BUS 800

Fall 2017
Strategic Management
Format for Case Report
(Supplemental Detail and the Grading Rubric)

Purpose
The purpose of this document is to provide guidance in the preparation of your individual and group projects.
These both include an Appendix and a Report to the CEO.

Process
We will use the same process for both the individual and the group projects. You do the analysis and put it into
an Appendix. Your instructor grades the Appendix and make suggestions. Then you resubmit the corrected
Appendix and make recommendations based on the revised Appendix in a Report to the CEO of the company.

Submissions
You will submit both case reports in two separate parts (Appendix, then Report to CEO later). See Syllabus for
exact dates.

Length of both assignments

The Appendix contains

 External Analysis and the
 Internal Analysis, including a 4-page Financial Analysis
Maximum of 14 single-spaced pages in 12 pt. font, 1.25" margins all around
(While most of it will be in point-form, the Outlook section may be in paragraphs.)

Please use a numbering system to identify the sections and the related analysis for a particular strategic tool.
For example, you might want to consider numbering the PESTEL analysis section as 1.1 for P, 1.2 for E, 1.3
for S, etc. This way, if you were including data from E in your report write up, simply state (1.2) to reference
it.

The Report to the CEO (excluding the title page) should not exceed 1500 words, using a 12 pt. font (any
words exceeding the 1500 word limit will not be read). The Appendix and financial analysis should also be no
smaller than 12 pt font. Any words exceeding the 1500 word limit will not be read.

Sources for each assignment

Group Report
For the Group Report, you will collect data for the analysis. The resources for this report include those you find
on the internet and those in the Ryerson Library which can be most effectively used with the help of a business
librarian. Include a bibliography at the end of the assignment, which will not be included in the page count. It’s
important to research the main competitors of the industry your company competes in. This is necessary for the
External Analysis. You must cite your sources in accordance with APA and must avoid any possible concerns
with uncited sources. (See RU Policy 60.)

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Under Armour Company Report
For the individual case, all data must come from the case alone. The citations for this will be from three possible
sources: the case (Case, page number), the textbook (Text, page number) or your instructor’s slides (Slides,
Week x, page number).

Make sure you examine all relevant data from the case. Don’t just take the data at face value. Crunch some of
the numbers provided in the case exhibits, not just the financials. Only include charts in your analysis that are
supported by analyses of the data presented in those charts. If there are insufficient data available, the section or
subsection will be eliminated from the grading rubric.

What we want to see

TITLE PAGE
• Specify the case name, the industry your analysis will be based on, and include your names(s),
student number(s) and the date.
• Identify the industry your analysis is based on. Failing to include the industry on your cover page will
result in a 5% penalty on your assignment.

APPENDIX – EXTERNAL/INTERNAL ANALYSIS AND FINANCIAL ANALYSIS

The Appendix should be organized into the following sections:

Company’s External Analysis

Your External Analysis should be completed from the perspective of the industry. (See Chapter 2 in text and
supplemental chapter 2.)

1) What are the strategically relevant factors in the macro-environment? (PESTEL analysis)
5 marks (2.5 for PESTEL and 2.5 for strategic impact) Must have variables and strategic impact for each
variable.

2) What are the industry’s strategy-shaping economic features? (Dominant Economic Features analysis)
5 marks (2.5 for traits and 2.5 for strategic impact) Define the industry. Must have numbers; for example, size
and growth of industry.

3) How strong are the industry’s competitive forces? (Porter’s 5F analysis) 10 marks (7 for forces, 3 for
strategic impact including attractiveness of industry)
Identify the power of each variable and the impact of each force. You must state conclusions about the
attractiveness of the industry.

4) What factors are driving industry change, and what impact will they have? (Driving Forces analysis) – 5
marks 5 marks (2.5 for forces and 2.5 for strategic impact) You should identify 3 – 5 drivers and the
impact of each.

5) What are the industry’s key success factors? (KSF analysis) 5 marks (2.5 for factors and 2.5 for strategic
impact) 3 – 5 KSFs. Must have industry strategic impact for each KSF.

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6) Strategic Group Map analysis 5 marks. (2.5 for map and 2.5 for strategic impact) At least 3 – 4 competitors.
How are the industry rivals positioned in the market? Must have conclusions on positioning and impact on
the industry.

7) Industry life cycle. 5 marks (2.5 for life cycle description and 2.5 for strategic impact)
Where is the industry in the life cycle? What are the strategic implications of the life cycle
position?

8) Company Outlook Based on Assessment of the Industry. 15 marks Is the industry outlook conducive to
good profitability? This is where to tie in the company’s prospects with your industry findings. These are
overall summary conclusions of relevant findings. It’s the big summary and tie-in to the company under
study.
Point form or prose is acceptable. You MUST HAVE conclusions about the company's success based on
previous insight. You must have competitive advantages based on industry insights.
Your answer should be based on the following: Impact to company of the macro forces (industry); company
fit with the economic traits; company's ability to make above average profits; company’s competitive
advantages; company's current position in the market. Draw conclusions about the company's prospects for
success based on the industry.

Company’s Internal Analysis (Chapter 3 and Supplemental Chapter 1)

1. Financial Analysis (4 pages max). 20 marks Conduct a thorough financial analysis. Details on what to
include in your financial analysis can be found in Supplemental Chapter 1 and Chapter 3 in the text. Please use
the Template for Financial Analysis provided by your instructor. Use longitudinal analysis, including CAGR
when appropriate. Draw conclusions about the financial health of the company. Please answer the questions set
out in the Template for Financial Analysis.

2. How well is the company’s present strategy working? (quantitative and qualitative analysis). 10 marks
(7 for current strategy, 3 for how well it's working) Set out the company’s current strategy and evaluate whether
it has been successful. Conclude whether the strategy is working/not working and support the conclusion with
data (see Chapters 3, 4, 5, and especially Chapter 7 in the text).

3. SWOT analysis. 10 marks. (7 for factors 3 for strategic implications) Is the company able to seize
market opportunities and nullify external threats? (Chapter 3 in the text, and Supplemental Chapter 2). 2 x 2
matrix of major elements only. Conclusions are a must, based on Ch. 3, covering resources and capabilities.

4. Value chain . 10 marks. (7 for value chain, 3 for strategic implications) Are the company’s cost structure
and customer value proposition competitive? (see Chapter 3 in the text)

5. Competitive Strength Assessment. 5 marks (2.5 for table, 2.5 for strategic implications) Include
both a table (see text) and discussion. Draw conclusions. Is the company competitively stronger or weaker
than key rivals? (see Chapter 3 in the text).

6. Identify one strategic issue you think merits front-burner managerial attention. 5 marks (see
rubric below)
The issue should be framed as a question (How to…? What to do about …? and Whether to …?).
Identify one strategic issue only. While there may be more issues that deserve managerial attention, the

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focus of your report will be based on supporting only the one issue you identified. Make sure your issue
is not too general; for example, to improve profits is a generalized statement. The issue you identify
must be actionable.

Must be based on various conclusions up to now. Do not include any issues not discussed and analyzed
previously (issues out of nowhere = 0). Your answer should include a short and succinct paragraph
identifying the key issue facing the company that has emerged from your work.

Note: You should be able to identify all the relevant facts from your Appendix that led you to conclude
that the issue you identified deserves managerial attention. Every fact that you think supports your
main issue should be identified. This will ultimately become an outline for the analysis section of your
report. The analysis section of the report should include text that would ultimately result in referencing
each of the facts identified from the Appendix.

THE REPORT TO the CEO

The Report to CEO is your recommendation to top management. Be sure the Report to CEO is a useful
decision-making tool, based on facts. It should persuade top management to act on the recommendation.

The use of headings and sub-headings will help organize your discussion and focus the reader's attention.
Headings should have a consistent style. The Report to the CEO should include the following sections and
headings:

REPORT BODY
Introduction—5 marks

• Introduce the industry, the company, its current strategy and the issue you identified at the end of the
Appendix. Establish the scope of the Report. Don’t include a lot of background material. An
introduction of no more than 150 words is sufficient.

Analysis– 15 marks
• This is the heart of the Report where the issue is analysed.
• Identify the issue more fully. Demonstrate its importance.
• Examine the factors that contributed to the issue.
• Include only relevant and significant background information that supports the issue identified.
• Be sure to support your analysis by referencing specific data from your Appendix. This can be
accomplished by inserting the number from the appendix identifying the section referred to (your
Appendix will use numbered headings, and the numbered heading will be sufficient for your reference).
For example, if you reference something from section 2.1 of your Appendix, then you place (2.1)
immediately after the fact you are referencing from the Appendix. Do not reference case material
directly; if there is an important fact from the case you would like to include in your analysis, that fact
should be included in your Appendix. If you want to include facts from the case in your analysis, they
must be added to the Appendix.
• Using facts referenced from the Appendix, convince the reader that the issue you identified needs to be
dealt with by management.

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Alternatives– 15 marks
• Identify three alternatives for management’s consideration to address the issue identified.
• Include a brief discussion of each alternative, clearly identifying each alternative.
• Identify the pros and cons for each alternative. Refer to relevant material from the analysis and the
Appendix (remember to reference the Appendix if you use facts from the Appendix), including the
financial feasibility or implications for each alternative. Use point form for you Pro/Con analysis.
• Be critical in the Cons section of your discussion. Management needs to assess both the pros and the
cons of the alternative.
• A clear and convincing rationale for your recommendation should emerge from your analysis of the
alternatives.
• Don’t use trivial alternatives; each alternative should be strategic and executable.

Recommendation– 20 marks
Make a recommendation. Your recommendation must be actionable, realistic, and in line with company
resources. It must be strategic and have a reasonable chance of leading the company to success. Please include
the following:
• Summarize the support for your recommendation. Illustrate how your recommendation will address the
issue identified as the major issue facing the company.
• Discuss how your strategy will improve the weaknesses or deficiencies in the company, identified by
your SWOT analysis.
• Discuss how your selected strategy fits with the external/internal variables, especially with the financial
resources.
• Discuss how your strategy will achieve a competitive advantage.

Important suggestions for success

For the individual assignment, only use data from the case. Case data reflect real life – imperfect. If there are
insufficient data available, the section or subsection will be eliminated from the grading rubric.

Failing to conduct the External Analysis consistently from the perspective of the industry you identified on your
cover page will result in a poor grade.

Always cite your sources and make direct quotes of other people’s words (" "). Always follow Policy 60.
Turnitin similarity scores do not reliably indicate whether you have plagiarized.

In the group assignment, read, understand and help revise everyone’s contribution.

Use the RULA business librarian to make your group assignment stronger.

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 GRADING RUBRIC
The Report to the CEO
Section Title Marks Below Expectations
0% - 59.9%
Introduction 5 The industry, company
and key issue are vaguely
introduced.
And/or the issue
introduced does not
match the issue from the
appendix.
Analysis 15 Does not support issue.
Does not utilize sufficient,
credible and relevant
information from the
appendix. Information is
not referenced and does
not establish support for
the issue.
Mostly makes superficial
statements.
Alternatives 15 Identifies weak or
infeasible alternatives
with little relation to key
issue.
And/or does not have an
understanding of the pros
and cons of the
alternatives.
Recommendation 20 Offers weak
recommendations, which
do not address key issue.
Meets Expectations Exceeds Expectations
60% - 79.9% 80% - 100%
The industry, company The industry, company and key issue
and key issue are are clearly introduced.
introduced. The scope of the report is
The issue introduced established.
matches the issue from The issue introduced matches the
the appendix issue from the appendix.
Supports issue fully. Convincingly supports issue fully.
Utilizes sufficient, Utilizes sufficient, credible and only
credible and relevant relevant information from the
information from the appendix. Information is referenced
appendix. Information is and effectively establishes support
referenced and for the issue.
establishes support for Utilizing the facts from the appendix
the issue. making very deep statements and no
Utilizing the facts from superficial statements.
the appendix making
deeper rather than
superficial statements.
Generates 3 feasible Develops 3 insightful alternatives for
alternatives for resolving resolving the key issue, offers
the key issue facing the specificity and originality.
organization. Has a complete understanding of the
Has an understanding of pros and cons of the alternatives.
the pros and cons of the
alternatives.
Provides well-reasoned Provides persuasive original,
recommendations that insightful and well-reasoned
follow from the analysis recommendations that clearly follow
and address the key from the analysis and effectively
issue. address the key issue.

The Appendix
Below Expectations
0% - 59.9%
Does not identify available data from
the case.
Strategic Analysis of the tool is
superficial and does not address the
true implications of the data in the
tool.
Strategic Analysis is a summary of the
information found in the tool and not
an analysis of how the tool is affecting
profitability.
Meets Expectations
60% - 79.9%
Is not in point form
Identifies most of the data
from the case.
Provides a satisfactory
analysis of the data used in
the tool.
Strategic Analysis shows
critical thinking and
identifies more than
superficial ways the
information used in tool
affects the profitability.
Exceeds Expectations
80% - 100%
Effectively and thoroughly identifies all
available data from the case relevant to
an analytical assessment.
Provides a coherent and above average
analysis of the data used in the tool
showing critical thinking and logic to
validate the affects the data has on
profitability.
Shows strong understanding and
application of strategy analysis,
concepts and techniques.

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 Financial Analysis
Below Expectations
0% - 59.9%
Utilizes only a little bit of the
available financial information
from the case and has limited
financial analytical assessments
(ratio analysis, income
statement analysis, etc.).
Draws weak or no conclusions
regarding the overall financial
health of the business based on
the results of the analysis.
The data, calculations, and
financial analyses are not clearly
presented.
Issue Identification
Below Expectations
0% - 59.9%
Does not identify key issue
derived from the analysis of the
external and internal
environments.
And/or does not articulate issue
as a question.
Meets Expectations
60% - 79.9%
Presents clean, error free
data and utilizes most of
the available financial
information from the case.
Answers the nine
questions using the correct
tools.
Draws an accurate
conclusion regarding the
overall financial health of
the business based on the
results of the analysis.
Presents data, calculations
and financial analyses both
clearly and professionally.
Meets Expectations
60% - 79.9%
Identifies key issue that is
derived from the analysis of
the external and internal
environments.
Issue is articulated as a
question.
Exceeds Expectations
80% - 100%
Effectively and thoroughly
identifies all available data from
the case relevant to a financial
analytical assessment.
Provides a coherent analysis of
the relevant data available in
the case.
Draws an accurate conclusion
regarding the overall financial
health of the business.
Presents financial results in such
a way as to allow insights to be
drawn.
Exceeds Expectations
80% - 100%
Identifies key issue that is evidently
derived from the analysis of the
external and internal
environments.
Issue is clearly articulated as a
question
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Changes to Appendix (Ten percent (10%) of the mark for the Report to the CEO will be awarded for quality
revision and resubmission of the Appendix with the Report to the CEO.)
You will receive feedback on your internal-external assessment and are expected to improve it for the final
submission. Do this by using track changes or comments and different coloured text on the original submission
file.

Written Communications (up to 5% of the total grade may be deducted)

Well Below Expectations
Spelling and Grammar
Frequent spelling errors and poor
grammar that distracts the reader.
Below Expectations Meets Expectations
No spelling errors and the No spelling errors and the grammar has been
grammar has been carefully carefully proofread and edited. Writing style
proofread and edited. and skills meet the expectations of the grader
for a fourth year University Student.