This discussion assesses your ability to clarify the role of each legally mandated attendee on the Individualized Education Program team. This assessment also supports your achievement of Course Learning Outcome….
Utilize a SWOT analysis to assess its potential strategic planning value
writer: Please write 3 pages for this assignment DDBA 8161: BUSINESS STRATEGY AND INNOVATION FOR COMPETITIVE ADVANTAGE • Week 3 • Introduction • Resources • Discussion • Assignment ?Menu • × • DDBA 8161: Business Strategy and Innovation for Competitive Advantage • Back to Blackboard • Syllabus • Course Calendar • Course Overview • Course Information • Resource List • Week 1 • Week 2 • Week 3 • Week 4 • Week 5 • Week 6 • Week 7 • Week 8 • Student Support • Walden Links • Guidelines and Policies • Back to Blackboard • Help Week 3: Environmental Influences There are a variety of influences that can have a significant impact on the success of a business strategy. To understand these influences, tools such as a SWOT analysis are typically used across the world of business and research to gain valuable insight into the current and potential opportunities for strategic planning and success. Further, by taking factors such as marketing selection into account, strategic planners can create a comprehensive and effective plan for the continued competitive advantage of an organization. This week, you will utilize a SWOT analysis to assess its potential strategic planning value. Also, you will analyze the influence of market selection within the development of a business strategy. Learning Objectives Independent scholars will: • Assess the value of SWOT analysis data from a strategic planning perspective • Analyze the influence of market selection in business strategy development Photo Credit: Todor Tsvetkov / E+/ Getty Images ________________________________________ Learning Resources Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus. Required Readings Dyer, J. H., Godfrey, P., Jensen, R., & Bryce, D. (2016). Strategic management: Concepts and tools for creating real world strategy. Hoboken, NJ: John Wiley & Sons. • REVIEW Chapter 2: “Analysis of the External Environment: Opportunities and Threats” (pp. 20–45) • Case 03: “Intel (A): Dominance in Microprocessors” (pp. C-22–C-31) • Case 05: “Harley-Davidson: Growth Challenges Ahead” (pp. C-45–C-53) • Case 06: “Intel (B): Responding to the Smart Phone Threat” (pp. C-54–C-61) • Case 09: “Samsung: Overtaking Philips, Panasonic, and Sony as the Leader in the Consumer Electronics Industry” (pp. C-82–C-91) Addams, L., & Allred, A. T. (2013). The first step in proactively managing students’ careers: Teaching self-SWOT analysis. Academy of Educational Leadership Journal, 17(4), 43–51. Retrieved from https://www.alliedacademies.org/academy-of-educational-leadership-journal/ Note: Retrieved from the Walden Library databases. Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93. Retrieved from https://cb.hbsp.harvard.edu/cbmp/pl/71270434/71270438/fc8e5ea411a93e2fe219c912df8105b1Walden University. (2015). APA course paper template (6th ed.). Retrieved from https://academicguides.waldenu.edu/ld.php?content_id=7980596 Document: Rivalry Strategy Tool (Word document) Required Media Harvard Business Review. (2014, June 10). The explainer: Porter’s five forces [Video file]. Retrieved from https://hbr.org/video/3590615226001/the-explainer-porters-five-forces Note: The approximate length of this media piece is 2 minutes. Optional Resources Ding-Hong, P., Tie-Dan, W., & Chang-Yuan, G. (2014). Integrating nonhomogeneous preference structures in SWOT analysis to evaluate multiple alternatives. Economic Computation and Economic Cybernetics Studies and Research, 48(3), 40–63. Retrieved from https://www.ecocyb.ase.ro/Mbachu, J., & Frei, M. (2011). Diagnosing the strategic health of an organization from SWOT analysis results: Case study of the Australasian cost management profession. Construction Management and Economics, 29(3), 287–303. doi:10.1080/01446193.2010.547865