Appendices for part 2: 1. Strategy analysis: Complete a detailed summary of the firms strategy using the Hambrick & Fredrickson typology. Identify each of the five dimensions of strategy (arenas, vehicles, differentiators, staging, and economic logic) and summarize what they tell you about the firms strategy. Analyze the elements that make up each part of your firms strategy: business-level, corporate, cooperative, and international. 2. Financial analysis: Apply appropriate financial analysis to aid in understanding the performance profile of the firm you chose to analyze. 3. Internal analysis: Evaluate leadership and management issues faced by the firm. 4. Resource and competence analysis: Carefully identify all the potential resources and competences possessed by the firm. Categorize them according to the VRIS scale, and identify whether they are core, distinctive, both, or neither. Part 3: Recommendations Part 3 of the assignment seeks to bring together the first two parts, and have you make recommendations to the CEO of the airline you chose to examine. The questions you need to address in this part are: Based on the external challenges and opportunities and internal leadership and management issues, what are the major problems that your firm faces? Why? Is there any specific sequence you must address the issues in? (E.g., we must face leadership issue three before we can exploit opportunity six.) What options are available for the firm to meet its most important challenges and opportunities? How would you choose among the alternatives? What are your criteria? What specific recommendations do you have for the CEO? Appendices for part 3: 1. Analysis of problems: Identify the major problems that have emerged from the previous analysis (i.e., including parts 1&2). Be sure to identify root causes, not just poor outcomes. Categorize the problems based on severity and urgency to help identify the most important problem(s) to be addressed. Identify any temporal sequencing needed in addressing the problems. 2. Analysis of alternatives: Identify two distinct, reasonable paths for the firm you are analyzing. Evaluate the potential effectiveness of each in solving the primary problem(s) identified above. Be sure to identify and evaluate the risks and benefits of each path with respect to external stakeholders and with respect to internal stakeholders. For each alternative, identify actions to be taken, including changes needed within management processes. 4 3. Comparison of alternatives to criteria: Compare each of the alternatives you identified to the set of criteria you identified. Based on your analysis, decide which alternative seems to make the most sense. 4. Timelines. Outline the specific actions the firm would need to undertake to execute your chosen alternative. What needs to be done when? Plan for the next 3-4 years, including what actions need to be taken, who needs to take them, and how to know whether they are working.