DescriptionExternal environment analysis. Describe the general environment of the firm in terms of each of the six general environment segments (SEPT++) that are most important to achieving strategic competitiveness and above average returns. It is important to remember that the focus of the general environment analysis is on the general environment and not on the firm. A description of activities by the firm is not an environmental analysis. This section should describe broad patterns in each of the sectors that present either opportunities for or threats to the firms achievement of sustained competitive advantage. The analysis should be future- focused on forecasting trends and assessing their effect on the firms strategy.Industry environment analysis. Describe the industry environment in terms of the five competitive (Porters five) forces the industry faces. Describe the strength of each force based on the factors most relevant to the industry. Make use of the material from the textbook, especially Exhibit 2.6 on page 63. Typically, a section/paragraphs should be devoted to each of the five forces and to the assessment of overall industry attractiveness. Based on your analysis of the industry environment, assess the attractiveness of the industry in terms of the potential for industry firms to earn above average returns.Competitor analysis. Describe the firms competitors. This differs from the five forces analysis because it focuses on firms against whom your firm competes directly. Your analysis should compare your firm with its competitors on a firm-by-firm basis. The competitor group will normally be a subset of the group used to comprise the industry average performance data in the financial performance section. The best competitor analyses are those that rely on qualitative (descriptive) comparisons rather than quantitative comparisons, which belong in the performance analysis.Internal environment analysis. Analyze the firm’s value chain, and describe the most important parts of the firm’s value chain. Recall that a value chain is the series of activities (primary and support) through which the firm transforms its inputs (e.g., raw materials, labor, knowledge, communication) into outputs that customers value. Clearly identify and describe each of the primary and support activities. The best analyses are those that are simple and concise and reflect considerable research and preparation. Your analysis should reflect your understanding of the reading of the text as well as your informed knowledge about the specifics of the firm.Recommendations for the future. Using a SWOT analysis, develop three or four strategic initiatives/recommendations for top management. These strategic initiatives should proceed logically and consistently from your analysis. ReferencesYou must submit a list of references using APA format as part of the report Include a cover sheet.
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