Tiffeny’s Jewelery Strategy Report:

Executive Summary (no word limit)
This is a one page summary. It should be self-?contained, i.e., should provide a busy reader with the most
important information from the report, even if he/she never reads the body of the report. This is NOT a
preface that merely introduces the report. Write this section after completing the rest of your report, even
though it is placed at the beginning of the report.
2. Introduction (250 words)
Strategies and Performance: Identify or infer the organization’s current mission, major business objectives,
and strategies (especially corporate-?level and competitive strategies). Evaluate the effectiveness or
appropriateness of these strategies, including the organization’s portfolio of businesses (for diversiied
irms) and competitive strategy -? don?t just describe them. Evaluate its performance (refer to its ROIC,
growth rate, proit margins, etc.). Briely summarize how well the organization has been performing against
their objectives and in general.
3. Analysis of the External Environment (250 words)
Scan and analyze important factors, trends, and probable future conditions to identify key opportunities and
threats for the organization. ?General Environment: What are the TWO most important general and signiicant
trends in the economic, social, political, natural, global, technological, demographic environments of the
irm? How will they affect the irm? ?Business Environment : Industry structure and competitive environment
(use Porter’s 5-?force model, the extended version if appropriate, the industry opportunities framework).
Include industry growth trends, key success factors. Is the industry attractive? What are the TWO the TWO
most important opportunities in the irm?s industry?
4. Internal Analysis (250 words)
most important threats and Scan and analyze each of the major functional areas, particularly to identify the
organization’s strengths and weaknesses. What are the TWO most important resources and/or capabilities that
the irm has? Are they valuable/relevant, rare/scarce,
inimitable/durable/transferable/non-?substitutable/costly to imitate? Add value beyond mere description to
ask and evaluate, how well is this working? Look for distinctive competencies, sources of competitive
advantage, and major ways the organization creates value through its operations. The following ive areas are
one convenient breakdown. Listed under each are some topics that could be important, but don?t consider these
as a mandatory checklist . ?Marketing : product mix, customer segments, pricing strategy, distribution,
promotion (note connections between this and the business environment analysis in the External Analysis
section). ?Financial : draw conclusions about their inancial condition from analysis of proitability,
liquidity, leverage, activity, and investment community relations. You need to use comparative inancial
information (industry averages or igures for key competitors) to make sense of the organization’s inancial
data and trends. It is vital that you present conclusions, including an assessment of their overall inancial
condition -? not just numbers and graphs. ?Production/Operations : locations and capacities of facilities
relative to demand, output allocation (what is done where, when, in what cycles), labor/capital intensity,
eficiency, aging & obsolescence, inventory levels, quality objectives and results. ?Technology :
technology strategy, technological position, how this position was obtained and is maintained, extent and
thrust of R&D, industry trends and competitor strategies (note connections with the External Analysis,
which deals with technology developments outside the company). ?Organizational : everything else worthy of
note, including top management and key staff resources, board of directors, employee/labor relations,
organization structure, reward systems, culture. Your report must include an analysis of the TWO
resources/capabilities. One good way to handle this is to put it in an appendix, then refer to it in the
sections on Internal Analysis, External Analysis, and Integration of Major Strategic Issues.
5. Major Strategic Issue (250 words)
In this section, integrate the major findings from your analysis in the previous two sections. State clearly
the most important (ONE ) major critical issue you have identiied, and summarize the reasons that led you to
choose it as the major critical issue. What is the issue? And why this issue is the most critical? You may
also discuss a few other issues, but please make it clear which you have chosen as the critical issue. A
critical issue may include problems, threats, or weaknesses (occasionally opportunities), but will more
likely involve the interaction of several of these (e.g., a irm’s current strong market position being
challenged by an innovative competitor). Consider both short-? and long-?range issues.
6. Available Alternative Strategies (250 words)
Present TWO strategic alternatives available to the organization that can be considered reasonable in the
context of your analysis/diagnosis. This does not mean listing every textbook strategy, but does require
identifying a range of alternatives for this particular business situation, showing understanding of the
current strategies. Consider corporate level strategy, competitive strategy, and (possibly) other functional
strategies. In addition to identifying an alternative, provide a balanced critique of the alternative, as it
relates to the situation, for example: issues and problems addressed by the alternative, problems created,
and how the alternative relates to the strengths, weaknesses, opportunities, and threats of this business
situation. Be sure to consider implementation implications. As you perform this part of the case analysis,
you should make clear which is the best strategy.