Strategic Management

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The SAP paper should include the following sections and be organized as follows:
a) Table of Contents: a table of contents with page numbers for each of the following sections
should be included to facilitate access to each of the sections in the paper.
b) Executive Summary: The executive summary summarizes the key findings of each major section of
your paper (the external analysis, the internal analysis, and the recommendations). The reader
should be able to get a complete picture of your paper by reading the Executive Summary. It should
be single-spaced and not exceed two pages (preferably fits on one page). This section should be
written last and turned in only with the final draft.
c) General introduction: The general introduction to the paper should provide a brief introduction of
the company, clearly identify strategic issues of the client firm, and set up the outline and content of
the rest of the paper. Guide the readers in the general introduction.
Begin this section with a company introduction. Provide a brief description of the company. You
may discuss the followings:
a. Description of the company’s products or services
b. Description of the customers
c. Geographic location or regions of operations
d. Description of the company’s size in terms of sales, number of employees, etc.
e. Company’s history including the founding year and growth history/trend.

d) Industry (or External) Analysis: content discussed below.
e) Company (or Internal) Analysis: content discussed below.
f) Recommendations: content discussed below
g) Conclusion: the general conclusion should summarize the key points from each section.

MGT 431 – Strategic Management – Dr. Sangbum Ro

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h) References: Works Cited in APA style
i) Appendices

Sample Solution

In the case of Marimekko, we are introduced to the structure of this company, which Kirsti Paakkanen has reworked. She found incredible success for Marimekko, despite the lack of diversity among the company and the lack of hierarchy within the organization’s structure. Marimekko is a design company that produces different apparel, accessory, and furniture products (Mitchell 8). They pride themselves on their brand image, their mainly female oriented company, and their sense of patriotism for Finland. There is a set structure in the sense that everyone ultimately answers to Paakkanen; she is the heart and the center of the network chain. Paakkanen strives to apply continuous improvement processes by enforcing the designers put their name on the products they personally produce (Mitchell 5). This gives a sense of responsibility to the designers, who then strive to produce their best work. The company is extremely organized and works through methodical processes. Each designer has a role, each designer is accountable for their work, and the design process is very methodical. The designers must complete certain tasks in a certain order to create the whole picture or product. Paakkanen has a mentality of efficiency and high-quality products (CVA 11). Failure is not an option for Paakkanen, which is exactly what the red or control quadrant stands for. She states, “I knew that it would be a tough job to turn Marimekko around, but I knew I would not and could not fail […]” (Mitchell 3). Lastly, the control quadrant is also known as the optimizing quadrant (CVF 1). Marimekko strives to optimize their company by expandi

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