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NEED TO CONDUCT A STRATEGIC GAP ANALYSIS ON DELTA AIRLINE.The file has the template of the analysis. It has to be totally plagiarism free. It has to be based on the current information of DELTA airline. All the questions have to be answer based on real and concise information related to DELTA airline. THE FILE HAS TO BE 8 PAGES ON LENGTH. PLEASE READ THE TEMPLATE FIRST AND THEN GIVE ME A HANDSHAKE IF YOU WANT TO DO IT.The strategic analysis is focused on these 3 main points.
ASSESS STRATEGIC FIT
1.
Assess environmental opportunities and threats in the context of the firm’s strategy and capabilities and assess organizational capabilities in the context of the firm’s strategy and environmental realities
2.
Identify the major issues facing the firm
3.
Forecast future performance under the current strategy
More information to follow:
Having worked through each of the individual components of the “criterion of consistency” framework, it is now time to put the various pieces together to assess the overall fit between the current strategy and both the external environment and the org. capabilities (built on resources, management preferences and organization). In doing so, you should also be able to identify the key issues/problems that the firm is facing. If you have done your analysis correctly, the key issues/problems that surface should provide evidence of and an explanation for the current performance of the firm.
Collect all the needed information (Data Collection), put the information into a form that can be reviewed and studied (Analysis and Organization), and then synthesize and integrate what you have learned so that you can make good decisions (Conclusions and Recommendations). The difference is the levels of analysis. In previous steps you looked at each component of the model. Now, you are going to bring the information and conclusions from previous steps together to gain an overall understanding of the firm’s position.
Wiki Template Part-2: Gaps, Issues and New Strategy
BUSI 4940 – Business Policy
DELTA airline
Part 2-A
CONDUCT A STRATEGIC GAP ANALYSIS AND IDENTIFY MAJOR ISSUES
ASSESS OVERALL FIT AND IDENTIFY KEY ISSUES/PROBLEMS:
(ENVIRONMENT (( STRATEGY (( ORG. CAPABILITIES)
1
. DATA COLLECTION
What is needed now is to simply bring it all together in one place. Review your conclusions from the previous steps on firm performance, environment, strategy, and org. capabilities and jot-down the important information here. Note that you can use “short-hand notes” here, so long as you remember the richness of your ideas in each section and refer back to those when you are analyzing and making decisions on the information in steps 2 and 3 below.
THE ENVIRONMENT/INDUSTRY
1. Drivers of change
2. Key survival factors
3. Product/Market and Value Proposition possibilities
STRATEGY OF THE FIRM
1. Goals
2. Product focus and market focus
3. Value proposition
4. Core Activities
ORGANIZATIONAL CAPABILITIES OF THE FIRM
1. ___________________
2. ___________________
3. ___________________
PERFORMANCE OF THE FIRM
1. Financial Performance
2. Market Performance
3. Organizational Health
2. ORGANIZATION AND ANALYSIS
a.
The Strategy (( Environment Link
Compare the drivers of change and key survival factors of the environment with the strategy components of the firm. Identify:
· Where, if at all, there is a good fit between environmental demands and the firm’s strategy. That is, identify how the strategy does a good job of addressing/responding to specific drivers and/or KSFs
· Where, if at all, there is a misfit between the environmental demands and the firm’s strategy. That is, identify how the strategy does a poor job of addressing/responding to specific drivers and/or KSFs
· Where there are potential future misfits (given current industry trends). That is, identify where the strategy is likely to fall short of addressing/responding to specific drivers and/or KSFs in the future
b.
The Strategy (( Org.s Capabilities Link
Now look inside the firm and compare the package of Org. Capabilities created by Resources, Management Preferences, and Organization with the strategy components of the firm. Identify:
· Where, if at all, there is a good fit between the org. capabilities of the firm and the firm’s strategy. That is, show how the capabilities support specific aspects (value proposition, goals, etc.) of the firm’s strategy
· Where, if at all, there is a misfit between the org. capabilities of the firm and the firm’s strategy. That is, show how the capabilities fail to support specific aspects (value proposition, goals, etc.) of the firm’s strategy
· Where there are potential future misfits (given current trends within the firm). That is, show where/how the capabilities may fail to support specific aspects (value proposition, goals, etc.) of the firm’s strategy in the future
c. Firm Performance and Strategic Gaps
Theory and empirical research inform us that firm performance is closely related to the firms position vis-à-vis the criterion of consistency. That is, the better the fit among the three components of in the criterion of consistency framework, the better is the firm’s performance.
Review the results of your “fit” analysis and attempt to document how the fits/misfits identified in your analysis may explain the achievements or lapses in firm performance on one or more of the three dimensions: financial performance, market performance and organizational health
3.
CONCLUSIONS AND RECOMMENDATIONS
Given the above, answer the following questions:
a. Overall FIT and Symptoms: Taken together, how do you see the overall alignment among the elements of the “criterion of consistency”? That is, is there a good fit, an ok but weakening fit, a poor fit, a really bad fit, etc.? Be sure to explain WHY you believe this is the case. Next, refer back to your assessment of firm performance and show how this fit (or lack of fit) is reflected in the performance of the firm. That is, can the “symptoms” of underlying problems (e.g., decreasing sales or market share, poor profitability, disgruntled employees, etc.) identified in your analysis of the firm’s performance be traced to specific strategic “fit” problems?
I. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________
I
I. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________
I
II. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________
b. Selecting the Most Significant Issues Facing the Firm:
Based on the fit/misfit identified above, highlight the areas that you see as the biggest issues/problems. That intent here is to move beyond the symptoms identified through performance and other previous analysis above to reveal the underlying causes that the firm must address. That is, what is causing the symptoms (e.g., decreasing sales or shrinking market share, poor profitability, disgruntled employees, etc.) that were identified above? Where possible, these causes should be expressed in terms of the alignment (or misalignment) between specific strategy components and specific aspects of the environment and/or org. capabilities (e.g., the product/market focus is no longer appropriate for the environmental conditions of … because; the … org. capabilities do not support the value proposition because …, etc.).
I. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________
II. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________
III. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________
c. Project Future Performance of the Firm Given the Challenges identified in “a’ and “b” above:
Given your descriptions of this “current state” of the firm, what would you expect performance to be like in the next few years if they do not make any changes to their strategy and/or operations? Undertake the following:
I. Briefly describe the likely future state of the firm in words, showing where/how the issues identified above are likely to affect the actions and outcomes of the firm.
II. Use techniques taught in earlier classes (e.g., accounting, finance, marketing, etc.) to project a 5-year pro forma income statement that assumes a logical progression of the firm’s current strategic fit and performance levels.
Specifically, do the following:
· Use a 5-year timeframe
· Use the common-size (sometimes called “vertical analysis”) technique/tool to project the performance of the firm over the next five years, assuming that (a) it makes no changes to its current strategy or capabilities and, (2) industry changes will occur in the direction predicted by you in Part-1A of the SBI process
· Provide this projection, in a table, and on a single page
· Use additional sheets (if needed) to identify the “base components” line item used in the computations of other line items, any assumptions made, and any clarifications that are deemed necessary
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