Strategic Planning Project Presentation Outline

This presentation should be 20 – 30 minutes in length.  The presentation will include a power point that will have audio added to it.

The purpose of the presentation is to review your Strategic Planning Project.  Because of the length of the project, specific sections of the paper should be included in the presentation.  Each student should cover the following:

•A brief introduction to the paper and general information about the company

•For the discussion of the external analysis, select either the review of the six external factors or the review of Porter’s Five.

•Include the critical success factors.

•For the discussion of the internal analysis discuss either the financial or value chain analysis.

•Discuss the company’s competitive strategy

•List all three recommendations

•Discuss one of the recommendations as it relates to functional areas and ethical implications

Some other key points to remember in a presentation

Citations of research are required

Make sure that you have in introduction, conclusion and an outline for the presentation

A good rule is 1 minute for each slide.

Directions for how to complete the audio portion of the presentation will be reviewed in another document.

Strategic Planning ProjectThere is no specified maximum or minimum length for this project.  The criteria for evaluating the paper are in how thoroughly you have addressed the various parts of the assignment.  Document all citations using MLA or APA style.  Because quality of writing is a critically important aspect of your professional career, excellent writing is assumed for the paper.  Grading will be outlined in a separate document.Phase One/Environment Analysis:Analysis of stakeholder interests, analysis of external general forces affecting the organization, five forces analysis, strengths/weaknesses analysis, analysis of industry critical success factors, analysis of present competitive strategy.Phase Two/Financial Analysis:Financial Analysis (including comparison with other companies)Phase Three/Strategic Plan:Suggestions for strategic initiatives, plans to achieve strategic objectives, involvement of various functional area, ethical issues related to strategic initiatives.Final Written Project:Revise and integrate the first three phases into a final written report/plan. Executive Summary:The executive summary appears first in the paper, but it is the last section written.  The executive summary is a one, or at most two, page summary of the main points of the paper.  A person reading the executive summary should be able to understand the conclusions of the paper’s author, even though he/she would need to read the body of the paper for supporting evidence.Introduction:The introduction presents the important background the reader will need to understand the company.  This section includes a brief history of the organization, a description of its products (goods and services), a description of key competitors, and any other facts pertinent to the situation.The introduction section should also include a brief evaluation of the organization’s stakeholders, those who have an interest in the success of the organization (e.g. employees, customers, government, community, etc.).  How do these stakeholder groups have a “stake” in the organization’s results?Environmental Scan – External General Factors:This section examines the factors external to the organization that affect it.  While an organization cannot control external factors, external factors create opportunities and threats to which the organization must respond.  Common examples of external factors include:  macroeconomic forces, socioculture forces, technology, global issues, demographics, political/legal forces, etc.  Use data whenever possible (e.g. “the population of Asian immigrants in this market is growing at 5% annually” and sate how the organization will be affected (e.g. “… leading to greater demand for the new housing (our company provides.).”)Environmental Scan – External Competitive Factors:This section examines external competitive factors in the industry.  Like external general factors, competitive factors are largely outside the control of the organization, but they create opportunities and threats to which the company must respond.The main tool to be used in this section is Porter’s Five Forces Analysis which included:1.Nature of competition (e.g. who are the key competitors, what is the competition like, what are the major market segments, how do companies achieve competitive advantage).2.Potential new competitors (e.g. who is not currently a competitor – but might become a competitor in the future).3.Threat of substitute products (e.g. what is the threat that a customer would choose a product that is not ours or competitors.  For example, a traveler may choose to take a bus or stay home rather than flying.).4.Bargaining power of customers (e.g. how much impact can customers have on forcing price and other concessions), and 5.Bargaining power of suppliers (e.g. how much impact can suppliers have on forcing price and other concessions).Industry Critical Success Factors:Building on the external factors discussed in the two previous sections, this section addresses the question, “What does it take to be successful in this industry?  This section does not discuss what the organization is doing right (or wrong).  This section focuses on the industry.  Critical success factors are what every company in an industry must be doing if they are to be successful.Environmental Scan – Internal Strengths and Weaknesses:This section examines an organization’s strengths and weakness relative to external general factors (e.g. how is the company responding to external factors), competitive factors (e.g., how is the company doing relative to its competitors), and critical success factors (e.g. how is the company doing on the CSF’s identified in the previous section).There are two key analytical tools that should be used in this section.  These are;•Value Chain Analysis – examining the primary and support activities of the organization for strengths and weaknesses in the way they strive for competitive advantage•Financial analysis – Financial analysis includes a ratio analysis, trend analysis, and comparisons with other companies.  Good financial analysis goes beyond merely calculating numbers; it includes interpretation of what the numbers reveal about the organization’s strengths and weaknesses.  See additional document in project block.Competitive Strategy:This section examines the organization’s strategy for competing in the marketplace.  The key question is “What is the organization doing to “win” in the marketplace, to establish a sustainable competitive advantage the competitors cannot easily overcome or imitate?” For example, in the grocery store industry, Kroger competes as a full service store, while Aldi competes with a limited product line and low prices.Suggestions for Strategic Initiatives:The preceding section dealt with the past and present.  This section looks to the future.  The key question in this section is, “What should the organization do now?”  Good strategic initiatives have the following characteristics:1.Build on existing strengths of the organization and improve areas of weakness2.Take advantage of opportunities and reduce vulnerability to threats3.Develop organizational capability, i.e. develop the ability to do what the organization could not previously do4.Develop organizational synergy, i.e. develop an organization where the organization as a whole is more effective than the individual parts would be separately5.Achieve superior structural position, i.e., the organizational structure of the organization enhances effectiveness better than its competitors6.Achieve superior process execution, i.e. the organization performs it processes better than competitorsThis section should include consideration of generic strategies (differentiation, cost leadership, fast response and specific strategies related to the Grand Strategy clusters.  (see textbook)Functional Area Involvement in Strategic Initiatives:This section examines the involvement of various functional areas (e.g. marketing, operations, research & development, accounting, finance, human resources, information technology) in the strategic initiatives suggested in the previous section.  For example, if an educational institution were to move toward internet-based delivery of instruction, the strategy would have operations, human resources, finance and other implications.Ethical Issues Involved in Strategic Initiatives:Organizations consist of people and strategic initiatives involve people.  Nearly every strategic decision has implications for the people in an organization, and thus involves ethics.  This section examines any ethical considerations that should be examined in a strategic initiative.  For example, what are the ethical considerations in a strategic initiative given that some jobs may be lost and some people may be forced to develop skills they do not want to learn?Conclusion:This section is a brief summary of the paper with any final remarks.Appendixes:This section includes anything that did not belong in the preceding sections.  This section may include financial statements, documents from external sources (e.g., exhibits from a company annual report or a government document, product lists or photos).The appendixes should also include a bibliography listing all sources used in researching the paper.There will be an audio presentation that will be outlined in another document.

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