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Posted: April 20th, 2022
MS Corpation
1
I. Strategic Profile and Case Analysis purpose ()
II. Situation Analysis ()
a. General environmental analysis ()
b. Industry analysis ()
c. Competitor analysis()
III. (SWOT Analysis): Identification of Environmental Opportunities and Threats (External) and Firm Strengths and Weaknesses (Internal) . What are some economic and market indicators that could impact your organization’s ability to compete? In addition, provide the following financial ratios: (1) return on total assets, (2) operating profit margin (or return on sales), (3) net profit margin (or net return on sales), and (4) current ratio. Describe what these mean to your organization.
IV. Strategy Formulation (Remember Chapters 4-9)
a. Current Strategy— Business Level and Corporate Level Strategies, M&A, Alliances
b. Strategic alternatives to the strategies in (a) above
c. Alternative evaluation (different from what is currently being used by the organization, if applicable)
d. Alternative choice (if applicable)
V. Strategic Current and Alternative Implementation Strategy (Remember Chapters 10-13)– governance polices, current organizational structure and controls, leadership style .
a. Action items
b. Action plan
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1
I. The Purpose of the Strategic Profile and Case Analysis ()
II. Situation Assessment ()
a. An overview of the environment ()
b. Market research ()
c. Examining the competition ()
III. (SWOT Analysis): External Opportunities and Threats (External) and Internal Strengths and Weaknesses (Internal). What economic and market indicators might have an impact on your company’s ability to compete? Provide the following financial ratios as well: (1) net profit margin (or net return on sales), (2) operating profit margin (or return on sales), (3) net profit margin (or net return on sales), and (4) current ratio Explain what these mean to your company.
Formulation of a Strategy (Remember Chapters 4-9)
a. Current Strategy—Strategies at the Business and Corporate Levels Mergers and acquisitions, and strategic alliances
b. Strategic alternatives to the above-mentioned strategies
c. Alternative evaluation (not the same as the current one)
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