Facebook Audit

Part 2: Strategic Managers Facebook A. Board of Directors • Who’s on it • How many • Key observations with respect to current performance summary above B. Top Management • Experience/Origin • Responsibility for current standing? • Capability of Change (if needed)? SUMMARY: What is the “bottom line” to what you’ve discovered above (good/bad/etc.)?

Part 3: External Analysis FACEBOOK

  1. Natural Environment (if applicable)
  2. EXTERNAL (Societal) Environment (ID top 2 factors in each category)
    1. Economic
    2. Technology
    3. Socio-Demographic
    4. Political/Legal

Summary: What is the “bottom line” to what you’ve discovered above (good/bad/etc.)? Which are threats and which are opportunities? This section should clearly indicate what the firm is clearly GOOD at (if applicable) and what they need to pay attention to (as either opportunities or threats).

Part 4: Internal Analysis

  1. Stakeholder Assessment:
  • Key parties to account for
    • Inner Circle Stakeholders
    • Outer Circle Stakeholders
    • Other groups that matter
  • Type of firm (how do they compete?)
  • Who do they compete with and in what areas?
  • Porter’s 5 Forces
    • Threat of new entrants
    • Bargaining power of buyers
    • Threat of substitutes
    • Bargaining power of suppliers
    • Rivalry among competitors
  • Relative power of outer-circle stakeholders

 

  1. Organizational Assessment
  • Corporate Structure
    • How are they structured
    • Degree of Centralization w/ respect to decision-making
    • Organizational design (how is the firm organized…by function, geography, product, or customer)
  • Corporate Culture
    • What is the firm’s culture
    • Alignment between culture and stated objectives/policies/programs?
    • Culture alignment w/ sustainability
    • Culture alignment w/ diversity, adaptability, learning

 

  1. Functional capability
  • Marketing
    • Alignment between marketing strategy and overall strategy?
    • Mix (4 P’s)
      • Product
      • Price
      • Promotion
      • Placement
    • Scope of Marketing function (size, spend, # of employees affected, EE turnover, etc.)
    • Comparison to key competitors?
  • Operations
    • How are they Departmentalized (functional, product, customer, geographic)?
    • What is their core operation(s)?
    • How strong are they relative to competitors?
    • How long can they sustain this performance?
  • Technology
    • Alignment to strategic approach
    • How critical to day-to-day operations
    • Scope of Technology function (size, spend, # of employees affected, EE turnover, etc.)
    • Supply Chain
    • Customer Impact
    • Comparison to key competitors?
  • Finance
    • Key financial metrics
      • Leverage (debt to assets)
        • ROA
        • ROE
        • Cash Flow
        • NOI
        • Gross Revenue
      • How is the firm performing from a financial standpoint (improving, struggling, performance relative to stated goals/objectives)
      • Comparison to key competitors?
    • R&D (Research & Development)
      • What are the firm’s R&D objectives/programs/policies?
      • Annual Spend
      • Commitment from top-level management to R&D
      • What “returns” has the firm generated from their R&D efforts?
      • How does R&D align w/ the firm’s overall operational approach?
      • How does R&D align/support efforts with respect to sustainability, diversity, and employee learning?
      • Comparison to key competitors?
    • HRM (Human Resource Management)
      • What the firm’s key HRM objectives?
      • How does the firm’s HRM function/strategy align w/ the firm’s overall strategy and operational approach
      • Scope of HRM function (size, spend, # of employees affected, EE turnover, etc.)
      • Comparison to key competitors?

Part 5: Analysis of Strategic Factors

  1. SWOT Analysis
    • Strengths
    • Weaknesses
    • Opportunities
    • Threats
  2. TOWS Analysis
    • Strengths / Opportunities
    • Strengths/Threats
    • Weaknesses/Opportunities
    • Weaknesses/Threats

 

  1. Review of Mission and Objectives
    • Are the firm’s stated mission/objectives aligned w/ your analysis to date?
    • What changes should be made?
    • How will these changes impact the firm?

Part 6: Problem Statement, Alternatives, and Recommendation (SDM Process)

Problem/Opportunity Statement (SDM-Step 1):

This is STEP 1 from the SDM Process. This should be one statement that concisely summarizes the context for the approach you are going to take. Support the statement per your findings/analysis from Parts 1-5 as well. Note…This is NOT your selected strategy.

Criteria (SDM-Steps 2-3)

This is step 2 and 3 from the SDM process. Here we identify the strategic criteria we will use to quantitatively evaluate our potential alternatives. We should not only identify the criteria, but also…

 

  • Briefly define them (be clear as to what you mean w/ your terminology, include the UNITS you will use to measure them and the METHOD you’ll use to measure them)
  • Explain why they were selected
  • Weight them (which are more/less important)
  • Explain the weighting (why is one criterion MORE important than another)
  • You need five (5) different criteria.

 

Strategic Alternatives (SDM Step 4-5)

This is step 4 and 5 from the SDM process. Be sure you clearly describe what each alternative means and entails and how it COULD deliver on the STRATEGY statement above EXCLUSIVE of any of the other alternatives. relevant to all potential alternatives. Discuss Strategic Pros/Cons for each. Your analysis of each alternative should include BOTH a quantitative assessment based on how each alternative ranks relative to your criteria AND any qualitative analysis (i.e. stuff NOT accounted for in your criteria evaluation)

 

  • Alternative 1
    • Quantitative Evaluation (Performance vs. EACH criterion)
    • Qualitative Evaluation (Other Pros/Cons)
  • Alternative 2
    • Quantitative Evaluation (Performance vs. EACH criterion)
    • Qualitative Evaluation (Other Pros/Cons)
  • Alternative 3
    • Quantitative Evaluation (Performance vs. EACH criterion)
    • Qualitative Evaluation (Other Pros/Cons)

 

Optimal Solution/Recommendation (SDM Step 6)

This is step 6 from the SDM process. Be sure you specify which of the alternatives above you believe is the best fit (or if the best option is a combination of alternatives, make that clear) AND briefly discuss WHY you believe your recommendation to be the best fit (i.e. justify it).

 

Optimal Strategic Alternative:

Part 7: Corporate and Functional-level Strategy Overview

Here we will clearly state our recommended strategy (result of Part 6) and discuss what TYPE of Corporate Level Strategy it represents (Growth, Stability, or Retrenchment). Further, we will discuss the FUNCTIONAL level strategies that will support our optimal strategy selection.

Ultimately, we want to paint a picture of how our top-level, selected strategy will work and impact our firm’s various business functions. This will form most of the blueprint for our Implementation plan in part 8.

 

 

 

 

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