MEMORANDUM
Paragraph 1 – Brief Overview, background of the company and industry. Be sure to identify where it is in the organizational life cycle.
Paragraph 2 – Overview of internal analysis (should be the same as opening paragraph of internal section. Start with the IFEM score and interpretation. Include all major factors and any minor ones of particular significance)
Paragraph 3 – Overview of external analysis (should be the same as opening paragraph of external section. Start with the EFEM score and interpretation. Include all major factors and any minor ones of particular significance)
Paragraph 4 – Recommended vision and strategy (start with the I&E plot point and interpret it, then identity the potential strategies available and recommend one)
Paragraph 5 – Conclusions
• NOTE:
o Cover memo should be written last. It is from the student to the instructor, and includes the date and the name of the case. It should not exceed two pages and the desired length is one page
The following is a guideline for the writing up your case analysis. It gives guidance and examples of what should be contained in the specific sections. Remember – this is a guideline and not the actual content for each case. You need to think critically and identify appropriate content for each section.
Additionally – this is a guide, there may be times when the categories identified in the Internal and External analysis are not evident in the case. Use your judgment and include those items that are.
Introduction and Overview
Introduction and overview of the company; need to give some history and background information, where the organization is in the organization life cycle – identify and support.
This section should be devoted to giving context to the case and the organization. Who are key employees; how many does the company/organization have; what kind of business is it in; how long has it been in the business; where is it in the organization life cycle (OLC) and what characteristics support that notion; etc. You need to use critical thinking and analysis when considering the OLC – think about the connection of the BCG matrix to the OLC in supporting your position.
Mission, Goals and Current Strategies
Current mission, goals and strategies – this should discuss what the mission is based on the case, what the current strategies are – if they have not been clearly articulated you need to make assumptions.
This section needs to identify the mission. If it is not given you need to develop one that you think would be appropriate given the information. Additionally, you need to look at any culture, norms, politics, and symbolism of the organization in connection to current strategies this will assist in communicating the organization’s culture and strategies. And clearly articulate the goals as they currently exist in the case.
Internal Analysis
You need to have an introductory paragraph to this section. In it, you need to identify the IFEM score what it means (use the score interpretation).
Use the chart (see last 4 pages of this document)
Management
Please use a bullet or a separate paragraph discuss each of the key management factors listed on the IFEM, identifying it a strength or weakness (major or minor). Then include the weight you assigned and your rationale.
• A major strength is the well trained, educated and knowledgeable CEO. The case indicated that Tom Smith got an MBA from Harvard and had several years of operational experience at XYZ corp before going out on his own. He has continued to stay current in his industry by availing himself of seminars, training and other venues. He takes this new knowledge and incorporates it into his company. This was weighted .08, a moderate sense of urgency, because while this is already in place and Smith is doing a good job, he must stay current with changes in the industry and competitive environment. As a result, Smith should devote time to keep current and participate in seminars and professional development.
• A minor weakness is the inexperience of the other members of the senior management team. (Elaborate) This was weighted .12, a high sense of urgency, because immediate action should be taken to bring these individuals up to speed and ensure they have the necessary technical skills (discipline specific and general management) to be successful in these positions.
Finance
Please use a bullet or a separate paragraph discuss each of the key finance factors listed on the IFEM, identifying it a strength or weakness (major or minor). Then include the weight you assigned and your rationale. Additionally, if provided by the instructor or available in the case you are required to discuss 3 separate financial ratios (eg., Leverage, profitability, liquidity, activity, etc) whether or not they are included on your IFEM.
• The financial position of Azalea Seafood Gumbo Shoppe is considered a minor weakness. While the growth potential is high, the cost associated with producing the product shows cash flow problems. The following financial metrics are calculated and explained to demonstrate the weak financial position. This was weighted .09, a medium sense of urgency. Action needs to be taken to ensure sustainability and financial health of the organization. It should be ongoing and based on a definitive plan.
• Current Ratio: Total Current Assets (Balance sheet) divided by Total Current Liabilities (Balance sheet): 89,644 / (100,627 + 72467) = .517
Essentially, this is telling us for every $1 in assets we have $1.97 liabilities or only 51.7 cents of assets for every $1 of liability. Azalea does is not able to become totally liquid in a rapid fashion. Approximately 50% of the assets can be turned to cash while the remainder will take a longer term to liquidate.
• Asset Turnover Ratio: Net Sales (Income Statement) divided by Total Assets (Balance Sheet): 193,625 / 223,185 = 86.75%
This metric is telling us for every dollar in asset we have 86.75 cents in sales. Dependent on industry standards would give insight as to whether is bad, really bad, or acceptable. This is an activity ratio.
• (The third ratio could be a leverage or profitability one)
Marketing and Service
Please use a bullet or a separate paragraph discuss each of the key marketing and service factors listed on the IFEM, identifying it a strength or weakness (major or minor). Then include the weight you assigned and your rationale.
Production and Operations
Please use a bullet or a separate paragraph discuss each of the key production and operations factors listed on the IFEM, identifying it a strength or weakness (major or minor). Then include the weight you assigned and your rationale.
• Same format as management.
Human Resource Management
Please use a bullet or a separate paragraph discuss each of the key human resource management factors listed on the IFEM, identifying it a strength or weakness (major or minor). Then include the weight you assigned and your rationale.
• Same format as management.
Research and Development
Please use a bullet or a separate paragraph discuss each of the key research and development factors listed on the IFEM, identifying it a strength or weakness (major or minor). Then include the weight you assigned and your rationale.
• Same format as management.
Other Relevant Internal Factors
Please use a bullet or a separate paragraph discuss each of the key other relevant factors listed on the IFEM, identifying it a strength or weakness (major or minor). Then include the weight you assigned and your rationale.
• Same format as management.
External Analysis
You need to have an introductory paragraph to this section. In it, you need to identify the EFEM score what it means (use the score interpretation).
Use the chart (see last 4 pages of this document)
Competition and Industry
Please use a bullet or a separate paragraph discuss each of the key competition and industry factors listed on the EFEM, identifying it as an opportunity or threat (major or minor). Then include the weight you assigned and your rationale.
• A major opportunity for XYZ company is the lack of competition. The company is on the leading edge of product innovation and has several patents that prevents easy copying or product substitution, etc., etc.
Economic
Please use a bullet or a separate paragraph discuss each of the key economic factors listed on the EFEM, identifying it as an opportunity or threat (major or minor). Then include the weight you assigned and your rationale.
• Same format as competition and industry
Social & Cultural
Please use a bullet or a separate paragraph discuss each of the key social & cultural factors listed on the EFEM, identifying it as an opportunity or threat (major or minor). Then include the weight you assigned and your rationale.
• Same format as competition and industry
Demographic
Please use a bullet or a separate paragraph discuss each of the key demographic factors listed on the EFEM, identifying it as an opportunity or threat (major or minor). Then include the weight you assigned and your rationale..
• Same format as competition and industry
Other Relevant External Factors
Please use a bullet or a separate paragraph discuss each of the key other relevant factors listed on the EFEM, identifying it as an opportunity or threat (major or minor). Then include the weight you assigned and your rationale.
• Same format as competition and industry
I&E MATRIX ANALYSIS
You need to have an introductory paragraph to this section. Start with the I&E Matrix plot point and interpret it – what does it mean – and identity the potential strategies available to the company and recommend one. Remember you want to identify the cell the plot is in and what it represents (growth or retrenchment strategic approach).
Use the chart (see last 2 pages of this document)
RECOMMENDED STRATEGIC VISION AND SUPPORTING STRATEGIES
VISION
Need to identify what the vision should be for the organization based on the analysis. Remember it has to be in alignment with the mission of the organization and needs to take into consideration available and potential resource allocation. This is something you create – what you believe should be the vision moving forward.
Grand Strategies and Supporting Strategies
Given the I&E analysis, the possible grand strategies need to be restated. Then the specific generic strategies that are appropriate given the grand strategy need to be identified and explained why they should be executed. The generic strategies will note at least one dominate and one subdominate strategy. Refer to the Generic Grand Strategy matrix document to identify an appropriate strategy and the explanation of what the strategy is.
STRATEGIC INTENT
This is the statement derived from the pairing of S/W, S/O, S/T, W/O, W/T. What is it that the organization is going to focus on overall that will support the grand strategy and allow the organization to attain its grand strategy?
Functional Areas Considerations (SAMPLE Follows)
In this section you need to identify the actionable items that need to be addressed in order to fulfill the strategic initiatives. Essentially you will drill down the strategic intent into the functional areas (such as management, HR, finance, operations, etc). Use the format discussed in class:
Functional area: (Identify one of the functional areas – management, finance, marketing, production, human resources)
SWOT Factors: list the SWOT factors from the VEETOWS that relate to the strategic initiative in this functional area. Make sure to put S- W-O-or T before listing the factor.
Action Plan/Considerations: Explain how combining the aforementioned SWOT Factors will result in the specific functional area supporting the overall grand strategy identified. (Connect the dots)
Metric/Measurements – Identify the baseline measure and then talk about how you will be comparing the progress to it. Eg change in sales, increase in marketshare, etc.
Remember to consider the generic or standard Objectives of the functional areas.
Management – Innovation and sustainability
Finance – High yield and financial health of the organization
Production – efficiencies and effectiveness
Marketing – creating an affinity for your product and service as well as your brand.
Human Resources; high performance workforce
SAMPLE:
Management: Innovation and sustainability
S – strong leadership team
S – financially strong, good cash position
S – integrated approach to production
S – good overall marketing plan
S – state of the art information technology system
W – lack of training
W- shortage of employees
O – global market opportunities
O – Change in legislation
O – M&A
O – Market Leader
T- Competition
T – Aging population
Action Plan/Considerations – Utilizing due diligence, management will identify potential competitors for acquisition and expand the company’s market position through M&A. To do this, issues of culture compatibility, staffing needs, integration and compatibility of internal systems, will need to be addressed. The goal will be to acquire and integrate 1 company in the next 18 months. Identify the resources needed and identify associated timelines for securing them.
Metrics – progress of the due diligence process (establish milestones upfront and measure against). Monitor financial cashflow and other financial metrics as they support the venture. Monitor progress on meeting timelines and against established plan.
CONCLUSIONS
Recap the analysis and then discuss what you think will be the result of implementing the strategies recommended. Use good connections, logic and rationale.
APPENDICES
Attachments IN ORDER the IFEM, EFEM, VEETOWS, I&E Matrix. Proof read these documents, correct errors, and DO NOT include the sub-matrices.
INTERNAL ANALYSIS:
Emphasis here is placed on the discussion and analysis of the strategic significance of the Internal Factor Evaluation Matrix (IFEM) and related information from the case. You must analyze, show connections, and draw conclusions based on the quantitative and qualitative information available. Major management functional areas must be addressed. This includes (1) management, (2) marketing, (3) finance, (4) production of a product, (5) delivery of a service, (6) research and development, and (7) information systems.
Grouping all remarks that pertain to a major management functional area under one heading facilitates internal analysis. It is also appropriate to draw connections to factors in the external environment that may exacerbate the internal situation, and vice versa. Students may not just reiterate the factors, weights, and rates from the IFEM. This is a meaningless exercise. The matrix is designed to facilitate internal analysis; it is not an end in itself. KEY question: What does the IFEM mean and what are its implications for the company’s ability to exercise a range of strategic options? You should also discuss the limiting strategic effect that a weakness has on the organization.
Your analysis of the IFEM should include a brief discussion of the total score obtained for the IFEM. The range of these scores varies from 1 to 4. If there are no mitigating factors, such as polarized scores, the total score tells us something about the strategic nature of the internal environment and hence about the capabilities that the company possesses. In order to characterize the scores from the IFEM in your analysis, students should use the following expressions:
SCORE INTERPRETATION
============================================================ 3.5 TO 4 EXTREMELY STRONG
3.0 TO 3.49 VERY STRONG
2.6 TO 2.99 STRONG
2.4 TO 2.59 MODERATE
2.0 TO 2.39 WEAK
1.5 TO 1.99 VERY WEAK
1.0 TO 1.49 EXTREMELY WEAK
Borderline scores should be interpreted as such. These adjectival characterizations are designed to be an aid to analysis. They are not decision-makers.
EXTERNAL ANALYSIS:
Emphasis here is placed on the discussion of the strategic significance of the factors in the External Factor Evaluation Matrix (EFEM) and related material. The same general approach is used that was used in the internal analysis. Grouping analyses under major external factor headings again facilitates discussion. In the external analysis, however, we are dealing with forces outside of the company, specifically threats and opportunities. These are forces over which the organization has little or no direct control. Yet strategies can be developed to take advantage of external factors that are opportunities and blunt the effects of factors that are threats. In your analysis, connections can and should be made to factors in the internal environment when appropriate. Discussion can also include the mentioning of specific strategies that are emerging in the student’s mind as the analysis proceeds.
It is unacceptable to simply state the factors and the weights and rates that were given to them. You must analyze, evaluate, and state the strategic meaning of the external factors. This is critical because they will become the bases for the strategies that you recommend to position or reposition the company in this external environment.
=================>>>>>>>>>>CAUTION<<<<<<<<<<================
Caution for both the IFEM and EFEM analysis— the scores are an aid to decision making; they do not make decisions for you or the manager. All too often students say that a score means that they have to do this or that. That is not acceptable, and in fact, it is deadly. Students must ferret out the meaning of the scores.
Scores on the EFEM have the same range limits as the IFEM. In order to characterize the scores from the EFEM, students should use the following expressions:
SCORE INTERPRETATION
============================================================
3.5 TO 4 EXTREMELY FAVORABLE
3.0 TO 3.49 VERY FAVORABLE
2.6 TO 2.99 FAVORABLE
2.4 TO 2.59 MODERATE
2.0 TO 2.39 HOSTILE
1.5 TO 1.99 VERY HOSTILE
1.0 TO 1.49 EXTREMELY HOSTILE
Borderline scores should be interpreted as such. These adjectival characterizations are designed to be an aid to analysis. They are not decision-makers.
?+ ?-
THE INTERNAL AND EXTERNAL FACTOR MATRIX (I/E)
IFEM TOTAL WEIGHTED SCORES
INTERNAL FACTOR SPACE
HIGH LOW
EFEM 3 2 1
TOTAL
WEIGHTED HIGH
SCORES
EXTERNAL
FACTOR
FAVORABLENESS
EFEM Total: 0.00
LOW
IFEM Total: 0.00 EXPLANATION NEXT PAGE
STRATEGY AREA:
0.00
*NOTE: DIVESTITURE, LIQUIDATION, RETRENCHMENT,
AND RESTRUCTURING SHOULD BE ONGOING STRATEGIES,
REGARDLESS OF THE ORGANIZATION’S STRATEGIC POSTURE.
POSSIBLE STRATEGIES: GROW & HOLD & HARVEST &
BUILD MAINTAIN DIVEST
BACKWARD INTEGRATION……………. X
CONCENTRIC DIVERSIFICATION……… X X X(?)
CONGLOMERATE DIVERSIFICATION……. X X(?)
DIVESTITURE…………………….. X* X* X*
FORWARD INTEGRATION…………… X
HORIZONTAL DIVESIFICATION……….. X X(?)
HORIZONTAL INTEGRATION……….. X X(?)
LIQUIDATION……………….. X* X* X*
MARKET DEVELOPMENT……………. X X(?)
MARKET PENETRATION……………. X X
PRODUCT DEVELOPMENT………………… X X(?)
RESTRUCTURING………………… X* X* X*
RETRENCHMEMT…………………. X* X* X*
(?) DEPENDS ON THE FINANCIAL CONDITION OF THE ORGANIZATION
If the strategy area falls in blocks I, II or IV that would be a grow and build strategy. If the strategy area falls in blocks VIII, IX or VI that would be considered harvest and divest (retrenchment) strategy. If the strategy area falls in blocks VII, V or III then it would suggest a hold and maintain but we discussed in class that stability is not a reasonable strategy given the one constant in every organization is CHANGE. Therefore if a diagonal was drawn through blocks VII, V and III then if strategy area falls in the upper left triangle – a growth grand strategy would be in order. Conversely, if it falls in lower right triangle – a retrenchment grand strategy would be recommended.
Internal Factor Evaluation Matrix (IFEM)–Main Matrix A
Internal Key Factors Rate Weight Total
HR- TOO MANY MERRY MEN 2 0.15 0.30 H
SV – TAKE FROM RICH GIVE TO THE POOR 4 0.07 0.28 L
MK – ONGOING MARKET RESEARCH BY WILL SCARLET & NETWORK 4 0.11 0.44 M
MG – MANAGEMENT STRUCTURE AND SPECIFIC ROLES 3 0.07 0.21
FN – RESOURCES ARE DRYING UP 1 0.15 0.15
PR – MAINTAINING SKILLS WITH BOW 3 0.09 0.27
MK – REPUTATION/BRANDING 4 0.11 0.44
IS – UPTO DATE KNOWLEDGE OF THE FOREST 3 0.07 0.21
RD – NEW TAX 3 0.07 0.21
MG – COMMUNICATION AND LACK OF KNOWLEDGE OF ALL MEN 2 0.11 0.22
Totals 1.00 2.73
FACTOR RATING SCALE
1. Major Weakness 3. Minor Strength
2. Minor Weakness 4. Major Strength
INTERNAL FACTOR CODE:
FN = FINANCE
MG = MANAGEMENT
MK = MARKETING
IS = INFORMATION SYSTEMS
PR = PRODUCTION OF A PRODUCT
RD = RESEARCH AND DEVELOPMENT
SV = THE PROVIDING OF A SERVICE
Internal Factor Evaluation Matrix (IFEM)–Sub Matrix B
Internal Key Factors Rate Weight Total
Totals
Rating Summary
1. Major Weakness 3. Minor Strength
2. Minor Weakness 4. Major Strength
INTERNAL FACTOR CODE:
FN = FINANCE
MG = MANAGEMENT
MK = MARKETING
IS = INFORMATION SYSTEMS
PR = PRODUCTION OF A PRODUCT
RD = RESEARCH AND DEVELOPMENT
SV = THE PROVIDING OF A SERVICE
Internal Factor Evaluation Matrix (IFEM)–Sub Matrix C
Internal Key Factors Rate Weight Total
Totals
Rating Summary
1. Major Weakness 3. Minor Strength
2. Minor Weakness 4. Major Strength
INTERNAL FACTOR CODE:
FN = FINANCE
MG = MANAGEMENT
MK = MARKETING
IS = INFORMATION SYSTEMS
PR = PRODUCTION OF A PRODUCT
RD = RESEARCH AND DEVELOPMENT
SV = THE PROVIDING OF A SERVICE
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August 3rd, 2017 
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