Module 2 Assignment 2Use The LibraryUse the TextEvaluate I.docx

Module 2 Assignment 2
Use The Library
Use the Text
Evaluate Internet Sites
Check the Announcements and the Module 2 Assignment 1
discussion thread for additional information and tips
Assignment directions
Apply concepts and theories from the assigned reading; use
unbiased sources; do not restate – analyze and explain
Assignment Directions
This assignment has you complete two parts of a strategic
business plan.
To see how those parts fit into a full business plan, see the
outline in the link for a strategic business plan outline in the
assignment directions or under Doc Sharing and Module 2.
This paper has 3 Parts. The first 2 parts are based on your
internal and external analysis (see next slide). The 3rd part
includes your analysis of competitors.
Part 1: External Environment Analysis
Part 2: Internal Environmental Analysis
Part 3: Competitor Analysis
Assignment
Part 1: External Analysis

Identify driving forces in the industry
Analyze the dynamics of competition using Porter's Five Forces
Model
Part 2 Internal Environment Analysis: Finance
Create a Balanced Scorecard
Conduct a Ratio Analysis based on Harley Davidson’s five-year
financial performance
Part 2 Internal Environment Analysis: Competitors
Describe 2 Main Competitors and perform Ratio Analysis
Describe trends in financial performance over five years, and
compare the trends to industry averages of the 2 competitors.
Provide statistics on the size of the Motorcycle Industry
(revenue, growth rate, number of units sold by
manufacturer/country, etc. )

Summarize issues and threats
Address metrics and measures for Financial ; Customer; Internal
Business Process; Learning and Growth
Part I – Analysis of the External Environment
As part of the Strategic Business Plan, you have been asked to:
Identify and analyze the major driving forces for change in the
external environment of the motorcycle industry.
Analyze the dynamics of competition using Porter's Five Forces
Model of Competition.
Correctly assess the dynamics of competition.
Provide at least three statistics about the size of the motorcycle
industry such as revenue, growth rate, number of units sold by
manufacturer/country, etc.
Summarize the strategic issues firms in this industry face and
identify their biggest threats.
Content Information to use as a research and analysis Guide
I. Industry and Competitive Analysis
Questions

involved
What are the boundaries of the industry?
2. What is the structure of the industry?
3. Which firms are our competitors?
4. What are the major determinants of
competition?
Three stages in Porters external analysis
Analyze industry structure
How concentrated is it?
What are the dynamics
Analyze the industry
Are there powerful buyers?
Are there powerful suppliers?
Analyze its long term viability
Will more firms enter?
Will substitute products or services be found?
Section 2 up to barriers to entry
The Firm’s External Environment
THE FIRM
Operating Environment (Global and Domestic)
Competitors

Labor
Suppliers
Customers
Industry Environment (Global and Domestic)
Entry barriers
Supplier power
Buyer power
Substitute availability
Competitive
rivalry
Creditors
Remote Environment (Global and Domestic)
Economic
Social
Political
Technological
Ecological
External Environmental Analysis
A continuous process which includes
Scanning: Identifying early signals of environmental
changes and trends
Monitoring: Detecting meaning through ongoing observations of
environmental changes and trends
Forecasting: Developing projections of anticipated outcomes
based on monitored changes and trends
Assessing: Determining the timing and importance of
environmental changes and trends for firms’ strategies and their
management
10

External Environmental Analysis
Strategic Intent
Strategic Mission
The External
Environment
Analysis of macro/general environment
Analysis of task environment
Analysis of competitor environment
The External
Environment
11
Motorcycle Industry
What are the major driving forces in this industry?
Who are the customers? What are they like?
Who care the competitors?
What is the environment like?
Is this organization stable in the uncertainty of the market?
The external review should address the “Big Picture Level” and
“The Industry Level.”
Big Picture Level
Economic trends
Political
Society/environmental/ consumer
International
Industry Level
Competition
Technology

Demand patterns
Supply and suppliers
Industrial relations
Skills
External Analysis
14
AN ORGANIZATION’S ENVIRONMENT
Industry Sector
Competitors,
Industry size and Characteristics, Related Industries
Raw Materials Sector
Suppliers, Manufacturers, Real Estate
Human Resources Sector
Labor Market, Employment Agencies, Universities, Training
Schools, Employees in Other Companies, Unionization
Financial Resources Sector
Stock Markets, Banks,
Savings and Loans,
Private Investors
Market Sector
Customers, Clients, Potential Users of Products and Services
Technology Sector
Techniques of Production, Science, Research Centers,
Automation, New Materials

Economic Conditions Sector
Recession, Unemployment Rate, Inflation rate, Rate of
Investment, Economics, Growth
Government Sector
City, State, Federal Laws and Regulations, Taxes, Services,
Court System, Political Processes
Socio-Cultural sector
Age, Values, Beliefs, Education, Religion, Work Ethic, Urban
vs. Rural, Birth Rate
ORGANIZATION
DOMAIN
Task Environment
Macro Environment
Porter’s Five forces model
SUPPLIERS
BUYERS
POTENTIAL

ENTRANTS
SUBSTITUTES
INDUSTRY
COMPETITORS
Rivalry among existing firms
1.
Threat of new entrants
3a.
Threat of substitute new products or services
3b.
Bargaining power
of buyers
2b.
Bargaining power
of suppliers
2a.
Porter (1980)
Interpreting Environmental Factors
Environmental
Scan

Opportunities?
Threats?
17
Assignment Outline
Outline for Part 1
Analysis of the External Environment (This section should be
titled "The Analysis of H-D's External Environment.“)
Competitive Environment
Porter’s Five Forces Model
Dynamics of Competition/ Competitor Analysis
Statistics on the size of the Motorcycle Industry (revenue,
growth rate, number of units sold by manufacturer/country, etc.
)
Strategic Challenges/ Issues facing the Industry
Summary of External Analysis
Part II – Internal Environment Analysis
Financial
Gather the financial information necessary to do a complete

ratio analysis and the Balance Score Card (BSC) key metrics
information.
If you were going to create a BSC, what would be the key
metrics you would measure in each of the four BSC areas:
Financial
Customer
Internal Business Process
Learning and Growth
Perform a ratio analysis using H-D's five-year financial
performance.
Interpret the meaning of the ratios and financial performance.
Balanced Scorecard
Use the balanced scorecard or another similar tool to
recommend indicators and measurements that will tell you if the
company is successful or unsuccessful in progressing toward
your vision through execution of strategy.
A balanced scorecard presents organizational performance on
four primary groups of measures:
Financial
Customer (external stakeholder)
Learning and growth
Internal process

Considerations
The customer's perspective. Managers must know if their
organization is satisfying customer needs. They must determine
the answer to the question, How do customers see us?
The internal business perspective. Managers need to focus on
those critical internal operations that enable them to satisfy
customer needs. They must answer the question, What must we
excel at?
The innovation and learning perspective. An organization's
ability to innovate, improve, and learn ties directly to its value
as an organization. Managers must answer the question, Can we
continue to improve and create value for our services?
The financial perspective. In the private sector, these measures
have typically focused on profit and market share.
Financial
Internal
Business
Process
Customer
Learning
and Growth
Vision and
Strategy
23

Balanced Scorecard
Outline Part 2
2. Internal Environment Analysis (The Analysis of H-D's
Current Strategy: Two Views." )
Balanced scorecard
Financial
Customer
Internal Business Process
Learning and Growth
Financial Ratio Analysis/ Five year period
Summary of Internal Analysis
Part II – Internal Environment Analysis: Competitors
Based on your analysis, you must decide which two competitors
present the biggest competitive threat to H-D.
Perform a financial ratio analysis for the competitors after
looking at trends in financial performance over five years, and
compare the trends to industry averages.
Be sure you have a clear ranking of the industries' competitors.
Outline for Competitor Analysis
This section should be titled "Competitor Analysis." Be sure to
include the financial ratio analysis. You may also include other
graphics to support your narrative.
Competitors
Trends

Industry Averages
Rank order of competitor
Competitor 1
Trends in financial performance over five years
Competitor 2
Trends in financial performance over five years
Summary of competition
Competitive Analysis Comes Out of Customer Analysis
Understand customers needs and wants
Identify current and potential competitors
Perform industry analysis, identify suppliers and common
intermediaries
Understand your competitors
Determine competitor strategies (present and future)
4/28/2018
28
Forces Driving Industry Competition
Suppliers
Substitutes

Industry Competitors
Rivalry Among
Existing Firms
New
Entrants
Buyers
Bargaining power
of suppliers
Threat of substitute
products or services
Bargaining power
of buyers
Threat of new entrants
Variables in Identifying Competitors
How do other firms define the scope of their market?
The more similar the definitions of firms, the more likely the
firms will view each other as competitors
How similar are the benefits the customers derive from the
products and services other firms offer?
The more similar the benefits, the higher the level of
substitutability between them
How committed are other firms to the industry?
To size up commitment of potential competitors to industry,
reliable intelligence data are needed concerning potential
resource commitments

Dr. Philip M. Shafer | Spring 2018 | ENGL 2320 World Lit II |
Sophomore Literature Assessment
The Language, Literature, and Philosophy Dept.has sent all of
the teachers of sophomore literature
courses (like ours) a specific set of parameters for an
assessment. This is meant to measure how well
the English teachers at this university are helping students
understand how literature contains
certain kinds of ideas and how those affect those who read it.
Essentially, this is about how the
cultural values, forces, and universals (all things that can be
placed under the blanket term
“ideologies”) from a different time, place, or society affect us
now.
I think that we should use our analyses of fairy tales to respond
to this assignment. So, in an effort to
keep my job and provide the LLP Dept. with what it needs, here
is my idea for the assignment.
Construct a 1-2 page MLA document (Word—no apple pages or
pdf—double-spaced, 12-pt font,
in-text citations, Work Cited page, etc.) that responds to the
following prompt:
Even though it is clear that fairy tales are considered to be
fantasy, there are still
potentially elements, ideas, and messages within them that
reflect reality (the “real”
world). Choose a fairy tale that we have read in class (“Hansel
and Gretel,” “Little Red
Riding Hood,” “Sleeping Beauty,” “The Princess and the Pea”)
or another (that must be

signed off by me) and identify five ways that it represents
reality. Of course, as with all
other assignments in this course, you MUST also EXPLAIN
each of these five.
NOTE: Please remember that this MUST be original work;
Simply grabbing something off of the
Internet will not work. You will receive a 0 (zero) for the
assignment if you plagiarize.
Furthermore, there is no reason to plagiarize; I will help you to
make sure that you understand
the assignment (we will take the time to define each part of the
assignment). This assignment
will be due in the Fairy Tale Lit LLP Assessment dropbox by
11:59pm on Sun, Apr 29, 2018 (just
like all of the other assignments).
Page 1 of 2
Market Analysis Worksheet
©2010 Argosy University
Market Analysis Worksheet/ Outline
The purpose of this worksheet is to help in analyzing the
company, it’s products/ brands to get an understanding as to
where the strengths/ weaknesses are located. This outline can be
modified to suit your needs and the information you

have assembled. It is unlikely that you will use all of those
listed below. This will aid in making comparisons to
competitors offerings within the same industry/ product class/
market.
A. Category Analysis (largest to smallest OR those ideal for this
company)
1. Segment (by demographic or product class or region/
country)
a. Description
b. Size ($/ units)
c. Growth Rate
2. Situation
a. Current
b. Emerging Trends
3. Estimated Profit Potential of Trends
4. Opportunities created by the Trends
Conclusion of Category Analysis
B. Brand Analysis (list for each brand OR category of product)
1. Estimated Sales
2. Points of Differentiation
3. Perceived Quality
4. Pricing
5. Value Proposition
6. Core Brand Message
7. Estimated Marketing Budget
Conclusion of Brand Analysis

C. Brand Architecture Worksheet
1. Brand Elements (Strategies/ Descriptions/ Comments)
a. Brand Product/ Service/ Amenities
b. Brand Visions
c. Brand Promise
d. Brand Quality
e. Brand Positioning
f. Brand Targeting
g. Brand Scope
h. Brand Size
i. Brand Distribution
j. Brand Message
k. Brand Association
l. Key Customer Benefits
Page 2 of 2
Market Analysis Worksheet
©2010 Argosy University
Conclusion of Brand Elements
D. Points of Differentiation Worksheet by Brand
1. Parity Features
2. Meaningful Points of Differentiation
3. Primary Reason Why People Buy the Brand
Conclusion of Points of Differentiation by Brand

E. Gap Analysis: Areas of Improvement by Brand
1. Gaps
2. Areas of Improvement
Conclusion of Gap Analysis
F. Summary of Market Analysis Findings
Strategic Business Plan Outline
Part I – Feasibility Study
I. Cover page
II. Table of Contents
III. Executive Summary
IV. Summary of Strategic Direction
[Module 1]
a. Vision
b. Mission/ Corporate Values
c. Goals
V. Stakeholders Interest/ Needs
VI. Analysis of the External Environment

[Module 2- Part 1]
a. Results from Scanning
b. Results from Monitoring
c. Competitive Environment
i. Porter’s Five Forces Model
ii. Value Net Analysis
iii. Dynamics of Competition/ Competitor Analysis
d. Strategic Challenges/ Issues facing the Industry
VII. Internal Environment Analysis
[Module 2 – Part 2]
a. SWOT Analysis
b. Value Chain Analysis
i. Primary Activities
ii. Secondary Activities
iii. Resource Based Analysis
1. Internal

2. External
3. Achieving Sustainable Competitive Advantage
iv. Financial Ratio Analysis/ Five year period
VIII. Strategy Analysis
[Module 3]
a. Cost Leadership Strategy
i. Identify elements that could lead to sustainable advantage
ii. Advantages/ Disadvantages of this strategy
b. Differentiation Strategy
c. Focus Strategy
d. Combination Strategy
using several of Cost/ Differentiation/ Focus

e. Industry/ Firm Life Cycle
i. Strategic implications of each stage analyzed
IX. Corporate Level Strategy
[Module 3
a. Identify consequences of Diversification
i. Economies of Scope
ii. Revenue Enhancement
iii. Market Power
b. Identify unrelated Diversification
i. Financial Synergy
ii. Parenting
c. Methods of achieving Diversification
i. Mergers & Acquisitions
ii. Strategic Alliances/ Joint Ventures
iii. Internal Development

d. Corporate Ethics in Value Creation
X. Feasibility Study Summary
a. Conclusions
b. Recommendations
XI. Appendix
Part II – Strategic Plan
XII. Cover page
XIII. Table of Contents
XIV. Executive Summary
XV. Global Economy/ Factors Affecting Global Economy
[Module 4]
a. Motivations/ Risks
i. Motivations for Expansion
ii. Risks in Expansion
b. Competitive Advantage in Global Markets
c. Entry Strategies for Global Expansion
d. Internet Approach/ Strategy
i. How the Internet adds value
ii. Internet Business Models

iii. Competitive Strategies
iv. Leverage E-Business Capabilities
XVI. Corporate Leadership
[Module 5]
a. Direction Setting
b. Organizational Design
c. Organizational Culture
d. Leadership Traits
e. Ethical Organization Characteristics
i. Identify elements
ii. Identify missing elements
f. Learning Organization Characteristics
i. Identify elements
ii. Identify missing elements
XVII. Strategic Plan Summary

a. Conclusions
b. Recommendations
c. Implementation
d. Risks
XVIII. Appendix

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