Conduct a firm-level global strategic analysis using the strategy tripod framework
Conduct a firm-level global strategic analysis using the strategy tripod framework. This analysis begins with your exploration of the strategic background of your chosen firm, including its organization, the performance of its domestic and international operations, and a summary of the firm’s core generic competitive strategy and tactical initiatives underway. While researching for your assignment, be sure to keep your references recent (within the last three years). (Unilever is the MNE (Multi-National Enterprise) of choice)
Specifically, the following critical elements must be addressed:
I. MNE Overview and Internal Background: Conduct an analysis of the MNE’s external environment, centering your attention on the industry in which the company operates, its market characteristics, market drivers, and rival companies’ actions.
A. Provide a strategic overview of the chosen MNE. Consider details such as the mission, vision, values, key leadership, scope and scale of the firm, business model(s), brands, product diversification, major product line(s), major rivals, and so on.
B. Describe the scale, scope, and structure of the MNE’s current operations. Discuss items such as strategic business units, geographic distribution and scale of foreign markets, organizational/governance structure, and so on.
C. Characterize the MNE’s financial health and relative financial performance within the industry (averages) and major rivals.
D. Summarize the MNE’s recent strategic initiatives within the industry, including their motivations, strategic objectives, and/or outcomes.
II. Strategy Tripod Pillar One: Industry Conditions (Opportunities and Threats): Evaluate the strategic importance of institutions on global competitiveness (opportunities and threats). Consider how institutions inform the success of your MNE’s international market, resource, and relationship-related activities.
A. Characterize the industry’s global profitability. Consider the following in your response: top current and prospective country markets, growth rates, financial and/or strategic positioning value, and so on.
B. Are there any global strategic clusters or centers of excellence within the MNE’s industry? Discuss the strategic value that membership introduces to your MNE, its rivals, and other partners.
C. Compare the five forces determining the industry’s intensity of rivalry. Note critical factors and identify the most significant force determining the intensity of competition.
D. Which functions within the industry’s value chain are key(s) to global competitiveness and profitability? Describe the industry’s global value chain dynamics. Consider what the industry’s key success factors (KSFs) and key drivers of change (KDCs) are.
E. Assess the strategic fit of the MNE’s chosen generic competitive strategy with the industry’s conditions. If your MNE has multiple child subsidiaries or brands competing with different generic strategies, be sure to discuss how industry conditions informed this strategic policy.
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