Assignment/Chapter #2: In chapter 2 of the text, we discuss various strategic tools that you can use to analyze a company’s industry, competition, and strategic fit. These tools include topics such as emergent/planning/crafting strategies (and the difference between all three), SWOT, developing a mission statement, points of parity/differentiation (and the difference between the two), balanced scorecard, PESTLE analysis, the product revenue analysis, and the VRIO framework. Pick any TWO of these strategic tools and perform an analysis using any company to show me that you understand and can apply the analysis to a company (note: you may have to assume certain numbers if the information is not publicly available for the company you choose).
The text gives good examples on how to do each analysis and if you still need help you can google each of the topics to get even more information. Also, I would really like to see you do something more than SWOT and/or a mission statement. Those two tools are easy to use and understand and are usually covered in other classes. If possible, take this assignment to the next level by doing a Product Revenue Analysis, VRIO framework, PESTLE Analysis, and/or points of parity/differentiation.
The entire assignment should be roughly 3 pages, should be single-spaced and include graphs and tables to illustrate the tools that are used.
Assignment/Chapter #3: Similar to the assignment in chapter 2, use TWO strategic tools discussed in the chapter to analyze a company. Some of my favorite tools from the chapter include benchmarking (an extremely simple yet efficient tool for any industry), four corners analysis, the GE-McKinsey Matrix, Core Competency Analysis and Blue Ocean Vs. Red Ocean strategies.
Again, the text gives good examples on how to do each analysis and if you still need help you can google each of the topics to get even more information. The entire assignment should be roughly 3 pages, should be single-spaced and include graphs and tables to illustrate the tools that are used.
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