Determine which ratios are important for implementing your recommendations above and to achieve the long-term objectives discussed in the prior section.

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Group Case Analysis 2

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Liberty University


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Alternative Strategies

Checklist and tips:

· Include only the Types of Strategies listed in Table 5-4 (see David & David, 2017, pp. 132-144)

· In this section, discuss the alternative strategies (see textbook pp. 132-144 and Table 5-4, page 133), using the EFE, CPM, IFE. SPACE Matrix, BCG Matrix, IE Matrix, results and other resources in Chapter 5. 

· In this section, discuss the alternative strategies (see textbook pp. 132-144 and Table 5-4, page 133), using the EFE Matrix, Competitive Profile Matrix, IFE Matrix, SPACE Matrix, BCG Matrix, IE Matrix, results and other resources in Chapter 5. 

· Explain your rationale

· Use the results of the EFE, CPM, IFE. SPACE Matrix, BCG Matrix, IE Matrix, matrices as your rationale.

· Since the results are in this paper, there is no citation required when using these analyses.

· However, you must discuss how the results of your analyses either support or are not needed for each alternative strategy.

· Use the textbook, Chapter 5, as a resource for your rationale.

· See textbook, p. 169: The process of generating and selecting strategies “

· “A basic tenet of strategic management is that firms need to formulate strategies to take advantage of external opportunities and avoid or reduce the impact of external threats. for this reason, identifying, monitoring, and evaluating external opportunities and threats are essential for success” (David & David, 2017, p. 11).

· See textbook, p. 169: The process of generating and selecting strategies. “See The Matching Stage beginning on textbook 172, Use the information in the case to identify the company’s internal strengths and weaknesses, and the external opportunities and threats (SWOT Analysis).

· See Table 6-1, page 169 of the textbook, for some ideas for identifying key internal (strengths and weaknesses) and external (opportunities and threats) and matching them to strategies. Consider generating Table 6-1 as a worksheet when identifying strategies.

· “Organizations strive to pursue strategies that capitalize on internal strengths and eliminate internal weaknesses” (David & David, 2017, p. 12).


Checklist and tips:

· Discuss the advantages of each alternative strategy as it relates to the company (see textbook, pages 132-144)

· Use feedback from IALE2, GALE3, ICA2, GCA1

· Cite your sources.

· Chapter 5 of the textbook is a good resource.


Checklist and tips:

· Discuss the disadvantages of each alternative strategy as it relates to company. (see textbook, pages 132-144)

· Use feedback from IALE2, GALE3, ICA2, GCA1

· Cite your sources.

· Chapter 5 of the textbook is a good resource.


Checklist and tips:

· Using the alternative strategies, select those alternative strategies that you recommend the company to implement.

· Remember to limit your recommended strategies. “Because no organization has unlimited resources, strategists must decide which alternative strategies will benefit the firm most. Strategy-formulation decisions commit an organization to specific products, markets, resources, and technologies over an extended period of time. Strategies determine long-term competitive advantages. For better or worse, strategic decisions have major multifunctional consequences and enduring effects on an organization” (David & David, 2017, p. 5).

· “Most, organizations simultaneously pursue a combination of two or more strategies, but a combination strategy can be exceptionally risky if carried too far. No organization can afford to pursue all the strategies that might benefit the firm. Difficult decisions must be made. Priority must be established. Organizations, like individuals, have limited resources. Both organizations and individuals must choose among alternative strategies and avoid excessive indebtedness” (David & David, 2017, p. 133).

· ‘Recommendations are alternative strategies actually selected for implementation’” (David & David, 2017, p. 157)

· Discuss your rationale:

· Use the findings from the SWOT, EFE Matrix, IFE Matrix, Competitive Profile Matrix, SPACE Matrix, BCG Matrix, and IE Matrix as justification in your discussion.

· Explain how financial, human, physical, technological, and other resources will be needed and to achieve the long-term objectives. See Table 5-4, page 133 of the textbook.

· Cite your sources

· Chapter 5 of the textbook is a good resource and provides examples that may be similar to what you are recommending.

Specific Strategies

Checklist and tips:

· Link your tactic for facilitating each strategy to the recommended strategy discussed in the previous section.

· Discuss how to implement the specific strategies discussed in the previous section, Recommendations, using “ Tactics to facilitate strategies ”, pages 152-154 of the textbook as a guide.

· Cite your sources that support your tactics for each recommended strategy.

Long-Term Objectives

Checklist and tips:

· Link your long-term objectives to each recommended strategy.

· Explain what you expect the company to achieve through these recommended strategies.

· How will these objectives be evaluated?

· How will progress be monitored?

· What tools or analysis will be used or are indicators of performance for these objectives?

· What will success look like?

· How will you measure success?

· How will you know if objectives have been achieved?

· Cite your sources that support your rationale.

· How are these long-term objectives possible based upon the recommended strategies and tactics (specific strategies) discussed above?

Forecasted Ratios

Checklist and tips:

· Use the financial ratios discussed on pages 106-109 of the textbook. See Table 4-6 for some key financial ratios.

· Determine which ratios are important for implementing your recommendations above and to achieve the long-term objectives discussed in the prior section.

· Calculate the ratio for the current financial statements presented in the case.

· Project the ratio for the number of years required to implement your recommendations and projected in the pro-forma financial statements.

· Include those key financial ratios in this section. Discuss why these ratios are important indicators for your recommendations and assessing achievement of the long-term objectives.

Action/Timetable Agenda

Checklist and tips:

· The action/timetable agenda represents the timing or agenda for action required for implementing your group’s strategic plan.

· It is important that the action/timetable agenda include the time frame and sufficient detail for achieving strategic goals, strategies and objectives, measurable outcomes or targets, dates for accomplishing each strategic/objective and outcome/target, etc. 

· Your action/timetable agenda should be comprehensive, using information presented throughout this course and include not only annual objectives, quantitative measures, evaluation criteria, audits, and contingency plans as discussed in chapters 7-9 of your textbook, but any other actions that are required to successfully implement your group’s strategic plan.   

· There are many different formats for presenting the action/timetable agenda.

· It can be presented in a hierarchy flow chart as discussed in the Annual Objectives section of chapter 7 of your textbook beginning on page 207 and presented in Figure 7-3 on page 210. 

· Some organizations present the timeline in a calendar-agenda format. 

· Some other organizations present the implementation timeline in a matrix, as is the case with  Liberty University’s Strategic Plan  (see pages 67-252).

· See also the post in the Collaboration and Community Center forum.

Projected Financial Statements

Checklist and tips:

· You probably remember reviewing, analyzing, and preparing financial statements in other business courses throughout your program, including your finance course. This incorporates not only the material learned so far this term in this course, since BUSI 400 is the capstone course, it also incorporates prior knowledge and cumulative learning from the entire business program. 

· If you need a refresher for preparing financial statements, please refer to Chapter 8 of the textbook (pages 255-262), which include the steps for developing projected financial statements and has examples for you to review. 

· The Chapter 8 PowerPoint (in the Course Content in Blackboard) also have information that will be helpful when completing this exercise.

· Your work on last week’s Individual Case Analysis 2 may also be helpful.

· In addition, remember to review the Projected Financial Statements post in the Collaboration and Community Center forum of the Discussion Board.

· The projected financial statements must include both the Balance Sheet and Income Statement.

· The Balance Sheet including assets (e.g., cash, investments, inventory, pre-paid taxes, property); liabilities (e.g., short and long term debt, accounts payable, deferred compensation and benefits, deferred revenue, deferred income taxes); and stockholders’ equity (e.g., stock, retained earnings).

· The Income Statement includes revenue (e.g., net sales, cost of sales, gross margin), expenses (selling-general and administrative costs, depreciation, interest expense), and pre-tax earnings, net income, and cash dividends per share.

Number of Years Projected

Checklist and tips:

· The number of years for your projected financial statements are your judgement but should be consistent with your recommendations, means for implementing your strategies, and your long-term objectives discussed in the case analysis. 

· For example, if your recommended strategies require five years to fully implement before the desired results are fully realized, then your financial statements should reflect how your strategy affects the two primary financial statements.

Projected Balance Sheet

Checklist and tips:

· Balance Sheet (use balance sheet in textbook case as the beginning point) including assets (e.g., cash and cash equivalents, accounts receivable, inventories, other current assets, property, plant & equipment, goodwill & intangibles, other assets); liabilities (e.g., accounts payable, other current liabilities, long-term debt, other liabilities); and equity (e.g., common stock, retained earnings, other equity, paid in capital).

—-(Insert the projected balance sheet here) —

Projected Income Statement

Checklist and tips:

· Income Statement use income statement in textbook case as the beginning point) revenue (e.g., revenue, cost of sales) and expenses (e.g., operating expenses, EBIT, interest, EBT, tax, net income).

—-Insert projected income statement here—-

Projected EPS/EBIT analysis

Checklist and tips:

· Use the data from the projected balance sheet and projected income statements to perform the EPS/EBIT analysis.

—-Insert projected EPS/EBIT Analysis here—

  Common Stock Financing Debt Financing Stock
  Recession Normal Boom Recession Normal Boom Recession Normal Boom
EBIT $0 $0 $0 $0 $0 $0 $0 $0 $0
Interest 0 0 0 0 0 0 0 0 0
EBT 0 0 0 0 0 0 0 0 0
Taxes 0 0 0 0 0 0 0 0 0
EAT 0 0 0 0 0 0 0 0 0
# Shares 0 0 0 0 0 0 0 0 0
EPS $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00


· All sources that are cited in the text are included in this section.

· Reference citations are double spaced, with no extra return between the section heading, References, and each citation.

· The first line for each citation begins at the left margin and subsequent lines are indented. When using Word, the format command for Paragraph, Indentation, Special: Hanging, 0.5” and double spacing is Spacing: Before: 0 After: 0, Line Spacing: Double.

· The reference section begins on a new page of your paper.

· An example citation and the proper APA citation for the textbook is included below:

David, F. R., & David, F. R. (2017). Strategic management: A competitive advantage approach, concepts and cases (16th ed.). Boston, MA: Pearson. ISBN: 9780134167848.

Do not include this section in your paper. This section includes reminders only

· When conducting the case analysis, ask yourself how would the CEO react to the recommendations. Is the rationale well developed with sources cited and data so that the recommendations are well-developed, logical, and credible?

· Please also refer to Part 6, “How to prepare and present a case analysis” in textbook.  Specifically, “Preparing a written case analysis” on pages 362-363 and “Tips for successful case analysis” on pages 365-367 provide useful information and direction for completing your group’s case analysis.

· Remember to use APA style throughout your paper

· The organization of your paper should follow APA style (see Assignment/Paper Template in the Collaboration and Community Center thread of the Discussion Board forum and the Liberty University Online Writing Center APA resources).

· Remember to use proper APA style that includes a running heading, proper cover page, page numbers, citations for all information obtained or influenced by others, and references that conform to APA format.

· When using Word, place your heading and page number in a header so it will repeat on every page. Also, select “Different First Page” so that “Running head: ” appears only on your cover page. Times New Roman 12 point is the preferred font style.

· Please remember when using APA style to double space throughout your paper, with no extra line spacing between the headings or paragraphs, or reference citations. When using Word, use the Paragraph format command: Spacing Before: 0 After: 0 Line Spacing: Double.