Your oral presentations should be clearly developed, well organized
and use exhibits effectively to enhance the analysis presented. A set
of the overheads used in your presentation will be submitted at the beginning
of class the day of your presentation. There will be a 25 minute limit
and the presentation should adhere to the following outline:
ORGANIZATIONAL ANALYSISThis section will present your identification of the firm's strengths and weaknesses which emanate from your value chain and functional analyses. There is a maximum of five strengths and weaknesses and your identification of them is assumed to be in a prioritized order. Provide strong support for each and be specific and quantify your analysis where possible. You may wish to create exhibits to help support the strengths and weaknesses you identified. This section should provide the first part of the foundation for your identification of strategic issues and related recommendations through your analysis of the firm's core competencies, competitive advantages and organizational weaknesses.
ENVIRONMENTAL ANALYSISThis section will present your identification of the major external threats and opportunities currently facing the firm. These will be generated from your analysis of the industry and general environmental factors in light of the firm's strengths and weaknesses previously identified. A maximum of five threats and opportunities is expected and they also will be presented in a prioritized order. Again, use exhibits for support and be specific and quantify where possible. This section will provide the final part of the foundation for your identification of strategic issue(s) and the formulation of related recommendations through your analysis of driving forces, key success factors and industry attractiveness.
STRATEGIC ISSUES AND RECOMMENDATIONSIdentify and fully support and discuss the most important strategic issue(s) facing the organization. There will never be more than two issues in any case. It is extremely important to clearly integrate each strategic issue with your prior analyses of the firm's SWOT. There are often interrelationships between particular weaknesses and threats or missed opportunities which should be recognized. It's possible that 2 different weaknesses, 1 threat and 1 opportunity could be combined, due to their relatedness, to form 1 strategic issue. Similarly, your recommendation(s) should attempt to capitalize on strengths (or competitive advantages) and/or opportunities that you identified. Make sure your recommendations directly address the strategic issue(s) you identified. The point is to clearly ground your issues and recommendations with your prior internal and external analyses. To the best degree possible, discuss the recommendation's costs and financing considerations along with an analysis of the risks it entails. Use of exhibits (e.g. pro forma income statements, new organization structure) to help support both issues and recommendations is strongly encouraged.
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