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5. Once you have evaluated the case identified the strategic problem, and evaluated the impact

of the problem on current and/or future strategy, you must form some conclusions and

recommendations regarding the future position of the company. Support your evaluation

with appropriate research.

What alternatives can the company consider? Alternatives should be mutually

exclusive. Mutually exclusive means the company can go down only one road. It

cannot pursue both strategies simultaneously.

What are the tradeoffs associated with the alternatives? You should NOT think in

terms of "good" versus "bad", but rather what does the company GAIN from an

alternative and what does it LOSE. That way, you can compare gains and losses

across the alternatives. Gains and losses may be in terms of customers, revenue, cost

competitiveness, market share, profitability, core competence, time to market, future

growth, survival, etc.

Select an alternative to recommend. Make a logical, clear, and integrated argument,

backed by research to support why the gain and loss tradeoff from this alternative is

better than the other alternatives.

Recommendations should be made only if backed by analysis and logic. Trivial or

unrealistic recommendations or recommendations that are inconsistent with the firm's

goals, resources, the industry environment, and the culture of the company must be

avoided.

6. FINALLY, go back to the strategic issue or problem you identified earlier.

How does your solution SOLVE or at least improve the strategic problem?

Will your recommendation allow your firm to improve its financial performance in the long run?

What implementation issues might come up?

What is the realistic probability of success if the company follows your plan?