PLEASE ANSWER

Develop a Strategic Plan for a company of your choice (think your "own" company name). (Strategic Management in Action).

HERE IS THE FORMAT:

1). External Analysis

The external analysis section includes a description of the opportunities and threats found in the specific and general external environmental sectors. The specific sector includes the industry and competitive forces. The general sectors include economic, demographic, sociocultural, politicallegal, and technological forces. We discussed in Chapter 3 how you do an external analysis and what you look for in each of these sectors. Based on your analysis of these sectors, then, you should describe what opportunities and threats you see in each area and explain why you see these as opportunities and threats.

2). internal Analysis

The internal analysis section includes a description of the strengths and weaknesses found in the organization's internal functional areas, which typically include production-operations, marketing, human resource management, research and development, information systems, and financial-accounting.

The internal analysis section also usually includes a thorough financial analysis. An organization's financial data represent the results or outcomes of its past or current strategies. Strategic decision makers must and do use some form of financial analysis to make good decisions. In preparing your financial analysis, be sure to examine and analyze any financial information that's included in the case material such as exhibits, tables, graphs, appendices, and so forth.

The financial analysis typically covers four parts: (1) ratio analysis and comparison to industry trends and company trends and an explanation of what is happening in the ratios (see Exhibit 1 for a description of the four major categories of ratios); (2) graphs and charts outlining the company s sales, profits, and other important financial measures and comparisons of the company's numbers to industry averages; (3) listing and explanation of company s financial strengths and weaknesses, and (4) a statement of the company's overall financial condition (weak, fair, or strong) and written support of how you came to that conclusion.

3). Strategic Issues

Once you've completed the SWOT analysis, you're ready to identify the critical strategic issues facing the company. What are "typical" issues? They're critical weaknesses that need to be corrected, opportunities that the company wants to take advantage of with its strengths, distinctive competencies the company wants or needs to develop from its strengths, or possibly threats the company wants to steer away from or buffer against. In describing the strategic issues, focus on describing what the issue is as well as why you see it as an issue. Supporting "why" you see something as an issue should come from the information you've included in your SWOT analysis.

4). Strategic Alternatives

Once you've identified the critical strategic issues, you'll need to develop strategic alternatives to address those issues. How many alternatives do you need to develop? Your professor may have guidelines for you on developing alternatives. If not, however, a general guideline is to propose at least two alternatives to address each issue. In fact, some issues may have only two alternatives to either change or to stay as is. However, other issues may have numerous alternatives that could be proposed to resolve them.

The possible strategic alternatives are the functional, competitive, and corporate strategies we discussed in Chapters 5 and 6. How will the alternative be done? This is an important part of describing your proposed alternative and should explain in detailstep-by-stepwhat needs to happen in this alternative. Who will be respon- sible for doing the alternative? What individuals or groups will be involved in the alternative? When will the alternative need to be done? Is it something that needs to happen immediately, in the short run, or is it more long term? And finally, where will the alternative need to be done? Think in terms of the location(s) where the alternative will take place.

5). Recommendations

Once you've developed your issues and proposed strategic alternatives, you're ready to make some choices. Which alternatives are you choosing and why? Which alternatives are you rejecting and why? You can choose as many of your alternatives to "resolve" your issue as you want, as long as they're not mutually exclusive. You want to also explain how your chosen alternative(s) will resolve the strategic issue.

6). Implementation

One drawback of case analysis is that you can't really put your proposed ideas into action. To overcome this limitation, however, your case analysis should provide a description of what changes would have to take place if your chosen strategies were implemented. One approach to implementation involves describing the proposed changes in organizational structure, the proposed changes in organizational culture, and the source of funding for implementing the chosen strategies. In other words, how would the organization's structure and culture have to change if this alternative were implemented, and where would the money come from to implement the alternative?

THANK YOU SO MUCH!!