I need someone to write a case analysis for McDonalds. I have attached the case analysis format and business terms that should be included.
STUDY GUIDEMGS 4999
CHAPTERS 1-1
2
2019
CHAPTER 1, WHAT IS STRATEGY, ANDWHY IS IT IMPORTANT?
Strategic Management
AFI Framework
Analysis
Formulation
Implementation
Strategy
Set of Coherent Actions
Competitive Advantage
Sustainable Competitive Advantage
Competitive Disadvantage
Competitive Parity
Strategies
Cost-Leadership Strategy
Differentiation Strategy
Integrated Strategy
“Stuck in the Middle”
Strategy is NOT:
Industry Effects
Firm Effects
Black Swan Events
Stakeholders
Stakeholder Strategy
Internal Stakeholders
External Stakeholders
CSR
AFI Framework
CHAPTER 2, STRATEGIC LEADERSHIP: MANAGING THE STRATEGY PROCESS
Triple Bottom Line
Strategic Management Process
Strategic Leadership
Vision
Mission
Strategic Commitments
Organizational Values
Upper-Echelons Theory
Formulating Strategy across Levels: Corporate, Business, and Functional
Corporate
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Business
Functional
Scenario Planning
Dominant Strategic Plan
Top Down and Bottom Up Strategies
Intended Strategy
Realized Strategy
Emergent Strategy
CHAPTER 3, EXTERNAL ANALYSIS: INDUSTRY STRUCTURE, COMPETITIVE FORCES,
AND STRATEGIC GROUPS
PESTEL Framework
5 Forces Model
Michael Porter
Network Effects
Switching Costs
Perfect Competition
Monopoly
Oligopoly
Exit Barriers
Complement
Industry Convergence
Strategic Group
Strategic Group Model
Mapping Strategic Groups
Mobility Barriers
CHAPTER 4, INTERNAL ANALYSIS: RESOURCES, CAPABILITIES, AND CORE
COMPETENCIES
Core Competencies
Resources
RBV
Tangible Resources
Intangible Resources
Resource Heterogeneity
Resource Immobility
VRIO Framework
Path Dependence
Causal Ambiguity
Dynamic Capabilities
Resource Stocks
Resource Flows (Inflows / Outflows)
Value Chain Analysis
Economic Value Creation (V-C)
Primary Activities
Support Activities
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SWOT Analysis
Problems with SWOT
CHAPTER 5, COMPETITIVE ADVANTAGE, FIRM PERFORMANCE, AND BUSINESS
MODELS
Competitive Advantage
Firm Performance
Accounting Profitability
Shareholder Value
Economic Value
ROIC
ROE
ROA
ROR
COGS/Revenue
R&D/Revenue
SG&A/Revenue
R&D Intensity
Marketing Intensity
Working Capital Turnover
Fixed Asset Turnover
Inventory Turnover
Receivables Turnover
Payables Turnover
Accounting Limitations
Shareholder Value Creation
Risk Capital
Total Return to Shareholders
Market Capitalization
Stock Market Valuations
Economic Value Creation
Profit
Producer Surplus
Consumer Surplus
Opportunity Costs
Balanced Scorecard
Triple Bottom Line
Business Model
Different Business Models
Razor – Razor Blade
Subscription-based
Pay-as-you-go
Freemium
CHAPTER 6, BUSINESS STRATEGY: DIFFERENTIATION, COST LEADERSHIP, AND
INTEGRATION
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Differentiation Strategy
Cost-Leadership Strategy
Focused Cost-Leadership Strategy
Focused Differentiation Strategy
Cost Drivers:
Cost of Input
Economies of Scale
Learning Curve Effects
Experience Curve Effects
Minimum Efficient Scale (MES)
Diseconomies of Scale
Learning Curves
Experience Curves
Economies of Scope
Innovation
CHAPTER 7, BUSINESS STRATEGY: INNOVATION AND ENTREPRENEURSHIP
Invention
Patent
Entrepreneurs
Intrapreneurs
Network effects
Imitation
Social Entrepreneurship
Standard
Product Innovation
Process Innovation
Industry life cycle, Stages = ?
Introduction Stage
Growth Stage
Shakeout Stage
Maturity Stage
Decline Stage
Harvest Strategy
Exit Strategy
Chasm Framework
Crossing the Chasm
Technology Enthusiasts
Early Adopters
Early Majority
Late Majority
Laggards
Incremental Innovation
Radical Innovation
Architectural Innovation
Disruptive Innovation
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Open Innovation
Closed Innovation
CHAPTER 8, CORPORATE STRATEGY: VERTICAL INTEGRATION AND
DIVERSIFICATION
Corporate Strategy
Core competencies
Transaction costs
Transaction cost economics
External transaction costs
Internal transaction costs
Make or buy decisions
Vertical integration
Specialized division of labor
Principal-agent problem
Opportunism
Information asymmetry
Short term contracting
Strategic Alliances
Long term contracts
Licensing
Franchising
Equity Alliances
Joint Ventures
Parent-Subsidiary Relationship
Industry Value Chain
Raw Materials
Intermediate Goods and Components
OEMs
Backward vertical integration
Forward vertical integration
Specialized assets
Site specificity
Taper Integration
Strategic Outsourcing
Off-shoring
Diversification
Product Diversification Strategy
Geographic diversification strategy
Product-market diversification strategy
Related Diversification
Related-constrained diversification
Unrelated diversification strategy
Conglomerate
Restructuring
BCG Growth-Share Matrix
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CHAPTER 9, CORPORATE STRATEGY: MERGERS AND ACQUISITIONS, STRATEGIC
ALLIANCES
Build-borrow-buy framework
Acquisition
Hostile takeover
Horizontal integration
Reduction in Competitive Intensity
M&A
Principal-Agent problems
Managerial Hubris
Real-options perspective
Complementary assets
Co-opetition
Learning races
Greenfield/Brownfield plants
Non-equity Alliances
Explicit knowledge
Equity Alliance
Licensing agreements
Tacit knowledge
Corporate Venture Capital
Joint Venture
Alliance Management Capability
Partner compatibility
Partner commitment
Inter-organizational trust
Alliance Champion
Alliance Leader
Alliance Manager
CHAPTER 10, GLOBAL STRATEGY: AROUND THE WORLD
Globalization
MNE
FDI
Global Strategy
Advantages/Disadvantages of Globalization
Location Economies
Liability of Foreignness
CAGE framework
Geert Hofstede
Cultural Distance
National Culture
Power Distance
Individualsim
Masculinity-femininity
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Uncertainty avoidance
Economies of experience/scale/scope/standardization
Economic arbitrage
Greenfield Operations / Brownfield Operations
Local responsiveness
International Strategy
Multi-domestic Strategy
Global-standardization Strategy
Transnational Strategy
Death-of-distance
National competitive advantage
Porter’s Diamond Framework
Factor conditions
Complementors
CHAPTER 11, ORGANIZATIONAL DESIGN: STRUCTURE, CULTURE, AND CONTROL
Strategy implementation
Organizational design
Alfred Dupont Chandler
Organizational Structure
Specialization/Division of Labor
Formalization
Centralization
Hierarchy
Span of Control
Organic Organization
Virtual Teams
Mechanistic Organization
Simple Structure
Functional Structure
M-form
Matrix Structure
Cross-functional Teams
Organizational Culture
Values
Norms
Founder imprinting
Groupthink
Causal ambiguity
Social complexity
Input controls
Output controls
CHAPTER 12, CORPORATE GOVERNANCE AND BUSINESS ETHICS
Public Stock Company
Limited Liability
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Transferability of Ownership
Legal Personality
Separation of Legal Ownership and Management Control
Black Swan Events
Milton Friedman
Stakeholder strategy
Stakeholder Theory
Regional clusters
Corporate Governance
On-the-job consumption
Agency theory
Adverse selection
Moral hazard
BoD
Inside directors
Outside directors
Board independence
Stock Options
Winner’s curse
SEC
GAAP
Business ethics
Codes of conduct
Stephen Covey
END
Case Analysis Format
1. Title of Case
a. Author of the written case
b. Your name
c. Date
2. Executive Summary (5-6 sentences. Summarize situation. What is the name of the
company, what do they do? What is the problem definition? What are your
recommendations?
3. Introduction (Describe the company)
4. Background (Give the historical event review. Only use relevant events. Explain why
these are relevant to the case analysis.)
5. Problem Definition (2-3 sentences)
6. Top Management Team (Give degrees, universities, majors, prior work experience,
awards, titles, basically describe the credentials of these people.)
7. Competitors (List the competitors and define how they compete with the company being
analyzed. What products, services, ranking in industry…are competing?)
8. Discussion
a. Analysis (Use only those parts of these tools that are relevant to the case.).
Provide your own interpretation to the results of analysis from each tool.
i. SWOT
ii. PESTEL
iii. Porters 5 Forces
iv. Porters Diamond
v. VRIO
vi. Financials / Ratios (Always compare something to something relevant,
such as competitors or years. Explain why you choose to compare against
which companies over which years. Add your interpretation of the
compared numbers. This tool can be the most revealing and should be
used in most every case.)
vii. Others
9. Action Taken by Firm
10. Results of Overall Analysis and Interpretation of Results
11. Recommendations
a. How much will your recommendations impact the firm?
b. Are they feasible?
c. Which recommendations did firm follow?
12. Conclusion
Comments:
Critical Thinking is a very important skill in business. Critical thinking involves understanding
what key factors are important in a situation, using these factors in an appropriate analysis,
using the results of the analysis to build an argument, then presenting your conclusions and
recommendations based on the analysis results and your argument development. Everything
should flow logically, one stage to the next. Do not put information in the report that does not
relate to the Conclusion.
Managers today have little time for in-depth reading. To get your point across, use formatting to
help you organize your thoughts and allow managers to be selective in what parts of your report
that they read. Start with an Executive Summary that includes a synopsis of the situation,
analysis results, and your recs. Don’t force your reader to read your whole report in order to
understand your ideas. Follow with a concise Introduction, Background, Problem Definition,
Analysis, Results, Discussion, Recommendations, and Conclusion. The key here is to effectively
and efficiently communicate your analysis of the situation. Left justify unless you are an artsy
type and you want a stylish presentation.