Individual Final Report

1. please use citation in text and at the of paper 2. you should use some tables or figure but they are not accounted in page # 3. I will upload instruction Individual Final Project (30%): For the final project you will put yourself in the position of “quasi-consultant” and critically analyze a recent strategic move (e.g., change of business strategy; diversification move; merger; acquisition; international expansion) of a firm of your choice (other than the cases we discussed in class). The project will consist of an 8-10, double-spaced page report (excluding tables, figures etc.) of your analysis and recommendation, due on the last session. You should also be prepared to present a brief summary of your assessment during this session. Note: My chosen topic is “Coach's acquisition of Stuart Weitzman”. The following issues should be addressed in the analysis: • What is the rationale (or lack thereof) for the strategic move? • Is it driven by environmental forces? If yes, what forces? • How is the strategy related to the firm’s organizational resources and competencies? • How is the strategic move related to competitors’ strategies/actions? • Is the move consistent with the organization’s objectives, strategy, capabilities, and environmental threats and opportunities? • What other viable options were available to the firm? • What do you think will be the financial and non-financial implications of the strategic decision? • Will it enhance or detract from the organization’s performance in the future? • What specific recommendations would you make based on your assessment of this decision? The report will be evaluated on the following: • Application of strategy concepts/frameworks/tools • Quality and thoroughness of research and analysis • Effective integration and synthesis of information, including course materials • Evidence of strategic thinking, integrating across functions • Quality of arguments and support for recommendations • Effective presentation of appropriate data, use of tables and charts • Quality of writing Task Below Expectations Meets Expectations Exceeds Expectations Points Description of the Strategic Decision (10% of total) Provides a vague description of the strategic decision; The description is not adequately framed within the context of relevant key conceptual frameworks. Does not demonstrate a clear understanding of the key internal organizational and external contextual elements underpinning the strategic decision. Mediocre understanding of the rationale (or lack of) for the decision. Superficial research of a limited variety of data sources. Limited relevance of the data to describing the strategic decision. (1-6) Provides a good description of the strategic move; The description is well framed within the context of mostly relevant key conceptual frameworks. Has a reasonably good understanding of the key internal organizational and external contextual elements underpinning the strategic decision. Reasonably good understanding of the rationale (or lack of) for the decision. Good research of a variety of data sources. Most of the data is relevant to describing, the strategic decision. (7-8) Excellent and insightful description of the strategic move; The description is very adeptly framed within the context of key relevant conceptual frameworks. Demonstrates a very insightful and keen understanding of the key internal organizational and external contextual elements underpinning the strategic decision. Excellent discussion of the rationale (or lack of) for the decision. Excellent, thorough research of a wide variety of data sources. All of the information is directly relevant to describing the strategic decision. (9-10) Analysis of the Strategic Decision: Alignment with the Environment (20% of total) Superficial, ad hoc assessment of the decision’s alignment to some key elements of the firm’s external environment (e.g., industry conditions, competitive dynamics). Analysis and evaluation of the strategic decision are not informed directly by relevant concepts, frameworks and tools. Weak comprehension and application of concepts. Superficial research of a limited variety of data sources. Limited relevance of the data to analyzing or evaluating the strategic decision. (1-13) Good, reasonably comprehensive assessment of the decision’s alignment to key elements of the firm’s external environment (e.g., industry conditions, competitive dynamics); Analysis and evaluation of the strategic decision are informed by some relevant concepts, frameworks and tools. Reasonably sound comprehension and application of relevant concepts. Good research of a variety of data sources. Most of the data is relevant to analyzing and evaluating the strategic decision. (14-17) Excellent, comprehensive and thorough assessment of the decision’s alignment to all the key elements of the firm’s external environment (e.g., industry conditions, competitive dynamics); Analysis and evaluation of the strategic decision are informed directly by relevant concepts; Excellent comprehension and application of relevant concepts. Excellent, thorough research of a wide variety of data sources. All of the information is directly relevant to analyzing and evaluating the strategic decision. (18-20) Task Below Expectations Meets Expectations Exceeds Expectations Points Analysis of the Strategic Decision: Alignment with the Organization (20% of total) Superficial, ad hoc assessment of the decision’s alignment to some key organizational elements of the firm: vision, resources, capabilities, business and corporate strategies, and structure. Analysis and evaluation of the strategic decision are not informed directly by relevant concepts, frameworks and tools. Superficial research of a limited variety of data sources. Limited relevance of the data to analyzing or evaluating the strategic decision. (1-13) Good, reasonably comprehensive assessment of the decision’s alignment to some key organizational elements of the firm: vision, resources, capabilities, business and corporate strategies and structure. Analysis and evaluation of the strategic decision are informed by some relevant concepts, frameworks and tools. Reasonably good application of concepts. Good research of a variety of data sources. Most of the data is relevant to analyzing and evaluating the strategic decision. (14-17) Excellent, comprehensive and thorough assessment of the decision’s alignment to all the key organizational elements of the firm: vision, resources, capabilities, business and corporate strategies and structure. Analysis and evaluation of the strategic decision are informed directly by relevant concepts; Excellent comprehension and application of relevant concepts. Excellent, thorough research of a wide variety of data sources. All of the information is directly relevant to analyzing and evaluating the strategic decision. (18-20) Integration and Recommendations (40% of total) Ad hoc assessment of the pros and cons of the current decision relative to other viable options. Superficial discussion of the financial, operational and strategic implications of the decision. No clear discussion of the potential success (or failure) of the decision. Limited discussion of the factors that will influence the potential success (failure) of the decision. The report does not arrive at logical conclusions and inferences. Conclusions are vaguely linked to the analysis. Statements are made and no supporting data and conceptual logic is offered. Inferences do not demonstrate an ability to think holistically; Does not integrate internal and external factors and strategy; does not take a parsimonious, organizational perspective; considers functional areas or external elements in isolation. (1-28) Reasonable assessment of the pros and cons of the current decision relative other viable options. Sound discussion of some the financial, operational and strategic implications of the decision. Good discussion of the potential success (or failure) of the decision. Good discussion of some factors that will influence the potential success (failure) of the decision. The report mostly arrives at logical conclusions and inferences. Conclusions are reasonably well linked to the analysis. Statements are made and no supporting data and conceptual logic is offered in most instances. Inferences demonstrate some ability to think holistically; Integrates some key internal and external factors and strategy; takes a reasonably parsimonious, organizational perspective integrating internal and external factors. (27-35) Thorough, in-depth assessment of the pros and cons of the current decision in comparison to other viable options. Excellent, comprehensive, thorough and insightful discussion of the financial, operational and strategic implications of the decision. Excellent, insightful, comprehensive discussion of factors that will influence the potential success (or failure) of the decision. The report arrives at very logical conclusions and inferences. Conclusions flow directly from the analysis and evaluation. Position is well argued and tightly presented with supporting data and conceptual logic. Inferences demonstrate a clear ability to think holistically; integrate several key internal and external factors, integrates across multiple functions; clear evidence of an organizational perspective with an integrated understanding of key internal and external factors. (36-40) Ability to Communicate Effectively (10% of total) Series of individual paragraphs that are not well connected nor well presented; paragraphs do not have strong lead sentences; sloppy paper with numerous spelling and grammatical errors. Weak presentation of data, use of tables, graphs and charts Data sources not referenced. (1-6) Individual paragraphs that are reasonably well connected and cogent; reasonably strong lead sentences; generally competent paper marred with a few spelling, punctuation and grammatical errors. Effective presentation of quantitative and qualitative data through graphics, tables, charts. Data sources referenced. (7-8) Very well organized response with inter-connected paragraphs. Strong lead sentences; craftsmanship and style exhibited throughout the entire report. Excellent presentation of relevant qualitative and quantitative data with a variety of modes, tables, graphs and charts. Data sources referenced. (9-10)