. What did I learn about myself?

2. What did I learn that I “needed” to learn?

3. What do I “take away” from this experience?

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APPENDIX F: Team Case Analysis

OBJECTIVE: Conduct a thorough analysis of a company that becomes the basis for a strategic recommendation. You will have 30 minutes to formally present the results of your analysis to class members (who will pay the role of the Board of Directors) and elicit their approval to go forward with your recommendation. They will ask relevant questions and challenge some of the ideas presented just as any Board would.

PURPOSE: Understand the complex issues facing executives and business owners, the diversity of factors they need to consider, and the difficulty in knowing whether they have made the right decision or are implementing it correctly.

NOTES

1. Do not focus on the questions at the end of the case. Based on your strategic analysis, determine the critical success factors, alternatives, and your recommendations, including an implementation plan and measurement criteria.

2. Although you should use the material at the time of the case as discussed in the text, you must address all elements of the rubric. If your case has limited financial information, you will need to gather data from external sources in order to perform the required financial analysis, including a trend analysis comparing the company to the industry or its key competitors.

3. Include the name of the presenter of the slide on each slide.

Evaluation PercentPRESENTATION: Group

20% Introduction (4%) Body (10%) Conclusion (6%)PRESENTATION: Individual n/aCONTENT Strategic Analysis

o External Analysis (14%)o Internal Analysis (21%)

35%

Strategy Formulation 25% Strategy Implementation 20%TOTAL 100%

Team Grade: Percent * 10 (point value of assignment)

4. Please send the professor a soft-copy of the presentation the day before class.

5. Bring a copy of the presentation (printed as a handout with three slides to a page) to class for the professor.

6. Refer to APPENDIX G: Grading Rubric for the Team Case Presentation on the following two pages.

APPENDIX G

GRADING RUBRIC – TEAM CASE PRESENTATION (Red shaded areas indicate percent attained for grading criteria, which are multiplied by the weight to determine grade.)

NAME Introduction Body of Presentation Conclusion Individual Delivery0.4 Points Percent 1.0 Points Percent .6 Points Percent Please see Peer Feedback Forms

GRADING CRITERIA EXCEEDS EXPECTATIONS MEETS EXPECTATIONS BELOW EXPECTATIONS DID NOT MEET EXPECTATIONS

PresentationIntroduction

Audience attention Introductory statement

and purpose Presentation overview

Grabs attention and builds interest in an engaging, dynamic manner. Provides Introduction and agenda. Clearly establishes purpose of presentation.

Gains audience attention before starting. Provides an introduction, agenda and brief statement of purpose for the presentation,

Tries to get attention by announcing start. Provides some introduction, but does not discuss agenda or purpose of presentation.

Begins before audience is ready. Does not have an introduction; immediately presents information, some of which may be irrelevant. Does not discuss agenda & purpose.

Body of Presentation

Main points of message

Order of presentation Relevance of data

and information Slide quality Familiarity with topic Speaker balance and

use of time

Main points clear and concise; discussion effectively enhances visual message and presents compelling story. All material is logically organized. Data thoroughly supports findings, which are rich with detail and examples. Slide design is professional and consistent; good use of bulleted text and graphics. Solid understanding of topics; able to integrate and relate topics to other disciplines. All team members have substantial roles and manage time well. Speakers support /integrate with each other.

Most slides contain clear and concise points; discussion and slides work well together. Most material is logically organized; an occasional component seems out of place. Data was sufficient to explain findings, which provide sufficient details. Slides make good use of bulleted text to limit verbiage; graphics and colors acceptable. Demonstrates knowledge of topics. All team members have substantial roles and use time well with minor exceptions.

Slide content is not consistently clear or concise. Discussion and slides generally work together. Presentation is organized but some parts seem out of order, Data was somewhat sufficient to explain findings, but there were missing pieces and details. Some slides have too much or small text and inconsistent formats. Demonstrates understanding of most topics. Most team members have substantial roles, but not all use time well.

Main points unclear; too much information. Discussion and slides do not support each other. Presentation jumps around--no clear plan or logic. Data was not sufficient to support findings. Too much text; font too small; graphics and choice of colors distracting. Cursory understanding of topics. Some team members have minimal roles or take too little/much time for their topics.

PresentationConclusion

Close of presentation Ability to field

questions Ability to sell

recommendations

Closes effectively with a persuasive summary of main points and positions. Fields questions immediately with persuasive responses. All members respond. Elicits and gains approval of management.

Concluding remarks are made to summarize main points. Able to answer questions with only minor hesitation; most members respond, Elicits approval of management.

Presentation ends with only a few closing remarks. Able to answer some questions better than others; only a few members respond. Fails to elicit approval of management.

Presentation ends abruptly with no conclusion. Has difficulty answering questions; only one or two team members respond. Fails to elicit and gain approval of management.

Individual Delivery Professional

appearance Eye contact Voice quality and

projection Speaks clearly without

fillers (“um”) Uses language that is

professional and appropriate

Avoids distracting gestures

Well-groomed, professional attire. Maintains eye contact throughout; is relaxed and interactive. Uses voice modulation, projection, and emphasis in a dynamic way; uses facial expressions and body language to generate interest. Articulates well with only one or two speech fillers; maintains a steady pace. Uses appropriate language. Stands up straight and moves about room at a controlled pace; no distracting behavior; maintains energy.

Adequately groomed; appropriate attire for company. Maintains eye contact; refers to but does not read notes or slides. Speaks with good projection and modulation, but is not always engaging. Articulates words well, with some speech fillers; maintains pace with only minor pauses. Generally uses appropriate language. Stands up straight; remains at podium or moves about on occasion without distracting behavior.

Groomed, but unprofessional attire for company. Frequently reads from cards, paper, or slides. Speaks too softly or in monotone manner. Occasionally mumbles, and frequently uses speech fillers; pace varies (too slow and/or too fast at times). Occasionally uses acronyms or inappropriate jargon. Often engages in distracting behavior (jingling pocket change, fiddling with hair, etc.).

Poorly groomed, unprofessional appearance. Excessively reads from cards, paper, or slides. Speaks too softly in monotone manner. Mumbles; excessively uses speech fillers; have long pauses or fast speech. Often uses acronyms or inappropriate jargon. Frequently engages in distracting behavior (jingling pocket change, fiddling with hair, etc.).

NAMEStrategy Analysis: External Strategy Analysis: Internal Strategy Formulation Strategy Execution

OVERALL GRADE

Points Percent1.4 Points Percent 2.1 Points Percent 2.5 Points Percent 2 Points Percent

GRADING CRITERIA EXCEEDS EXPECTATIONS MEETS EXPECTATIONS BELOW EXPECTATIONS DID NOT MEET EXPECTATIONS

Strategy Analysis: ExternalAssess General

environment Industry Summarize findings

Comprehensively analyzes the general environment, industry, and market/competition, correctly using most relevant tools. Identifies key factors & how they will affect the organization. Provides compelling argument that supports position.

Analyzes the general environment, industry, and market/competition, using relevant tools that are correctly applied with one or two exceptions. Identifies important factors and discusses how they will affect the organization.

Analyzes some aspects of the general environmental, industry, and market/competition, using some tools but with several mistakes. Identifies some important factors affecting the organization,

Conducts limited analysis of the external environment. Does not use appropriate tools. Fails to differentiate between important and unimportant factors.

Strategy Analysis: InternalAssess Organizational goals Stakeholder mgmt. &

corp. governance Competencies &

competitive advantage (including human, social & intellectual capital)

Financial ratios /trendsSummarize findings

Comprehensively analyzes the internal environment, using most relevant tools. Identifies and assesses important strengths, weaknesses, and core competencies; discusses how and why they are important to the organization’s mission and strategies. Assesses competitive advantage. Analyzes financial state, makes conclusions, and discusses implications. Succinctly assesses how well the company is positioned.

Analyzes the internal environment, using relevant tools that are correctly applied with one or two exceptions. Identifies important strengths, weaknesses, and core competencies; discusses why they are important. Discusses relationship between competencies and strategic direction. Analyzes financial state and makes conclusions. Summarizes findings to identify important factions and discusses how they will affect the organization.

Analyzes some aspects of the internal environment, using some tools but with several mistakes. Identifies strengths, weaknesses, and some competencies. Analyzes financial state, but no clear conclusions reached. Summarizes findings and identifies some important factors.

Conducts limited analysis of the internal environment. Does not use appropriate tools. Identifies some strengths and weaknesses, but fails to identify competencies. Performs minimal financial analysis. Does not summarize findings or just restates them.

Strategy Formulation Integrate strengths,

weaknesses, opportunities,& threats (SWOT)

Identify critical success factors (CSFs)

Present & evaluate alternatives

Recommend best alternative (If the alternative you select is the current strategy, defend it.)

Derives prioritized conclusions from SWOT analysis.

Clearly identifies the most relevant 1 or 2 CSFs synthesized from the analysis.

Presents at least three mutually exclusive alternatives that address the CSFs. Discusses most important pros and cons of each, including costs, benefits, risks, constraints, and key stakeholders affected. Alternatives identify strategic direction and key corporate, business, and functional strategies that link with vision, mission, and each other. Arguments are logical and compelling.

Recommends best alternative, provides compelling argument, describes how it will solve the problem, and discusses expected business results.

Derives relevant conclusions from SWOT analysis.

Identifies several CSFs derived from the analysis.

Presents at least three alternatives, some of which are mutually exclusive and address the CSFs; identifies important pros and cons, including some costs, benefits, and risks. Alternatives identify strategic direction and corporate, business, and functional strategies that link with vision and mission. They are feasible and logical.

Recommends one alternative, and discusses why it addresses CSFs. Discussion is logical.

Derives some conclusions from SWOT analysis.

Identifies at least one CSF derived from the analysis.

Presents at least two alternatives that partially address the CSFs; identifies some pros and cons of each. Alternatives identify strategic direction and some strategies (corporate, business, and functional), but do not link vision, mission, and strategies.

Recommends one alternative, and describes why alternative was selected. Discussion is logical but often tangential.

Does not draw conclusions from SWOT.

Does not identify CSFs that are derived from analysis.

Presents at least one alternative that does not address the CSFs or is implausible. Unclear about strategic direction; minimal discussion of vision, mission, and strategies (corporate, business, and functional) or relationship among them. Few supporting arguments, pros, or cons.

Recommendation is not one of the alternatives or not logical.

Strategy ExecutionReview changes to

Vision, mission, goals, culture

Stakeholder mgmt. & corp. governance

People/skills Org. structure Rewards & controls

Processes, systemsDevelop plan to implement

Identifies important actions needed to implement recommendations effectively in all areas; discusses impact on firm direction and performance. Identifies most appropriate and relevant mechanisms to monitor, evaluate, and control key indications of success. Discusses sequence of steps, feasibility, timeframes, affected groups, responsibilities, resources needed, contingency plans, and feedback loops.

Identifies specific actions needed to implement recommendation in all areas; includes impact on firm direction and/or performance at a high level. Identifies some mechanisms to monitor, evaluate, and control key indicators of success. Identifies steps required to implement recommendation, including feasibility, timing, responsibilities, and some contingency plans.

Identifies some general actions needed for implementation in several areas. Some actions are vague and/or unrelated to recommendation. Does not identify mechanisms to monitor, evaluate, or control key indicators of success. Has minimal or unclear plan or action.

Provides minimal discussion of actions needed for effective implementation in a few areas. Actions are vague and unrelated to recommendation. Fails to develop plan or develops cursory plan.

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APPENDIX H

GRADING RUBRIC – STRATEGIC PROJECT (Red shaded areas indicate percent attained for grading criteria, which are multiplied by the weight to determine grade.)

NAMEExecutive Summary Company Introduction Overall Report

1.25 Points Percent 1.25 Points Percent 3.75 Points PercentGRADING CRITERIA EXCEEDS EXPECTATIONS MEETS EXPECTATIONS BELOW EXPECTATIONS DID NOT MEET EXPECTATIONS

Executive Summary Summarize report Provide logical

recommendations Identify expected

results

Succinctly summarizes report; provides clear and logical recommendations with robust and specific details, including key action items, goals, timeline, responsibilities, and measures. Defines and quantifies expected business results.

Summarizes report; provides clear and logical recommendations with specific details, including action items and timeline. Identifies expected business results, some of which are quantified.

Discusses report which is lacks some specific details; provides unclear and or/ illogical recommendations. Discusses some generic expected results.

Discusses report, which is missing key elements; provides ambiguous recommendations and illogical justification. Does not identify business results.

Company Introduction Describes the

company, its mission, and products/services

Provide necessary information to orient the reader

Describes the company; provides details about its values and mission, and its product and services. Highlights important facts about the company relevant to the issues(s) facing it in clear and concise manner. Provides sufficient information that audience will understand and be interested in the analysis.

Describes the company; provides some details about its values and missions and/or its products and services. Provides brief overview of company describing what it does, the key players, and the industry in which it operates. Information is sufficient so audiences can understand the analysis, but it is concise.

Describes the company at a high level. Provides background information, including both relevant and irrelevant facts. Introduction is not concise.

Introduces the company, but focuses on irrelevant information. Introduction takes up too much time during presentation.

Overall Report Organize report Use correct

mechanics Provide supporting

documentation and/or data in appendices

Is very well organized; has clear and vivid main ideas. Uses effective, smooth sequencing. Displays consistent facility with language; uses a variety of sentence structures. Displays sophisticated/precise/clever word choice.Presents appropriate documentation, and pertinent financial analysis results. Documentation/data is clearly organized and relevant; demonstrates creativity and extends the analysis by comparisons and projections. Documentation is referenced and easy to find. Pages are numbered and in logical order. Research is thorough and includes multiple quality sources, which are properly cited.

Is organized; clearly states main ideas with only minor problems in cohesiveness. Uses appropriate sequencing of ideas. Displays facility with language; uses a variety of sentence structures and displays competence with most structures.Displays good word choice with occasional minor errors in grammar. Provides documentation and pertinent financial analysis that supports conclusions in the report. Documentation/data is clearly organized and relevant, and usually referenced, but not always easy to find. Pages are numbered and in logical order. Research is thorough and includes quality sources, which are properly cited.

Displays some apparent structure. Occasionally lacks coherent sequence of thoughts. Lacks variety; may have some problems with complex structures. Displays occasional errors in grammar, mechanics, word choice, but meaning is not obscured. Limited supporting documentation and/or financial analysis. Supporting information lacks clarity and/or relevance. Documentation is not referenced in the body of the report. Pages are not numbered or not in logical order. Research is limited and/or includes questionable sources.

Displays no apparent structure. Lacks coherent sequence of thoughts. Confuses meaning due to persistent language use,errors in sentences, grammatical construction, mechanics, or word choice/idiom usage. Omits supporting documentation and financial analysis. Pages are not numbered and not in logical order. Research is limited and relies on questionable sources

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NAMEStrategy Analysis: External Strategy Analysis: Internal Strategy Formulation Strategy Execution

OVERALL GRADE

Points Percent1.4 Points Percent 2.1 Points Percent 2.5 Points Percent 2 Points Percent

GRADING CRITERIA EXCEEDS EXPECTATIONS MEETS EXPECTATIONS BELOW EXPECTATIONS DID NOT MEET EXPECTATIONS

Strategy Analysis: ExternalAssess General

environment Industry Summarize findings

Comprehensively analyzes the general environment, industry, and market/competition, correctly using most relevant tools. Identifies key factors & how they will affect the organization. Provides compelling argument that supports position.

Analyzes the general environment, industry, and market/competition, using relevant tools that are correctly applied with one or two exceptions. Identifies important factors and discusses how they will affect the organization.

Analyzes some aspects of the general environmental, industry, and market/competition, using some tools but with several mistakes. Identifies some important factors affecting the organization,

Conducts limited analysis of the external environment. Does not use appropriate tools. Fails to differentiate between important and unimportant factors.

Strategy Analysis: InternalAssess Organizational goals Stakeholder mgmt. &

corp. governance Competencies &

competitive advantage (including human, social & intellectual capital)

Financial ratios /trendsSummarize findings

Comprehensively analyzes the internal environment, using most relevant tools. Identifies and assesses important strengths, weaknesses, and core competencies; discusses how and why they are important to the organization’s mission and strategies. Assesses competitive advantage. Analyzes financial state, makes conclusions, and discusses implications. Succinctly assesses how well the company is positioned.

Analyzes the internal environment, using relevant tools that are correctly applied with one or two exceptions. Identifies important strengths, weaknesses, and core competencies; discusses why they are important. Discusses relationship between competencies and strategic direction. Analyzes financial state and makes conclusions. Summarizes findings to identify important factions and discusses how they will affect the organization.

Analyzes some aspects of the internal environment, using some tools but with several mistakes. Identifies strengths, weaknesses, and some competencies. Analyzes financial state, but no clear conclusions reached. Summarizes findings and identifies some important factors.

Conducts limited analysis of the internal environment. Does not use appropriate tools. Identifies some strengths and weaknesses, but fails to identify competencies. Performs minimal financial analysis. Does not summarize findings or just restates them.

Strategy Formulation Integrate strengths,

weaknesses, opportunities,& threats (SWOT)

Identify critical success factors (CSFs)

Present & evaluate alternatives

Recommend best alternative (If the alternative you select is the current strategy, defend it.)

Derives prioritized conclusions from SWOT analysis.

Clearly identifies the most relevant 1 or 2 CSFs synthesized from the analysis.

Presents at least three mutually exclusive alternatives that address the CSFs. Discusses most important pros and cons of each, including costs, benefits, risks, constraints, and key stakeholders affected. Alternatives identify strategic direction and key corporate, business, and functional strategies that link with vision, mission, and each other. Arguments are logical and compelling.

Recommends best alternative, provides compelling argument, describes how it will solve the problem, and discusses expected business results.

Derives relevant conclusions from SWOT analysis.

Identifies several CSFs derived from the analysis.

Presents at least three alternatives, some of which are mutually exclusive and address the CSFs; identifies important pros and cons, including some costs, benefits, and risks. Alternatives identify strategic direction and corporate, business, and functional strategies that link with vision and mission. They are feasible and logical.

Recommends one alternative, and discusses why it addresses CSFs. Discussion is logical.

Derives some conclusions from SWOT analysis.

Identifies at least one CSF derived from the analysis.

Presents at least two alternatives that partially address the CSFs; identifies some pros and cons of each. Alternatives identify strategic direction and some strategies (corporate, business, and functional), but do not link vision, mission, and strategies.

Recommends one alternative, and describes why alternative was selected. Discussion is logical but often tangential.

Does not draw conclusions from SWOT.

Does not identify CSFs that are derived from analysis.

Presents at least one alternative that does not address the CSFs or is implausible. Unclear about strategic direction; minimal discussion of vision, mission, and strategies (corporate, business, and functional) or relationship among them. Few supporting arguments, pros, or cons.

Recommendation is not one of the alternatives or not logical.

Strategy ExecutionReview changes to Vision, mission, goals,

culture Stakeholder mgmt. &

corp. governance People/skills Org. structure Rewards & controls Processes, systemsDevelop plan to implement

Identifies important actions needed to implement recommendations effectively in all areas; discusses impact on firm direction and performance. Identifies most appropriate and relevant mechanisms to monitor, evaluate, and control key indications of success. Discusses sequence of steps, feasibility, timeframes, affected groups, responsibilities, resources needed, contingency plans, and feedback loops.

Identifies specific actions needed to implement recommendation in all areas; includes impact on firm direction and/or performance at a high level. Identifies some mechanisms to monitor, evaluate, and control key indicators of success. Identifies steps required to implement recommendation, including feasibility, timing, responsibilities, and some contingency plans.

Identifies some general actions needed for implementation in several areas. Some actions are vague and/or unrelated to recommendation. Does not identify mechanisms to monitor, evaluate, or control key indicators of success. Has minimal or unclear plan or action.

Provides minimal discussion of actions needed for effective implementation in a few areas. Actions are vague and unrelated to recommendation. Fails to develop plan or develops cursory plan.