consumer automobile market only 3 section highlited

Pages

Name of Team

Pts

**

Title Page & Cover Letter to Board (executive summary)

10

**

Table of Contents

5

1-2

Purpose andCurrent State – Clearly statethe purpose of this report document. Identify your simulation company's currentvision, mission andstrategic intent. Describe the state of your firmat the end point of the simulation. What strategic situations is managementfacing at the end?

20

3

Company Background – Summarize the key operating and strategic decisions made during the "competition" simulation decision rounds, and explain how those decisions led to where your firm is atthe conclusion ofplay. Note: It will be helpful increating this summary to review the weekly summaries you produced.

20

3-5

The Auto Industry – Analyze the firm's external environment (both that of the industry and the broader, general environment), focusing especially on external threats and opportunities. In your presentation include an examination of the Key Success Factors (KSF's) as outlined in your text that are necessary for operating successfully within this industry. (These are the competencies that all firms like yours must possess.)

20

2-3

Competition– Based on all information available to you during the course of the simulation, identify your competitionand provide summary information regarding competitor standing, performance, etc. Based on the simulationand

fromexternal research as appropriate, discuss the competition using Porter's Five

Forces Model (use sub-headings in this section).

20

3-5

Internal Environment – Provide an analysis of your firm's strengths and weaknesses, as of the end-point ofthe simulation. Consider all information contained within the simulation case as well as all operational and strategic aspects involved in your year-by-year decision making (and the results thereof). This section must include a financial analysis that captures keyaspects of your firm's financial/operating strengths and weaknesses as of theend-pointofthe simulation. Note: Do not include actual tables orcharts/tables in this section; however, your narrative should refer to the appropriate exhibits where the data is presented.

20

2-4

Strategic Alternatives – By having identified the Key Success Factors, the strategy choices should flow fromthose conclusions and be the support for development of those strategies. Taking your firm's current position [in all its aspects] as your point of departure, create a list of feasible alternatives [i.e., "courses of action"] that match your company's resources, competencies, strengths etc. For each, discuss the rationale for initially considering the alternative. Try to identify all relevant business leveland corporate level strategies that might be considered by top management at this point.

20

1-2

Best Course(s) of Action – This answers the question: What is the best strategy for your team to pursue at this point? Note: More than one strategy may be entirely appropriate.