Team project outline
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Team Project Outline. Issue #1 and Recommendation Justification for Recommendation #1 Issue #2 and Recommendation Justification for Recommendation #2 Action Plan. What makes strategic issues different from each other?.

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Team Project Outline

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Team project outline

Team Project Outline

  • Issue #1 and Recommendation

  • Justification for Recommendation #1

  • Issue #2 and Recommendation

  • Justification for Recommendation #2

  • Action Plan


What makes strategic issues different from each other

What makes strategic issues different from each other?

  • A strategic issue derives from the combination of strength-opportunity OR weakness-threat that arise from the company’s situation.


Team project outline

Strategic & Financial

Objectives

Core Competence or Presence

of a Distinctive Competence

Strength

Positive Issue

Opportunity

Competitive

Force /

Driving Force

KSF


What makes strategic issues different from each other1

What makes strategic issues different from each other?

  • To be different from each other, two positive issues can arise from:

    • The same strengths but relate to two different opportunities, OR

    • Two different strengths that relate to the same opportunity, OR

    • Strengths and opportunities that all differ from each other.


Team project outline

Strategic & Financial

Objectives

Core incompetence or

Lack of a Competence

Weakness

Negative Issue

Threat

Competitive

Force /

Driving Force

KSF


What makes strategic issues different from each other2

What makes strategic issues different from each other?

  • To be different from each other, two negative issues can arise from:

    • The same weaknesses but relate to two different threats, OR

    • Two different weaknesses that relate to the same threat, OR

    • Weaknesses and threats that all differ from each other.

  • Two strategic issues could address the same objectives or two different objectives.


What makes strengths weaknesses different from each other

What makes strengths & weaknesses different from each other?

  • The competence defines the strength; the incompetence defines the weakness.

  • The link to the strategy/key success factor explains why the strength is a strategic strength (core competence).

  • The link to the strategy/key success factor explains why the weakness is a strategic weakness (“core incompetence”).

  • Two strengths are different as long as they are defined by two different competencies; two weaknesses are different if they are defined by two different incompetencies. Make sure that they do not overlap (e.g. Marketing and Advertising)

  • They could be linked to the same strategy/key success factors.


What makes opportunities threats different from each other

What makes opportunities & threats different from each other?

  • The competitive force defines the opportunity or the threat.

  • The driving force explains why an opportunity or threat is strategic; the key success factor explains why the strategic opportunity or threat is a critical strategic opportunity or threat.

  • For your team project, opportunities and threats are different as long as they are defined by two different competitive forces.

  • For the team project, competitive forces will be considered different as long as one is not a subset of another.

  • They could be created by the same driving forces or relate to the same key success factors.


Team project outline

OK

CREDITORS

DRIVING

FORCE

KEY SUCCESS FACTOR

DRIVING

RETAILERS

TENNESSEERETAILERS

KEY SUCCESS FACTOR

DRIVING

FORCE

CALIFORNIA

RETAILERS

OK


Team project outline

18-25

BUYERS

DRIVING

FORCE

KEY SUCCESS FACTOR

DRIVING

FEMALE

BUYERS

INVESTORS

KEY SUCCESS FACTOR

DRIVING

FORCE

MUTUAL

FUNDS


Team project outline

18-25

BUYERS

DRIVING

FORCE

KEY SUCCESS FACTOR

DRIVING

FEMALE

BUYERS

INVESTORS

KEY SUCCESS FACTOR

DRIVING

FORCE

MUTUAL

FUNDS


Team project outline

18-25

BUYERS

DRIVING

FORCE

KEY SUCCESS FACTOR

DRIVING

FEMALE

BUYERS

INVESTORS

KEY SUCCESS FACTOR

DRIVING

FORCE

MUTUAL

FUNDS


In the team project

In the team project…

  • You have to identify two DIFFERENT strategic issues and propose recommendations to address these issues.

  • You can present:

    • Two positive issues, OR

    • Two negative issues, OR

    • One positive issue and one negative issue.


Team project structure

Team Project Structure

  • What are the critical issues faced by the company? [Just state these clearly. Do not explain them.]

  • What should the company do to address these issues? [State your recommendations.]

    • If you state your issues in the form of questions, you simply answer the questions directly. You do not have to provide details.

    • Your recommendations must address each issue separately.


Team project outline

Strategic & Financial

Objectives

Core Competence or Presence

of a Distinctive Competence

Core incompetence or

Lack of a Competence

Strength

Weakness

Issue

Opportunity

Threat

Competitive

Force /

Driving Force

KSF

Competitive

Force /

Driving Force

KSF

Competitive

Advantage

Competitive

Disadvantage

Recommendation


Team project structure1

Team Project Structure

  • Why did your team choose these recommendations? [You have to justify each recommendation.]

    • State the competitive advantage that is created or the competitive disadvantage that is mitigated by each recommendation.

    • Provide the strategic objective(s) that will be accomplished by each recommendation.

    • Provide the financial objective(s) that will be accomplished by each recommendation.

    • Be specific about these objectives.

    • Do not provide evidence with your explanation.


Team project structure2

Team Project Structure

  • How should the company execute these recommendations?

    • Strategy execution is detailed in an action plan.

    • There should only be one action plan for all of your recommendations (i.e. do not separate your action plans physically in the document).

    • Your action plan will be graded relative to those of the other teams in class.

    • Just state what you are going to do; you do not have to provide reasons for it nor evidence for it.


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