strategic-management

Oral Presentation—Step 4
External Assessment (8 minutes)
a. Identify and discuss major competitors. Use pie charts, maps, tables, and/or figures to show
the intensity of competition in the industry.
b. Show your Competitive Profile Matrix. Include at least 12 factors and two competitors.
c. Summarize key industry trends citing Standard & Poor’s Industry Survey or Chamber of
Commerce statistics, etc. Highlight key external trends as they impact the firm, in areas such
as the economic, social, cultural, demographic, geographic, technological, political, legal,
governmental, and natural environment.
d. List up to 20 of the firm’s opportunities and threats. Make sure your opportunities are not
stated as strategies. Go over each one listed without “reading” them verbatim.
e. Show and explain your External Factor Evaluation (EFE) Matrix.
Oral Presentation—Step 5
Strategy Formulation (14 minutes)
a. Show and explain your SWOT Matrix, highlighting each of your strategies listed.
b. Show and explain your SPACE Matrix, using half of your “space time” on calculations and the
other half on implications of those numbers. Strategy implications must be specific rather than
generic. In other words, use of a term such as “market penetration” is not satisfactory alone as
a strategy implication.
c. Show your Boston Consulting Group (BCG) Matrix. Again focus on both the numbers and the
strategy implications. Do multiple BCG Matrices if possible, including domestic versus
global, or another geographic breakdown. Develop a product BCG if at all possible. Comment
on changes to this matrix as per strategies you envision. Develop this matrix even if you do not
know the profits per division and even if you have to estimate the axes information. However,
make no wild guesses on axes or revenue/profit information.
d. Show your Internal-External (IE) Matrix. Because this analysis is similar to the BCG, see the
preceding comments.
e. Show your Grand Strategy Matrix. Again focus on implications after giving the quadrant
selection. Reminder: Use of a term such as “market penetration” is not satisfactory alone as a
strategy implication. Be more specific. Elaborate.
f. Show your Quantitative Strategic Planning Matrix (QSPM). Be sure to explain your strategies
to start with here. Do not go back over the internal and external factors. Avoid having more
than one 4, 3, 2, or 1 in a row. If you rate one strategy, you need to rate the other because, that
particular factor is affecting the choice. Work row by row rather than column by column on
preparing the QSPM.
g. Present your Recommendations Page. This is the most important page in your presentation.
Be specific in terms of both strategies and estimated costs of those strategies. Total your
estimated costs. You should have ten or more strategies. Divide your strategies into two
groups: (1) Existing Strategies to Be Continued, and (2) New Strategies to Be Started.
Oral Presentation—Step 6
Strategy Implementation (8 minutes)
a. Show and explain your EPS/EBIT analysis to reveal whether stock, debt, or a combination is
best to finance your recommendations. Graph the analysis. Decide which approach to use if
there are any given limitations of the analysis.
b. Show your projected income statement. Relate changes in the items to your recommendations
rather than blindly going with historical percentage changes.
HOW TO PREPARE AND PRESENT A CASE ANALYSIS 357