Real-world Business Analysis

| January 30, 2017

Real-world Business Analysis Part II

Business leaders use different tools as maps to guide their business decisions. In this segment of the Real-world Business Analysis Application, you will begin to apply some of these tools to your chosen business.

The Business Model

Based on your reading of Chapter 4 from the Hess book, “An Elevator-Pitch Business Model,” and the “Why Business Models Matter” article, complete the following:

a. Write a concise two-sentence “elevator pitch” customer value proposition for your real-world business. (You can use the examples in the Hess book as a guide.)

b. Then, incorporating your elevator pitch, expand it to a full but still crisp business model description, or “story,” as Magretta refers to it.

Uncontested Market Space Strategy—First Pass

Hamel and Prahalad (2005) write, “The strategist’s goal is not to find a niche within the existing industry space but to create new space that is uniquely suited to the company’s own strengths-space that is off the map.” Based on your reading of the articles “Value Innovation: A Leap into the Blue Ocean” and “Strategic Intent,” apply the thoughts of the authors and describe in two paragraphs how your real-world business attempts (or will attempt) to create new competitive “uncontested market” spaces, and what the primary challenges to such a strategy are or will be. Be specific.

General Force and Customer Analysis

With the reading SWOT Analysis I: Looking Outside for Threats and Opportunities in mind, answer the following questions:

a. Identify and discuss the three most important general environmental forces or work style and lifestyle trends that are shaping the “big picture” opportunity for your real-world business.

b. Perform a customer analysis, and, using the categories and ideas from pages 6-8, describe as carefully as you can who the customers of your business are, what “problems” they have that your company can solve, and so forth. Limit your analysis to two double-spaced pages.

Reading materials

Course Text: Hess, E. D. (2007). The road to organic growth: How great companies consistently grow marketshare from within. (Laureate Education, Inc., custom ed.). New York: McGraw-Hill.

Hamel, G., & Prahalad, C. K. (2005). Strategic intent. Harvard Business Review, 83(7-8). Retrieved from Business Source Premier database.
In this article, the authors examine traditional business strategies that do not achieve competitive advantage. They then outline the benefits of setting goals and identifying resources in order to expand a company’s current position.

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