Help with MBA 699 Module 3 Report

Module_Three_Introduction.html

Module Three

Learning Objectives

By the end of this module, you will meet these learning objectives:

• Determine strategies for contingency planning
• Perform competitor research and analysis to meet strategic objectives
• Determine the need and advantages of mergers and acquisitions

Module Overview

As part of its exit strategy, the life sciences organization in the course scenario has made a strategic decision to get acquired by another organization.

However, a merger and acquisition (M&A) process can be quite complex. It requires crucial analyses from the perspective of both the selling organization (“the acquired”) and the buying organization (“the acquirer”) before organizations make a final decision on the merger or acquisition. For example, for a seller, it's important to identify the competency of potential buyers by analyzing their financial and nonfinancial profiles as well as the potential benefits and drawbacks of being acquired by another organization. From the perspective of a buyer, it’s important to determine the value of the potential seller by analyzing its strengths and weaknesses, such as products offered, market valuation, customer data, and so on.

Depending on how a merger or acquisition is planned and implemented, it can have either a positive or a negative impact on the organization and its employees. An M&A strategy that is implemented according to a well-developed plan can help both the organizations involved in several ways. This includes an increase in the market share, an expansion of geographic reach, the diversification of products and services, gaining market power, and so on. But if the strategy fails or is not executed well, it can adversely affect both organizations.

To execute an M&A strategy successfully, you can use various planning and monitoring tools, such as project management tools and strategy road maps. Project management tools like Gantt charts help to identify and track all relevant activities related to the merger or acquisition.

According to Tighe (2019, p. 31), “Most strategies take the future for granted, assuming future conditions will be similar to those of today and presenting the achievement of future goals as a fait accompli.” However, conditions can change at any time, and you need to be prepared to handle changes when they happen. Some of the changes can be prevented and planned for in advance using scenarios and contingency planning.

In this module, you will learn the process of developing a strategy using a seven-step scenario-based approach. You will also learn how to evaluate the strategy to ensure that it can address future changes and challenges. Additionally, this module will help you learn how to perform competitor analysis and build a financial profile for an organization. Finally, you will learn how to use road maps and Gantt charts for planning and tracking the activities required to implement projects such as organizational change.

In your role as a business development manager for an organization preparing to be acquired, you will perform a competitor analysis as part of contingency planning. This activity will help you shortlist the names of alternative buyers in case the current buyer backs out in the future. At the end of the module, you will also complete a quiz to review concepts that will help you complete your milestone assignment next week.

References

Tighe, S. (2019) Rethinking strategy: How to anticipate the future, slow down change, and improve decision making. Wiley.

Mind the Competitive Landscape