Reference no: EM131048801

Strategic Management Capstone Assessment Written Report-

The following format and instructions should aid in completing the capstone assessment task for this unit.

Report Structure-

Executive Summary:

This should be on the title page of the assignment (exclude the university assignment cover page). The executive summary is a two to three paragraph summary of your recommended strategy. The title page is not included in the word count.

Critical Analysis of the Environment:

You need to consider the impact of both the external and internal environment on future strategy for Screen Tasmania.

External Analysis:

1. Industry Definition - you need to clearly outline the industry in which Screen Tasmania operates. What are the boundaries of the industry? What ‘'customers'' do they serve? What is their business model?

2. General Environment Analysis - What are the factors in the broad general environment that will have the greatest impact on the future strategy of Screen Tasmania? Note: it is not necessary to look at all the forces in the general environment for this section - just those that you consider to be most relevant.

3. Industry Analysis - use Porter's Five Forces Model to determine the major issues in the industry, and the relative attractiveness of the industry for Screen Tasmania. Note: you must indicate the relative strength (high or low) of each of the five forces.

4. Competitor Analysis - who are the main competitors? What are their resources and capabilities? What is the current strategy? How will they respond to competitive actions? Do strategic groups exist in the industry?

5. Opportunities and Threats - what are the main opportunities and threats from this external analysis?

Internal Analysis:

1. Resources - what are the tangible and intangible resources of Screen Tasmania? What resource constraints do they face and how may these be overcome?

2. Capabilities - what capabilities (internal processes) does Screen Tasmania have available to them and how are they deployed?

3. Core Competencies - which of their resources and capabilities are a source of competitive advantage (core competencies). Which meet the criteria of being rare, valuable, costly to imitate and non-substitutable.

4. Business Model - describe the business model used by Screen Tasmania. Is this business model suitable for the future?

5. Value Proposition - what is the value proposition offered by Screen Tasmania? Who are their stakeholders and how do they provide them with value?

6. Strengths and Weaknesses - what are the strengths and weaknesses identified in this internal analysis?

Strategic Priorities:

Having critically reflected on the internal and external environment of Screen Tasmania, what are the most pressing strategic priorities facing the organisation? Why are these issues most important from a strategic perspective?

Recommended Future Strategy

Given the proceeding discussion, what future strategies do you recommend Screen Tasmania pursues in the next five years? In discussing future strategy you could consider functional, business and corporate level strategies. Your recommended strategy must be clearly justified, and linked to issues you identified in your analysis. What additional resources and capabilities will they need to access? What do you foresee as the limitations of this future strategy?