Discuss a very short summary of the key points of SMP

Discuss a very short summary of the key points of SMP

Chapter 5 (Module 5): A Strategic Management Project (SMP)
Follow the Outline below for Trimester V Chapter 5 of Capstone deliverable.
I. Executive Summary Discuss a very short summary of the key points of SMP (1-3 pages)
II. Company Vision, Mission, Values, and Goals Describe the company’s (Update if needed) Vision: Mission,
Values and Goals (MVG) and Strategic Intent Concisely discuss useful background information about the
the company, which may include a brief discussion of the nature of its business, customers, it’s annual
sales, its number of employees, its ownership, location, products/services, customers, and competitors.
III. External Analysis (Opportunities and Threats)
Concisely review your prior trimesters’ chapters and summarize the firm’s existing (present and
future) external scenarios involving the cross impacts of economic, technological, social,
regulatory/legal, global environment. Focus your work on the most likely emerging scenario(s). Discuss
emerging and future industry (5-forces) changes the firm’s industry group, and possible impacts of
changes on the firm’s market performance. Then, identify the present and future external opportunities
and threats (OT) considering the firm’s vision, mission, goals, and strategic intent (described in section II
of your work).
IV. Internal Analysis
Concisely summarize (based on your prior trimesters’ work) the firm’s existing (present and future)
internal attributes; such as lines of business, business model (customers, strategic controls, scope, value
capture), underlying business model systems (operations, technology, HR, information/capital intensity,
go-to-market, etc.), value chains, hierarchy, brand, core competencies, capabilities, strategic advantage.
Then, Summarize the present and future internal strengths and weaknesses (SW) and in consideration
(view of) external environment opportunities and threat (described in section III of your work – above)
V. Grand Strategy (This is the key to your chapter 5.)
Based on the vision, mission, goals and strategic intent (section II of your work), external Opportunities
and Threats (OT) in section III and internal Strengths and Weaknesses in section IV develop the firm’s
going-forward. Grand strategy. The grand strategy should consist of four parts: Corporate, Business,
Industry, and Global (C-BIG) Strategies. Finalize your section V by a summary statement of the Grand
Strategy integrating (C-BIG) in one concise statement.in view of the firm’s existing or revised vision,
mission, values, goals, and strategic intent.
VI. Design
Begin the section by describing and drawing the business model (Design) and its underlying four
components and key systems underlying it as the first step for implementing the strategy Make sure to
integrate Blue Ocean canvas concepts into Business Model appropriately. Describe the underlying new
value chain and supply chains (external-internal) and associated costs and activities for implementing
the business model and grand strategy. Design the key processes and only then the organization chart
reflecting the hierarchical structure built-in support of the value chain and consistent with the business
model. Identify key external relations and alliances if they exist and/or desirable.

VII. Functional and Line of Business Strategies and Plans
For simplicity, choose a line of business or function as your target of implementing the grand strategy.
The target organization is only one of the functions or line of business that interest you for illustrating
the implementation of Grand Strategy in a well-defined area of the company. Cascade the grand strategy for
your chosen target organization (e.g., marketing function, operations, finance, etc.) and develop its clear
strategy in view of the Grand Strategy. Design the key processes for implementing the strategy in your
target organization in alignment with the firm’s value chain and develop a hierarchy for implementing
the processes and with a specific subordinate plan.
VIII. Manage Performance
Build a BSC system for developing the performance metrics associated with the implementation of Grand
Strategy in your focal (target organization). Apply a balanced scorecard (BSC) concepts as appropriate.
Develop indicators for each of the four factors of BSC (growth/development, internal efficiency,
customer, and financial). Plan for performance by developing performance objectives, action plans, and
priorities for targeted business units, functions, departments, and jobs in the targeted implementation
area Identify or design key jobs and staff selection criteria (skills, knowledge, and abilities) to
build/renew core competencies. Develop team and individual performance objectives. Assure the
performance management systems recognizes levels of performance and rewards high performance.
Make sure to provide the projected 3-5 years of pro forma financial statements (income statement,
balance sheet, and cash-flow) justifying that the adoption of your proposed grand strategy will
materially increase the value of the firm.
IX. Control
Use an appropriate control framework (.e.g. Simons, Motamedi's) for controlling the effective and efficient
implementation of the grand strategy to the plans. Develop a continuous improvement system for your
target organization and Include feedback and feed-forward processes. Set progress milestones and
review dates using project management and evaluation tools. Incorporate an effective system of reward
and recognition that promotes effective planning, implementation, and innovation. Identify major risks
and uncertainties and develop control driven contingency plans and protocols
X. Plan for Change
Discuss how the changes will be implemented in the firm including style, breadth, depth, and timing,
phases, and the type of change (transformational, evolutionary, incremental, mixed, etc.). Allocate the
change-related budget and schedule, and identify who will be leading the change process and resources
committed to change. Anticipate positive and negative outcomes and build response readiness for
XI. Summary/Conclusion
Briefly describe the major strategic elements of your work. Include the key points, personal thoughts,
and learning regarding the strategic management of the company. Integrate your discussion with the
XII. Bibliography Provide accurate references to your course and program readings throughout the text
of your chapter 5 writing. Each section should carry specific references; such as author, year of

publication, and the page number. At the end of chapter 5 and your Capstone only include sources that are
referenced in the body of your work. DO NOT list books and sources that are not referenced in the body
of your work. Make to use of a standard citation style such as the American Psychological Association (APA)
style manual or any other.
XIII. Appendices Provide accurate and complete supporting materials for your work including tables,
graphs, and charts. They should be concise and relevant to your work and referenced in the body of
your work. They should be significant and materially used in your discussions. Do not include company
brochure materials that do not directly relate to your Capstone and quoted (referenced) in your
capstone. Make sure to provide the projected 3-5 years of pro forma financial statements (income
statement, balance sheet, and cash-flow) justifying the implementation of the strategy materially will
increase the value of the firm.


Academic LevelMaster’s
Subject AreaBusiness Studies
Paper Type Capstone project
Number of Pages18 Page(s)/4950 words
Paper FormatAPA
SpacingDouble spaced
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