Strategic Audit: Delta Airlines
This is a strategic Audit or a research of Delta Airlines as a company. Please write only numbers. 6,7,8,9,10 on the outline, which is : VI.Analysis of the organization, VII Organization Level and Business unit strategies, VIII Functional Strategies, ix. Organizations Improvement/change initiatives and X. Conclusion and future. Please write as directed on the outline uploaded by me. Mention sub headers or ABCD’s as well. Please use 15 references and make it 20 pages. It is due in 6 days. Please have thorough research on Delta Airlines. Make sure to only write numbers 6,7,8,9,10. Thank you.
I. Introduction to the Organization
History of the Company & Current Status. When was the organization founded, why and by whom?
Discuss unusual history associated with the organization.
Who are its top executives in terms of experience, academic credentials, diversity, etc.?
II. Identification of the Industry and the Competitors
Industry definition is necessary so that competitors can be identified; macro-environmental forces that
affect the organization and its industry can be assessed, and the organization’s relative strengths and
weaknesses can be compared to other organizations within the industry.
III. Analysis of the Industry (Include global considerations)
A. Strategic Group(s) in which the company exists and competitors in it/them.
B. Porters 5 Forces
i. (Intensity of rivalry among existing competitors,
ii. Threat of new competitors entering the industry;
iii. Threat of substitute products or services;
iv. Bargaining power of buyers; and
v. Bargaining power of suppliers)
C. Potential Profitability of the Industry – What organizations have succeeded and failed in the
industry and why?
D. What are the Critical Success Factors for the industry?
IV. Analysis of the Macro-Environment
Includes identification & analysis of global factors & application of analysis to business situation.
A. What political/legal forces affect the industry?
B. What economic forces affect the industry?
C. What social forces affect the industry?
D. What technological forces affect the industry?
E. What are the threats and opportunities facing the organization?
V. What is the organization’s measurement and control system? Include Global Considerations
A. Current financial position – Is the organization financially sound?
B. Compare with competitors and standards.
C. Use financial analysis tools. What are the organization’s Key Performance Indicators (KPI’s)?
VI. Analysis of the Organization
Mission, Vision, Core Values, Operating Guidelines, Core Competencies, Goals
A. What is the mission of the organization? Has the mission changed over time?
B. What is the vision of the organization? Has the vision changed over time?
C. What are the organization’s core values and operating guidelines? Analyze current problems that
conflict with the organization’s core values and operating guidelines.
D. What are the organization’s core competencies? How are they unique?
E. What are the organization’s broad and specific goals?
VII. Analysis of the Organization: Organization-Level and Business Unit Strategies
Identify organizational strategies (including Global Strategies) and evaluate their application to the
organization.
A. What are the current organization-level strategies? Business unit strategies?
B. To what extent is the organizational structure compatible with the organization’s strategies?
C. How are the strategies aligned with the goals?
D. Compare this organization’s strategies with those of competitors.
E. Use SWOT analysis and Gap analysis to suggest strategies.
F. Evaluate Strategy Application (advantages & disadvantages of each strategy).
G. Key performance indicators (KPI’s)
VIII. Analysis of the Organization: Functional Strategies
Articulate ways to coordinate use of financial & human resources and other functional areas to meet
organizational goals & objectives.
A. Marketing – Finance – Operations – Purchasing – Human Resources – Information Systems
B. How well are the functional strategies aligned?
IX. Analyze organization’s improvement/change initiatives
Examples include Six Sigma, SQM, TQM, Lean Manufacturing, JIT, Process Reengineering, High
Performance Work Teams, Assessment using Malcolm Baldrige National Quality Award Criteria, ISO
9000, ISO 14000, Benchmarking, Balanced Scorecard, etc.
A. Previous & current impact/success of improvement initiatives.
B. Alignment of improvement initiatives & integration into strategic management of the organization.
C. Comparison of improvement initiatives with other organizations within and outside the industry.
X. Conclusion and Future of Organization
Comment about the organization’s profile for future competitiveness and success. What does the
organization have to do right to succeed (organization’s Critical Success Factors)? What are the
expected results in terms of short-and long-term profitability and survival?
Additional Tips:
The above outline is also considered the general rubric for the paper.
Be thorough in your research. Reading, analyzing, and organizing the information requires a substantial
amount of work and you will get frustrated at times. Just put in the effort and it will pay off in the end.
Always try to work ahead so that you don’t get into a bind at the last minute. These assignments will take
longer than you think.
My grading of these cases will be largely holistic and comparative. I reward A-level work and appreciate
and value those students who are willing to go above and beyond and put an extreme amount of effort
into their work. If you do the bare minimum to just scrape by in this class, your grade will reflect that. I
expect a lot out of my graduate students, just as your current (or future) employers/customers expect out
of you.
General Instructions:
All exams are due NO LATER THAN 11:59 PM CST on the due date. For each day that your
assignment is late, I will deduct 10 POINTS from your grade. If you do not meet the 11:59 PM CST
deadline (even by one or two minutes), I will deduct 10 points. If you do not turn the assignment in by
11:59 PM CST the next day, I will deduct an additional 10 points, and so on. Saturdays and Sundays
count towards the total days late.
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