Management Strategic

Identifies the basic problem facing the firm

Clearly identifies underlying strategic factor(s)

Demonstrates understanding of issues in the case and of strategy

Current Conditions and Strategy

States mission as stated or implied in the case where appropriate

Identifies goals and objectives where appropriate

Describes key strategies; gets beyond describing activities to the underlying strategies

Describes current conditions including finances where appropriate

Clearly relates each of the above to the focus issue(s).

Analysis

Addresses main issue(s)

Uses appropriate theories and models; correctly applies models

Provides “value-added” explanation or insights that go beyond description

Uses appropriate data and information from the case

Relates information to USF and supports recommendations

Identifies key environmental factors, competitive conditions, and stakeholders

Identifies key capabilities, competencies, value creating activities, and sources of competitive advantage

Diagnosis

Relates analysis to the conditions in the case

Clearly identifies key factors and conditions

Explains significance of analysis results

Relates analysis to USF

Provides adequate support for Recommendation/Conclusion

analysis SW  OF two by two

Recommendations

Demonstrates that recommendations address basic problem

Demonstrates feasibility of recommendations

Shows that key stakeholder needs are addressed if appropriate

Identifies obstacles that may be encountered

Describes expected outcomes