All information is through capstone business simulation.
This plan you are creating for your simulated company is a case analysis with your company being the case. Treat this as if you are the top management team and you are presenting this strategic plan to your board of directors for approval. Tell me what you did and what you are going to do with the company. There are a few things that you cannot do such as the PESTEL analysis because you really have no information and the Porters 5-Forces is limited as well because you don’t know anything about the threat of substitutes for example. So some of the 5-Forces are important for your analysis, but don’t try to fit a round peg into a square hole by making something up. It is okay to say that you don’t have enough information to assess this. The biggest emphasis in this plan will be in the VRIO and in the Financial Analysis. Essentially you will tell me what strategy you started with and how well the execution went. lease do not forget to include the intangible resources, since they are the ones most likely to lead to a sustained competitive advantage because they are hard to imitate. You need to describe the resource and underline your reasoning. For example “superior forecasting ability” could be a resource you as top management team have. If that is so, please show it to me by identifying and graphing numbers that tell your story. Show me that you have the lowest percent inventory on hand while still having the fewest stock outs, or if you stocked out, show me that is was just by very small percentage market share lost. In other words everything you claim, you got to show me your reasoning (easy to do with the tangible resources such as automation rating). Make sure every resource you choose is checked and reasoned along ALL FOUR attributes of the VRIO.After concluding the analysis with a SWOT that brings the external and internal perspective together, you need to formulate a strategy for the company for the next 3-5 years. After determining the strategy you need to come up with implementation steps how to execute it. Those two parts should be at least 30% of the paper. I understand this is a very micro approach centered on implementation, but for the paper I will let you talk about things that are outside of the rules of the simulation, the things we learned in the formulation chapters (i.e. acquisitions, global strategies etc.). If you choose to do that (i.e. acquire company X in your plan), it must be done with a solid financial analysis and sound reasoning behind your choice. The most important piece here is that you are learning the process how to do this.