Please refer to the files attached below. It contains the assignment question, the guidelines to follow and other required information including the case.

G enerally, more effective executive summaries are written in a persuasive tone that outlines the context for the decision and develops a clear and coherent argument for accepting the recommendations of the write r. E xecutive summary must be one page. It must not exceed one page . Begin external assessment with a new page.

I I. External Assessment: Opportunities and Threats (about 1 page) S trategy relates the organization to its environment. Therefore, we must understand the relevant environment in order to determine which strategies have potential for success. Chapter Two of Hill, Schilling, and Jones’ book provides you with concepts for this assessment.

T he process of developing an external assessment consists of at least three stages: o s tage one —the analysis that includes systematic identification and consideration of the key aspects of the firm’s environment; P age 3 of 16 o stage two —the synthesis of the key aspects into an understanding of the strategic opportunities and threats facing the firm; and o s tage three —the determination of the necessary key success factors (resources and capabilities) for any firm to successfully address those unfolding opportunities and threats I t is the results of stages two and three that are detailed and discussed in this section of the paper.

More specifically, you will focus on the three key opportunities/threats and related key success f actors for the future. Key success factors are the resources and capabilities that will be required for any organization to take advantage of the opportunity or neutralize the threat in the future . Th ey will provide a l ink to the internal analysis, where you would look for the required resources and capabilities in the specific firm you are studying. Keep in mind that the external assessment is more general so as to avoid tunnel vision.

P lease note, strategic opportunities and threats result from changes and discontinuities in one or more aspects of the firm’s external environment, and not from the firm’s internal strengths or weaknesses. An opportunity is more than a general option – it is an actual change in the environme nt that signals the possibility of success if the firm can develop a strategy to take advantage of that change. Examples include an emerging market segment, an imminent change in government regulation, and a new technological development. Similarly, a thre at is a change in the external environment that signals possible trouble for the firm. Examples include imminent entry of a new, powerful competitor; changes in government regulations; and decreasing consumer preferences for a product because of its effect on the environment. Sometimes changes in the environment can be both opportunity and threat, depending on how the firm chooses to act. S om e opportunities and threats may emerge from continuing conditions in the environment rather than changes because of market imperfections. Also, opportunities and threats may not have been perceived earlier because of existing mental model s and blind spots. New events may trigger new thinking, which may help actors connect the dots and perceive new opportunities and thr eats.

T he critical part of an external assessment is synthesis rather than identification. Thus, it is not enough to simply list elements of the environment, for example, what comprises each of the five forces in an industry. Rather it is important to dra w out the strategic implications of each key part of the external environment. Moreover, the assessment needs to be future -oriented because that is the only way it can provide a strong foundation for the subsequent sections of the paper (e.g., for building alternatives and recommendations). I n your examination of the environment, you may use all models and concepts that are given in Chapter 2 of the textbook such as five forces model, strategic group analysis, etc. However, the synthesis is in the form of top three opportunities and threats.

H ow to Write T his Section ? P age 4 of 16 In the first paragraph, define the industry succinctly.

Be sure to keep the analysis at the industry level, and do not mention the name of the company in the external assessment section. T hen, write one paragraph on each opportunity or threat. Within each paragraph: a. N ame the opportunity and identify whether it is an opportunity or threat. Frame it accordingly so it reads like an opportunity (which is positive) or a threat (which is ne gative). Keep in mind, they should both come from the external environment so if you have written something that is not coming from the external environment, think again; it may not belong in this section. b. G ive positive evidence of the existence of an opportunity or threat. Absence of threat is not sufficient to be listed as an opportunity! c. F inally, write at least two relevant key success factors for each opportunity/threat discussed. It is possible that some key success factors (resources and capabilit ies) relevant for various opportunities and threats may be the same. For example, a product development capability may help address a threat of intense competition at home as well as facilitate expansion to the Asian market (an opportunity). It is ok to repeat but it is better to think of a variety of resources and capabilities that firms may need in the future. You should pay particular attention to the new key success factors that may be emerging that could lead to competitive advantage in the future. You may look at a value chain to figure out the possible key success factors (resources and capabilities). Avoid using the words as follows:

The firms may need “ ability to cater to the changing needs of the customers .” Avoid it because a firm ma y need numerous resources and capabilities to do so. Instead, name the specific resources and capabilities such as market research, research and development, financial resources, etc. I f you want to propose the same point as an opportunity and a threat, use two different paragraphs so as not to confuse the reader. W rite three paragraphs for the external assessment, one on each opportunity or threat. Add an exhibit to further strengthen your external assessment. The point of the exhibit is NOT to compress as much text as possible but to clarify and support your externa l assessment given in the text.

Remember to refer to your exhibit in your external analysis write -up. N ote: You are expected to bring no more than three items in total for opportunities and threats. It may mean two opportunities and one threat, or one opportunity and two threats, etc. We are NOT asking for three opportunities and three threats —i.e., we are not asking for six items for this section in total. We are asking for a total of three items for opportunities and threats! I f this section is shorter than one page, you may start the next section where it ends. Page 5 of 16 III. Internal Assessment: Resources & Capabilities (about 1 page) Similar to the external assessment assignment, this part of the case write -up concentrates on the nature of the internal environment of the company. Chapter three of Hill , Schilling, and Jones’ book and Barney’s VRIO framework (see readings on Looking Inside for Competitive Advantage and Crown Cork and Seal example included in the course package) provides you with concepts for this assessment. What key strengths, weaknesses, distinctive competencies, or sustainable distinctive competencies can it call upon and exploit for future benefit and growth? Can the firm sustain its competitive advantage? How will the firm’s weaknesses affect its future performance? What role will stakeholders’ preferences play in the future for this firm? How financially healthy is the firm?

These are all questions you should consider when examining the current healt h and strength of the company. You may begin with the key success factors that you identified in the external assessment to evaluate whether the company has them, if they are rare, and hard to copy for other firms. You should also think about the key success factors this company lacks so as to build the required competencies. Keep in mind that even though the facts given may be about the past or current state of the company (as you know, facts about the future are usually not available to decision- makers!), your task is to draw out the strategic implications of the elements mentioned above for the future . That is the only way this assessment can provide a strong foundation for the subsequent sections of the paper (e.g., for building alternatives and recommendations). Be sure to conduct a VRIO analysis and Financial Analysis before writing this section. How to Write T his Section ?

The objective of an internal assessment is to determine what the company can do in the future. (a) Definition of Business. First, provide a definition of the business of the company in the first paragraph succinctly . (b) VRIO Analysis . Second , use Barney’s VRIO framework to uncover a firm’s key weaknesses, strengths, distinctive competencies , and sustainable distinctive competencies . Again the critical part is not to identify but to analyze and synthesize. As you write this section, th ink of top three key strengths, weaknesses, distinctive competencies or sustainable distinctive competencies (S/W/DC/SDC). Write one paragraph on each of them, clearly revealing whether the selected resource/capability is valuable, rare, and inimitable a nd WHY? Be sure to give the rationale in the text (not in the exhibit). Also, address whether the firm has the organization (structure) and complementary resources to take advantage of the resource/capability being discussed in the paragraph. Also be s ure to mention whether the resource/capability is a weakness, strength, distinctive competence, or sustainable distinctive competence.

In the past, we have seen some students name three S/W/DC/SDCs in one paragraph. Then, in the s econd paragraph, they evaluate whether or not each of them is valuable. After that, in the third paragraph, they go on to analyze whether they are rare. Over the years, we have found that the “ bunched up” format is more confusing for the reader. Therefore, it is better to focus on one S /W/DC/SDC in each paragraph. A special note about weaknesses. Students often ask whether they should bring up a weakness or not .

Our response is : Bring it up if it is a strategic weakness that you think is important for the top m anagement to addr ess for their strategy to be successf ul in the next five years. If you do bring it up, keep it mind that you should analyze whether or not it can become a potential strength, di stinctive competency, or sustainable distinctive competency. In other words, wi ll it be potentially va luable, rare, and inimitable, and whether the firm will have the organization to capitalize on it?

In the text , you will raise the top three items for strengths, weaknesses, distinctive competencies, and sustainable distinctive compe tencies. Therefore, look at an Appendix given in the course package after the Barney’s article on Looking Inside for Competitive Advantage. Before writing the text for internal assessment, prepare an exh ibit (similar to the one given for the Crown Cork and Seal Company ) that shows all relevant areas (not just the top three items) of the value - c hain and whether or not they are valuable, rare, and inimitable (see a blank Exhibit A in this document) . We are not expecting you to provide rationale for each of the items in the exhibit . When you are examining the value chain, you may add an activity that is relevant for the case under study or delete an activity that is not relevant. For example, for a service firm, you may use “Operations” rather than “Manufacturing” given in the value chain. Remember to refer to your e xhibit in your internal analysis write -up. Note: In the text, y ou are expected to bring no more than three items i n total f or strengths, w eaknesses, distinctive competencies, and sustainable distinctive competencies . Keep in mind two poi nts: (1) We are NOT asking for three items for strengths, three item for weaknesses, three items f or distinctive competencies, and three ite ms for sustainable distinctive competencies. That is, we are not l ooking for a total of 12 items; we are only looking for a total of three items. (2) The three items do not have to include one item from each category (categories being strengths, distinctive competencies, and sustainable distinctive competencies). They could all be strengths, distinctive competencies, or sustainable distinctive competencies. As mentioned above, students may include strategic weaknesses a s well but the total number of items must not e x ceed three.

IV. Internal Assessment: Financial Performance and Future Financial Capacity (about 1 pa ge) Page 6 of 16 P age 7 of 16 M ake an overall assessment of the financial performance of the organization based on your analysis and indicate the financial strength and future financial capacity of the firm to carrying out possible future initiatives/strategies. Keep in mind the future orientation of the assessment rather than living in the past. Add an exhibit on ratio and other financial analysis and be sure to refer to it in your text. V.

Current Strategies and their Implementation (about 0.5 page) I n this section, analyze and evaluate the current business (Chapters 5 and 6), corporate (Chapters 9 and 10), global (Chapter 8), and major functional strategies ( Chapters 4, 6 and 7), as well as important issues related to implementation: organizational structure, control systems, culture , and processes (see Chapter 12 in the textbook). 3 Y ou may have noticed, business strategy is key to compe titive advantage, therefore the most focus in the course and in this paper is on business strategy. Keep the future orientation in your mind as you analyze them so your analysis and synthesis are relevant for the next sections of this paper. These strategies represent status -quo in the company. This section will clarify the current practice of strategic management in the company so it is easier for the reader to understand how strategies will be changed when you present the strategic alternatives in section VII. Be sure to complete Exhibit B before writing this section and provide a succinct write up of the same in the text. N eedless to say, both Exhibit B and this section should be consistent with each other. VI . K ey Issue(s) of the Case (about 0.5 page) I n this section , you are to further zoom in on, synthesize , and clarify in a paragraph or two what you think the firm’s key issues are in going forward successfully into the future. T here are likely three types of issues present: (1) the readily visible and pressing; (2) the more underlying and long term; and (3) the future ones not yet impacting the firm, but identified in your preceding sections. The visible issues are the challenges that you readily identify in reading the case. For example, decreasing profitability in the face of increasing sales might be an issue in a case. Other examples include diminishing market share, obsolescence of machinery, and need to expand operations. The visible issues can often be seen as symptoms of more long term and su bstantive underlying issues or problems facing the firm. For example, decreasing net margin may be because of inefficient production, increased administrative spending, or falling market interest in your product. The purpose of this section is to link these issues with your external and internal observations and to summarize what it all means for the firm and its future. If there is any ambiguity or inconsistency in the case, it is within this section that you clarify them in terms of key issues, and set the launch point for the next section—strategic alternatives. VI I . Implementable Strategic Alternatives (about 1 page) 3 You are welcome to consult the chapters in the textbook in advance but the instructor’s expectation will be that you will consider the chapters that have been covered up to the point of the case assignment, the midterm, or the final exam. Page 8 of 16 In this section, you should identify and develop t wo strategic alternatives that the firm could pursue. They should take into account the internal and external assessment (feasibility), be consistent with the organization’s mission (legitimacy) and should provide a way of dealing with the underlying issue(s) of the ca se (relevance). The alternatives should also be representative of the key feasible, legitimate, and relevant choices that management has at the time of the decision making without gaining the advantage of hindsight. A good set of alternatives, therefore, m ust involve major differences (and real choices) rather than different variations of the same strategy. Your two alternatives should be mutually exclusive because strategy requires commitment and risk -taking. It involves selecting some paths and rejecting others. However, if there is a compelling case to follow two alternatives simultaneously then combine them into a separate “composite” alternative and compare it to an other composite alternative. Keep in mind that the alternatives need to be comparable. If one alternative is clearly superior then it is not a fair comparison. Sometimes, students tend to come up with a weak alternative to make their preferred alternative look better. It is not a good practice and should be avoided. If there are things that you would like to do irrespective of the alternatives, you may write them in this section in a separate paragraph before describing your two alternatives. Alternatives must be strategic (not operational) in nature and consider the usual planning horizon for organizations, which is about five years. Any alternative that deals with the issues for the next six months to one year and then asks the management to re -assess its situation is an operational alternative and may be suitable for a functional -area case analysis but not for a strategic management case analysis. For example, a marketing campaign by itself is a popular operational (not strategic) alternative . A marketing campaign along with other functional areas such as starting a new manufacturing plant, changes in supply chain management, introducing new products through research and development and marketing research, etc. can form the basis of a strategi c alternative. These alternatives may be framed in terms of business strategies and corporate strategy terms, depending on the issues of the case. However, do not neglect consideration of other important issues that may hinder implementation of your strategies. Therefore, consider issues of structure, systems, processes, resources, culture, etc. when formulating alternatives, developing criteria, evaluating alternatives, and making recommendation. For example, it is important to think of a multilateral match of environment, strategy, structure, systems, technology, culture, etc. before recommending a major strategic change. It is never easy to match several different elements so creativity with a solid foundation is important for the paper. It is essential that the paper flows from one section to another and this section is an important linchpin in building that flow. To help you think of the strategic alternatives, we have attached Exhibit C. You are required to complete this form for each of the alternatives (two exhibits for the two alternatives ) and attach it with your paper and concisely describe the alternative in the text. Do not refer to the alternatives by number. Use a short name (for example : the low-cost strateg y) as an identifier. All exhibits must also be typewritten or word- processed (not handwritten). It is a good practice to first complete the exhibits a nd then summarize the alternatives in the text. Page 9 of 16 Keep in mind that the point is to strategically manage the company and thus simply selling the company or the status quo are not acceptable alternatives. If you are recommending an alliance or me rger with a company, name the company with which to have an alliance or a merger. Also, be sure to provide positive evidence that the target company will be interested in an alliance or a merger. V III. Criteria and Evaluation of Alternatives by Criteria (about 1.5 pages) In this section, first, you should outline and justify the three or four criteria (not more than four) by which you will evaluate the strategic alternatives developed in the preceding section. There should be some financial and some non- financial criteria. Financial criteria often include net present value and payback period. Other financial criteria may be dictated by the circumstances of the case. For example, there may be the need to achieve a certain return on investment in order to attract inve stors. Values and preferences of the managers or other stakeholders, as outlined in internal assessment, may influence non- financial criteria. In addition to the effect on shareholders (which may be captured in terms of profitability or net present value), a nother important criterion is t he effect of decisions on other stakeholders . These s takeholders may include customers, employees, environment, government, community, etc. Here are t wo criteria that are required for your case analysis : (1) Net Present Value (2) Effect on Various Stakeholders (other than shareholders) . Among the stakeholders, we recommend that you should at least choose customers, employees, and environment (sustainability) as stakeholders. You may also add other stakeholders, depending on their relevance. In addition, y ou may choose one or two other criteria that may be relevant to your case analysis.

Once you have chosen the criteria by which you will assess the alternatives, you must then evaluate each of the alternatives using (all) th ese criteria. Besides financial and non -financial costs and benefits, consider risks involved in the alternatives. What financial projections and computations need to be made will depend on your criteria (Keep in mind that you must have some financial and some non- financial criteria). Do not get misled by the apparent precision of the numbers in your forecasts . These numbers may represent an average of a range of values from pessimistic to optimistic scenarios. In fact, the numbers may change dramatically depending on your assumptions. All assumptions must be realistic, defendable and clearly presented in the exhibits. You may comment on the sensitivity of your findings with respect to your starting assumptions. Please remember that this is a strategy assig nment, and not an accounting one. You may thus adopt accounting procedures accordingly.

If you choose to use strictly accounting guidelines, however, feel free to do so.

There are two ways of writing this section . You may choose to write it either way: a) Evaluate both alternatives by criterion one in the first paragraph, followed by evaluating both alternatives by criterion two in the second paragraph and so on; or P age 10 of 16 b)E valuating the first alternative by all the criteria in the first paragraph, followed by evaluating the second alternative by all the criteria in the second paragraph, and so on.

IX . R ecommendation and its Implementation (about 0.5 page) D rawn from the previous sections of the report, state your strategy recommendation, followed by a brief implementation discussion. You should include a brief reiteration of the recommended strategy and a discussion of how it meets the selected criteria. If it has not been explicitly stated before, the recommendation should cover all relevant aspects of strategy, structure, control, resources, culture, etc. as applicable in the case. Never recommend a combination (of two or more alternatives) that was not proposed as a sin gle alternative in the strategic alternatives section and was not evaluated in comparison with the other alternative in the previous section. T he implementation discussion will describe how the recommended strategy will be tr anslated or made into reality. Topics (if applicable to the recommended option) to be addressed include: implementation budget, and further discussion of the issues of structure, process, control, resources and culture. Be sure to address how you will fina nce any costs/investments associated with your recommended strategy as well as its expected benefits. A dd an exhibit on action steps and their timings to support your implementation discussion. X. L imitations and Critique of Recommendation (about 0.5 pag e) I n this section, you should discuss the implications of your recommendation as well as its limitations. For example, are there any negative consequences to your recommended strategy? What are other costs or risks that were not considered at the time o f evaluation of alternatives?

How can they be minimized? Is your recommended solution able to address all the underlying issues, or does it have limitations? Do you foresee changes that will impact on your recommendations? This section can help strengthen your strategic alternatives. For example, if you are writing limitations that you may have control over, you may prefer to incorporate ways of dealing with them in your alternatives. In other words, this section should represent things that you may not have control over. XI. E xhibits K eep in mind that all important points need to be brought into the text. The exhibits should be used to support the points in the text. Do not skip any section (For example, a student who thought of saving space referred the reader to the exhibits and did not summarize the alternatives in the body of the text. This resulted in a huge loss for the student). O ther than the required exhibits listed below, you may not attach any more exhibits to your paper.

All attachments must be relevant, and they must be referred to in your write -up. The conclusion and key figures (if applicable) from each exhibit should be referenced and drawn into the text P age 11 of 16 at the appropriate point; the reader should not have to flip from the text to the exhibit in order to understand your point.

A nalogously, each exhibit should include one or two lines of text at the bottom, stating its conclusion, and demonstrating its relevance to your argument. The reader should never be left wonderin g why a particular exhibit was included. The point of the exhibits is NOT to compress as much text as possible but to clarify and support your assessments given in the main body of the paper . Please make sure that the font in the exhibits is as mentioned below. Here are further details regarding each of the exhibits: oE xhibit 1: External Analysis ( one-half page; double space, 12 point font; basically mention top 3- 5 major points in bullet form in not more 10 lines . In this exhibit, you may: (a) further clarify the three opportunities/threats you raised in the External Assessment section; (b) provide further evidence for the three opportunities/threats you raised in the External Assessment section; c) provide three additional opportunities/threats, their evidence, or key success factors; and/or d) analy ze five forces model, strategic group analysis, macro - environmental forces, etc. None of the items mentioned above are required. However, this exhibit is required so simply use your judgment to provide further information about external assessment on any aspect . You may explain avoid running text, except 2- 3 lines the conclusion of the exhibit). P lease note the conclusion for this exhibit and other exhibits (as noted below) is expected to be 2-3 lines, not 2- 3 sentences because sometimes a sentence can be very long! oE xhibit 2: Internal (VRIO) Analysis (one page, follow the format given in Exhibit A, 12 point font; no running text, except 2-3 lines of conclusions) o E xhibit 3: Financial Analysis: Ratio Analysis of the current (and historical situation) (one page; double space, 12 point font). The objective is to give the numbers, not the running text, but be sure to include 2- 3 lines of conclusion of the exhibit. The numbers should enable you to diagnose the current situation and estimate the future financial capacity of the firm (to be given in the last paragraph of Internal Assessment section of the paper ). oE xhibit 4. Current Strategies and their Implementation (See Exhibit B, one page, 12 point font, use bullet points rather than sentences here, single or double space, no need of conclusion of exhibit) o E xhibits 5-6: Strategic Alternative Descriptions (See Exhibit C, one page each; 12 point font, use bullet points rather than sentences here; single or double space; no need of conclusion of exhibit) o E xhibit 7:

Assumptions and Justifications (One page; 12 point font, double space). Provide assumptions (for NPV projections as well as other decisions ) and their justifications. These assumptions may include, but are not limited to: realistic growth rates (for revenues, costs, Page 12 of 16 and expenses incurred by the firm), interest rates, income taxation rate, exchange rates, and many others that you need to make useful projections and make other decisions in the case .

See page 24 of the Westover Inn (A) Cas e also. No need of conclusion of exhibit. o Exhibit s 8- 9: Strategic Alternative N et Present Value (NPV) Analysis (not more than one page for each exhibit, i.e., maximum two pages for Exhibits 8- 9; single or double space, 12 point font) . A void running text, except 2- 3 lines of conclusion. For the numbers, you may avoid the use of decimals and/or represent the numbers in 000’s or millions to save space. See page 24 of the Case : Westover Inn (A) in the course package for an example to use for team assignment and team exams. For individual assignment or exam, you may use the s ame format or a summary format to show the financial revenues and costs of each alternative. o Exhibit 10: Evalu ation of Alternatives by Criteria. Please see Exhibit D. Please indicate your assessment of how the alternative will impact each part of the criterion. Be sure to discuss your assessment (along with the NPV numbers) as well as the rationales for your assessment in the “Criteria and Evaluation of Alternatives by Criteria” section of the paper .

The exhibit should not exceed one table/one -half page. Avoid running text, except 2- 3 lines of conclusion. Use 12 point font, single or double space.

o Exhibit 11: Implementation Schedule / Action Plan ( one-half page, double space, 10 lines max., 12 point font); Use bullet form and avoid running text, except 2- 3 lines of conclusion.

Be sure to show the time line and actions for the normal planning horizon of strategies, which is about 5 years. This document includes Exhibit s A (page 1 2-13), B (page 14) and C (page 15). P age 13 of 16 E XHIBIT A VRIO ANALYSIS OF THE COMPANY (Example: Crown Cork and Seal, from Jay Barney (Gaining and Sustaining Competitive Advantage, 1997)) (Use any value chain depending on its suitability to the company you are studying. Add value chain activities and attributes that are relevant to the case and delete those that are not. Be sure to mention in this exhibit if something is a strategic weakness and how you plan to overcome that weakness.). Your particular company will demand special and unique treatment, but the following is intended to serve as an illustration of the format for a fictitious company expected within the Internal Assessment Exhibit. EX HIBIT # (INTERNAL ASSESSMENT) Value Chain Activities Specific Attributes Along the Value Chain V R I W/S/DC/SDC O Competitive Implication:

Likely to have Purchasing high quality inputs Yes No - Strength Yes Competitive Parity Inventory Holding reliable supply able to meet unexpected orders on short notice Yes Y es No Y es - Y es Strength Sustainable Distinctive Competence Yes Y es Competitive Parity Sustainable Competitive Advantage Design & Engineering speciality containers for multiple purposes Yes Yes Yes Sustainable Distinctive Competence Yes Sustainable Competitive Advantage Manufacturing inconsistent product quality No - - Weakness - Competitive Disadvantage * Distribution speedy & flexible delivery Yes Yes No Distinctive Competence Yes Temporary Competitive Advantage Sales fast, reliable order processing Yes Yes Yes Sustainable Distinctive Competence No Unrealized Sustainable Competitive Advantage Service & Tech Support speedy & competent maintenance and quality technical advice Yes Yes Yes Sustainable Distinctive Competence Yes Sustainable Competitive Advantage Use the following space for two or three lines of CONCLUSIONS concerning the company’s value chain competencies and how you will overcome the weakness(es)*. P age 14 of 16 EXHIBIT B CURRENT STRATEGIES AND THEIR IMPLEMENTATION (Use bullet points rather than complete sentences. Fill in the answers using wordprocessor in the space provided . The exhibit should not exceed one page) N ame(s) of the Business Strategy(ies) ______________________________________________ C ustomer Needs _______________________________________________________________ (If fulfilling multiple needs, be sure to specify which needs in what markets; see Chapters 3, 5 & 6) C ustomer G roups______________________________________________________________ (may involve geographic, demographic or other market segmentation parameters; C hapters 3, 5 & 6) B asis for Competition __________________________________________________________ (Be sure to be specific in non -generic terms. For example, for Low Cost, is it superior efficiency due to low cost production or something else? For Differentiation, is it based on superior quality, innovation, and/or customer responsiveness; for Focus, wh at parameters, e.g., is it customer segment, product segment, market segment, etc.; C hapters 3, 5 & 6) C orporate Strategies ___________________________________________________________ (Single business, vertical integration, horizontal integration, related diversification, unrelated diversification, strategic alliances, outsourcing, etc. Chapter s 9 & 10). P lacement in the Value System __________________________________________________ (e.g., retailer, wholesaler/distributor, manufacturer, importer, or combination thereof; for details, you may see Chapters 9 & 10) G lobal Strategies _______________________________________________________________ (you may see Chapter 8 for details) Ma jor Functional Strategies (Chapters 4, 6 & 7) _____________________________________ ________________________________________________________________________\ ______ ________________________________________________________________________\ ______ I mplementation: Structure, Process, Controls , and Culture (you may see Chapter 12 for details ). ____________________________________________________________________________\ __ ________________________________________________________________________\ ______ O thers________________________________________________________________________\ P age 15 of 16 EXHIBIT C COMPREHENSIVE STRUCTURE OF A STRATEGIC ALTERNATIVE (Use bullet points rather than complete sentences. Fill in the answers using wordprocessor in the space provided . The exhibit should not exceed one page) N ame of the Alternative or Strategic Goal Identifier _________________________________ (Write the name of the strategy here with any special characteristics, e.g., Focused low cost with expansion to Mexico) C ustomer Needs _______________________________________________________________ (If fulfilling multiple needs, be sure to specify which needs in what markets; see Chapters 3, 5, & 6) C ustomer Groups ______________________________________________________________ (may involve geographic, demographic or other market segmentation parameters; Chapters 3, 5 & 6) B asis for Competition __________________________________________________________ (Be sure to be specific in non -generic terms. For example, for Low Cost, is it superior efficiency due to low cost production or something else? For Differentiation, is it based on superior quality, innovation, and/or customer responsiveness; for Focus, what parameters, e.g., is it customer segment, product segment, market segment, etc.; see Chap ters 3, 5 & 6) C orporate Strategies ___________________________________________________________ (Single business, vertical integration, horizontal integration, related diversification, unrelated diversification, strategic alliances, outsourcing, etc. see Chapters 9 & 10). P lacement in the Value System __________________________________________________ (e.g., retailer, wholesaler/distributor, manufacturer, importer, or combination thereof; Chapter s 9 & 10) Other ________________________________________________________________________ (could include points related to functional strategies (chap. 4, 6 & 7), global strategies (Chapter 8), implementation ( Chapter 12), or anything else that is important for the alternative) K ey Issue(s) Addressed by this Alte rnative _________________________________________ FEASIBILITY JUSTIFICATION FOR THIS STRATEGIC ALTERNATIVE Environmental Opportunity(ies)__________________________________________________ (evidence, independent of the organization, which suggests that this alternative could meet with success) Environmental Threats, Risks___________________________________________________ (that could limit success of this alternative. Be sure to address how these can be overcome) Present Corporate Attributes relevant and sufficient to this alternative:________________ ________________________________________________________________________\ _____ Missing and/or insufficient Corporate Attributes____________________________________ ________________________________________________________________________\ _____ (Attributes that would have to be acquired and/or improved in order to implement this alternative. Be sure to address how these can be overcome) P age 16 of 16 EXHIBIT D EVALUATION OF ALTERNATIVES BY CRITERIA (Please indicate your assessment of how the alternative will impact each part of the criterion. Be sure to discuss your assessment (along with the NPV numbers) as well as the rationale s for your assessment in the “Criteria and Evaluation of Alternatives by Criteria” section of the paper. Fill in the answers using wordprocessor in the space provided. The exhibit should not exceed one table/ one-half page) Criteria Name of Alternative 1 Name of Alternative 2 Shareholders Net Present Value Provide NPV number here Provide NPV number here Stakeholders Customers High/ Moderate/ Low High/ Moderate/ Low Employees High/ Moderate/ Low High/ Moderate/ Low Environment (Sustainability) High/ Moderate/ Low High/ Moderate/ Low Other stakeholder(s) (Optional):

Please specify High/ Moderate/ Low High/ Moderate/ Low Other (required) Please specify High/ Moderate/ Low High/ Moderate/ Low Other (optional) Please specify High/ Moderate/ Low High/ Moderate/ Low