How are these long-term objectives possible

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Reference no: EM131232053

Group Case Analysis 1: Complete a case analysis of GoPro, Case16, in the case section of the text (page 500).

A formal, in-depth case analysis requires you to utilize the entire strategic-management process. Assume your group is a consulting team asked by GoProto analyze its external/internal environment and make strategic recommendations. You will be required to make exhibits to support your analysis and recommendations. The case analysis will encompass 10-12 pages plus the exhibits, cover page, and reference page. The cover page must include the company name, your group name, and the date of submission.

1. SWOT Analysis (in text citations)

SWOT (TOWS) Analysis
Checklist and tips:
- The SWOT Analysis is the first analysis completed, after the mission statement;
- You may use the downloadable template in for your analysis.
- The SWOT Analysis is the basis for all of the subsequent analysis in the case study. "First, SWOT does not show how to achieve a competitive advantage, so it must not be an end in itself. The matrix should be the starting point for a discussion on how proposed strategies could be implemented as well as cost-benefit considerations that ultimately could lead to competitive advantage. Second, SWOT is a static assessment (or snapshot) in time...Third, SWOT analysis may lead the firm to overemphasize a single internal or external factor in formulating strategies. There are interrelationships among the key internal and external factors that SWOT does not reveal that may be important in devising strategies" (David & David, 2017, pp. 172-174).
- Complete the SWOT before completing the EFE Matrix and IFE Matrix:
o The EFE Matrix uses the SWOT opportunities and threats;
o The IFE Matrix uses the SWOT strengths and weaknesses
- Identify 40 factors: 10 strengths, 10 weaknesses, 10 opportunities, and 10 threats.
- Remember, that each factors must be quantified, specific and not vague, and "actionable"
- Each SWOT factor must be measurable (qualified), specific, and actionable. "Both internal and external factors should be stated in specific terms to the extent possible, using numbers, percentages, dollars, and ratios, as well as comparisons over time and to rival firms. Specificity is important because strategies will be formulated and resources allocated based on this information. the more specific the underlying external and internal factors, the more effectively strategies can be formulated and resources allocated. Determining the numbers takes more time, but survival of the firm often is at stake, so identifying and estimating numbers associated with key factors is essential" (David & David, 2017, p. 12).

- Internal Strengths and Weaknesses
o Controllable: "Internal strengths and internal weaknesses are an organization's controllable activities that are performed especially well or poorly. they arise in the management, marketing, finance/accounting, production/operations, research and development (R&D), and management information systems (MIS) activities of a business" (David & David, 2017, pp. 11).
o Functional areas: "Identifying and evaluating organizational strengths and weaknesses in the functional areas [emphasis added] of a business is an essential strategic-management activity" (David & David, 2017, p. 11).
o Performance based: "Strengths and weaknesses are determined relative to competitors. Relative deficiency or superiority is important information. also, strengths and weaknesses can be determined by elements of being rather than performance. For example, a strength may involve ownership of natural resources or a historic reputation for quality. Strengths and weaknesses may be determined relative to a firm's own objectives. for example, high levels of inventory turnover may not be a strength for a firm that seeks never to stock-out" (David & David, 2017, p. 12).
o Use Figures. "Internal factors can be determined in a number of ways, including computing ratios, measuring performance, and comparing to past periods and industry averages. various types of surveys also can be developed and administered to examine internal factors such as employee morale, production efficiency, advertising effectiveness, and customer loyalty" (David & David, 2017, p. 12).
- Opportunities and threats
o Uncontrollable: Opportunities and threats are largely beyond the control of a single organization-thus the word external" (David & David, 2017, p. 11).
o External trends, events, facts: "External opportunities and external threats refer to economic, social, cultural, demographic, environmental, political, legal, governmental, technological, and competitive trends and events that could significantly benefit or harm an organization in the future. Opportunities and threats are largely beyond the control of a single organization-thus the word external" (David & David, 2017, p. 11).
? See examples of some opportunities and threats on page 10 of the textbook. The examples of opportunities and threats on page 10 of the textbook are the "types of changes are creating a different type of consumer and consequently a need for different types of products, services, and strategies. Many companies in many industries face the severe external threat of online sales capturing increasing market share in their industry" (David & David, 2017, p. 11).
 "Other opportunities and threats may include the passage of a law, the introduction of a new product by a competitor, a national catastrophe, or the declining value of the euro. a competitor's strength could be a threat. a growing middle class in Africa, rising energy costs, or social media networking could represent an opportunity or a threat" (David & David, 2017, p. 11).
- Cite your sources for each factor. Please remember to cite your sources with proper in-text citations.
If the SWOT is created outside of your document (i.e., not a table built in Word), it must be pasted in this section of your case analysis

2. Alternative Strategies with Advantages and Disadvantages

Checklist and tips:
- Include only the Types of Strategies listed in Table 5-4 (see David & David, 2017, pp. 132-144)
o In this section, discuss the alternative strategies (see textbook pp. 132-144 and Table 5-4, page 133), using the EFE, CPM, and IFE results and other resources in Chapter 5.
- Explain your rationale
o Use the results of the EFE, IFE, and CPM matrices as your rationale.
    Since the results are in this paper, there is no citation required when using these analyses.
    However, you must discuss how the results of your analyses either support or are not needed for each alternative strategy.
o Use the textbook, Chapter 5, as a resource for your rationale.
o See textbook, p. 169: The process of generating and selecting strategies. "
- See The Matching Stage beginning on textbook 172, Use the information in the case to identify the company's internal strengths and weaknesses, and the external opportunities and threats (SWOT Analysis).
o See Table 6-1, page 169 of the textbook, for some ideas for identifying key internal (strengths and weaknesses) and external (opportunities and threats) and matching them to strategies. Consider generating Table 6-1 as a worksheet when identifying strategies.
o "Organizations strive to pursue strategies that capitalize on internal strengths and eliminate internal weaknesses" (David & David, 2017, p. 12).
- "A basic tenet of strategic management is that firms need to formulate strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. for this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success" (David & David, 2017, p. 11).

Checklist and tips:
- Discuss the advantages of each alternative strategy as it relates to the company (see textbook, pages 132-144)
- Use feedback from Week 5, IALE2 and GALE3
- Cite your sources.
o Chapter 5 of the textbook is a good resource.

Checklist and tips:
- Discuss the disadvantages of each alternative strategy as it relates to company. (see textbook, pages 132-144)
- Use feedback from Week 5, IALE2 and GALE3
- Cite your sources.
o Use Chapter 5 as a resourcey.

3. Recommendations with specific strategies and long term objectives

Checklist and tips:
- Using the alternative strategies, select those alternative strategies that you recommend the company to implement.
- Remember to limit your recommended strategies. "Because no organization has unlimited resources, strategists must decide which alternative strategies will benefit the firm most. Strategy-formulation decisions commit an organization to specific products, markets, resources, and technologies over an extended period of time. Strategies determine long-term competitive advantages. For better or worse, strategic decisions have major multifunctional consequences and enduring effects on an organization" (David & David, 2017, p. 5).
- "Most, organizations simultaneously pursue a combination of two or more strategies, but a combination strategy can be exceptionally risky if carried too far. No organization can afford to pursue all the strategies that might benefit the firm. Difficult decisions must be made. Priority must be established. Organizations, like individuals, have limited resources. Both organizations and individuals must choose among alternative strategies and avoid excessive indebtedness" (David & David, 2017, p. 133).
- ‘Recommendations are alternative strategies actually selected for implementation'" (David & David, 2017, p. 157)
- Discuss your rationale:
o Use the findings from the SWOT, EFE Matrix, IFE Matrix, and CPM Analysis in your discussion.
o Explain how financial, human, physical, technological, and other resources will be needed and to achieve the long-term objectives. See Table 5-4, page 133 of the textbook.
- Cite your sources
o Chapter 5 of the textbook is a good resource and provides examples that may be similar to what you are recommending.

Specific Strategies
Checklist and tips:
- Link your tactic for facilitating each strategy to the recommended strategy discussed in the previous section.
- Discuss how to implement the specific strategies discussed in the previous section, Recommendations, using "Tactics to facilitate strategies", pages 152-154 of the textbook as a guide.
- Cite your sources that support your tactics for each recommended strategy.

Long-Term Objectives

Checklist and tips:
- Link your long-term objectives to each recommended strategy.
- Explain what you expect the company to achieve through these recommended strategies.
- How will these objectives be evaluated?

o How will progress be monitored?

o What tools or analysis will be used or are indicators of performance for these objectives?
- What will success look like?

o How will you measure success?

o How will you know if objectives have been achieved?
- Cite your sources that support your rationale.

o How are these long-term objectives possible based upon the recommended strategies and tactics (specific strategies) discussed above?

Reference no: EM131232053

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10/5/2016 7:20:10 AM

Subject: Strategic Planning/Business Policy Detailed Question: Just would like to see if the attache assignment can be done. My assignment consists of three steps. The three steps are: 1. SWOT Analysis (in text citations) 2. Alternative Strategies with Advantages and Disadvantages 3. Recommendations with specific strategies and long term objectives See Group Case Analysis 1 Assignment. Everything that is in blue are the tips for the assignment. Please follow this tips. I'm doing it on the company GOPro, See GoPro attachment. The table for the strategies is attached. See table 5-4 A power point presentation is also attached..

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