Posted: December 16th, 2014

Campbell; Is the Soup Still Simmering?

Campbell; Is the Soup Still Simmering?

Order Description

I will down load files:

1. Is the outline for case

2. Is the entire outline for the course. You should read this because it has added information what he is expecting.

3. I will download the pages for campbell soup.

4. Book used is Strategic Management by Hitt, Ireland & Hoskisson and is the 11th edition. Isbn 978-1-285-42517-7

This paper will be ran thru a plagiarism report for the professor and the school. This professor is very detailed and expects data; charts and graphs if necessary and

he expects all perfect grammar. Should you have any questions please advise.

Case Analysis Outline

Part A. INTRODUCTION.  Provide a summary paragraph that introduces the case and the business analyzed.

Read through the case summarize facts about company and environment which the company finds itself.

PART B AND C LOOKS AT THE ENVIRONMENT THAT THE BUSINESS IS IN.

Part. B. STEEP ANALYSIS. Use the model of the general environment using STEEP analysis to evaluate the opportunities and threats in the general environment?

1.    Social —
2.    Technology
3.    Economic
4.    Environment/Geographical
5.    Political/Legal
6.    Overall Assessment (Summary)

Steep analysis is also about the environment not just the company. For example you will look at social you will also consider the demographics, technology look at how

technology is driving the business environment in which the company finds itself; economic would be the economic situation of the county, world, global that impacts

the economic situation of the company.  Environmental if it has particular environmental problems, geographical where its markets are located for example.

Political/Legal how susceptible is the company to law suites,  how easy is it for companies to merger—those type of issues that may or may not apply  as you see fit

in this particular company that you are analyzing.

The overall assessment, summary-summary statement to give in a case based upon what you researched in the steep analysis.

Part C. Five Forces Analysis. Use Porter’s Five Forces Model to analyze the Business Environment/Market.  Given this analysis, is the industry attractive or

unattractive?

1.    Treat of Entry –
2.    Bargaining Power of Suppliers
3.    Bargaining Power of Buyers
4.    Treat of Substitute Products
5.    Rivalry
6.    Overall assessment (Summary)

Treat of entry-how easy is it for other companies to entry either as a company as a whole or a product line. Bargaining Power of Supplies-how much power do they have

related to your supplies you need such as raw materials and supplies for the companies growth and sustainability ( if many supplies power may be low, one or two could

be significant).   Bargaining Power of Buyers-same as suppliers but in reverse.  Treat of substitute products-what is going to come around to eliminate this type of

product (example  cd replaced by dvd, replace by etc, etc) Rivalry –type of competition in the market place for customers.

The overall assessment, thing you would give to the stack holders, boards, management, executives you are doing this analysis for.

PART D  NOW REFLECTING MORE ON PARTICULAR ASPECT OF THE ENVIROMENT THAT ARE IMPACTING OR WILL IMPACT THE COMPANY FROMM THE COMPETITION.

Part D. COMPETITOR ANALYSIS.  Leveraging the 3 I’s framework provides a thorough overview by grouping competitors into three brackets:  Immediate competition,

impending competition, invisible competition.

Definition:  The competitor environment is the final; subject of analysis required to gain a gull understanding of the company’s external environment.   A competitor

analysis focuses on each company against which a firm directly competed and involves gathering and interpreting information about the company’s competitors.  It is

important to understand competitive rivalry because it influences a firm’s ability to gain and sustain competitive advantages.

1.    Immediate Competition:
2.    Impending Competition:
3.    Invisible Competition:  Example.  Invisible competitors consist of companies that can rapidly form third party joint ventures to enter markets.
4.    Overall Assessment (Summary)

Construct a table showing the competitor and key strengths compared to the company analyzed.

Immediate – Who are you competitors, Impending- who is coming on the scene who will be your competitors in the future. Invisible – not visible in the market place but

possible, such as joint ventures are new products that could compete against yours.

The overall assessment same as before.

PART E AND PART F WE ARE NOW LOOKING INTERNAL TYPE OF ENVIORNOMENT ANALYSIS

Part E. SWOT ANALYSIS—these should be in bullet points not one liners.

1.    Strengths:
2.    Weaknesses:
3.    Opportunities:
4.    Treats:

List as bulletin points and should have a brief description on one word.

Part F.  TANGIBLE AND INTANGIBLE RESOURCES.  Evaluate the Company’s tangible and intangible resources?  Which are more important as a source of competitive advantage?

Why?

1.    Tangible Resources:
a.    Financial Resources:
b.    Organizational Resources:
c.    Physical Resources:
d.    Technological Resources:

2.    Intangible Resources:
a.    Human Resources:
b.    Innovation Resources:
c.    Reputational Resources:

NOW WE ARE FOCUSING ON THE INTERNAL ENVIORNOMENT BUT GETTING MORE TOWARD HOW THEY CAN IMPLEMENT AND SUSTAIN.

Part G. CORE COMPETIENCES are defined as resources and capabilities that serve as a source of a firm’s competitive advantage over rivals.  Thus, core competencies are

grouping of resources and capabilities.  Not all a firm’s resources and capabilities are core competencies

1.    What are the main capabilities of the Company? Does the Company have a core Compentience.
2.    Does the Company have a sustainable competitive advantage?
a.    Valuable Cabilities
b.    Costly Imitate
c.    Non-Substitutable (no strategic equivalents)

GET A CLEAR PICTURE OF THE FINANCES AND THE FUTURE FINANCES MOVING FORWARD HOW WILL THAT IMPACT THE STRATGY MOVING FORWARD.

PART H.  FINANCIAL ANAYLSIS

Criteria:  Financial analysis is used to assess the viability, stability and profitability of a company or operating division.  The analysis is done using quantifiable

historical performance found in the financial reporting document (Balance Sheet, Income Statement and Statement of Cash Flows).  The goal of the analysis is to

understand a company’s financial health through its profitability solvency, liquidity and stability.

AS YOU HAVE STUDIED THIS CASE SO FAR LOOK AT THE GENERAL PROBLEM STATEMENT WHAT IS THE CHALLENGE FACING THE COMPANY.

PART  I.  GENERAL PROBLEM STATEMENT

The main challenges facing the Company…..

LOOK AT BUSINESS LEVE, AND CORPORATE LEVEL STRATGIES, WHAT ARE THE ALTERNATIVES THE ADVANTAGES AND DISADVANTAGES OF THE ALTERNATIVES AND WHAT IS YOUR RECOMMENDATION.

PART J.  STRATEGIC ANALYSIS;

What is the Company’s business-level strategy?  Is the strategy approaite to offset the forces in the industry?  What are the alternatives?  Do you recommend any

changes?  What do you consider to be the best alternative?

In answering this question, students should refer to types of business-level strategies (see textbook) The list should all the relevant alternatives that cou7ld solve

the problem(s) that were indentified in Part 1.  Use your creativity in coming up with alternative solutions.  Even when solutions are suggested in the case, you may

be able to suggest better solutions.  Evaluate each alternative in light of the available information; Be able to distinguish between needs that are critical.  If you

have carefully taken the proceeding five steps, a good solution to the case should be apparent.  RESIST THE TEMPTATION to jump to this step early in the case analysis.

You will probably miss important facts, misunderstand the problem or skip what may be the best alternative solution.  You also need to explain the logic you used to

choose one alternative and reject the others.

Case 2 Analysis Outline

Part A. INTRODUCTION.  Provide a summary paragraph that introduces the case and the business analyzed.

Read through the case summarize facts about company and environment which the company finds itself.

Part D. COMPETITOR ANALYSIS. Leveraging the 3 I’s framework provides a thorough overview by grouping competitors into three brackets:  immediate competition, impending

competition, invisible competition.

Definition: The competitor environment is the final subject of analysis required to gain a full understanding of the company’s external environment.  A competitor

analysis focuses on each company against which a firm directly competes and involves gathering and interpreting information about the company’s competitors.  It is

important to understand competitive rivalry because it influences a firm’s ability to gain and sustain competitive advantages.

1.    Immediate Competition:

2.    Impending Competition:

3.    Invisible Competition: Example: Invisible competitors consist of companies that can rapidly form third party joint ventures to enter markets.

4.    Overall Assessment (Summary):

Part E. SWOT ANALYSIS

1.    Strengths

2.    Weaknesses

3.    Opportunities

4.    Threats

Part G. CORE COMPETIENCES are defined as “resources and capabilities that serve as a source of a firm’s competitive advantage over rivals.”  Thus, core competencies

are groupings of resources and capabilities.  Not all of a firm’s resources and capabilities are core competencies.

1What are the main capabilities of the Company?  Does the Company have a core competence?

2. Does the Company have a sustainable competitive advantage?

a)    Valuable Capabilities

b)    Costly to Imitate

c)    Non-substitutable (no strategic equivalents)

Part G. Conduct a VALUE CHAIN ANALYSIS to identify value-creating activities.
Criteria: A value chain analysis provides information relative to primary (inbound/outbound logistics, operations, marketing & sales, and service) and secondary (firm

infrastructure, human resources management, technological developments and procurement) activities.

Part H. FINANCIAL ANALYSIS

Criteria: Financial analysis is used to assess the viability, stability and profitability of a company or operating division. The analysis is done using quantitative

historical performance found in the financial reporting documents (Balance Sheet, Income Statement, and Statement of Cash Flows).  The goal of the analysis is to

understand a company’s financial health through its profitability, solvency, liquidity, and stability.

Summary: of outline above:
Part A.  Intyroduction.  Provide a summary paragraph that introduces the case and the business analyzed.
Part D. 3-I Competitor Analysis
Part E. SWOT Analysis
Part F. Main Capabilities and Core Competence
Part G. Value Chain Analysis
Part H. Conduct a Financial Analysis to assess the viability, stability and profitability of a company or operating division.
Criteria: Financial analysis is used to assess the viability, stability and profitability of a company or operating division. The analysis is done using quantitative

historical performance found in the financial reporting documents (Balance Sheet, Income Statement, and Statement of Cash Flows).  The goal of the analysis is to

understand a company’s financial health through its profitability, solvency, liquidity, and stability.
[NOTE: The financial analyses are any analyses that help with an evaluation of the company’s current position and highlight trends. You are expected to utilize the

financial information IF provided in the case].

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