WEEKLY PRESENTATIONS STRATEGIC MANAGEMENT-TEAM COMPANY ANALYSIS PROJECT
Below is a list of the weekly individual presentations for your team project.
Each presentation can be made as an individual or as teams of two.
Each presentation should not be more than10 minutes in length and address
specifically only the issues outlined for each week’s presentation.
A copy of the presentation should be sent to Instructor the day before it is scheduled.
1. COMPANY and Industry OVERVIEW: (Wed. Feb. 12, 2020)
Present a brief history of the company, including the founders; when and where
the company was founded; original purpose of the company; original products
and services offered; founding principles, and values; milestones in history of
company; industry; markets served; current products and services; geographical
reach of company; primary financial data (current total annual revenues,
current net profit, net profit margin, number of employees, number of locations,
revenue growth rate over past three years); and current Mission, and Strategic
This presentation should answer the questions: ‘who the company is, and what
are they are trying to accomplish’; and sets the stage for a more detailed
industry and competitive analysis.
2. GENERAL ENVIRONMENTAL ANALYSIS: (Wed. Feb. 19, 2020)
Review each of the six categories of the General Environment (demographic,
socio-cultural, political/legal, technological, economic, and global) and identify
within each of the significant trends that affect the industry that your company
For each trend, identify how your industry is affected (positively or negatively).
Explain what each trend means for the growth and profitability of your industry.
Based on this general environmental analysis, what are the Major Threats and
Opportunities for the industry and therefore the company?
COMPETITIVE ENVIRONMENT, COMPETITORS, AND LIFE-CYCLE: (Wed. Feb. 26,
(a) Complete a PORTER’S FIVE FORCES ANALYSIS for the industry in which your
company competes. Define the strength of each force (are they are weak,
moderate, or strong), and explain why. What does the analysis mean in terms of
profit potential for firms in the industry? Is there good potential for profits, are is it
limited? What does the analysis tell you about what strategy (or strategies) might be
the most appropriate for profitable success in the industry?
(b) Identify three (3) significant COMPETITORS, in the industry (or industries) in which your
firm competes. They should be firms that are similar to your company in terms of
products and services offered and geographical reach. Briefly describe each
competitor (what products and services they provide, their current annual revenues,
profit margin, three-year revenue growth, number of locations, number of employees,
and current strategy- low-cost provider; differentiation, focus, a combination, or ‘lost in
the middle with no clear strategy. What are each competitor’s significant strengths?
What are their weaknesses? What resources and capabilities do they have they may
give them a strategic advantage?
(c) Identify any significant complementors in the industry that your company is in.
Complementors are companies that sell products or provide services that add value (or
complement) the products of companies in the industry because, when used together,
the combined products better satisfy customer demands. Complementors can have a
significant effect on the market for a product or service, and on the industry’s
profitability. All industries do not have substantial Complementors. As an example, the
movie theater industry is highly dependent on movie production companies
(complementors), which have a considerable impact on the industry’s revenues and
(d) What Stage is the industry in Its LIFE-CYCLE? What evidence is there to support the
stage (sales trends, demographics, etc.)? What does this mean in terms of general
strategy and strategic actions?
(e) CONCLUSIONS-what are the conclusions from the above analysis? What can be
said about the competitive nature of the industry? What can be said about the major
competitors in the industry? What can be said about the Life-cycle of the insustry?
4. Internal Analysis: VALUE CHAIN and RESOURCE ANALYSIS: (Wed. Mar. 4, 2020)
(a) Complete a VALUE CHAIN ANALYSIS for your company, identifying each of
the major primary and support activities applicable to your firm in providing
their products and services to its customers. Which ones are most important to
success in the industry, and why?
(b) EVALUATE how well your company performs each of these significant
activities compared to its major competitors. Identify ones that require
Improvement and any that represent a Strategic Advantage that could be
(c) Identify the RESOURCES that your company has that could be the basis of
Resources: Assets of a company:
▪ Tangible support: Physical entities.
▪ Land, buildings, inventory, and money (etc.)
▪ Intangible resources: Non-physical entities created by managers and
other employees (e.g., Brand names, company reputation, and
intellectual property, etc.)
Organizational Capabilities- Company’s skills at coordinating its resources
and putting them to productive use. What does the company do well
Examples of organizational capabilities include the ability to provide outstanding
customer service or superior product development capabilities. Examples of tangible
assets might consist of a strong balance sheet with lots of cash, several valuable
locations, etc. Which resources might be a source of competitive advantage?
(d) Based on this analysis, what are the company’s STRENGTHS, and what are the
5. Financial Analysis: (Wed. Mar. 11, 2020)
(a) Complete a three-year (most current full three years) financial analysis for
your company and each of its major competitors.
Present the information as ratios, percentages, or dollar amounts. Graphs and
pie charts are beneficial for showing trends and relative comparisons. Use
relevant metrics for your industry. For example, if your companies are in the retail
business and have brick-and-mortar stores, relevant metrics would be inventory
turns, sales dollars per square foot of floor space, and sales per employee. To be
consistent and accurate, all figures should be taken from the most current
financial report of each company. Also include general performance measures
for all companies such as ROA (return on assets), ROIC (Return on invested
capital), Gross profit margin, and balance sheet information such as debt, debt
ratios, and free cash flow.
FINANCIAL COMPARISION EXAMPLE
Current Year Total
Net Profit Margin
Return on Assets
Total Long-term Debt
Debt to Equity
Return on Invested Capital
Annual Inventory Turnover
Free Cash Flow
Cash and short-term
Sales growth (3-year avg.)
Earnings Growth (3yr. avg.)
(b) What does the financial analysis tell you about your firm relative to the
competition? Where is your company doing better than its competitors are?
Where does it need to improve? What actions should your company take to
improve in areas where they are not doing as well as competitors.
Financial Measures Calculations:
Debt to Equity Ratio=(total debt/total equity)
Inventory Turnover=(cost of goods sold)/(inventory)
Net Profit Margin=(net income)/(sales)
Return on Assets=(net income)/(total assets)
Sales per employee=(annual sales)/(total employees)
Sales per square foot=(annual sales)/total square feet of facilities)
Return on Invested Capital=Net Income/(total equity+long-term debt)
6. SUMMARY, STRATEGIC OPTIONS, and ACTIONS: (Wed. Mar. 18, 2020)
(a) Review the information that you have gathered about your company: its
history, values, goals; its general and competitive environments; financial
analysis; industry life-cycle, Porter’s Five Forces analysis; competitors;
opportunities and threats; value-chain analysis; resources; capabilities; strengths
and weaknesses, and the financial analysis.
(b) WHAT ARE THE MAJOR ISSUES YOUR INDUSTRY AND COMPANY ARE FACING?
Summarize the issues in each of the categories.
(c)What are the possible strategic options for your company?
(d) What strategy is best suited for your company (Cost leadership.
Differentiation, Focus, Turnaround, or a Combination), and why?
(e) Based on the strategy that you recommend, what are the major actions that
your company needs to take to ensure future profitability and growth?
Arkansas State University
Competitive Environment, Competitors, & Life-Cycle
Porter’s Five Forces of the Food Manufacturing Industry
● Threat of New Entrants
LOW – industry is unnatractive
● Bargaining power of Suppliers
LOW – Kellogg’s mass production holds
● Threat of substitutes
HIGH – Breakfast foods are becoming
obsolete and snacks are available by the
● Power of complement providers
● Bargaining power of buyers
HIGH – not a necessity
● Rivalry among established firms in
Significant Competitor – General Mills
Gold Medal flour, Annie’s Homegrown,
Betty Crocker, Yoplait, Colombo, Totino’s,
Pillsbury, Old El Paso, Häagen-Dazs,
Cheerios, Trix, Cocoa Puffs, and Lucky
Current Annual Revenue: $16.87B
Profit Margin: 35.49%
3 year Revenue Growth +3.68%
Successful training and learning programs
Poor product demand
Inability to segway into other product
Significant Competitor – Nestle
baby food, medical food, bottled water,
breakfast cereals, coffee and tea,
confectionery, dairy products, ice cream,
frozen food, pet foods, and snacks
Current Annual Revenue: $91.4B
Profit Margin: 17%
3 year Revenue Growth: 3.5%
120 of locations in USA
Over 44,000 employees
Unmatched research and development
Extreme Geographical Reach
Significant Competitor – Mondelez International
Belvita, Chips Ahoy!, Nabisco, Oreo, Ritz, TUC,
Triscuit, LU, Club Social, Barny and Peek Freans
(cookies and crackers); Milka, Côte d’Or, Toblerone,
Cadbury, Green & Black’s, Freia, Marabou, Fry’s,
Lacta (chocolate), Trident
Strong Distribution Habits
Current Annual Revenue: $25.896B
Profit Margin: 39.30%
3 year Revenue Growth: +4.1%
Several well known brand products
● Food manufacturing industry is sustainable
● It is threatened by the trend of healthy eaters
● Breakfast foods are becoming obsolete
● Porter’s Analysis on the food manufacturing industry shows that it is competitive
and offers moderate profit potential
● The industry does not have true complementors of any true form. It is stand
● The Life-Cycle is sustainable and in a moderate phase
● To be successful in this industry, the companies must find successful market
segments outside of breakfast food segment.
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