Progressive (PGR) and Country for expansion in step 8 is Angola. PROJECT 3: CRAFTING A GLOBAL STRATEGY START HERE Your task is to conduct a global industry comparative analysis that will help develop the strategy for expanding your organization’s products into a new country. Note that the term products will refer to products, services, or a combination of the two. In this fictional market expansion, your analysis will examine a real-life organization. To accomplish this task, you need to identify and assess the risks that your organization may encounter, such as market barriers and competition, as well as opportunities for success in the selected country. As the general manager for strategy, you have been tasked with the following: Analyze your organization’s resources and capabilities (organization profile). Evaluate the external environment, specifically the industry in which your organization operates (industry analysis). Select a new country as a market for expanding your organization’s products (country risk assessment). You will select one country from the provided list and assess the risks associated with doing business in that country, including risks presented by its economic, political, and cultural environments. Based on your research, in three weeks you will make a recommendation to your senior vice president and CEO on expanding into this new market. Be sure to budget enough time for each of the 13 steps. When you submit your project, your work will be evaluated using the competencies listed below. You can use the list below to self-check your work before submission. STEP 1: CHOOSE AN ORGANIZATION The first step in conducting your global industry comparative analysis is to choose an organization. As promised, Gustavo sends you a detailed e-mail. With his requirements in mind, develop an organization profile of about 6–7 pages in length. The profile you develop should incorporate the components described here and in Steps 2–5 below. Choose from the list of organizations provided and note your choice in the Project 3: Choice of Organization discussion. The selection will be awarded on a first-come-first-served basis. The faculty will approve your choice and post it in the table in the discussion area. After you have chosen an organization, continue to the next step, where you will provide your organization’s background information in your organization profile. STEP 2: EXAMINE YOUR ORGANIZATION’S BACKGROUND Now that you have chosen your organization, you need to create an organization profile. As you begin to develop your organization profile, the first step is to gather information about your organization’s background. Do some research on your organization’s website and using the UMUC library. Write up the background information and include the following: • Introduce the organization. What business is it in? For help, see Finding Company Information. • Describe the company’s recent financial performance. Consult Finding a Company’s Annual Report for help. • State where the organization is located and who its major customers are. • Provide a brief history of the organization. • State the size of the organization in terms of employees and revenues. • Describe the organizational structure and identify major roles or functions of key individuals in the organization. For help, read Finding a Company’s Leadership Information When you have provided the organizational background, continue to the next step, where you will determine a strategy and competitive position for the organization. STEP 3: ANALYZE THE STRATEGY AND COMPETITIVE POSITION OF THE ORGANIZATION The next step in developing your organization profile is to determine the strategy and competitive position for your organization. Include the following information in your profile: • Perform a detailed assessment of your organization’s current business strategyand recommend specific actions to gain and sustaining superior performance in relation to your organization’s competitors. • Locate and review your organizations’s mission, vision, and core values. Review Global Strategy as Business Model Change. Then, apply what you have read to aid your evaluation of the strategic intent of your organization. • Determine the strengths and weaknesses of your organization. In addition, determine the core competencies your organization can build on to create competitive advantage in the global environment. Read Global Competitive Advantage. • Provide a clear picture of the organization’s operations (value chain), products, and position in the marketplace. Provide a summary of the core competencies, sales history, corporate structure, current leadership of the organization, and its global and domestic operations. When you have completed your strategy and competitive position assessment, continue to the next step, where you will develop the organization’s competitive strategy statement. STEP 4: DEVELOP YOUR ORGANIZATION’S COMPETITIVE STRATEGY STATEMENT As you continue developing your organization profile, include the following information in your competitive strategy statement: • What is the current mission and is it clearly stated? If it is not clearly stated, what do you believe the organization’s mission to be? Is the mission compatible with or does it provide a competitive advantage? From your analysis of your organization’s competitive advantage, what is the biggest strategic challenge facing your organization? • What are the key organization processes? Use Porter’s Value Chain Model to guide your analysis. Draw a diagram of your organization’s value chain. Identify the key processes used. Where does your organization add value as a way of gaining a competitive edge? Only include those processes that are critical to gaining a competitive edge. • Summarize the strengths and weaknesses of the organization for strategy formulation compared to competitors. Address the major factors that may lead to the organization’s success or failure. When you have completed the competitive strategy statement, continue to the next step, where you will discuss the organization’s market and financial performance data.

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