Strategic Management

Problem-SolvingTemplate
(SMPT)

MGMT 661
Course Section _______

Student Name:
___________________________________

Student #
____________________________________

Date of Submission:

______________________________
 Table of Contents

NOTES REGARDING PRIORITY LEVEL..........................................................................................................................................4

TABLE 2.1 – ANALYSIS OF MANAGEMENT STRATEGY (OPTION 1)......................................................................................5

TABLE 2.2 – ANALYSIS OF MANAGEMENT STRATEGY (OPTION 2)......................................................................................6
TABLE 2.3 – ANALYSIS OF MANAGEMENT STRATEGY (OPTION 3)......................................................................................7

TABLE 3.1 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION – (FINANCE)...........10
TABLE 3.2 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION – (HR).......................11
TABLE 3.3 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION – (IT).........................12
TABLE 3.4 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION – (OPERATIONS)...13
TABLE 3.5 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION – (MARKETING)....14

TABLE 3B – DEVELOPMENT OF WHAT NEED TO BE ADDRESSED STATEMENTS (5 OR 6)..........................................16

(Finance; HR; IT; Operations; Marketing; Other)

TABLE 4.1 – WNTBA 1: EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION.................................19

TABLE 4.2 – WNTBA 2: EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION.................................20
TABLE 4.3 – WNTBA 3: EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION.................................21
TABLE 4.4 – WNTBA 4: EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION.................................22
TABLE 4.5 – WNTBA 5: EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION.................................23

TABLE 5 – RECOMMENDATION DETAIL # 1 ...............................................................................................................................25

TABLE 5 – RECOMMENDATION DETAIL # 2 ...............................................................................................................................26
TABLE 5 – RECOMMENDATION DETAIL # 3................................................................................................................................27
TABLE 5 – RECOMMENDATION DETAIL # 4
TABLE 5 – RECOMMENDATION DETAIL # 5
APPENDICES / TABLES
REFERENCES
Notes regarding priority levels

 Table 5 – Priority: HI= High (Extremely important, very critical); ME= Medium
(important but not critical); LO=Low (needs to be done but not important and/or
critical)
Table 2.1 – Analysis of Management Strategies

Strategy 1
Ami Biotech is a venture that uses adaptive strategic
Briefly Identify & management (ASM) as the company is continuously attentive
Describe the to its external as well as internal surroundings for possible
Management Strategy threats and opportunities and changes them as a reaction in
such context. This flexible approach is described in the
company's choice to launch Soul, the commencement of
MySpray Therapeutics as a consequence of a reverse takeover
and thus the production of new and more professional
products that the company is engaged in. As a result, adaptive
strategic management will be essential to any organization that
wishes to succeed.
This is why organizations can enjoy ASM as it helps them to be
Benefits/ Advantages better able to adjust to the external environment and to anticipate
potential changes. The sort of technology, which is used, the kind
of market that prevails and the competition, which is there, all of
these factors can fluctuate. When organizations can change their
ways of breaking the routine, that is, when they are capable of
being flexible, they enhance the congruency of their strategy
within the operating environment. Provided that it is implemented
in the proper way ASM maybe useful even in businesses
exploration of new strategies, searching for business sources and
improving service throughout the time.
■ Leadership that is easy to follow and remarkably effective.
Critical
Success ■ A Center for Both Innovation, Risk-Taking, And Improvement -
Factors An Organizations Most Important Strategic Aim.

Critical Success Factors

Threats / Risks

■ Good cooperation among employees, stakeholders, and partners.

■ Unlimited and authoritative information available to them helps

make their strategic decision by identifying environmental trends
and changes.

■ Crystal clear, comprehensive and data driven planning.

■ Change enabled.

■ Develop, refine strategies, and monitor effectiveness on an

ongoing basis.
This is basically about a situation characterized by: Inadequate
Threats/ drive and discipline.
Risks A state of affairs where the problem is usually caused by
excesses: Too much knowledge and too little action at firm’s
 readiness.

Deciding to do something right now in the time is another

hindrance: Deciding to wait or leading operations haphazardly.

Flip-flop leadership: Eating everything just to survive under the

constraints, but all stopping whenever someone knocks on the
door.

Another challenge is in fickle leadership whereby attention is

caught upon every new challenge instantly while disdaining the
initial strategies and taking even the organization further away
from goal achievement
Yes of course, I do think that Ami Biotech can work better with
Why is this your the current strategic management implementation and improve it
recommended Strategy? for purposes of ensuring the elaboration and execution of a
strategic plan that will lead the company towards the goals it wants
to achieve in bits. This is normal with an organization that wants
to survive and thrive as a business by innovating its processes and
quality of its services.
Table 2.2 – Analysis of Management Strategies

Strategy 2
The company’s Vision revolves around focusing the laws of
Briefly Identify & the universe to bring together a rigorous approach of science
Describe the to find an all-encompassing approach of inspiring and stirring
Management Strategy up the individual to achieve one’s fullest self [MYS22: 4105].
The company values are not clearly stated though.
Aims to give a company a picture of where it is heading to in the
Benefits/ Advantages long term.

➤ Management can help keep the employees engaged by

attempting to show them that their skills and contributions matter
and that they are contributing towards a greater course.

➤ It aids in the fulfillment of communication which is the

company's objectives and its usage as a guide to decision making
in the organization.

➤ Provides certain parameters that allow for the development of

corporate weighted goals in strategic planning.

➤ This helps to reach out and maintain staff as well as

customers/investors.

Critical
Success
Factors

Threats/
Risks
Why is this your
recommended Strategy?
Table 2.3 – Analysis of Management Strategy

Strategy 3

Briefly Identify &

Describe the
Management Strategy

Benefits/ Advantages

Critical
Success
Factors

Threats/
Risks

Why is this your

recommended Strategy?
Table 2A - Strategic Analysis – Stakeholder Positions on Strategies

Stakeholder Strategic Strategic Strategic

s and their Option 1: Option 2: Option 3:
positions:

Stakeholder
1:

Stakeholder
2:

Stakeholder
3:

Stakeholder
4:
Table 2B - Strategic Analysis – Impact of Critical Issues on Strategies

Management Strategy #1 Strategy #2 Strategy #3

Strategies &
Their Critical
Issues
Finance

Marketing

Operations

IT

Human
Resources
Table 3.1 - Critical Issues in the Context of Recommended Management Strategy –
FINANCE
CRITICAL
ISSUES How is it manifested? Why is it happening? 1) Why Important? 2)
Cause(s)? Implications if not dealt
with?
Finance
F1

F2

F3

F4

F5
Table 3.2 - Critical Issues in the Context of Recommended Management Strategy –
HR

CRITICAL How is it manifested? Why is it happening? Why Important?

ISSUES Cause(s)? Implications if not dealt
with?

Human
Resources
HR1

HR2

HR3

HR4

HR5
Table 3.3 - Critical Issues in the Context of Recommended Management Strategy –
IT/MIS

CRITICAL How is it manifested? Why is it happening? Why Important?

ISSUES Cause(s)? Implications if not dealt
with?

Info Tech
IT1

IT2

IT3

IT4

IT5
Table 3.4 - Critical Issues in the Context of Recommended management Strategy -
OPERATIONS

CRITICAL How is it manifested? Why is it happening? Why Important?

ISSUES Cause(s)? Implications if not dealt
with?

Operations
OP1

OP2

OP3

OP4

OP5
Table 3.5 - Critical Issues in the Context of Recommended Management Strategy -
MARKETING

CRITICAL How is it manifested? Why is it happening? Why Important?

ISSUES Cause(s)? Implications if not dealt
with?

Marketing
M1

M2

M3

M4

M5
NOT REQUIRED Table 3A – Vertical Causal Analysis
Description of Underlying Cause Critical Issue(s) Priority and
Total Importance
(Common causes for multiple problems) Addressed Frequ
(as identified in Table Low Med High
-ency
3)
1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Additional Issues or Insights which are critical to the success of the organization
OR will critically impact on the success of your recommended management strategy
Table 3B – Development of What Need to Be Addressed Statements

1. What Needs to Be Addressed

Implications if not Addressed Opportunities if Addressed

2. What Needs to Be Addressed

Implications if not Addressed Opportunities if Addressed

3. What Needs to Be Addressed

Implications if not Addressed Opportunities if Addressed

3. What Needs to Be Addressed

Implications if not Addressed Opportunities if Addressed

4. What Needs to Be Addressed

Implications if not Addressed Opportunities if Addressed

5. What Needs to Be Addressed

Implications if not Addressed Opportunities if Addressed

 6. What Needs to Be Addressed

Implications if not Addressed Opportunities if Addressed

Comment – Observations and Conclusions Regarding Diagnosis

Table 4.1 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #1

Alternative #1 Pros Cons

Alternative #2 Pros Cons

Recommendation & Rationale

Table 4.2 – Evaluation of Alternative Solutions & Recommendation
WNTBA Statement #2

Alternative #1 Pros Cons

Alternative #2 Pros Cons

Recommendation & Rationale

Table 4.3 – Evaluation of Alternative Solutions & Recommendation
WNTBA Statement #3

Alternative #1 Pros Cons

Alternative #2 Pros Cons

Recommendation & Rationale

Table 4.4 – Evaluation of Alternative Solutions & Recommendation
WNTBA Statement #4

Alternative #1 Pros Cons

Alternative #2 Pros Cons

Recommendation & Rationale

Table 4.5 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #5

Alternative #1 Pros Cons

Alternative #2 Pros Cons

Recommendation & Rationale

Table 4.6 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #6
(optional if required)

Alternative #1 Pros Cons

Alternative #2 Pros Cons

Recommendation & Rationale

Table 5 – Recommendation Detail

Recommendations & ST = 0 to Timing Priority

3 months, MT = 3 to 9 months (See Note to
the Marker)
Supporting Detail LT = 9 to 15
months, Immediate – 0 to 15 days
Rec #1

Rec #1 - Critical Success Factors & Risks to be Managed

Rec #2

Rec #2 - Critical Success Factors & Risks to be Managed

Table 5 – Recommendation Detail

Recommendations & ST = 0 to 3 months, MT = 3 to 9 months Timing Priority

Supporting Detail LT = 9 to 15 months, Immediate – 0 to 10 days
Rec #3

Rec #3 - Critical Success Factors & Risks to be Managed

Rec #4

Rec #4 - Critical Success Factors & Risks to be Managed

Table 5 – Recommendation Detail

Recommendations & ST = 0 to 3 months, MT = 3 to 9 months Timing Priority

Supporting Detail LT = 9 to 15 months, Immediate – 0 to 10 days
Rec #5

Rec #5 - Critical Success Factors & Risks to be Managed

Rec #6

Rec #6 - Critical Success Factors & Risks to be Managed

OPTIONAL Table 1 - A SWOT+ Data Gathering Table (STRATEGY)

Strategy

Strengths/
Positives

INT

Opportunities

EXT

Threats

EXT

Problems/
Challenges/
Weaknesses

INT
OPTIONAL Table 1.1 - A SWOT+ Data Gathering Table (FINANCIAL MANAGEMENT)

Finance

Strengths/
Positives

INT

Opportunities

EXT

Threats

EXT

Problems/
Challenges/
Weaknesses

INT
OPTIONAL Table 1.2 - A SWOT+ Data Gathering Table (HR MANAGEMENT)

Human Resources

Strengths/
Positives

INT

Opportunities

EXT

Threats

EXT

Problems/
Challenges/
Weaknesses

INT
OPTIONAL Table 1.3 - A SWOT+ Data Gathering Table (IT/MGT INFO SYSTEMS)

Information Technology

Strengths/
Positives
INT

Opportunities

EXT

Threats

EXT

Problems/
Challenges/
Weaknesses

INT
OPTIONAL Table 1.4 - A SWOT+ Data Gathering Table (PRODUCTION OPERATIONS MANAGEMENT)

Operations

Strengths/
Positives

INT

Opportunities

EXT

Threats

EXT

Problems/
Challenges/
Weaknesses

INT
OPTIONAL Table 1.5 - A SWOT+ Data Gathering Table (MARKETING MANAGEMENT)

Marketing

Strengths/
Positives

INT

Opportunities

EXT

Threats

EXT

Problems/
Challenges/
Weaknesses

INT
Table 1.6 The Five Forces of Competition in the Industry
Rivalry among Competing Sellers 

Potential Entry of New Competitors 

Competitive Pressures from 

Substitute Products
Competitive Pressures from 
Supplier Bargaining Power and
Supplier-Seller Collaboration
Competitive Pressures from Seller- 
Buyer Collaboration and
Bargaining

Optional Table
1.7 Industry Key Success Factors
Technological related 

Operations related 

Distribution related 

Marketing related 

Skills related 

Organizational 
capacity
Other 

Optional Table 1.8 Industry Prospects and Overall Attractiveness

Factors making the 
industry attractive
Factors making the 
industry unattractive
Special industry 
issues/problems
Profit outlook 
Table 1.9 The Business Environment
Opportunities Threats
Political
Economic
Societal/Cultural
Technological