Company is WALGREENS
Develop a
detailed analysis of your findings and identified strategic issues for the
industry environment. Explain that this analysis focuses on the strategic
elements of industry environment and concerns or opportunities of how the strategic
elements fit with the strategy as reported in the strategic frame assessment
previously delivered to the VP.
Conduct a
competitive analysis of an organization, using the theories and models of
strategic analysis. Use resource based theory or value chain models. Are there
vital PEST (Political, Environmental, Social, and Technological) factors
shaping the industry conditions? Which competitive forces (Porter’s 5-Forces
Model) on the organization are most intense?
Analyze
the strategic position and direction of an organization. Evaluate its corporate
strategy. In which market segments does the organization participate? What are
the buyer’s purchase criteria and basis of competition (Key Success Factors)
for the market segment? Should the organization reposition its resources and
capabilities (change its product scope, vertical scope, or geographical scope)
in anticipation of changes in industry structural factors or competitive
forces?
Analyze
concerns or opportunities about the organization’s strategic fit with its
competition, suppliers, and customers.
Evaluate
the degree to which the organizational structure and management systems enable
the execution of the corporate strategy. Consider the organization of
functional capabilities and value chain capabilities of the organization.
Assuming the organization employs a diversification or vertical integration
strategy, could costs be reduced or revenue increased by economizing the scale
of diversification? Could costs be reduced or revenue increased by downsizing
or outsourcing activities in the vertical scope of the organization?
Submit
your analysis in a business format, adhering to the additional requirements
below.
Additional
Requirements
References:Support
your analysis with at least three academic resources from the Capella
University Library. You must use proper APA (6th edition) style to list your
references. For more information, refer to the APA Style and Format page in the
Capella Online Writing Center.
Length:The body
of the analysis must be 2–3 double-spaced, typed pages, not including the
references list, appendices, or the title page.
Written
communication:Develop accurate written communication and thoughts that convey
the overall goals of the analysis and do not detract from the overall message.
You should demonstrate graduate-level writing skills and should be free of
errors that detract from the overall message.
Formatting:Use APA
(6th edition) formatting, including: correct in-text citations, proper
punctuation, double-spacing throughout, proper headings and subheadings, no
extra line spaces before headings and subheadings, proper paragraph and block
indentation, no bolding, one-inch margins all around, and no bullets. Refer to
the APA Style and Format page in the Capella Writing Center for more
information.
Font and font size:Times New Roman, 12 point.
Grading
Criteria:
STRATEGIC
FIT WITH THE INDUSTRY ENVIRONMENT SCORING GUIDE GRADING RUBRIC Conduct a competitive analysis for an
organization.
Does not conduct a competitive analysis for an organization.
Conducts a competitive analysis for an organization but does not utilize
resource-based theory or value-chain models. Conducts a competitive analysis
for an organization. Conducts a competitive analysis and synthesizes
significant findings relative to the key resources, capabilities, and specific
value-chain activities. Analyze
the strategic position and direction of an organization.
Does not analyze the strategic position and direction of an
organization. Describes the strategic position and direction of an
organization. Analyzes the strategic position and direction of an organization.
Evaluates the strategic position and direction of an organization relative to
the strategic elements of the industry environment. Analyze an organization’s strategic
fit with its competition, suppliers, and customers.
Does not analyze an organization’s strategic fit with its
competition, suppliers, and customers. Describes an organization’s strategic
fit with its competition, suppliers, and customers but does not discuss
concerns or opportunities. Analyzes an organization’s strategic fit with its
competition, suppliers, and customers. Assesses the impact of industry
environment issues on the strategic position or direction of an
organization. Evaluate
the organizational structure and management systems of an organization.
Does not evaluate the organizational structure and management
systems of an organization. Analyzes the organizational structure and
management systems of an organization. Evaluates the organizational structure
and management systems of an organization. Evaluates the organizational
structure and management systems of an organization relative to the execution
of the corporate strategy. Develop
an analysis for an organization’s industry environment.
Does not develop an analysis for an organization’s industry
environment. Develops an analysis for an organization’s industry environment
but does not address concerns and opportunities. Develops an analysis for an
organization’s industry environment. Assesses an organization’s industry
environment, including the strategic elements, concerns, and opportunities.
Includes details of the assessment in the industry environment analysis. Communicate in a manner that is
professional and consistent with expectations for members of the business
profession.
Communicates in a manner that is not professional or consistent with
expectations for members of the business profession. Communicates in a manner
that is inconsistent with expectations for members of the business profession.
Communicates in a manner that is professional and consistent with expectations
for members of the business profession.
Communicates
in a manner that is professional, scholarly, and consistent with expectations
for members of the business profession.
