In continuation of my Walgreens Project…last paper was not Walgreens and I have to resubmit my order and pay all over again.
Having delivered the Strategic Frame Assessment, and the Strategic Fit of the Firm Assessment to the VP, we now turn our attention to the Strategic Fit With the Industry Environment Assessment, including the corporate strategies to expand the scope of the firm to penetrate the industry environment. Understanding the strategic position of the firm within the industry environment is critical to competitive analysis and an integral component of the due diligence required for strategic decisions on the direction if the firm—to diversify, vertically integrate, or internationally expand.
Industry analysis begins at a macro environmental level with strategic tools such as the PEST (Political, Economic, Social, Technological) model to forecast how an industry might change and evolve over time.
Strategic Fit With the Industry Environment Assessment
Click Assignment Introduction – Unit 4 to launch the audio presentation from Terri Bell, the vice president of strategy. This presentation will describe details and offer suggestions for success with this assignment.
Assignment Introduction Unit 4
Here are some key questions to answer in your analysis:
Conduct a competitive analysis of the firm, using resource based theory, or value chain model. Are there vital PEST (Political, Environmental, Social, Technological) factors shaping the industry conditions? Which competitive forces (Porter’s 5-Forces Model) on the firm are most intense?
Analyze the strategic position and direction of the firm. Evaluate its corporate strategy. In which market segments does the firm participate? What are the buyers purchase criteria and basis of competition (Key Success Factors) for the market segment? Should the firm reposition its resources and capabilities (change its product scope, vertical scope, or geographical scope) in anticipation of changes in industry structural factors or competitive forces?
Analyze concerns or opportunities about the firm’s strategic fit with its competition, suppliers, and customers. Go beyond description – give a good analysis. Go above and beyond by assessing the impact of industry environment issues on the strategic position or direction of the firm.
Evaluate how the organizational structure and management systems support the execution of the firm’s strategy. Consider the organization of functional capabilities and/or value chain capabilities of the firm. Assuming the firm employs a diversification or vertical integration strategy, could costs be reduced and/or revenue increased by economizing the scale of diversification? Could costs be reduced and/or revenue increased by downsizing or outsourcing activities in the vertical scope of the firm?
Compose a preliminary strategic fit report on the firm and its industry environment.
Submit your report in a business format, noting submission requirements that can be found in your courseroom assignment page.
•Analyze the strategic elements of organizations and their external environments by applying theories and models of strategy. ◾Conduct a competitive analysis of the firm, using resource-based theory or value chain model.
•Critically evaluate information from core business functions and the value chain to enhance knowledge of organizational strategic position and direction.
◾Analyze the strategic position and direction of the firm.
◾Evaluate how the firm’s organizational structure and management systems support execution of the firm’s strategy.
•Create a comprehensive organizational strategy assessment.
◾Analyze concerns or opportunities about the firm’s strategic fit with its competition, suppliers, and customers.
•Communicate in a manner that is professional and consistent with expectations for members of the business professions.
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