University of New Haven Strategic Management and Business Policy Paper

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Description

Assignment Objectives:
The aim of this exercise is for the student to develop, write and submit an a Report of the Analyses conducted regarding the Client’s Internal and External Environments.
This report should describe the results obtained from the student in applying each of the frameworks discussed in class, in order to identify the Client’s Strengths, Weaknesses.
The outcomes of this report will serve as the basis for the student to develop its strategic recommendations to the client.

This analysis report will serve as “Part I” of the final client report.
Assignment Instructions

The Report should be based on the student’s own research. An outline of the report is provided below:

FRONT MATTER:
Cover Page: the cover page should be similar to the one in the initial proposal. Make sure it appropriately reflects the current document (title, date, etc.)

Presentation Letter: the presentation letter should also be similar to the one in the initial proposal. Make sure it appropriately reflects the current document (objective of the letter, date, etc.)
Table of Contents
BODY OF THE REPORT:
1. Introduction

1.1. Description of the Client Company: this description should include, among other aspects, a short, relevant account of the firm’s history, its main product and service offerings, its most relevant activities, core competencies, and business model.

1.1.1. Project Description (Problem/Opportunity Statement): provide a brief description of the problem or opportunity statement being addressed.
1.2. General Description of the Industry: this description should include, among others aspects, industry size, main players, industry structure, level of concentration, description of the prevalent business model. Make sure you consider questions, such as: How do you see the industry dynamics evolving in the future? Will it get more or less concentrated? What is the current stage of its life cycle? Are market shares stable? Is there overcapacity? Include data whenever possible.
IMPORTANT NOTE:
– Precisely defining the industry is key to performing a relevant analysis of the external environment. Defining the industry too broadly can lead to an analysis that lacks focus or that end up being irrelevant to the specific client, while defining it too narrowly can lead to the oversight of important factors and players.
2. External Analysis
2.1. Analysis of the Macro-Environment: in this analysis, you should describe the macro factors that are currently affecting your industry. You may use PESTEL or any other framework you consider appropriate. Be specific in explaining how each of the relevant factors affects firms in the industry.
IMPORTANT NOTES:
– This analysis is to be done at the INDUSTRY LEVEL. Therefore, students should focus on how the relevant macro factors affect the Industry as a whole, and NOT on how they affect the client.
– You should be careful not to provide general descriptions of the macro factors identified as relevant or explain what they are, instead, the team must explain the specific impact each of these factors has, or may potentially have on the client firm’s industry.
2.2. Analysis of the Competitive Environment:
2.2.1. Porter’s 5 Forces: analyze how each of the five forces affects your industry, and identify the relevant underlying drivers for each force. For instance, if you are analyzing the Threat of New Entrants, include a brief analysis of each potential entry barrier (economies of scale, network effects, switching cost, capital requirements, etc.) related to your industry. Do the same for the other forces.Based on your analysis of the five forces, the team should then assess the potential profitability of the industry. Is it an attractive industry? Would you recommend investing on it?
IMPORTANT NOTES:
– This analysis is to be done at the INDUSTRY LEVEL. Therefore, students should focus on how the relevant macro factors affect the Industry as a whole, and NOT on how they affect the client.
– You should be careful not to provide general descriptions of the macro factors identified as relevant or explain what they are, instead, the team must explain the specific impact each of these factors has, or may potentially have on the client firm’s industry.
2.2.2. Complements: identify and describe any complements that may influence the industry.
2.3. Strategic Groups: develop Strategic Group Map(s) of the Industry in which the Client Company competes. This analysis should identify the important strategic dimensions of competition within the industry, and how different groups of firms in the industry choose to compete along those dimensions. It should also evaluate the effects that macro-environmental and industry factors have on the potential profitability of the different groups identified, as well as the potential opportunities and threats faced by the different groups.
Answering the following questions may help to keep this analysis correctly focused: (a) How did you choose the strategic dimensions used in the map? (b) What relevant characteristics can you observe on the groups that emerged? (c) Are there any mobility barriers between the strategic groups identified in the map? (d) What further insights can you derive from this map? Do the external environment (PESTEL) factors or the 5 forces affect the strategic groups differently? How does competition differ among the different groups identified, and how would you rate/quantify the profitability of those groups?
IMPORTANT NOTES:
– This is a VISUAL-FRAMEWORK; therefore, it is imperative that the team provides a graphical representation (an actual map) of the strategic groups, as well as a written analysis of that map.
– You must create your own map, so please not copy and paste strategic group maps that you may find online.
– Drawing the graph to scale helps to show the relevance of each of the strategic groups and the competitors within them relative to one another. Therefore, using tools like Excel to create the map will likely yield a more useful graph.
– If you create a graph using another tool (e.g. Excel), please copy and paste it as a picture to this assignment’s file.
– This analysis is to be done at the STRATEGIC GROUP LEVEL. Therefore, although you should try to situate the client company within these groups, the students should focus on the on how the macro-factors and Five Forces may affect these groups differently (potentially creating advantages and/or disadvantages for the different groups).
– You should be careful not to explain what Strategic Group Mapping is, but how the presence of these different groups shapes the competitive landscape within the client company’s specific industry, as well as any other specific insights gained by the team.
– When choosing the strategic dimensions for a map, remember to choose dimensions that are not highly correlated (e.g. price and quality).
– You may create more than one strategic group map if you wish to discuss how firms in the industry compete along more than just two dimensions).
2.4. Conclusions from the External Analysis: describe the team’s MAIN conclusions and insights after analyzing the Client’s external environment? What are the key opportunities and threats facing the industry? These may include, but not be limited to: market changes, regulations, new or disruptive technologies, international factors, among others.
IMPORTANT NOTE:
– The conclusions you describe here should later be reflected as the opportunities and threats in your SWOT Analysis.
3. Internal Analysis
IMPORTANT NOTE: 
– At this stage of the analysis, the focus shifts towards the firm internal environment, which includes its resources, capabilities, competencies, activities, etc.
3.1. Value Chain Analysis: identify/map the Client Company’s MAIN Primary and Support activities, and describe/rank in terms of the value they add to the firm’s output.  The team should identify activities that lead to competitive advantage through differentiation (i.e. contributing to the creation of higher levels of customer perceived value), or through Cost-Reduction (i.e. establishing how important each activity is in relation to cost-drivers, such as, materials, research and development, labor, production speed.
The student should also evaluate the Client’s value chain in terms of its efficiency (doing things right) and effectiveness (doing the right things). In doing this, the student should keep the following questions in mind: (a) Are there activities in which the firm’s execution is sub-optimal due to a lack of expertise or other resources? (b) Is the firm focusing on the right activities, or are there any gaps in the value chain? That is, are there any activities that the company is currently overlooking that could help the firm become more competitive? (c) Are there activities that the firm could outsource, or simply exclude from its value chain in order to become more competitive.
You may want the use a diagram to help you map/organize those activities in logical order.
IMPORTANT NOTES: 
– You should NOT be concerned with explaining or defining the Value Chain concepts or analysis frameworks, but in actually applying it. That is, mapping the specific primary and support activities performed by your client company, and identifying how each of them adds value to the client’s final offering.
– The value chain analysis is done at the FIRM LEVEL. Therefore, your team should focus on the Client Firm’s internal operations.
– Remember that value-chains differ from business to business. Therefore, you should attempt to identify and map the activities that apply to your specific client’s specific business.
3.2. VRIO Framework: Identify the Client’s (most relevant) tangible and intangible resources that can serve as current or potential sources of competitive advantage. Evaluate whether each of these resources are Valuable, Rare, and Costly to Imitate or Substitute. 
To identify valuable resources, refer back to you value-chain analysis, since there you may have identified activities that serve as sources of cost or differentiation-based competitive advantages. What resources and capabilities do they require? (e.g. firm reputation, distribution channels, partnerships, patents, activities performed better than the competition, etc.)
Once those resources are identified, the team should ask: (a) Do other competitors possess the same resource or capability? (b) Can competitors easily and quickly acquire the resource or capability in the market? (c) Can competitors easily replicate the resource or capability? (d) Are   existing substitutes, or could substitutes be easily developed? (e) Can or has the firm protected the resource or capability through a patent or copyright?
Finally, the team should determine whether the firm is Organized to Capture the Value of the resources it has identified as Valuable, Rare, and Inimitable (or difficult/costly to imitate or substitute). To do that, the team must ask: (a) Has the firm recognized the value of these resources? (b) How has the firm utilized these resources? (c) Could the Client leverage the value of these resources in ways that would make it more competitive? 
IMPORTANT NOTES: 
– You should NOT be concerned with explaining or defining the VRIO concepts or analysis framework, but rather in applying identifying the Strategic Resources specifically available to the Client Company.
– The VRIO framework is used at the FIRM LEVEL. Therefore, students should focus on the Client Firm’s own resources, capabilities, and core-competencies.
– When identifying the Client’s strategic resources, you should not try to list all Valuable resources, then all rare resources, and so on. You should analyze each resource individually, focusing on those that have ALL or at least MOST of the VRIO attributes and, hence, can generate some type of competitive advantage.
3.3. Conclusions from the Internal Analysis: describe the team’s MAIN conclusions and insights after analyzing the Client’s internal environment? What are the Client Firm’s key strengths and weaknesses? 
IMPORTANT NOTE:
– The conclusions you describe here should later be reflected as the strengths and weaknesses in your SWOT Analysis.
4. Integration of External and Internal Analyses:
4.1. SWOT Analysis: Based on your analyses of the firm’s Internal and External environments, list the firm’s Strengths, Weaknesses, Opportunities and Threats. Use the SWOT Framework to help with the organization of these four categories. The conclusions form the Team’s internal and external analyses should serve as the main sources for the items in this list.
Limit each list to 3 – 5 items.
Make sure that all the listed items are relevant.
Make sure to list each item succinctly, while being clear and precise.
Items should be based on FACTS, not opinions.
Describe how the firm’s Strengths and Weaknesses may allow/hinder its pursuit of Opportunities and/or mitigate/enhance Threats. For example, if the team has identified that the technological factors in the macro environment have created a high threat of substitutes for the industry, then you should assess whether the firm’s specific resources and capabilities can help shield the firm from such a threat in a way that its competitors cannot (this would constitute a strength), or if the firm lacks the resources and capabilities necessary to mitigate this threat (this would constitute a weakness).
4.2. Strategy Canvas/Benchmarking: Draw a stray canvas to benchmark the client’s value curve and strategy against those of its most important competitors. 
Identify the firm’s main (most relevant) competitors. (A good reference would be the strategic group analysis).
Identify the industry’s Key Success Factors.
Graph the value curve of the firm, as well as those of each one of the identified competitors.
Based on your observation of the Graphs, identify the types of business strategies being pursued by each of the industry’s incumbents.
Identify the Key Success Factors in which the Client Firm’s strategy appears to yield competitive advantages and disadvantages in comparison to its competition.
4.3. Overall Conclusions: this should contain the Team’s main conclusions regarding the overall fit between the firm’s internal and external environments. Is the firm well positioned to compete? Are its competitive advantages like to endure over time?
BACK MATTER:
Project student Page: could be identical to the one in the initial proposal. 
References Page: must follow the American Psychological Association (APA) format.
Appendices: should contain all figures, graphs, charts, tables, etc.©McGraw-Hill Education.
Writing your ANALYSIS REPORT
• BE PROFESSIONAL
•
Language and Formatting matter!
•
Avoid writing in the first person and using language that is too
informal/colloquial.
•
Check your Spelling and Grammar.
•
Make your own figures and graphs (do not copy and paste from the Internet).
• THE ANALYSIS REPORT IS NOT ABOUT STATING YOUR OPINIONS,
BUT STATEMENTS OF FACT.
•
All sections must be sourced and documented.
•
The only POTENTIAL exception are your conclusions.
Writing your ANALYSIS REPORT
• ASSUME THAT YOUR AUDIENCE ALREADY HAS A BASIC WORKING
KNOWLEDGE OF THE FRAMEWORKS YOU ARE USING.
•
Remove redundancies (repeated information, unnecessary explanations, etc.)
• PAY ATTENTION TO THE LEVEL OF ANALYSIS.
•
e.g., Doing an external review focusing on the client firm instead of the
industry may lead to a restricted (myopic) view.
• BE PRECISE IN THE DEFINITION OF THE CLIENT’S INDUSTRY.
•
Defining the industry too broadly will create difficulties in the identification of
complements* (e.g., entertainment industry, or retail industry).
•
It also makes information in the analysis less applicable and useful.
* A ‘complement’ is something that completes something else in some way.
A ‘compliment’ is a courteous remark that expresses admiration.
ANALYSIS REPORT – OUTLINE
FRONT MATTER:
Cover Page
Presentation Letter
Table of Contents
8-12
Pages
BODY OF THE REPORT:
1. Introduction
1.1. Description of the Client
1.1.1. Project Description (Problem/Opportunity Statement)
1.2. General Description of the Industry
2. External Analysis
2.1. Analysis of the Macro-Environment
2.2. Analysis of the Competitive Environment
2.2.1. Porter’s 5 Forces
2.2.2. Complements
2.3. Strategic Groups
2.4. Conclusions from the External Analysis
3. Internal Analysis
3.1. Value Chain Analysis
3.2. VRIO Framework
3.3. Conclusions from the Internal Analysis
4. Integration of External and Internal Analyses
4.1. SWOT Analysis
4.2. Strategy Canvas/Benchmarking
4.3. Overall Conclusions
BACK MATTER:
Project Team Page
References Page
Appendices
CONCATENATION
FIRM
DESCRIPTION
INDUSTRY
DESCRIPTION
PESTEL
5 FORCES
STRATEGIC
GROUPS
EXTERNAL
ANALYSIS
CONCLUSIONS
VALUE
CHAIN
VRIO
INTERNAL
ANALYSIS
CONCLUSIONS
SWOT,
STRATEGY
CANVAS, &
FINAL
CONCLUSIONS
Why a Pyramid Structure?
• It improves your communication by helping your thinking
• Leverages the mind’s natural inclination to process information
logically
• Provides a common method to analyze problems in order to
generate solutions and guide analysis/discussion
• Provides a common way to develop logical, fact – based
messages that can be communicated in a compelling manner
The Magical Number 7 (1/2)
• GRAPES
• ORANGES
• MILK
• BUTTER
• POTATOES
• APPLES
• EGGS
• SOUR CREAM
• CARROTS
The Magical Number 7 (2/2)
FRUITS
GRAPES
VEGETABLES
ORANGES
APPLES
POTATOES
DAIRY PRODUCTS
MILK
EGGS
BUTTER
SOUR CREAM
CARROTS
The Pyramid Structure (1/3)
1. Ideas at any level of a pyramid must be
summaries of the ideas grouped below them
2. Ideas in a grouping must be the same kind of
idea
3. Ideas in a group must be in a logical order
The Pyramid Structure (3/3)
Governing
Thought
Major Support/Key Line
How?
Idea 1
Why?
Idea 2
Idea 3
So
What?
What?
Minor Support/Details
Idea 1.a
Idea 1.b
Idea 2.a
Idea 2.b
Idea 3.a
• Ideas in Logical Order
• Ideas at the Same Level of Abstraction
• Ideas in Complete Sentences
Idea 3.b
A Letter From a Friend (1/3)
A Letter From a Friend (2/3)
A LeCer From a Friend (2/3)
Two Types of Pyramid Structure?
“Grouping”
Inductive Reasoning
“Argument”
Deduc8ve Reasoning
Governing
Thought
Governing
Thought
Reason or
Ac4on # 1
Reason or
Action # 2
Reason or
Action # 3
Statement
about
Situa4on
Comment on
the
Statement
Implica4on
Groupings must be MECE
“Mutually Exclusive and CollecEvely ExhausEve”
• No overlapping or repeated ideas
(only one home for each idea)
• No gaps or missing informaEon
(every idea has a home)
Overview, Strategy, Resources – and the Big Question
The Backstory: Evolution of UNH
1920’s: New Haven College emerges
Northeastern University
Yale University
2
Early Focus on Working Professionals
Awarded Associate Degrees
Evening and cohort classes for working adults
Began educating police officers
3
Decades of Growth – One Constant
Began offering Bachelor’s & Master’s
Degrees; Doctoral degrees offered today
Breadth of academic colleges and
programs grew
As student population grew, so did campus
infrastructure and student life offerings
Through it all, there was an academic
focus on preparing students for careers
after college
4
Mission & Values
The University of New Haven is a student-centered
comprehensive university with an emphasis on excellence in
liberal arts and professional education. Our mission is to
prepare our students to lead purposeful and fulfilling lives in
a global society by providing the highest-quality education
through experiential, collaborative, and discovery-based
learning.
Core values:
Student Centered: We place their success at the center of our
decisions and activities to cultivate their full potential academically
and personally.
Engaged and Inclusive Community: We foster and celebrate diversity,
inclusion, equity and access and strive for continuous improvement of
these.
Impactful Education: We intentionally engage our students in
experiential education to prepare them for purposeful and fulfilling
lives in a global society.
5
Career Development Center
Existed in various forms over the past few decades: Career Services, Career
Planning Office, Experiential Education Center
Current ‘Career Development Center’ founded in 2011
6
Mission & Vision
In support of the university’s experiential learning
initiative, the mission of the Career Development
Center is to inspire, educate, prepare, and connect
students and alumni to opportunities to reach their
career goals.
To be recognized as a premier comprehensive, innovative
and relationship-focused career development program
7
Executive Director
Assistant Director,
Employer Relations
Employer Relations
Assistant
(Grad Student)
Employer Relations
Manager, Campus
Recruiting
Operations
Associate
(Grad Student)
Operations
Associate
(Grad Student)
Employer Relations
Manager, Diversity
Recruiting
Career Advisor
Career Advisor
Career
Development
Assistant
(Grad Student)
Career
Development
Assistant
(Grad Student)
Career
Development
Assistant
(Grad Student)
Peer Career Advisor
(Undergrad Student)
Peer Career Advisor
(Undergrad Student)
Peer Career Advisor
(Undergrad Student)
Career Advisor
Peer Career Advisor
(Undergrad Student)
8
Budget
$
Events
$ 45,000
$ 25,000
Operating Budget
Revenue
AY 2022-2023
Supplements Operating
Upcoming Deposits
(logistics & Catering)
$30,000
Office Management
$15,000
Collaborations
$10,000
Marketing
$10,000
$2,500
Misc.
$5,000
Unspent returned to University
9
Strategy Components
•
Career Preparation
Employer Engagement
‘Career Everywhere’
Student services for
resumes, cover letters,
interview prep, LinkedIn,
job/internship support
•
• In-class and academic
collaborations / faculty support.
•
Appointments, workshops,
class presentations, panels
•
Career exploration events
and programs
•
Career coaching, advising,
mentoring
Internship management and
support
•
•
•
•
Business development activity
to engage local-regional
business community
On-campus recruiting fairs,
interviews, panels, info
sessions, networking
Strategic partnerships for talent
acquisition and pipeline
development
Diversity based recruiting and
engagement
• Employer engagement in
academic programs
• Competency integration and
development
• Staff collaborations and
integrated programming
• Experiential based
programming and opportunities
10
Need to increase employer
engagement & partnerships
Employer Relations Strategy: Three Pillars @ CDC
Strategic Partnerships
Campus Recruiting
Diversity Recruiting
Long term relationships to
build “talent pipelines”
Increase campus
presence via career fairs
Increase opportunities for
diverse students
Mobilize university
resources to leverage
partnerships
Engagement with classes
and student clubs
Engage DEI focused
employers
Build on-campus interview
programs
Build partnerships for CPT
/ OPT placements
Activate employer brands
on campus
Educate campus
community on DEI
careers
Influence curriculum
through employer
feedback
Develop new revenue
streams
Generate revenue
12
4 major career fairs
300+ employers on campus
1200+ job/internship postings
1700+ internships per year
92-96% Career Outcomes Rate
$25,000 annual revenue
Strategic Partners:
Wells Fargo
National Security Agency
Yale New Haven Health
FactSet
General Dynamics Electric Boat
Lockheed Martin (Sikorsky)
13
14
Key Areas to Explore
Campus Recruiting and Talent Acquisition Process, Strategies, and Timelines
Concepts of “Preferred Schools” and vendor lists
Benchmarking peer institutions and aspirational institutions
Campus engagement strategies for employer partners
Building university brand in the employer community
Breaking out from regional to national focus
15
Thank you
Matt Caporale
Executive Director
Career Development Center
mcaporale@newhaven.edu
16

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Description Assignment Objectives: The aim of this exercise is for the student to develop, write and submit an a Report of the Analyses conducted regarding the Client’s Internal and External Environments. This report should describe the results obtained from the student in applying each of the frameworks discussed in class, in order to identify the Client’s Strengths, Weaknesses. The outcomes of this report will serve as the basis for the student to develop its strategic recommendations to the client. This analysis report will serve as “Part I” of the final client report. Assignment Instructions The Report should be based on the student’s own research. An outline of the report is provided below: FRONT MATTER: Cover Page: the cover page should be similar to the one in the initial proposal. Make sure it appropriately reflects the current document (title, date, etc.) Presentation Letter: the presentation letter should also be similar to the one in the initial proposal. Make sure it appropriately reflects the current document (objective of the letter, date, etc.) Table of Contents BODY OF THE REPORT: 1. Introduction 1.1. Description of the Client Company: this description should include, among other aspects, a short, relevant account of the firm’s history, its main product and service offerings, its most relevant activities, core competencies, and business model. 1.1.1. Project Description (Problem/Opportunity Statement): provide a brief description of the problem or opportunity statement being addressed. 1.2. General Description of the Industry: this description should include, among others aspects, industry size, main players, industry structure, level of concentration, description of the prevalent business model. Make sure you consider questions, such as: How do you see the industry dynamics evolving in the future? Will it get more or less concentrated? What is the current stage of its life cycle? Are market shares stable? Is there overcapacity? Include data whenever possible. IMPORTANT NOTE: – Precisely defining the industry is key to performing a relevant analysis of the external environment. Defining the industry too broadly can lead to an analysis that lacks focus or that end up being irrelevant to the specific client, while defining it too narrowly can lead to the oversight of important factors and players. 2. External Analysis 2.1. Analysis of the Macro-Environment: in this analysis, you should describe the macro factors that are currently affecting your industry. You may use PESTEL or any other framework you consider appropriate. Be specific in explaining how each of the relevant factors affects firms in the industry. IMPORTANT NOTES: – This analysis is to be done at the INDUSTRY LEVEL. Therefore, students should focus on how the relevant macro factors affect the Industry as a whole, and NOT on how they affect the client. – You should be careful not to provide general descriptions of the macro factors identified as relevant or explain what they are, instead, the team must explain the specific impact each of these factors has, or may potentially have on the client firm’s industry. 2.2. Analysis of the Competitive Environment: 2.2.1. Porter’s 5 Forces: analyze how each of the five forces affects your industry, and identify the relevant underlying drivers for each force. For instance, if you are analyzing the Threat of New Entrants, include a brief analysis of each potential entry barrier (economies of scale, network effects, switching cost, capital requirements, etc.) related to your industry. Do the same for the other forces.Based on your analysis of the five forces, the team should then assess the potential profitability of the industry. Is it an attractive industry? Would you recommend investing on it? IMPORTANT NOTES: – This analysis is to be done at the INDUSTRY LEVEL. Therefore, students should focus on how the relevant macro factors affect the Industry as a whole, and NOT on how they affect the client. – You should be careful not to provide general descriptions of the macro factors identified as relevant or explain what they are, instead, the team must explain the specific impact each of these factors has, or may potentially have on the client firm’s industry. 2.2.2. Complements: identify and describe any complements that may influence the industry. 2.3. Strategic Groups: develop Strategic Group Map(s) of the Industry in which the Client Company competes. This analysis should identify the important strategic dimensions of competition within the industry, and how different groups of firms in the industry choose to compete along those dimensions. It should also evaluate the effects that macro-environmental and industry factors have on the potential profitability of the different groups identified, as well as the potential opportunities and threats faced by the different groups. Answering the following questions may help to keep this analysis correctly focused: (a) How did you choose the strategic dimensions used in the map? (b) What relevant characteristics can you observe on the groups that emerged? (c) Are there any mobility barriers between the strategic groups identified in the map? (d) What further insights can you derive from this map? Do the external environment (PESTEL) factors or the 5 forces affect the strategic groups differently? How does competition differ among the different groups identified, and how would you rate/quantify the profitability of those groups? IMPORTANT NOTES: – This is a VISUAL-FRAMEWORK; therefore, it is imperative that the team provides a graphical representation (an actual map) of the strategic groups, as well as a written analysis of that map. – You must create your own map, so please not copy and paste strategic group maps that you may find online. – Drawing the graph to scale helps to show the relevance of each of the strategic groups and the competitors within them relative to one another. Therefore, using tools like Excel to create the map will likely yield a more useful graph. – If you create a graph using another tool (e.g. Excel), please copy and paste it as a picture to this assignment’s file. – This analysis is to be done at the STRATEGIC GROUP LEVEL. Therefore, although you should try to situate the client company within these groups, the students should focus on the on how the macro-factors and Five Forces may affect these groups differently (potentially creating advantages and/or disadvantages for the different groups). – You should be careful not to explain what Strategic Group Mapping is, but how the presence of these different groups shapes the competitive landscape within the client company’s specific industry, as well as any other specific insights gained by the team. – When choosing the strategic dimensions for a map, remember to choose dimensions that are not highly correlated (e.g. price and quality). – You may create more than one strategic group map if you wish to discuss how firms in the industry compete along more than just two dimensions). 2.4. Conclusions from the External Analysis: describe the team’s MAIN conclusions and insights after analyzing the Client’s external environment? What are the key opportunities and threats facing the industry? These may include, but not be limited to: market changes, regulations, new or disruptive technologies, international factors, among others. IMPORTANT NOTE: – The conclusions you describe here should later be reflected as the opportunities and threats in your SWOT Analysis. 3. Internal Analysis IMPORTANT NOTE:  – At this stage of the analysis, the focus shifts towards the firm internal environment, which includes its resources, capabilities, competencies, activities, etc. 3.1. Value Chain Analysis: identify/map the Client Company’s MAIN Primary and Support activities, and describe/rank in terms of the value they add to the firm’s output.  The team should identify activities that lead to competitive advantage through differentiation (i.e. contributing to the creation of higher levels of customer perceived value), or through Cost-Reduction (i.e. establishing how important each activity is in relation to cost-drivers, such as, materials, research and development, labor, production speed. The student should also evaluate the Client’s value chain in terms of its efficiency (doing things right) and effectiveness (doing the right things). In doing this, the student should keep the following questions in mind: (a) Are there activities in which the firm’s execution is sub-optimal due to a lack of expertise or other resources? (b) Is the firm focusing on the right activities, or are there any gaps in the value chain? That is, are there any activities that the company is currently overlooking that could help the firm become more competitive? (c) Are there activities that the firm could outsource, or simply exclude from its value chain in order to become more competitive. You may want the use a diagram to help you map/organize those activities in logical order. IMPORTANT NOTES:  – You should NOT be concerned with explaining or defining the Value Chain concepts or analysis frameworks, but in actually applying it. That is, mapping the specific primary and support activities performed by your client company, and identifying how each of them adds value to the client’s final offering. – The value chain analysis is done at the FIRM LEVEL. Therefore, your team should focus on the Client Firm’s internal operations. – Remember that value-chains differ from business to business. Therefore, you should attempt to identify and map the activities that apply to your specific client’s specific business. 3.2. VRIO Framework: Identify the Client’s (most relevant) tangible and intangible resources that can serve as current or potential sources of competitive advantage. Evaluate whether each of these resources are Valuable, Rare, and Costly to Imitate or Substitute.  To identify valuable resources, refer back to you value-chain analysis, since there you may have identified activities that serve as sources of cost or differentiation-based competitive advantages. What resources and capabilities do they require? (e.g. firm reputation, distribution channels, partnerships, patents, activities performed better than the competition, etc.) Once those resources are identified, the team should ask: (a) Do other competitors possess the same resource or capability? (b) Can competitors easily and quickly acquire the resource or capability in the market? (c) Can competitors easily replicate the resource or capability? (d) Are   existing substitutes, or could substitutes be easily developed? (e) Can or has the firm protected the resource or capability through a patent or copyright? Finally, the team should determine whether the firm is Organized to Capture the Value of the resources it has identified as Valuable, Rare, and Inimitable (or difficult/costly to imitate or substitute). To do that, the team must ask: (a) Has the firm recognized the value of these resources? (b) How has the firm utilized these resources? (c) Could the Client leverage the value of these resources in ways that would make it more competitive?  IMPORTANT NOTES:  – You should NOT be concerned with explaining or defining the VRIO concepts or analysis framework, but rather in applying identifying the Strategic Resources specifically available to the Client Company. – The VRIO framework is used at the FIRM LEVEL. Therefore, students should focus on the Client Firm’s own resources, capabilities, and core-competencies. – When identifying the Client’s strategic resources, you should not try to list all Valuable resources, then all rare resources, and so on. You should analyze each resource individually, focusing on those that have ALL or at least MOST of the VRIO attributes and, hence, can generate some type of competitive advantage. 3.3. Conclusions from the Internal Analysis: describe the team’s MAIN conclusions and insights after analyzing the Client’s internal environment? What are the Client Firm’s key strengths and weaknesses?  IMPORTANT NOTE: – The conclusions you describe here should later be reflected as the strengths and weaknesses in your SWOT Analysis. 4. Integration of External and Internal Analyses: 4.1. SWOT Analysis: Based on your analyses of the firm’s Internal and External environments, list the firm’s Strengths, Weaknesses, Opportunities and Threats. Use the SWOT Framework to help with the organization of these four categories. The conclusions form the Team’s internal and external analyses should serve as the main sources for the items in this list. Limit each list to 3 – 5 items. Make sure that all the listed items are relevant. Make sure to list each item succinctly, while being clear and precise. Items should be based on FACTS, not opinions. Describe how the firm’s Strengths and Weaknesses may allow/hinder its pursuit of Opportunities and/or mitigate/enhance Threats. For example, if the team has identified that the technological factors in the macro environment have created a high threat of substitutes for the industry, then you should assess whether the firm’s specific resources and capabilities can help shield the firm from such a threat in a way that its competitors cannot (this would constitute a strength), or if the firm lacks the resources and capabilities necessary to mitigate this threat (this would constitute a weakness). 4.2. Strategy Canvas/Benchmarking: Draw a stray canvas to benchmark the client’s value curve and strategy against those of its most important competitors.  Identify the firm’s main (most relevant) competitors. (A good reference would be the strategic group analysis). Identify the industry’s Key Success Factors. Graph the value curve of the firm, as well as those of each one of the identified competitors. Based on your observation of the Graphs, identify the types of business strategies being pursued by each of the industry’s incumbents. Identify the Key Success Factors in which the Client Firm’s strategy appears to yield competitive advantages and disadvantages in comparison to its competition. 4.3. Overall Conclusions: this should contain the Team’s main conclusions regarding the overall fit between the firm’s internal and external environments. Is the firm well positioned to compete? Are its competitive advantages like to endure over time? BACK MATTER: Project student Page: could be identical to the one in the initial proposal.  References Page: must follow the American Psychological Association (APA) format. Appendices: should contain all figures, graphs, charts, tables, etc.©McGraw-Hill Education. Writing your ANALYSIS REPORT • BE PROFESSIONAL • Language and Formatting matter! • Avoid writing in the first person and using language that is too informal/colloquial. • Check your Spelling and Grammar. • Make your own figures and graphs (do not copy and paste from the Internet). • THE ANALYSIS REPORT IS NOT ABOUT STATING YOUR OPINIONS, BUT STATEMENTS OF FACT. • All sections must be sourced and documented. • The only POTENTIAL exception are your conclusions. Writing your ANALYSIS REPORT • ASSUME THAT YOUR AUDIENCE ALREADY HAS A BASIC WORKING KNOWLEDGE OF THE FRAMEWORKS YOU ARE USING. • Remove redundancies (repeated information, unnecessary explanations, etc.) • PAY ATTENTION TO THE LEVEL OF ANALYSIS. • e.g., Doing an external review focusing on the client firm instead of the industry may lead to a restricted (myopic) view. • BE PRECISE IN THE DEFINITION OF THE CLIENT’S INDUSTRY. • Defining the industry too broadly will create difficulties in the identification of complements* (e.g., entertainment industry, or retail industry). • It also makes information in the analysis less applicable and useful. * A ‘complement’ is something that completes something else in some way. A ‘compliment’ is a courteous remark that expresses admiration. ANALYSIS REPORT – OUTLINE FRONT MATTER: Cover Page Presentation Letter Table of Contents 8-12 Pages BODY OF THE REPORT: 1. Introduction 1.1. Description of the Client 1.1.1. Project Description (Problem/Opportunity Statement) 1.2. General Description of the Industry 2. External Analysis 2.1. Analysis of the Macro-Environment 2.2. Analysis of the Competitive Environment 2.2.1. Porter’s 5 Forces 2.2.2. Complements 2.3. Strategic Groups 2.4. Conclusions from the External Analysis 3. Internal Analysis 3.1. Value Chain Analysis 3.2. VRIO Framework 3.3. Conclusions from the Internal Analysis 4. Integration of External and Internal Analyses 4.1. SWOT Analysis 4.2. Strategy Canvas/Benchmarking 4.3. Overall Conclusions BACK MATTER: Project Team Page References Page Appendices CONCATENATION FIRM DESCRIPTION INDUSTRY DESCRIPTION PESTEL 5 FORCES STRATEGIC GROUPS EXTERNAL ANALYSIS CONCLUSIONS VALUE CHAIN VRIO INTERNAL ANALYSIS CONCLUSIONS SWOT, STRATEGY CANVAS, & FINAL CONCLUSIONS Why a Pyramid Structure? • It improves your communication by helping your thinking • Leverages the mind’s natural inclination to process information logically • Provides a common method to analyze problems in order to generate solutions and guide analysis/discussion • Provides a common way to develop logical, fact – based messages that can be communicated in a compelling manner The Magical Number 7 (1/2) • GRAPES • ORANGES • MILK • BUTTER • POTATOES • APPLES • EGGS • SOUR CREAM • CARROTS The Magical Number 7 (2/2) FRUITS GRAPES VEGETABLES ORANGES APPLES POTATOES DAIRY PRODUCTS MILK EGGS BUTTER SOUR CREAM CARROTS The Pyramid Structure (1/3) 1. Ideas at any level of a pyramid must be summaries of the ideas grouped below them 2. Ideas in a grouping must be the same kind of idea 3. Ideas in a group must be in a logical order The Pyramid Structure (3/3) Governing Thought Major Support/Key Line How? Idea 1 Why? Idea 2 Idea 3 So What? What? Minor Support/Details Idea 1.a Idea 1.b Idea 2.a Idea 2.b Idea 3.a • Ideas in Logical Order • Ideas at the Same Level of Abstraction • Ideas in Complete Sentences Idea 3.b A Letter From a Friend (1/3) A Letter From a Friend (2/3) A LeCer From a Friend (2/3) Two Types of Pyramid Structure? “Grouping” Inductive Reasoning “Argument” Deduc8ve Reasoning Governing Thought Governing Thought Reason or Ac4on # 1 Reason or Action # 2 Reason or Action # 3 Statement about Situa4on Comment on the Statement Implica4on Groupings must be MECE “Mutually Exclusive and CollecEvely ExhausEve” • No overlapping or repeated ideas (only one home for each idea) • No gaps or missing informaEon (every idea has a home) Overview, Strategy, Resources – and the Big Question The Backstory: Evolution of UNH 1920’s: New Haven College emerges Northeastern University Yale University 2 Early Focus on Working Professionals Awarded Associate Degrees Evening and cohort classes for working adults Began educating police officers 3 Decades of Growth – One Constant Began offering Bachelor’s & Master’s Degrees; Doctoral degrees offered today Breadth of academic colleges and programs grew As student population grew, so did campus infrastructure and student life offerings Through it all, there was an academic focus on preparing students for careers after college 4 Mission & Values The University of New Haven is a student-centered comprehensive university with an emphasis on excellence in liberal arts and professional education. Our mission is to prepare our students to lead purposeful and fulfilling lives in a global society by providing the highest-quality education through experiential, collaborative, and discovery-based learning. Core values: Student Centered: We place their success at the center of our decisions and activities to cultivate their full potential academically and personally. Engaged and Inclusive Community: We foster and celebrate diversity, inclusion, equity and access and strive for continuous improvement of these. Impactful Education: We intentionally engage our students in experiential education to prepare them for purposeful and fulfilling lives in a global society. 5 Career Development Center Existed in various forms over the past few decades: Career Services, Career Planning Office, Experiential Education Center Current ‘Career Development Center’ founded in 2011 6 Mission & Vision In support of the university’s experiential learning initiative, the mission of the Career Development Center is to inspire, educate, prepare, and connect students and alumni to opportunities to reach their career goals. To be recognized as a premier comprehensive, innovative and relationship-focused career development program 7 Executive Director Assistant Director, Employer Relations Employer Relations Assistant (Grad Student) Employer Relations Manager, Campus Recruiting Operations Associate (Grad Student) Operations Associate (Grad Student) Employer Relations Manager, Diversity Recruiting Career Advisor Career Advisor Career Development Assistant (Grad Student) Career Development Assistant (Grad Student) Career Development Assistant (Grad Student) Peer Career Advisor (Undergrad Student) Peer Career Advisor (Undergrad Student) Peer Career Advisor (Undergrad Student) Career Advisor Peer Career Advisor (Undergrad Student) 8 Budget $ Events $ 45,000 $ 25,000 Operating Budget Revenue AY 2022-2023 Supplements Operating Upcoming Deposits (logistics & Catering) $30,000 Office Management $15,000 Collaborations $10,000 Marketing $10,000 $2,500 Misc. $5,000 Unspent returned to University 9 Strategy Components • Career Preparation Employer Engagement ‘Career Everywhere’ Student services for resumes, cover letters, interview prep, LinkedIn, job/internship support • • In-class and academic collaborations / faculty support. • Appointments, workshops, class presentations, panels • Career exploration events and programs • Career coaching, advising, mentoring Internship management and support • • • • Business development activity to engage local-regional business community On-campus recruiting fairs, interviews, panels, info sessions, networking Strategic partnerships for talent acquisition and pipeline development Diversity based recruiting and engagement • Employer engagement in academic programs • Competency integration and development • Staff collaborations and integrated programming • Experiential based programming and opportunities 10 Need to increase employer engagement & partnerships Employer Relations Strategy: Three Pillars @ CDC Strategic Partnerships Campus Recruiting Diversity Recruiting Long term relationships to build “talent pipelines” Increase campus presence via career fairs Increase opportunities for diverse students Mobilize university resources to leverage partnerships Engagement with classes and student clubs Engage DEI focused employers Build on-campus interview programs Build partnerships for CPT / OPT placements Activate employer brands on campus Educate campus community on DEI careers Influence curriculum through employer feedback Develop new revenue streams Generate revenue 12 4 major career fairs 300+ employers on campus 1200+ job/internship postings 1700+ internships per year 92-96% Career Outcomes Rate $25,000 annual revenue Strategic Partners: Wells Fargo National Security Agency Yale New Haven Health FactSet General Dynamics Electric Boat Lockheed Martin (Sikorsky) 13 14 Key Areas to Explore Campus Recruiting and Talent Acquisition Process, Strategies, and Timelines Concepts of “Preferred Schools” and vendor lists Benchmarking peer institutions and aspirational institutions Campus engagement strategies for employer partners Building university brand in the employer community Breaking out from regional to national focus 15 Thank you Matt Caporale Executive Director Career Development Center mcaporale@newhaven.edu 16 Purchase answer to see full attachment

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