The strategic management process for Kraft foods

This assignment consists of several modules with multiple steps. Can you please provide assistance with this assignment. Please note the required readings and include citations.

SESSION LONG PROJECT
Module 1 SLP
In this module, you will be learning what constitutes good mission and vision statements. You will also be developing a list of criteria for evaluating such statements. You will then use these criteria to evaluate a corporate vision and mission statement in the Case. Finally, you will be comparing your two lists for commonalities and differences.

The key aspects of this assignment that you must cover in your 3- to 4-page paper are:
Step One: Read the Background materials and conduct additional research about writing mission and vision statements. You may rely solely on the websites in the Background materials or supplement them if you wish. You will find that there are a great many opinions on what constitutes a "good" mission statement. Your job is to identify five criteria that you believe are crucial to devising good mission statements.
Step Two: Research the Background websites dedicated to writing vision statements. Again, you may supplement them if you wish. Identify five criteria you think are critical to good vision statements.
Step Three: In a 3- to 4-page paper:
List the five criteria you have chosen for mission and vision statements (i.e., five each). This can be a bulleted list.
Justify your choices. Explain why you think each individual criterion is important.
Critically compare the commonalities and differences between your two lists. Be sure that you address this requirement with appropriate depth.

READINGS:
Module 1: Strategic Management Process/Vision, Goals, Objectives

Hammonds, K. (2007). Michael Porter's Big ideas, Fast Company, (44), Retrieved on November 6, 2012, from: http://www.fastcompany.com/magazine/44/porter.html
Heathfield, S. M. (2009). Build a strategic framework: mission statement, vision, values. Retrieved on November 6, 2012, from: http://humanresources.about.com/cs/strategicplanning1/a/strategicplan.htm
Luca, A. M. (2007). Organizational Stakeholders. Power Point Presentation.
Luca, A. M. (2007). Strategic Management. Power Point Presentation.
McNamara, C. (2009). Basics of developing mission, vision and values statements. Retrieved on November 6, 2012, from: http://www.managementhelp.org/plan_dec/str_plan/stmnts.htm
McNamara, C. (2009). Developing your strategic plan. Retrieved on November 6, 2012, from: http://www.managementhelp.org/np_progs/sp_mod/str_plan.htm
The business vision and company mission statement. (2007). Retrieved on November 6, 2012, from: http://www.quickmba.com/strategy/vision/
Guidelines for writing the executive summary. (n.d.). Retrieved on November 6, 2012, from: http://www.inc.com/guides/2010/09/how-to-write-an-executive-summary.html
Stakeholder analysis. (2009). Retrieved on November 6, 2012, from: http://www.12manage.com/methods_stakeholder_analysis.html
The strategic planning process. (2007). Retrieved on November 6, 2012, from: http://www.quickmba.com/strategy/strategic-planning/
Welch, J., & Welch, S. (2008). State your business: Too many mission statements are loaded with fatheaded jargon. Play it straight. Business Week, 4066 (80). Retrieved on November 6, 2012, from http://www.businessweek.com/magazine/content/08_02/b4066080139784.htm?chan=search

Module 2 - SLP
External Environment Analysis
Background
Throughout this course, you should complete the SLP before you undertake the Case analysis. Before you begin the SLP, read the Background materials thoroughly.
Several of the Background readings refer to gathering data to support the external analysis. Be sure to review those readings carefully so you know what kind of data is used when conducting an external analysis. The purpose of this SLP is to develop the component of our strategic toolkit that relates to Five Forces and PEST analysis. This SLP is challenging; however, understanding how to perform basic business research is a procedure that is part and parcel to the skill set of any MBA.

Session Long Project
The key aspects of this assignment that should be covered in your paper are:

Step One: Research Web and library sources that would give you the kinds of data you would need to conduct a Porter Five Forces analysis. Use the Kraft Foods Group (and thus, the foods industry) as the basis for this SLP. Note: We are not looking for sites that describe the Five Forces, but sites that will provide you with data that you will be able to use to conduct your own external environmental analysis (e.g., to analyze the degree of competition in an industry, or the ease of substitution). You have undoubtedly run into such websites and publications before in your core courses. Typically, they are government sources providing statistical data, industry or trade magazines or journals, general business publications, finance websites, websites for trade associations, etc.
Step Two: This is a two-stepprocess:
Determine what kinds of information you would need to evaluate each of Porter's forces (see the background materials), and then find a source that will give you that information. Find a minimum of one or two sources for each of Porter's forces.
Research Web and library sources that would give you data to support a PEST analysis. Find at least one or two sources for each PEST variable.
Step Three: For each source you have given above, provide a title and a URL (if applicable), and write a sentence or two explaining what information is provided by the source and how the source would be useful in conducting an external analysis, and critiquing the source (e.g., what are the strengths and limitations of the source)?
Note: There are no length requirements for the SLP, however, you must address the above requirements precisely (two sources for each Porter and PEST factor), and you must critique the validity of each source with adequate depth.

READINGS:
Module 2: External Environment Analysis

Carrying out a PEST analysis. (2005). Retrieved on November 6, 2012, from: http://www.thefreelibrary.com/Carrying+out+a+PEST+analysis-a0141751272
Connelley, D. (2005). Strategy for the External Environment. Power Point Presentation.
The Five Competitive Forces That Shape Strategy. (2008). Harvard Business Publishing. Podcast retrieved on November 6, 2012, from: http://www.youtube.com/watch?v=mYF2_FBCvXw
A guide for industry study and the analysis of firms and competitive study. (2001). Retrieved on November 6, 2012, from: http://faculty.babson.edu/gwin/indstudy/index.htm
Key forces in the external environment. (2009). Retrieved on November 6, 2012, from: http://www.president.kku.ac.th/petmas/External%20Scan.pdf
PEST analysis. (2009). Retrieved on November 6, 2012, from: http://www.valuebasedmanagement.net/methods_PEST_analysis.html
PEST analysis. (2007). Retrieved on November 6, 2012, from: http://www.quickmba.com/strategy/pest/
Porter's Five Forces (2007). Retrieved on November 6, 2012, from: http://www.themanager.org/Models/p5f.htm
Porter's Five Forces. (2009). Retrieved on November 6, 2012, from: http://www.mindtools.com/pages/article/newTMC_08.htm
Porter's Five Forces: A model for industry analysis. (2007). Retrieved on November 6, 2012, from: http://www.quickmba.com/strategy/porter.shtml
SWOT analysis: Lesson. (2009). Retrieved on November 6, 2012, from: http://marketingteacher.com/Lessons/lesson_swot.htm
Zahorsky, D. (2009). A business owner's secret weapon: SWOT analysis. Retrieved on November 6, 2012, from: http://sbinformation.about.com/cs/bestpractices/a/l

Module 3 - SLP
INTERNAL ANALYSIS AND SWOT ANALYSIS
Background
In the background materials section of this module, we discussed the process and utility of conducting an internal analysis as a means of critically assessing a company's strengths and weaknesses. One of the tools discussed in the background materials was the Resource Based View (RBV) analysis.
Session Long Project
In this SLP, you will complete a modified RBV analysis of the Kraft Foods Company. You will incorporate this information into your Case analysis for this module.
Note: Throughout this course, you should complete the SLP before you undertake the case analysis. Before you begin the SLP, you need to read the background materials thoroughly.
Keys to the Assignment
• Step One: Resources are the inputs into a production process. They can be capital, equipment, patents, skill sets of individual employees and/or managers, financial resources, etc. Resources can be tangible or intangible. Individually, they may not necessarily lead to a competitive advantage - it is how they are used and the synergies they create that make them strategically valuable. Give me as much information as you can find about the following as it relates to the Kraft Foods Company:
o Tangible Resources
1. Physical Resources
2. Financial Resources
3. Human Resources
4. Other?
o Intangible Resources
1. Technical Resources
2. Intellectual Resources
3. Goodwill
4. Other (cultural, reputational, strategic alliances)?
• Step Two: Distinctive capabilities are those competencies possessed by a firm that cannot be copied or can be replicated only with great difficulty or resources. Determine the distinctive capabilities of the Kraft Foods Company as it relates to as many of the following as you can:
1. Architecture,
2. Reputation, and
3. Innovation.
Step Three: Provide the above information in a 4-page paper (not including cover page or references).

READINGS:

Module 3: Internal Analysis and SWOT Analysis

Bramha, D. (2011). Internal Analysis in Strategic Management. Retrieved on November 6, 2012, from: http://www.slideshare.net/guestd507e7/internal-analysys-of-strategic-management-presentation
Chapman, A. (2011). SWOT Analysis. Retrieved on November 6, 2012, from: http://www.businessballs.com/swotanalysisfreetemplate.htm
Connelley, D. (n.d.). Strategy for the Internal Environment
The Internal Environment: A Resource-Based View of Strategy (in the Presentations folder)
SWOT analysis: Lesson. (2009). Retrieved on November 6, 2012, from: http://marketingteacher.com/Lessons/lesson_swot.htm
The Value Chain. (2007). Retrieved on November 6, 2012, from: http://www.netmba.com/strategy/value-chain/
Zahorsky, D. (2009). A business owner's secret weapon: SWOT analysis. Retrieved on November 6, 2012, from: http://sbinformation.about.com/cs/bestpractices/a/swot.htm

Module 4 - SLP
STRATEGIC CHOICES
Background
In the Module 4 SLP, you will be learning how to apply and integrate the results of your SWOT (discussed in Modules 2 and 3) with the four generic business strategies discussed in this module. As in the past three modules, we will take you through the process step by step:
Note: Throughout this course, you should complete the SLP before you undertake the Case analysis. Before you begin the SLP, read the Background materials thoroughly.
Required Reading
If you are having trouble determining how to integrate the SWOT factors with different strategies, the following two readings may help.
1. The first article includes some examples of how RBV variables can be used to leverage a cost or differentiation strategy:
Competitive Advantage (2007). Retrieved on November 6, 2012, from: http://www.quickmba.com/strategy/competitive-advantage/
2. The second reading demonstrates how a cost, differentiation, or focus strategy can help a company defend itself against Porter's Five Forces:
Porter's Generic Strategies. (2007). Retrieved on November 6, 2012, from: http://www.quickmba.com/strategy/generic.shtml
Session Long Project
In this module, using the Kraft Foods Group, we will be integrating the results of our SWOT with our chosen strategy.
Keys to the Assignment
• Step 1: Create a 5x5 table with the four strategies listed across the top and the four SWOT variables at left as follows:
Low cost Differentiation Focus Preemptive
Strengths
Weaknesses
Opportunities
Threats
• Step 2: Using your work in Modules 2 and 3 as it relates to the Kraft Foods Group, select one element from any of the analytical models we studied that contributes to each of the four SWOT variables. For example, for Weaknesses, you may want to choose an element from Porter's Value Chain (say, operations), while for Opportunities you may want to select something from the PEST analysis (say, sociocultural factors). Select one for Strengths and Threats as well.
• Step 3: Enter the elements you have chosen with the corresponding SWOT variable. Below, "strong competitive rivalry" has been chosen for Threats. Note that other choices could have been high barriers to entry, high bargaining power of suppliers or customers, high substitutability (from Five Forces analysis), or a specific political, economic, social, or technological factor (from PEST). Complete this process for all four SWOT variables.
Low cost Differentiation Focus Preemptive
Strengths
Weaknesses
Opportunities
Threats: Strong competitive rivalry
• Step 4: This is potentially the most challenging part. Indicate the impact each strategy might have on each SWOT factor you have chosen by offering a business action that will address the SWOT. For example, follow the threat "strong competitive rivalry" across all four generic strategies. How would a low-cost strategy address an industry environment characterized by intense rivalry? What about a differentiation strategy? Focus? Preemptive? In other words, you are considering the same industry threat, but addressing it differently depending on the chosen strategy. See the example below:
Low cost Differentiation Focus Preemptive
Strengths
Weaknesses
Opportunities
Threats: Strong competitive rivalry Undercut rivals on price through operational economies Brand loyalty attracts repeat customers Find an underserved market segment that rivals are unwilling to serve Beat rivals out of the gate, establish dominant position
Thus, the strategic action you choose to fill in a given blank should do two things: 1) offer a tactic for taking advantage of a strength or opportunity or for managing a threat or weakness, and 2) follow the basic thrust of the strategy in that column.
READINGS:

Module 4: Strategic Choices

Algasae (n.d.) Promoting thought leadership...Customer focused low-cost leadership strategy. Retrieved on November 6, 2012, from: http://www.alagse.com/strategy/s10.php
Competitive Advantage (2007). Retrieved on November 6, 2012, from: http://www.quickmba.com/strategy/competitive-advantage/
Iansiti, M. and Levien, R. (2004). Strategy for small fish. Harvard Business School Working Knowledge. Retrieved on November 6, 2012, from: http://hbswk.hbs.edu/item/4331.html
Kim, W.C. and Mauborgne, R. (2009), What is BOS? Nine key points of Blue Ocean Strategy. Retrieved on November 6, 2012, from: http://www.blueoceanstrategy.com/abo/what_is_bos.html
Liang, T., Czaplewski, A., Klein, G., & Jiang, J. (2009). Leveraging First-Mover Advantages in Internet-based Consumer Services. Communications of the ACM, 52(6), 146-148. Retrieved on November 6, 2012, from EBSCO.
Luca, A. (n.d.). Strategic Choices. PowerPoint presentation.
Porter's Generic Strategies. (2007). Retrieved on November 6, 2012, from: http://www.quickmba.com/strategy/generic.shtml

Module 5 - SLP
STRATEGY IMPLEMENTATION
Background
The Module 5 Background materials discussed the importance and process of strategy implementation. Four different organizational components were shown to be crucial to successful implementation. With this information, we are now ready to begin completion of the final step of strategic planning—that of strategy implementation and strategy control.
Note: Throughout this course, you should complete the SLP before you undertake the Case analysis. Before you begin the SLP, read the Background materials thoroughly.
Session Long Project
In this module, we will be completing our strategic toolkit by researching sources of information about these components as they relate specifically to the Kraft Foods Group.
Your assignment is to find information about the following organizational components discussed in this module as they relate specifically to the Kraft Foods Group. Do your best not to speculate but to find factual information concerning the topical areas below. The following list of questions may help you focus your search (source: Obtaining information about organizational components critical to implementation [adapted from Aaker, D.A. (2001) Developing Business Strategies. Wiley]):
Structure
1. What is the organization's structure? How decentralized or centralized is it?
2. What are the lines of authority and communication?
3. What are the roles of teams, committees, and task forces?
Systems
1. How are budgets set?
2. How is planning done?
3. What measures are used to evaluate performance?
People
1. What are the skills, experience, and knowledge of the firm's employees?
2. What is their depth and quality?
3. What are their attitudes about the company and their jobs?
Culture
1. What are the company's values and are they widely shared and accepted by employees?
2. What are the key norms of behavior?
3. What are some significant symbols?
4. What is the dominant management style?
5. How is conflict resolved?
Keys to the Assignment
• Step One: Review the questions above and do some research to see where you could find answers to them. You may not be able to answer all of the questions, but try to find at least one source per component that addresses most of its characteristics.
• Step Two: Create a 3- to 4-page list of sources and indicate what information each one provides for each component. Evaluate each source in terms of its objectivity, reliability, and truthfulness.

READINGS:

Module 5: Strategy Implementation

Garrow, V. and Hirsh, W. (2008). Talent management: Issues of focus and fit. Public Personnel Management, 37(4), 389-403. Retrieved on November 6, 2012, from EBSCO.
Heneman, R. L., Fisher, M. M., and Dixon, K. E. (2001). Reward and organizational systems alignment: An expert system. Compensation & Benefits Review, 33(6), 18-29. Retrieved on November 6, 2012, from ProQuest.
Luca, A. M. (2006). Organizational Design. Power Point Presentation.
Luca, A. M. (2006). Strategic Controls. Power Point Presentation.
Pryor, M. G, Singleton, L. P., Taneja, S. and Toobs, L. A. (2009). Teaming as a strategic and tactical tool: An analysis with recommendations. International Journal of Management, 26 (2), 320-334. Retrieved on November 6, 2012, from EBSCO.