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You are to perform an analysis of Under Armour (case 5). Except for the data you need to conduct the industry and competitor analyses, you do not need to perform additional external research to complete your case assignment.

October 23, 2014| Papers Haven

CASE ASSIGNMENT FOR BUSINESS STRATEGY CLASS

Instructions

You are to perform an analysis of Under Armour (case 5). Except for the data you need to conduct the industry and competitor analyses, you do not need to perform additional external research to complete your case assignment.

Your case should be in the outline format given below and must not exceed six single-spaced and numbered pages inclusive of all tables, charts and diagrams (12 pt. font with one inch margins all around). Your cover page and the list of references are not included in the six-page limit. The cover page should include your name, course and section number. Your name should not appear anywhere else on the paper.

Case Outline

I. Industry Boundary Identify the specific industry you are analyzing
II. External environment Analysis
A. Identify and briefly describe three components of the macro-environment (see Table 3.1) and each of their current impact on the industry
1. ________________
2. ________________
3. ________________
B. Evaluate the five forces of competition for the industry
1. Threat of entry of new competitors is (high, moderate, low) ______________, because_________. The barriers to entry include ___________. (Note: the supporting reasons you give for your answers in 1 through 6 should be based on the material covered in lecture and presented in chapter 3 of your text).
2. Suppliers to the industry provide (identify the products/services provided by suppliers) ____________. They are (strong, moderate, weak) __________, because___________.
3. Those who buy the product of the industry are (identify the specific buyers of the industry’s products/services) ________________. They are (strong, moderate, weak) __________, because____________.
4. The substitute products are (identify specific substitute products/services) ____________. They are (strong, moderate, weak) ___________, because____________.
5. Competition in the industry is____________ (strong, moderate, weak) because___________.
6. Based on 1 to 5 above, the current profitability potential of the industry is ________ (strong, moderate, weak) because __________.
C. Draw a strategic group map of the industry (can be hand drawed and labeled)
D. Prepare a weighted competitive strength assessment for the focal firm and at least two of its rivals (see Table 4.4). How does the focal firm stack up against rivals?
E. Based on your analyses in A-D above, is the industry attractive? What are its prospects for above-average profitability? Support your answer.
III. Internal organization analysis
A. Perform a core competence analysis of the firm (see chapter 4 PowerPoint Slides). Does the firm have any core competencies that give it a competitive advantage? Which ones?
B. Draw a value chain of the firm (see Figure 4.3) and describe the primary and support activities of the firm (be as specific to the firm as possible).
C. Identify the company’s resource strengths and weaknesses and its external opportunities and threats (at least two of each):
1. What are the company’s strengths and resource capabilities?
2. What are the company’s weaknesses and resource deficiencies?
3. What are the company’s market opportunities?
4. What are the company’s external threats?
5. What does a SWOT analysis reveal about the current situation of the firm?
D. Obtain Under Armour’s Income Statement and Balance sheet for 2009-2013 from MergentOnline (on the Library website). Perform the analyses in Tables 1 to 3 in Appendix A posted in Assignments on Blackboard. Include only the narratives for the year-to-year changes in the income statement (Table 1), the common-size income statement (Table 2) and the ratio analysis (Table 3) in this section of your case write-up. What does the financial analysis reveal about the firm’s financial situation vis á vis the industry? (Append Tables 1 to 3 to your paper; not included in the page limit.)
E. Based on your analysis in A-D above, does the firm have a competitive advantage relative to the other firms in its industry? If yes, on which core competence (ies) is (are) the advantage (s) based? If no, why not?
IV. Strategy Analysis
A. Identify and briefly describe the firm’s corporate-level strategy (ies) (e.g., vertical integration, growth, outsourcing, etc.).
B. Identify and briefly describe the firm’s business-level strategy (ies) (chapter 5 – the five generic competitive strategies).
C. Identify and briefly describe the strategy for each functional area covered in the case (e.g., marketing, HR, production, etc.).
V. Strategic Issuea Analysis (you need to analyze two strategic issues)
A. Strategic Issue 1
1. State the strategic issue (make sure to use a question format). Discuss the issue making sure to give adequate support as to why you think this is a strategic issue.
2. Generate and evaluate at least two possible strategic alternative actions (see chapters 5 and 8 for alternative actions)
i. Identify strategic alternative 1–be sure to discuss the strengths and weaknesses of the alternative relative to the strategic issue you have identified
ii. Identify strategic alternative 2–be sure to discuss the strengths and weaknesses of the alternative relative to the strategic issue you have identified
iii. Identify strategic alternative 3, etc.
3. Make a recommendation by selecting the best alternative action(s) from those above. Be sure to discuss how your selected alternative(s) will resolve the issue.
4. Implementation Issues – what kinds of implementation issues will the company have to address in order to put your recommendation(s) into action (e.g., obtain additional capital, hire new employees, layoff employees, change leadership, develop a new strategy, etc.).
B. Strategic Issue 2
1. State the strategic issue (make sure to use a question format). Discuss the issue making sure to give adequate support as to why you think this is a strategic issue.
2. Generate and evaluate at least two possible strategic alternative actions (see chapters 5 and 8 for alternative actions)
i. Identify strategic alternative 1–be sure to discuss the strengths and weaknesses of the alternative relative to the strategic issue you have identified
ii. Identify strategic alternative 2–be sure to discuss the strengths and weaknesses of the alternative relative to the strategic issue you have identified
iii. Identify strategic alternative 3, etc.
3. Make a recommendation by selecting the best alternative action(s) from those above. Be sure to discuss how your selected alternative(s) will resolve the issue.
4. Implementation Issues – what kinds of implementation issues will the company have to address in order to put your recommendation(s) into action (e.g., obtain additional capital, hire new employees, layoff employees, change leadership, develop a new strategy, etc.).

The strategic issues you identify should be those issues that if left unresolved will jeopardize the future viability of the firm. They derive from your analysis in the above sections. These issues should be stated in a question format (for example, How should J&J address the increase in the costs of raw material inputs?). If you can answer the strategic issue question with a yes or no, then the issue is not strategic in nature. You should identify these issues and discuss why they are so important. Remember that you and another analyst might have a different list of strategic issues. It is your job to argue effectively as to why the issues you have identified are truly strategic. Follow this with a discussion of the strategic alternatives that are available to the firm for addressing each issue. In generating alternatives, you should draw from the strategic alternatives we have covered in class and those in chapters 5 and 8 of your text. Evaluate each strategic alternative by discussing its advantages and disadvantages in relation to the subject firm. Select the best alternative action(s) and discuss how it will resolve the issue at hand. Your recommendation(s) should be well founded and should result in improving the company’s competitive position and its long-term financial performance.

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