Guide to Individual Case Preparation Case Notes Template The following outline and question areas are intended

as a guide to your thinking for case preparation. Some question areas, as noted, are required for each case, while others are relevant only for selected cases, depending on the content and focus of the case. You may use this template to guide your preparation of your individual notes on assigned cases. If your notes are handwritten, rather than typed, they must be submitted as photocopies as evidence you have prepared your notes before class. I. Current Situation . Current Performance (required) !ow has the organi"ation performed in recent years in terms of return on investment, market share, and profita#ility$ %This section must #e #ased on and present evidence of your conduct of appropriate numerical analyses of the firm s mar!et and financial performance i.e. ratio analyses and&or change %and percentage change' over time in key market and financial measures over time.' (our task is to conduct analyses and discover possi#le pro#lems facing the company, not to )ust present data. *hat are the organi"ation+s current mission, o#)ectives, strategies and policies$ ". Corporate #overnance *ho are the ,oard of -irectors and what is their level of involvement in strategic management$ C. $op %anagement *hat person or group constitutes top management$ !ave they esta#lished a systematic approach to strategic management$ re strategic decisions made ethically in a socially responsi#le manner$ Is top management sufficiently skilled to cope with likely future challenges$ II. &'ternal &nvironment (. #eneral &nvironment (required) *hat general environmental forces are currently affecting #oth the organi"ation and the industries in which it competes$ *hich of these forces present future threats or opportunities$ re these forces different in other regions of the world$ (where the firm does business) ,. Industry &nvironment (required) *hat ()ow do the five) forces or industry economic characteristics drive industry competition$ *hat are key factors in successful competition in the industry$ *hat key factors in the immediate environment currently affect the organi"ation as opportunities or threats

*hich factors represent future threats or opportunities$ *hich firms are ma)or competitors in the industry and&or the organi"ation+s strategic group$ C. *ummary of &'ternal +orces (required) *hich of the general and industry environmental forces are most important to the organi"ation and to the industries in which it competes at the present time$ *hich will #e important in the future$ III. Internal &nvironment Corporate *tructure Is the present structure consistent with current organi"ational o#)ectives, strategies policies and programs as well as with the firm+s international operations$ (. Corporate Culture Is there a well.defined or emerging culture composed of shared #eliefs, e/pectations and values$ *hat is the culture+s position on important issues facing the organi"ation$ %that is, productivity, quality of performance, adapta#ility to changing conditions and internationali"ation' ". ,rgani-ational (ctivities (nalysis (required) Through appropriate analysis of raw data or relevant information as provided in the case, evaluate the following areas of firm activities, functions and #usiness processes. 0ot all assigned cases will include information on all organi"ational activities. %ar!eting. !ow well is the firm performing in terms of analysis of %#oth domestic and international' market position and marketing mi/$ *hat trends emerge from this analysis$ !ow have these trends affected past performance$ *hat is the likely impact of these trends on future performance$ .o these activities provide the company with a competitive advantage/ +inance.!ow well is the firm performing in terms of financial analysis %consider ratios, common si"e statements and capitali"ation structure' *hat trends emerge from this analysis$ !ow have these trends affected past performance$ *hat is the likely impact of these trends on future performance$ .o these activities provide the company with a competitive advantage/

1esearch and -evelopment.*hat are the firm+s current 12- o#)ectives, strategies, policies and programs$

.oes 01. provide the company with a competitive advantage/ ,perations and 2ogistics. *hat are the firm+s current manufacturing&service o#)ectives, strategies, policies and programs$ !ave you o#served any significant %positive or negative' trends in costs or efficiency$ !ow well does the firm perform relative to the competition$ re operations managers using appropriate concepts and techniques to evaluate and improve current performance$ .oes operations provide the company with a competitive advantage/ )uman 0esources %anagement ()0%)3 *hat are the firm+s current !13 o#)ectives, strategies, policies and programs$ !ow well is the firm performing with respect to !13$ %turnover, grievances, strikes, layoffs, employee training, quality of work life' *hat trends emerge from this analysis$ !ow have these trends affected past performance$ *hat is the likely impact of these trends on future performance$ .o these activities provide the company with a competitive advantage/ Information *ystems (I*)3 *hat are the firm+s current IS o#)ectives, strategies, policies and programs$ !ow well is the firm+s IS performing in terms of providing a useful data#ase, automating routine clerical operations, assisting managers in making routine decisions, and providing information necessary for strategic decisions$ *hat trends emerge from this analysis$ !ow have these trends affected past performance$ *hat is the likely impact of these trends on future performance$ .o these activities provide the company with a competitive advantage/ C. Capabilities4 Core Competencies of the +irm (required) Identify the firm+s most valua#le capa#ilities. % capa#ility has #een defined as the capacity to deploy resources that have #een purposely integrated to achieve an end state such as the Gillette Co+s effective promotion of a #rand name product.' Could or do any of these capabilities actually or potentially serve as a basis for competitive advantage/ .. *ummary of Internal +actors (required) *hich of the internal activities and capa#ilities are most important to the organi"ation and to the industries in which it competes at the present time$ *hich will #e important in the future$ IV. (nalysis of *trategic +actors (required) *hat are the most important internal and e/ternal factors %Strengths, *eaknesses, 4pportunities, Threats' that you #elieve may significantly impact the organi"ation+s future performance$

This section %a *5,$ analysis' should summari"e the significant factors you have identified in Sections II and III of your report and serve as the #asis for your identification of any strategic issues or recommendations you develop for the firm. 6. Identification of *trategic Issues %required' strategic issue is a challenge that stands as an o#stacle to a firm+s future success. The results of #oth internal and e/ternal analysis are utili"ed to identify issues and pro#lems as clearly and sharply as possi#le. 5*orrys6, o#stacles or pro#lems of strategic importance should #e e/pressed as how to %how to reduce the company+s high costs' questions. Potential opportunities should #e e/pressed as whether to %whether to e/pand the firm+s product offerings' questions. Strategic recommendations must address all strategic issues identified. VI. Strategic Alternatives And Recommendations (required)

. Identify the generic #usiness and&or corporate level strategy currently #eing followed #y the organi"ation. Can current or revised o#)ectives #e met #y fine.tuning or the more careful implementation of current strategies$ ,. *hat are the ma)or feasi#le alternative strategies availa#le to this firm as it addresses its strategic initiatives$ *hat are the pros and cons of each$ C. *hich of the strategic alternatives are you recommending for this firm$ %If appropriate, differentiate your recommendations for corporate, #usiness and functional strategies and different units of the firm.' -. 7/plain how your recommendation resolves #oth long and.term pro#lems and effectively deals with strategic factors. 7. *hat kind of programs should #e developed should #e developed to implement the recommended strategy$ *ho should develop and or administer these programs$ re these programs financially feasi#le$ 6II. &valuation and Control (required)

(. Is the current information system capa#le of measuring critical success factors and providing sufficient feed#ack on implementation activities$ ". re adequate control measures in place to ensure conformance with the recommended strategic plan$