25 May Question BUS599 – MBA Integrative Project
Question
BUS599 – MBA Integrative Project
Module 1 – Background
Strategic Review
IntroductionBackground informationCase assignmentSession long projectObjectives
OVERVIEW OF CASES
The Integrative Case Project (which you learn more about in the Case) focuses mainly on using Organizational Diagnosis (OD) models to analyze Whole Foods Market. For purposes of the Case studies, you will assume the role of a consultant for the Excellent Consulting Group. You will need to study Whole Foods Market and prepare reports for your boss, Art Epance, who is the Senior Project Manager at the Excellent Consulting Group. Essentially, the ABC Company has determined that it will require an outside review of Whole Foods Market to assist the company in determining how to proceed relative to integrating Whole Foods Market into ABC Company.
Each Case will be a separate analysis task in which you will prepare a report. The details of these assignments are explained in the Case assignments in each module.
The five cases in this course include the following:
Case 1 – Strategic Review of Whole Foods Market.
Case 2 – An analysis of Organizational Diagnostic models and identifying a model to use for diagnosing Whole Foods Market.
Case 3 – Diagnosing the Inputs and fit with the strategy of Whole Foods Market.
Case 4 – Diagnosing the Outputs and Performance of Whole Foods Market.
Case 5- Analyzing critical feedback loops and the opportunities for organizational learning at Whole Foods Market.
The SLP for this course involves participating in a simulation exercise. Unlike cases, which are static, simulations are interactive and you can see the results of your decisions. Additionally, you can repeat the simulation to improve the quality of your decisions.
GENERAL SLP SCENARIO:
Joe Schmoe is the current VP of Marketing for Clipboard Tablet Co. He has a pricing and R&D strategy that he intends to use for the next four years: 2012 through 2015. The performance of the company is pretty lackluster and Joe gets fired on Dec. 15, 2015. You get hired to replace him as the company is about to move forward into 2016. But for some strange reason, you get caught in a Time Warp, much like the guy in the movie, “Groundhog Day.” You are doomed to repeat the last four years, 2012 through 2015, until you can improve the performance of Clipboard Tablet.
In particular, you will be looking at income statements and marketing reports and making decisions about pricing, product development (R&D expenditure), and product life cycles for a company that sells Tablet Computers.
This is a brief summary of what you will do in each SLP:
1. In this first SLP it is Dec. 15, 2015, and you are getting ready to make a Marketing strategy for 2016. But you want to review the performance of the company over the last four years, so you review the Financial and Marketing data, as well as the product data and how it stacks up against the competition. You have a great New Year’s Eve celebration thinking you are ready to move ahead.
2. In SLP2, you experience a Time Warp. You are back on January 1, 2012. You realize that you will have to go through 2012, 2013, 2014, and 2015, but you think you can do better than Joe Schmoe. You work your way through each year, trying to make better decisions and generate more profit and an overall better performance than your predecessor. As you do this, you keep track of your decisions, your reasoning and results, which turns into a final report that you hope will be useful as you move ahead into 2016.
3. In SLP3, the Time Warp strikes again. Once more you are at January 1, 2012. This time you decide to develop a complete strategy for all four years and use CVP analysis to help you. You analyze the results from your first Time Warp and develop another strategy, this time for all four years being predetermined.
4. In SLP4, it is the next day. You begin to implement your new strategy. You do so at the beginning of each year and time flows quickly. At the end of each year you review the results and collect the data. At the end of 2015, you note your overall performance, hoping that you will now move ahead into 2016. But once again, the Time Warp strikes and you have to do it again. This time you vow you will do it better. You analyze the results and use CVP analysis. You now have another strategy ready to go, having spent all of New Year’s day putting it together.
5. In SLP5, on January 2, 2012, you begin the same four-year journey again. You implement your strategy at the beginning of each year and get the results as time flies by. New Year’s Eve, 2015, you note your final results. How did you do? When you wake up on New Year’s Day, it is 2016. You celebrate. Then you understand that you had lessons to learn. So you decide to compare the results of this last Time Warp to the results that you got in the previous Time Warp. You will explain how the results are different and why they are different.
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