Strategic Audit
Order Description
STRATEGIC AUDIT PART II (i will attach description too. )

I. Current Strategic Posture: What are the company’s current mission, vision, objectives, strategies, and policies?

1. Mission: What business (es) is the company in? Why?
2. Objectives: What are the corporate, business, and functional objectives?
3. Strategies: What strategy or mix of strategies is the company following?
4. Do the current mission, objectives, strategies, and policies reflect the company’s national –
international operations, whether global or multidomestic?
II. Internal Environment SW (Strength and Weaknesses)

a. Corporate Structure

1. How is the company structured at present?

i. ls the decision making authority centralized around one group or decentralized to
many units?
ii. Is the company organized on the basis of functions, projects, geography, or some
combination of these?
2. In what ways does this structure compare with those of similar company’s?

b. Corporate Culture

1. What are the main values of the company? ls the culture consistent with the current
objectives, strategies, policies, and programs?
2. What is the cultures position on important issues facing the company (that is, on
productivity, quality of performance, adaptability to changing conditions, and
internationalization)

c. Corporate Resources

1. Marketing

a. What are the company’s current marketing objectives, strategies, policies
programs?

b. How well is the company performing in terms of analysis of market position and
marketing mix (that is, product, price, place, and promotion) in both domestic
and international markets? What percentage of sales comes from foreign
operations? Where are current products in the product life cycle?

c. How well does the company’s marketing performance compare with that of
similar companies?

2. Finance

a. How well is the company performing in terms of financial analysis? (Consider
ratio analysis) How balanced, in terms of cash flow, is the company’s portfolio of
products and businesses?

c. How well does the company’s financial performance compare with that of similar
companies?

3. Research and Development (R&D)

a. What are the company’s current R&D objectives, strategies, policies, and
programs?

b. Is the company competent in technology transfer?

c. How well does the company’s investment in R&D compare with the investments
of similar companies?

4. Operations and Logistics

a. What are the company’s current manufacturing/service objectives, strategies,
policies, and programs?

5. Human Resources Management (HRM)

a. What are the company’s current HRM objectives, strategies, policies, and
programs?

i. Are they clearly stated or merely implied from performance and/or
budgets?
ii. Are they consistent with the company’s mission, objectives, strategies,
and policies and with internal and external environments?
i. What impact have these trends had on past performance and how might
these trends affect future performance?
ii. Does HRM provide the company with a competitive advantage?

6. Information Systems (IS)
a. What are the company’s current IS objectives, strategies, policies, and programs?

I need a strategic audit paper on the company Starbucks.I am uploading a strategic audit guide and 2 sample strategic audit papers. This paper needs about 30 references, and a table of contents page. The paper needs regression analyses, charts, graphs to prove the information in the paper.
Strategic Audit

Introduction to the Organization – History of the Company & Current Status
When was the organization founded, why and by whom?
Discuss unusual history associated with the organization.
Is it privately or publicly held?
Other information?

Identification of the Industry and the Competitors — Industry definition is necessary so that competitors can be identified; macro-environmental forces that affect the organization and its industry can be assessed, and the organization’s relative strengths and weaknesses can be compared to other organizations within the industry.

Analysis of the Industry
Strategic Group(s) in which the company exists and competitors in it/them.
Intensity of rivalry among existing competitors (Use Porters 5 Forces for B,C,D,E, & F)
Threat of new competitors entering the industry
Threat of substitute products or services
Bargaining power of buyers
Bargaining power of suppliers
Potential Profitability of the Industry – What organizations have succeeded and failed in the industry and why?
What are the Critical Success Factors for the industry?

Analysis of the Macro-Environment
What political/legal forces affect the industry?
What economic forces affect the industry?
What social forces affect the industry?
What technological forces affect the industry?
What are the threats and opportunities facing the organization?

What is the organization’s measurement and control system?
Current financial position – Is the organization financially sound?
Compare with competitors and standards.
Use financial analysis tools.
What are the organization’s Key Performance Indicators (KPI’s)?

Analysis of the Organization (Mission, Vision, Core Values, Operating Guidelines, Core Competencies, Goals)
What is the mission of the organization? Has the mission changed over time?
What is the vision of the organization? Has the vision changed over time?
What are the organizations core values and operating guidelines?
What are the organization’s core competencies? How are they unique?
What are the organization’s broad and specific goals?

Analysis of the Organization – Organization-Level and Business Unit Strategies
What are the current organization-level strategies? Business unit strategies?
How are the strategies aligned with the goals?
Compare this organization’s strategies with those of competitors.
Use SWOT analysis and Gap analysis to suggest strategies.
Evaluate strategies (advantages & disadvantages of each strategy).
Key performance indicators (KPI’s)

Analysis of the Organization – Functional Strategies
Marketing – Finance – Operations – Purchasing – Human Resources – Information Systems
How well are the functional strategies aligned?

Analyze organization’s improvement/change initiatives (e.g., Six Sigma, SQM, TQM, Lean Manufacturing, JIT, Process Reengineering, High Performance Work Teams, Assessment using Malcolm Baldrige National Quality Award Criteria, ISO 9000, ISO 14000, Benchmarking, Balanced Scorecard, etc.)
Previous & current impact/success of improvement initiatives.
Alignment of improvement initiatives and integration into strategic management of the organization.
Comparison of improvement initiatives with other organizations within and outside the industry.
Conclusion and Future of Organization
Comment about the organization’s profile for future competitiveness and success.
What does the organization have to do right to succeed (organization’s Critical Success Factors)?
What are the expected results in terms of short-and long-term profitabili