Writing Question

These papers would be 100 percent human written, please include plagiarism and AI report

Part A

Complete a strengths, weaknesses, opportunities, and threats (SWOT) analysis of an organization of your choice.

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Introduction

A SWOT analysis is vital to generating long-term strategies.

Strategic management is the formulation, implementation, and evaluation of decisions that help a business achieve its goals (David et al., 2024). Strategy formulation includes developing a vision and a mission, determining internal strengths and weaknesses, identifying external opportunities and threats (also known as a SWOT analysis), and establishing long-term strategies and objectives. Strategy implementation requires the organization to create policies and short-term objectives, and to allocate resources so strategies can be achieved. Strategy evaluation reviews external and internal factors, measures performance, and takes corrective action. Strategy formulation can occur at the corporate, divisional, business unit, or functional level. There are financial and non-financial benefits in strategic planning. Success increasingly depends upon being competitive in the global market. Strategic planning can help achieve this imperative.

Reference

David, F. R., David, F. R., & David, M. E. (2024). Strategic management: A competitive advantage approach, concepts, and cases (18th ed.). Pearson.

Preparation

In this assessment, you will choose an organization to complete a SWOT analysis. You may use the same organization for other assessments in this course. Ideally, the company you choose should be a familiar one and one to which have easy accesssuch as your place of employment or a company close to where you live. Think of yourself as an outside consultant hired to research, assess, formulate, recommend, and evaluate your selected organization.

It is important to remember that opportunities and threats are external to an organization, and strengths and weaknesses are internal to an organization.

Instructions

SWOT Analysis

The intention of this exercise is to give you experience identifying the opportunities, threats, strengths, and weaknesses of an organization. This analysisalso known as a SWOT analysisis vital to generating long-term strategies.

Complete the following:

• First, identify and describe what you consider to be your chosen organization’s internal strengths and weaknesses. Examples of internal factors include employees, management, and finance. Use the terms “Strengths” and “Weaknesses” as titles. Then, list three or more factors under each title and describe them.
• Second, identify and describe what you consider to be the organization’s external opportunities and threats. Opportunities and threats may include a variety of factors, such as economics, technology, demographics, environmental considerations, culture, competition, and political influences. Use the terms “Opportunities” and “Threats” as titles. Then, list three or more factors under each title and describe them.

Be sure to both identify and describe the strengths, weaknesses, opportunities, and threats of your chosen organization.

Additional Requirements

Your assessment should also meet the following requirements:

• Written communication: Written communication is free of errors that detract from the overall message.
• APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
• Font and font size: Times New Roman, 12 point.

Part B

Practice evaluating mission statements. After you have evaluated six companies’ mission statements, you will conduct an interview about the use of mission statements at one company.

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Introduction

In this assessment, you will examine an organization’s unique purpose and reason for being, and how these things are reflected in the organization’s vision and mission statements. Vision and mission statements are similar, but a vision statement, according to David et al. (2024), answers the questions: “What do we want to become?” and “What is our business?” A mission statement is typically longer and more detailed than a vision statement. Organizations that invite strategists, managers, and employees into the development and communication of their business vision and mission create a heightened sense of purpose. Below are the nine components of a good mission statement:

1. Customers. Who are our customers?
2. Products and services. What are the major ones?
3. Markets. Where do we compete geographically?
4. Technology. Is our technology current?
5. Growth. Are we committed to growth and financial soundness?
6. Philosophy. What are our values, beliefs, and ethics?
7. Self-concept. What is our distinctive competence and competitive advantage?
8. Public image. What is our response to social and environmental concerns?
9. Employees. Are employees a valuable asset?

Although often the most commonly overlooked task, crafting the vision statement is the necessary first step in strategic management. It provides direction for other activities. Like a vision statement, effective mission statements stand the test of time and, although re-examined annually, they are infrequently changed.

Reference

David, F. R., David, F. R., & David, M. E. (2024). Strategic management: A competitive advantage approach, concepts, and cases (18th ed.). Pearson.

Overview

A mission statement provides direction for creating, implementing, and evaluating strategic activity. This assessment gives you practice evaluating mission statements. After you have evaluated mission statements of six companies, you will conduct an interview about the use of mission statements at one company.

Instructions

Part 1

Create a spreadsheet with the name of six companies listed across the top of the page and the nine essential components of a mission statement on the left. Provide rationale or interpretation for components that are more difficult to assess.

Evaluate each mission statement with the nine criteria. Record a yes in the cell of the matrix when the mission statement meets the criteria and a no if it does not.

Complete the evaluation matrix and provide a brief written assessment of the various mission statement components.

Part 2

Find an organization that has a formal mission statement. Contact someone within that organization (the organization you chose for Assessment 1, a non-profit, a government agency, or a business). Ask to speak with the director, owner, or CEO and explain that you are studying mission statements and are conducting research as a class activity.

Use the following questions as a guide and develop a few additional questions for your interview:

• When did your organization first develop its mission statement?
• Who was responsible for its development?
• Did you involve stakeholders and how?
• By what process is the mission statement altered or modified, and who is involved?
• How is your mission statement used day-to-day?

Summarize your interview in a short paper. Make sure to discuss why you chose to ask the questions you developed, summarize the process of constructing a mission statement, and describe the importance of the mission statement to organizations. Provide an overview of your findings and submit the short paper along with the evaluation matrix from Part 1.

Additional Requirements

Your assessment should also meet the following requirements:

• Written communication: Written communication is free of errors that detract from the overall message.
• APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
• Font and font size: Times New Roman, 12 point.

Part C

Develop an external factor evaluation (EFE) matrix, a competitive profile matrix (CPM), and an internal factor evaluation (IFE) matrix for a chosen organization, and write an analysis of the pros and cons and applications for use of each of these analytical tools.

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Introduction

An EFE matrix summarizes the results of an external audit. Using an IFE matrix to identify and prioritize internal factors fosters communication across functions and allows functional employees to articulate their concerns about the organization’s business condition. An EFE matrix, an IFE matrix, and a SWOT analysis, which identifies the internal strengths and weaknesses and the external opportunities and threats to an organization, are often completed together.

Because of increased turbulence in business markets, an external audit is an important part of strategic management. An external audit includes collecting and evaluating information about competitors, technology, and legal, governmental, political, environmental, demographic, cultural, social, and economic trends in the marketplace. Organizations must empower their employees to identify, monitor, forecast, and evaluate external forces. Failure to do so might mean missed opportunities or ineffective strategies. It is important to use the Internet and information technology to gain information about the competition. Monitoring competitors’ performance is another important part of an external audit. Using an EFE matrix and a CPM can help evaluate markets.

Organizations also audit their internal strengths and weaknesses, including the major functional areas. The core operations of most organizations include management, marketing, finance, operations, research, and information systems. An internal audit helps ensure an organization’s health and may help establish competitive advantage and strengthen bottom-line performance. To do an internal assessment, strategists identify and evaluate internal strengths and weaknesses and formulate strategies for effectiveness. The process of doing an internal audit is an opportunity for employees throughout the organization to participate in choosing the future of the organization. Involvement in the process can energize and mobilize the enterprise.

Preparation

Select an organization for which to create an EFE matrix, a CPM, and an IFE matrix. Ideally, the company you choose will be a familiar one and one to which you have easy access, such as your place of employment or a company close to where you live. You may use the same organization for other assessments in this course.

The following resources are required to complete the assessment.

• .
• .
• .

EFE Matrix and IFE Matrix

Complete the following:

• Using the , record the external factors, weights, ratings, and total weighted scores for your chosen organization. Once you complete the table in the template, discuss the pros and cons and applications for use of this analytical tool. You may record the written portion of the assessment in the template document, or you may create a separate document.
• Using the , record the internal factors, weights, ratings, and total weighted scores for your chosen organization. Once you complete your IFE matrix table, discuss the pros and cons and applications for use of this analytical tool for the organization. In addition, propose strategies that address the following. You may record the written portion of the assessment in the template, or you may create a separate document.
  • What do you think would allow the organization to capitalize on its strengths?
  • What do you think would allow the organization to improve upon its weaknesses?
  • What are potential issues for stakeholders in their functional areas?

CPM

Monitoring competitors’ performance is an important part of an external audit. This exercise gives you practice in evaluating the competition and summarizing the information in a competitive profile matrix. Talk to someone in your organization who is familiar with the competition. Determine two competitors and review their websites. Prepare a competitive profile matrix using the that includes the focus organization and two competitors.

Additional Requirements

Your assessment should also meet the following requirements:

• Written communication: Written communication is free of errors that detract from the overall message.
• APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
• Font and font size: Times New Roman, 12 point.

Competencies Measured

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

• Competency 1: Evaluate key elements of the strategic planning process.
  • Develop an EFE matrix that includes factors, weights, ratings, and total weighted scores.
  • Develop an IFE matrix that includes factors, weights, ratings, and total weighted scores.
• Competency 2: Analyze issues associated with stakeholders in the strategic planning process.
  • Interpret how the organization can capitalize on strengths.
  • Interpret how the organization can improve on weaknesses.
  • Illustrate potential issues for stakeholders in the functional areas.
  • Compare and contrast an organization and two competitors based on identified critical success factors.
• Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
  • Discuss the pros and cons and application of each of the analytical tools.
  • Identify critical success factors for an organization.
  • Describe an organization and two competitors’ associated weight, rating, and weighted score relative to affecting or supporting competitive advantage.

  Part D

• Create a flip chart with alternative strategies that could benefit your organization. List 10 possible strategies. Summarize your findings in a 23 page memo.Collapse All

• Introduction

  In this assessment, you will learn appropriate business strategies and consider ways to engage employees in strategic prioritization and implementation. The hope of any strategic planning activity is that it will enhance organization performance. Through involvement in strategic planning, employees achieve a better understanding of the organization’s operation. The process allows for proactive decision making. It is important to anticipate and respond to issues and to understand that sometimes a philosophical change will surface. There are 12 general strategies an organization might follow when implementing change. Adopting one or more of these strategies might mark a new beginning for an organization, especially if the employees understand and support the plan of action. The 12 strategies are:

  1. Forward integration. Increase control of distributors or retailers.
  2. Backward integration. Increase control of firms’ suppliers.
  3. Horizontal integration. Increase control of competitors.
  4. Market penetration. Increase market share for current products in current markets.
  5. Market development. Introduce current product in new geographic areas.
  6. Product development. Increase sales through improved or new product.
  7. Concentric diversification. Add new but related products.
  8. Conglomerate diversification. Add new unrelated products.
  9. Horizontal diversification. Add new, unrelated products for current customers.
  10. Retrenchment. Cost reduction to reverse declining profit and sales.
  11. Divestiture. Sale of part of the organization.
  12. Liquidation. Sale of the company’s assets.

  This assessment gives you experience recommending strategies to increase the effectiveness of your selected organization.Gather representatives from different functions to discuss alternative strategies. Notice the learning and understanding that occurs as people express differences of opinion. Keep the focus on the process, which is more important than the document.Using the opportunity/threat and strength/weakness factors you have identified, create a flip chart (using a whiteboard tool, PowerPoint, or another tool of your choice) with alternative strategies that could benefit your organization. List 10 possible strategies. Your list should include a description and possible outcomes of the strategy if implemented. Ask your gathered group to rate each of the strategies on a scale of 1 to 3, where 1 equals no support, 2 is neutral, and 3 equals support for implementation of the strategy. Sum the scores and prioritize the strategies.Discuss how this process could help organizations achieve understanding and commitment from employees. Share the results with an organization leader. Ask for comments about the process and the top strategies.When you have completed your assessment, summarize your findings in a 23 page memo. Attach the list of the 10 possible strategies with ratings to your memo.

  Additional Requirements

  Your assessment should also meet the following requirements:

  • Written communication: Written communication is free of errors that detract from the overall message.
  • APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
  • Font and font size: Times New Roman, 12 point.

  Competencies Measured

  By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

  • Competency 1: Evaluate key elements of the strategic planning process.
    • Evaluate the rationale for these recommendations, based on strengths, weakness, opportunities, and threats.
    • Summarize feedback and potential plans of action as a result of shared recommendation with organizational leaders.
  • Competency 2: Analyze issues associated with stakeholders in the strategic planning process.
    • Describe options for how to engage employees in a dialogue about these strategies to gain understanding and commitment.
    • Summarize the scores and priorities of the strategies based on the group discussion.
  • Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
    • Apply a sequential process by identifying 10 recommended strategies with descriptions and outcomes.
    • Reflect on and incorporate your learning from having engaged a group in reviewing these strategies.

    Part E

  Complete a growth-share (BCG) matrix for an organization of your choice, along with a preparation worksheet in which you assess information for the matrix.Create a grand strategy matrix for an organization of your choice, write a summary of whether the organization’s strategies are aligned with the matrix, and make recommendations for changes to the organization’s strategy based on your observations.Collapse All

  Introduction

  In this assessment, you will learn how to evaluate your chosen organization’s relative market share versus the industry sales growth rate. Strategy formation is an assessment of whether the organization is doing the right things, and how it can be more effective. Organizations can become obsolete by following a strategy outdated by market changes. Objectives should be consciously developed and coordinated and not just extensions of day-to-day operations.Every organization needs to communicate clear objectives. Analytical tools like BCG, a Boston Consulting Group evaluation of relative market share position and industry sales growth rate, and grand strategy matrix, a four-block model that recommends strategies based on competitive position and industry market growth, can improve the quality of strategic decisions. But leaders must make these choices. Behavioral, cultural, and political aspects of the process and selection are important to manage. Boards of directors are assuming a more active role in strategy because of legal pressures.

  Strategic Analysis Tools

  • SWOT matrix: The SWOT analysis is a matching tool that allows managers to gauge external and internal factors affecting the organization. The SWOT matrix is typically set up with quadrants that lend to SO, WO, ST, and WT strategies.
  • SPACE matrix is also a four-section matching tool that helps managers determine if an aggressive, conservative, defensive, or competitive strategy is most appropriate for the organization.
  • BCG matrix is another quadrant-based matrix that focuses on profit centers for an organization. The focus is on the market share versus industry sales growth rate and helps managers determine the company’s business portfolio based on how products fall in the matrix.

  Instructions

  Part 1

  Complete Part 1 of this assessment using .You may wish to review the suggested readings as well as do your own research into completing a BCG matrix to prepare for this assessment.Complete the following:

  • Select an organization with multiple divisions or product lines to analyze. For example, Apple would likely be considered to have multiple divisions, such as those associated with iTunes, iPods, iPhones, iPads, and Mac computers.
  • Assess your chosen organization’s key divisions. To do this, place five column headings at the top of a worksheet. Title the columns as follows: Divisions, Revenues, Profits, Market Share Position, and Industry Growth Rate. Assess your organization’s key divisions in each of these five categories. This information will help provide the foundation necessary to successfully complete a BCG matrix. Submit this worksheet as one of the deliverables for this assessment.
  • Use the to complete a BCG matrix for your chosen organization. You might find it interesting and useful to compare and discuss your results with people from the organization.

  Be sure to submit both your completed BCG matrix and your preparation worksheet for this assessment.

  Part 2

  Complete Part 2 of this assessment using .Create a grand strategy matrix for an organization of your choice. Ideally, the company you choose will be a familiar one and one to which you have easy access, such as your place of employment or a company close to where you live. You may use the same organization for other assessments in this course.You may wish to review the suggested readings as well as do your own research into completing a grand strategy matrix to prepare for this assessment.Complete the following:

  • Answer the following questions:
    • Is your chosen organization in a weak or strong competitive position?
    • Is the market growth rapid or slow?
  • Complete a grand strategy matrix for your chosen organization using the .
  • Compare whether the organization’s strategies are aligned with the relevant quadrant strategies, and write a half-page summary on the differences and changes you identify. Make recommendations for changes to the organization’s strategy based on your observations.

  Additional Requirements

  Your assessment should also meet the following requirements:

  • Written communication: Written communication is free of errors that detract from the overall message.
  • APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
  • Font and font size: Times New Roman, 12 point.

  Competencies Measured

  By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

  • Competency 1: Evaluate key elements of the strategic planning process.
    • Assess the key divisions of an organization.
    • Develop a BCG matrix of an organization.
    • Analyze whether the selected organization has a weak or strong competitive position.
    • Identify whether an organization’s strategy is aligned with the relevant quadrant strategies.
  • Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
    • Describe whether the market growth rate is rapid or slow.
    • Recommend changes based on final observations.

    Part F

  Complete a one-page organizational chart that you believe would best suit your organization’s needs.Collapse All

  Introduction

  In this assessment, you will learn why implementation is sometimes more difficult than strategy formulation. You will also learn how annual objectives, the organizational chart, and organization culture can be used to increase the probability of implementation. A good strategy does not guarantee successful implementation. Although they are interdependent, they are different in nature. Strategy implementation means change. The real work begins after the strategies are created. Implementation requires the support and hard work of employees, and resistance can sabotage implementation. Managers and employees must be motivated to implement strategies. Implementation requires matching structure to strategy, linking performance to pay, creating a change climate, managing political relationships, creating a strategy-supportive culture, adapting key processes, and managing human resources. Establishing objectives and policies, and allocating human resources are also important to implementation.

  Instructions

  Altering organization charts is an important skill. This assessment will improve your ability to alter a hierarchical structure to respond to new strategies. Based on your organization, complete a one-page organizational chart that you believe would best suit the organization’s needs. Be sure to take into account the strategy recommendations you have put forth in previous assessments.An example for changes to the organizational chart might include moving to a division structure by product, or moving to a matrix structure.Be sure to provide as much detail as possible in your organizational chart, including the names of the individuals and the titles of the positions. Include a two-paragraph description and rationale about why this organization chart will help implement your new strategy recommendations.

  Additional Requirements

  Your assessment should also meet the following requirements:

  • Written communication: Written communication is free of errors that detract from the overall message.
  • APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
  • Font and font size: Times New Roman, 12 point.

  Competencies Measured

  By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

  • Competency 1: Evaluate key elements of the strategic planning process.
    • Provide rationale for changes in the organizational structure that help support and implement new strategies.
    • Describe the impact of organizational restructuring on developing and implementing new strategies.
  • Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
    • Create an organizational chart that includes the major roles in the organization.

    Part G

  Create a positioning map for an organization of your choice and analyze the results.Collapse All

  Introduction

  In this assessment, you will learn how to map product position in comparison to your competitors and based on market segments. Successful strategy implementation depends on the cooperation of all the functional managers:

  • Marketing is frequently required to increase sales revenue with new products.
  • Finance managers must find implementation approaches at low cost and minimum risk.
  • R&D has to transfer complex technologies or develop new technologies to implement strategies.
  • Information systems is tasked to provide leadership and training for employees.

  It is clear that these requirementsand moredetermine an organization’s success.

  Instructions

  Complete the assessment using .Create a positioning map for an organization of your choice. Select an organization to analyze. Ideally, the company you choose will be a familiar one and one to which you have easy access, such as your place of employment or a company close to where you live. You may use the same organization for other assessments in this course. Assess your chosen organization against potential competitors.Complete the following:

  • Using the , determine two important factors and descriptors for the ends of the continuums, such as capacity, customer service, convenience, et cetera.
  • Include your organization’s competitors in your map for the same two factors you chose for your selected company.
  • Analyze the results.
  • Discuss issues that leaders face when interpreting these results.

  Additional Requirements

  Your assessment should also meet the following requirements:

  • Written communication: Written communication is free of errors that detract from the overall message.
  • APA formatting: If you use sources, ensure that resources and citations are formatted according to current APA style and formatting guidelines.
  • Font and font size: Times New Roman, 12 point.

  Competencies Measured

  By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

  • Competency 2: Analyze issues associated with stakeholders in the strategic planning process.
    • Analyze an important factor for both the vertical and horizontal axes of the continuum.
    • Compare an organization against the competition on the same two factors.
    • Analyze issues leaders face when interpreting the results of the positioning map.

    Part H

  Write a 300-word strategy evaluation report on a chosen company.Collapse All

  Introduction

  Research from the Internet and from printed information can enhance strategy evaluation. Competitors’ performance information can help bring perspective to an organization’s performance evaluation. It is also important to look at changes, externally and internally, as an indicator for the need to modify strategy.A strategy evaluation framework can help achieve annual and long-term objectives. Evaluation allows an organization to use internal strengths and to capitalize on external opportunities as they surface, defending against market shifts and correcting internal weaknesses before they become a problem. Successful organizations formulate, implement, and evaluate strategies intentionally and continually evaluate their strategic positionshaping their future intentionally as opposed to being shaped by external forces. Strategic management allows an organization to make effective decisions, execute those decisions efficiently, and take corrective action. The key to effective strategy evaluation is the integration of intuition and analysis. Strategic management is first a people process and a mechanism for fostering organizational communication. The planning process is more important than the written plan. In fact, the written plan is only a snapshot and because of the rapid rate of change, leaders must plan continuously.Strategic management also includes formulating, implementing, and evaluating organization-wide decisions that enable an organization to achieve its objectives (David et al., 2024). Formulation includes the organization’s mission, internal and external assessments, and the establishment of strategies. Implementation includes the creation of short-term objectives and allocation of resources to achieve strategies. Evaluation reviews performance and recommends corrective action. There are many benefits to strategic planning, including financial and competitive sustainability in a global market. Globalization, e-commerce, and attention to the environment have become important strategic concerns. Engaging employees in the strategic management process can facilitate the implementation of a well-planned strategy and enhance competitive advantage. Through this course, you have learned about the importance of mission and involvement in a sequential planning process.

  Reference

  David, F. R., David, F. R., & David, M. E. (2024). Strategic management: A competitive advantage approach, concepts, and cases (18th ed.). Pearson.

  Preparation

  Select an organization to analyze. Ideally, the company you choose will be a familiar one and one to which you have easy access, such as your place of employment or a company close to where you live. You may use the same organization for other assessments in this course.

  Instructions

  Complete the following:

  • Use the Capella library and the Internet to locate three articles written in the last six months, or as current as possible, about the industry of your selected organization.
  • Consider the following questions as you do your research:
    • What new opportunities and threats, or strengths and weaknesses seem to be emerging in this industry?
    • Do you feel that your selected organization is using effective strategies?
    • What recommendations would you offer?
  • Write a 300-word document titled “Strategy Evaluation Report” in which you:
    • Summarize your organization’s strategy and performance in the current year.
    • Identify strategic information about your organization’s competitors.
    • Identify new opportunities, threats, strengths, and weaknesses that seem to be emerging in the selected organization’s industry.
    • Interpret the effectiveness of your company’s strategies.
    • Recommend strategies based on strategy evaluation research.
  • Use APA-formatted in-text citations for information you take from the articles, and provide complete references for all articles.

  Additional Requirements

  Your assessment should also meet the following requirements:

  • Written communication: Written communication is free of errors that detract from the overall message.
  • APA formatting: Ensure that resources and citations are formatted according to current APA style and formatting guidelines.
  • Number of resources: Include a minimum of three current articles.
  • Required length: The body of your document should be 300 words.
  • Font and font size: Times New Roman, 12 point.

  Competencies Measured

  By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:

  • Competency 1: Evaluate key elements of the strategic planning process.
    • Identify strategic information on competitors using appropriate research.
    • Recommend strategies based on strategy evaluation research.
  • Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.
    • Identify new strengths and weaknesses and opportunities and threats.
    • Interpret the effectiveness of a companys strategies.

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