For the Assignment please refer to Case 2 on the craft beer industry in your tex

For the Assignment please refer to Case 2 on the craft beer industry in your text book. Also be sure to review the file title “IMPORTANT case study supplementary instructions and guide,” it will walk you through roughly what I expect to see in each section of your write up.
You have been hired as a business consultant to prepare a report for the CEO of the an organization. Using strategic models, you have learned, your report should contain detailed and convincing reasons to support each one of your recommendations. It is imperative that the conclusions offered by your recommendations are analysis-based and drawn from the concepts and analytical tools discussed in the text.
The length of the section should be roughly 5 pages. Please format your paper to use Times New Roman 12pt font with double spacing and 1 inch margins. Your paper’s format should include headings, and subheadings as required for identification of topics you are discussing. Upload your file as a PDF for the online submission.
Your case analysis must address the following questions, based on the information in the case. Do not do any research beyond the case information! Your analysis format should address the questions in sequence based on the information in the case.
Part 1: External Analysis:
Conduct a PESTEL assessment for the Industry (please pick and discuss only the top 3 most impactful components of the PESTEL) and provide an overall assessment of general environmental impacts to the industry.
Describe the Major Driving Forces of the Industry. Provide an overall assessment of their combined impact on industry attractiveness and profitability.
Identify & assess the strengths of the Industry’s Competitive Forces (Porter’s 5 forces) and provide a summary of their impacts on current or potential industry participants.
Identify and describe the Key Success Factors for the Industry. Rank the key success factors in terms of importance. Assign and justify any weights to be used in a Company Competitive Strength Assessment.
Using a Strategic Group Map(s) identify & discuss the major “players”, their strategies, and how the strategies differ.
Given your external situation analysis, is the Industry attractive? Why and/or why not?
Textbook: Thompson et al., Crafting and Executing Strategy 23e
Following these instructions will make your case study much more manageable and straightforward. Use bullet points and numbers wherever possible to break questions down into multiple parts with headings and subheadings. You should treat each piece essentially as a short-written test question, so resist the urge to write poetry or mix everything into long story-esque paragraphs and focus on answering the question completely while being concise.
1.PESTEL
For this section you just want to make a set of bullet points that correspond to the TOP 3 MOST IMPORTANT COMPONENTS, YOU DO NOT NEED TO DISCUSS ALL 6. Then list any pertinent information from the case regarding each of these components and how it may affect the industry at hand. You don’t need to write more than about a paragraph per component. At the end you can have a summary paragraph that briefly discusses which aspects of the PESTEL are likely going to be most influential and how they might affect the industry. You can be a bit speculative here and try to keep this final section to just a paragraph or so.
2.Driving Forces (must include summary of impacts)
For this section you will want to discuss 2 or 3 driving forces in the industry. Driving forces are new developments in the industry that are happening and producing sweeping changes. For example, in the auto industry everyone is scrambling to produce self-driving cars and move toward electric vehicles. These are developments that have come about over the past 5 years and are producing broad changes in the industry. People often fall into the trap in this section of listing something like cost-cutting as a driving force, which it is not because managers have been trying to control their costs since the dawn of time.
Once you identify a couple driving forces write about a paragraph per force to justify it as a force and describe how it is affecting the industry. That is, is each driving force making the industry more or less profitable/attractive? Or does the driving force favor a certain group (e.g., big, small, new, old, and etc.) of firms in the industry over others?
3.Porters + Analysis of impacts
This is similar to how you would go about writing the PESTEL section. Use bullet points to organize the section and dedicate 1 bullet point and about a paragraph of writing to each force. The first sentence to start each of your forces should read something like this, “(insert name of force here) is a (insert your interpretation of the force weak, moderate, or strong) in this industry.” You may then go on to list information from the case that supports your stance for each force.
At the end you can again include a summary paragraph where you give your overall thoughts based on your analysis of the 5 forces.
4.KSFs including justification
Approach this section similar to the section on driving forces. That is, first determine 3-4 key success factors (KSFs). KSFs are essentially what you need in the industry to be successful. The KSFs should be specific to the industry. You should also assign them percentage weights to give some indication of their importance. Once you have listed your KSFs then dedicate about a paragraph to justifying each of them based on what you read in the case.
For example, in the sports car industry you might list something like this:
Company racing history: 40%
Styling: 35%
Performance: 25%
5.Grp Map + Analysis
This is the area where most people lose points. Basically, you will want to spend a little time thinking about how firms differ along two dimensions that are not highly correlated (i.e., don’t use price and quality). Often people will use dimensions such as quality and geographical outreach or product variety. You will then want to plot where groups of firms fall on this graph. To build your group map I recommend using PowerPoint and just drawing it in a slide then copy/pasting the figure as a PDF into your report. Don’t worry about being ultra-exact with the plotting of groups on your map, it is just a visual aide. Please refer to the example in the text/slides for how the map should roughly look. However, be sure that you are plotting groups, not individual firms on your map (although you will need to list what firms are in each group).
Once you have made your map then go on to discuss, which groups are winners or losers. Try to support your argument. using logic from Porter’s 5 forces when possible. This should only be about 2 paragraphs long.
6.Ind Attractiveness
Write down your overall thoughts as to whether or not you think that this is an attractive industry and why. That is, given everything you have learned about the industry do you think it is going to be profitable in the long run and why? Imagine a family member told you they were going to cash in their retirement plan to start up a brewery, would you try to dissuade them from it? Or would you tell them to go full steam ahead? What would be the driving reasoning for your advice?
7.CSA + discussion
In your major case, this section will be a continuation of the KSF (i.e., you will be using the KSFs as your competitive strengths in the major case assignment). However, for your second mini case you will need to come up with your own competitive strengths. Thus, you will approach this section similar to how you did your KSFs in the first mini case. That is, first determine 3-4 key success factors or competitive strengths. As a reminder, competitive strengths or KSFs are essentially what you need in the industry to be successful. Again, the competitive strengths should be specific to the industry. You should also assign them percentage weights to give some indication of their importance.
Now here is the part that starts to differ from what you did in the first mini case. You will now rate both companies as to how well they do in regard to each competitive strength on a scale of 1-10. You then multiply the company ratings by the percentage weights for each competitive strength to get a weighted score. Add up all the weighted scores for each company, which ever company scores higher as a whole is the competitively stronger company. You should present all of this information in a table. Once you have built your CSA table then dedicate about a paragraph to discussing the findings.
8.Dupont/Profitability, Liquidity and Growth + summary of impacts
For companies that you have data for calculate the analyses for each year, if you have data for multiple companies then make a table for each company. You should be calculating ROS, Asset Turnover, Leverage, ROA, ROE, and Compound annual growth rate. Present all of your calculations and ratios in a table. The text and slides show how to calculate all these figures.
Discuss what each ratio communicates and how well the companies stack up to each other. You should end with an overall assessment as to which company is in better financial health.
ROS, ROA, ROE: profitability
Leverage: debt/liquidity
Asset Turnover: Efficiency
9.Value Chain analysis
Look for any information in the case that discusses how the companies obtain products and deliver them to the customer. Sometimes, you might find financial data in terms of cost of raw materials, warehouse fees, sales, wages, and so forth. You should spend no more than 2 paragraphs on this section.
10.Resource based view analysis
In this section you should look at the focal company’s resources (i.e., competitive assets). Identify about 2 resources per company that you think are central to that company’s strategy/operations, be as specific as possible. Then subject the resources to the VRIN criteria and see if they hold up as resources that could potentially create a competitive advantage. If a resource is valuable, rare, inimitable, and non-substitutable then it is likely to create a competitive advantage. You may want to revisit the lecture/textbook to review VRIN. Lastly, dedicate a paragraph to discuss what you found. This section needs a VRIN table
11.SWOT + summary
List the strengths, weaknesses, opportunities, and threats for the focal company. Given your assessment, spend some time discussing the company’s outlook (about 1 paragraph).
Mission
For this section you should dedicate a paragraph or two to describing the firm’s mission and its business model (i.e., its plan for earning revenue in excess of costs). You should also discuss how well you think this process fits its market environment, ideally this should be discussed in terms of Porter’s 5 forces. This section should conclude with any recommended changes and an explanation as to why the changes will help. Another option is to justify why no changes should be made.
Identification of Generic Strategy and Supporting Strategies
This section has a few parts. (1) you should identify the generic strategy in terms of broad differentiation, focused differentiation, best cost, broad cost leadership, focused cost leadership. (2) discuss whether or not it fits with the market forces, again this should ideally be described using Porter’s 5 forces. (3) list any supporting strategies the firm uses (e.g., vertical integration, diversification, strategic alliances, and so forth. (4) lastly, you should discuss how successful the firm has been relative to the competition, and why you think they have been successful or underperforming.
Identification and Justification of the Strategic Issues
Here you need to discuss strategic issues. That is, issues related to how the firm approaches the competition. That is, it needs to discuss topics such as issues related to how the firm is positioned in the market or how the firm deals with strategic alliances. This section should not discuss operational issues (e.g., hiring employees or new procedures) that material is for the next section.
Recommendations
In this section you are free to make your recommendations to the CEO. You should have two subsections here one that deals with operational changes and another that deals with strategic issues. In the major case this section should be based on and justified by everything you have learned about the firm based on all the other sections of the case you have completed. If this section is not tied to all the rest of your paper then everything else was a meaningless act of faux rigor.