companys financial performance

companys financial performance

And now you will need to imagine one of those scenarios:
You are thinking of buying this company.
You are considering investing in this company.
You are being offered a job in this company.
You have taken a financial analysts position and you are being asked to write a report on this company.
In any of these situations, it will be advisable to do a thorough strategic audit of the company. There will be no specific questions handed to you but keep in mind that the steps in an audit are always the same even when the strategic issues facing a company are different.

You always start a strategic audit with analysis.

1. Analysis:

There are four parts to the analysis:

An examination of the companys financial performance (Parts of Chapter one and your prior accounting and finance classes should be useful here)
An examination of the companys resources (Read all Chapter 3 to help you with this. The VRIO framework is a great tool to help you with the task p.68-87. All your prior functional courses should be useful here too, marketing, finance, ..)
An examination of the companys external environment (Read all Chapter 2 to help you with this. The Five Forces Analysis p.35-50 helps you analyze the firms task environment. PEST or GDPest or PESTLE help you analyze the general environment see p.30-33 for help)
An examination of the firms strategy (Chapter 1 and all chapters from Chapter 4 should be useful at this task).
2. Presentation and Evaluation of potential options (pros and cons/risks of each option). State at least 2/3 different strategies that the company can follow to capitalize on the opportunities in its environment and neutralize the threats (as identified in your analysis). Keep in mind that these strategic suggestions need to be adapted to the companys resource and capability profile. You likely cannot ask a professor to become an opera singer but you could ask a dancer to learn a new type of dance.

3. Final Strategic Recommendations and justification. Do not just give a laundry list of things to do. Think of the WHO (will be your customer) WHAT (service or product you will be providing) and HOW (the resources and capabilities /value chain /organization redesign/ incentives needed to pull it off). Is this Who/What/How combination coherent, rare, hard to imitate and likely to be a source of competitive advantage? What are risks that the management needs to watch for as they implement this strategy?


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