TEMPLATE

Strategic Management Problem-Solving Template

(SMPT)

Important: Please refer to the MGMT 661 syllabus for a comprehensive overview and

guidance on the SMPT assignment, including its breakdown and requirements.

MGMT 661

Course Section _______

Student Name:

___________________________________

Student # ___________________________________

Date of Submission: ______________________________

1. Part 1 – Vision & Mission Statements Research, clarify and confirm the organization’s vision and mission. Ensure that the problem you are solving is in alignment with these statements.

Company Vision & Mission Description & Analysis

Briefly outline the company's vision statement and, if available, the company values. Please cite your sources/references.

Briefly state the company’s mission statement. Please cite your sources/ references.

2. Part 2 – Core Strategic Problem What is the core strategic problem presented in the case, which you intend to solve? How well is this problem aligned with the organization’s vision and mission? Feel free to frame this as a problem/opportunity statement that addresses the current state, gap, and desired future state.

3. Part 3 – Analysis of Management Strategies Develop three new management strategies that can address the core strategic problem you identified previously and are now solving for. Utilizing Tables 3.1, 3.2 and 3.3 on the following pages, analyze each proposed management strategy. Provide a brief overview and explain the benefits/advantages, critical success factors, and threats/risks associated with each new management strategy.

Table 3.1 – Analysis of Management Strategies

Strategy 1

Briefly Identify & Describe the Management Strategy

Benefits/Advantages

Critical Success Factors

Threats/Risks

Table 3.2 – Analysis of Management Strategies

Strategy 2

Briefly Identify & Describe the Management Strategy

Benefits/ Advantages

Critical Success Factors

Threats/Risks

Table 3.3 – Analysis of Management Strategy

Strategy 3

Briefly Identify & Describe the Management Strategy

Benefits/ Advantages

Critical Success Factors

Threats/Risks

4. Part 4 – Stakeholder Positions on Strategies

Identify the key stakeholders and their positions, across the three new management strategies you’ve put forward. Stakeholder can be both explicitly presented or identified through additional research. For Table 4 on the following page, put yourself in the shoes of the stakeholders you’ve identified and ask yourself questions like “What’s in it for me” (WIIFM) and “so what”, specifically in the context of the new management strategies you are assessing. These will help you clarify their positions which you will want to thoroughly identify.

Table 4 – Stakeholder Positions on Strategies

Stakeholders and their positions:

STRATEGIC OPTION 1:

STRATEGIC OPTION 2:

STRATEGIC OPTION 3:

Stakeholder 1: {Insert Stakeholder here}

Stakeholder 2: {Insert Stakeholder here}

Stakeholder 3: {Insert Stakeholder here}

Stakeholder 4: {Insert Stakeholder here}

5. Part 5 - Impact of Critical Issues on Strategies

On the following page, briefly state (in point form) the main critical issues across each proposed management strategy across the organization’s value chain, specifically the functions of finance, marketing, operations, I.T. and human resources. Assess the impact of each issue on the organization's overall strategic objectives. For full marks, make sure you tie back each critical issue to both the specific management strategy you are assessing (i.e. Strategy 1, 2 or 3) and each corporate function. Be sure to defend your analysis by citing specific facts from the case or conducting secondary research.

Table 5 - Impact of Critical Issues across Management Strategies Management Strategies & Critical Issues

STRATEGY #1 STRATEGY #2 STRATEGY #3

Finance

Marketing

Operations

I.T.

Human Resources

Part 6 – Choosing ONE management strategy.

Based on the analysis above, what is your recommended strategy? What made you arrive at that conclusion?

Part 7 - Critical Issues in the Context of the Recommended Management Strategy Now that you’ve identified a management strategy, you will want to further expand on its key critical issues across the organization core functions. For Tables 7.1-7.5, try to identify as many critical issues as there will be many regardless of the management strategy you have chosen. These tables are essentially an expansion of Table 4, but now specific to your chosen management strategy. For full marks, really tie back each section of the table back to both your recommended management strategy and facts presented both in the case and/or supporting information through secondary research. Be sure to thoroughly identify how the critical issues are manifested, what’s causing them, why it’s important and what the implication of not addressing them can be.

Table 7.1 - Critical Issues in the Context of Recommended Management Strategy – FINANCE

CRITICAL

ISSUE

How is it manifested?

Why is it happening?

Cause(s)?

1) Why Important? 2)

Implications if not dealt with?

Table 7.2 - Critical Issues in the Context of Recommended Management Strategy – Human Resources

CRITICAL

ISSUE

How is it manifested?

Why is it happening?

Cause(s)?

Why Important?

Implications if not dealt with?

Table 7.3 - Critical Issues in the Context of Recommended Management Strategy – I.T.

CRITICAL

ISSUE

How is it manifested?

Why is it happening?

Cause(s)?

Why Important?

Implications if not dealt with?

Table 7.4 - Critical Issues in the Context of Recommended Management Strategy – OPERATIONS

CRITICAL ISSUE

How is it manifested?

Why is it happening?

Cause(s)?

Why Important?

Implications if not dealt with?

Table 7.5 - Critical Issues in the Context of Recommended Management Strategy – MARKETING

CRITICAL ISSUE

How is it manifested?

Why is it happening? Cause(s)?

Why Important? Implications if not dealt

with?

Part 8 – Development of What Need to Be Addressed Statements and Recommendations Based on the previous section, identify the MOST critical issue facing the organization and formulate a “What Needs to Be Addressed” Statement based on this critical issue. Complete Table 8 by propose two alternatives (Alternative A and Alternative B) to address this “What Needs to Be Addressed” statement for each area of the business. Ensure to thoroughly evaluate the pros and cons for each alternative. Defend your choice (i.e. Picking either A or B, but not both) by considering the organization's capabilities and capacity for implementation. Be sure to state your assumptions.

Table 8 – Development What Need to Be Addressed Statements & Recommendations

What Needs to Be Addressed Statement – FINANCE:

IMPLICATIONS IF NOT ADDRESSED: OPPORTUNITIES IF ADDRESSED:

Alternative #A

PROS CONS

Alternative #B

PROS CONS

Recommendation & Rationale

What Needs to Be Addressed Statement – HUMAN RESOURCES:

IMPLICATIONS IF NOT ADDRESSED: OPPORTUNITIES IF ADDRESSED:

Alternative #A

PROS CONS

Alternative #B

PROS CONS

Recommendation & Rationale

What Needs to Be Addressed Statement – INFORMATION TECHNOLOGY:

IMPLICATIONS IF NOT ADDRESSED: OPPORTUNITIES IF ADDRESSED:

Alternative #A

PROS CONS

Alternative #B

PROS CONS

Recommendation & Rationale

What Needs to Be Addressed Statement – OPERATIONS:

IMPLICATIONS IF NOT ADDRESSED: OPPORTUNITIES IF ADDRESSED:

Alternative #A

PROS CONS

Alternative #B

PROS CONS

Recommendation & Rationale

What Needs to be Addressed Statement – MARKETING:

IMPLICATIONS IF NOT ADDRESSED: OPPORTUNITIES IF ADDRESSED:

Alternative #A

PROS CONS

Alternative #B

PROS CONS

Recommendation & Rationale

Part 9 – Implementation Detail Develop a detailed implementation plan, considering priority, urgency, and timeline. Feel free to use matrices discussed in class (ex. Priority Matrix) or others (ex Gantt Chart) to visually represent the timing of initiatives. Identify additional resources required for implementation and outline major risks with corresponding mitigation strategies. Timing

URGENT = 0 to 15 days ST = 0 to 3 months MT = 3 to 9 months LT = 9 to 15 months

Priority HI= High (Extremely important, very critical); ME=

Medium (important but not critical); LO=Low (needs to be done but not important and/or critical)

Finance Recommendation (ref: previous section)

Critical Success Factors & Risks to be Managed:

Timing URGENT = 0 to 15 days

ST = 0 to 3 months MT = 3 to 9 months LT = 9 to 15 months

Priority HI= High (Extremely important, very

critical); ME= Medium (important but not critical); LO=Low (needs to be done but

not important and/or critical)

Human Resources Recommendation (ref: previous section)

Critical Success Factors & Risks to be Managed:

Timing URGENT = 0 to 15 days

ST = 0 to 3 months MT = 3 to 9 months LT = 9 to 15 months

Priority HI= High (Extremely important, very

critical); ME= Medium (important but not critical); LO=Low (needs to be done but

not important and/or critical)

Information Technology Recommendation (ref: previous section)

Critical Success Factors & Risks to be Managed:

Timing URGENT = 0 to 15 days

ST = 0 to 3 months MT = 3 to 9 months LT = 9 to 15 months

Priority HI= High (Extremely important, very

critical); ME= Medium (important but not critical); LO=Low (needs to be done but

not important and/or critical)

Operations Recommendation (ref: previous section)

Critical Success Factors & Risks to be Managed:

Timing URGENT = 0 to 15 days

ST = 0 to 3 months MT = 3 to 9 months LT = 9 to 15 months

Priority HI= High (Extremely important, very

critical); ME= Medium (important but not critical); LO=Low (needs to be done but

not important and/or critical)

Marketing Recommendation (ref: previous section)

Critical Success Factors & Risks to be Managed:

Bibliography Support your recommended strategy with secondary research from annual reports, press clipping, and external analyses. Apply strategic frameworks taught in class (or any others) to enhance your analysis. Include a bibliography of all secondary and supplementary research, in APA format, at the end of the SMPT Report.

1. MGMT 661: 49
2. Student Name: Yi Wu
3. Student: 2317173
4. Date of Submission: 2025/2/25
5. Description AnalysisBriefly outline the companys vision statement and if available the company values Please cite your sourcesreferences: JCPenney's vision underwent significant changes during Ron Johnson's tenure as CEO. His vision is to transform the 700 largest JCPenney stores into a collection of approximately 100 branded stores and establish a "Town Square" service hub in the center to enhance the shopping experience for consumers (Hoffman, A. N. 2014)
6. Description AnalysisBriefly state the companys mission statement Please cite your sources references: JC Penney's mission is based on the Golden Rule: 'Do not do unto others what you would not have done unto yourself.' This philosophy continues to guide the company, where employees collaborate according to the eight ' Winning Together Principles' to achieve outstanding performance（Farfan, B. 2013, November 12；JCPenney. 2025).
7. Strategy 1Briefly Identify Describe the Management Strategy: Investment in research and development and development and product Innovation
8. Strategy 1BenefitsAdvantages:
9. Strategy 1Critical Success Factors: Export/Budget/Information/Time
10. Strategy 1ThreatsRisks: Marketing share/
11. Strategy 2Briefly Identify Describe the Management Strategy:
12. Strategy 2Benefits Advantages:
13. Strategy 2Critical Success Factors:
14. Strategy 2ThreatsRisks:
15. Strategy 3Briefly Identify Describe the Management Strategy:
16. Strategy 3Benefits Advantages:
17. Strategy 3Critical Success Factors:
18. Strategy 3ThreatsRisks:
19. CRITICAL ISSUERow1:
20. How is it manifestedRow1:
21. Why is it happening CausesRow1:
22. 1 Why Important 2 Implications if not dealt withRow1:
23. CRITICAL ISSUERow2:
24. How is it manifestedRow2:
25. Why is it happening CausesRow2:
26. 1 Why Important 2 Implications if not dealt withRow2:
27. CRITICAL ISSUERow3:
28. How is it manifestedRow3:
29. Why is it happening CausesRow3:
30. 1 Why Important 2 Implications if not dealt withRow3:
31. CRITICAL ISSUERow4:
32. CRITICAL ISSUERow1_2:
33. How is it manifestedRow1_2:
34. Why is it happening CausesRow1_2:
35. Why Important Implications if not dealt withRow1:
36. CRITICAL ISSUERow2_2:
37. CRITICAL ISSUERow3_2:
38. How is it manifestedRow3_2:
39. Why is it happening CausesRow3_2:
40. Why Important Implications if not dealt withRow3:
41. CRITICAL ISSUERow4_2:
42. How is it manifestedRow4:
43. Why is it happening CausesRow4:
44. Why Important Implications if not dealt withRow4:
45. CRITICAL ISSUERow5:
46. How is it manifestedRow5:
47. Why is it happening CausesRow5:
48. Why Important Implications if not dealt withRow5:
49. CRITICAL ISSUERow1_3:
50. How is it manifestedRow1_3:
51. Why is it happening CausesRow1_3:
52. Why Important Implications if not dealt withRow1_2:
53. CRITICAL ISSUERow2_3:
54. How is it manifestedRow2_2:
55. Why is it happening CausesRow2_2:
56. Why Important Implications if not dealt withRow2:
57. CRITICAL ISSUERow3_3:
58. CRITICAL ISSUERow4_3:
59. CRITICAL ISSUERow5_2:
60. CRITICAL ISSUERow1_4:
61. How is it manifestedRow1_4:
62. Why is it happening CausesRow1_4:
63. Why Important Implications if not dealt withRow1_3:
64. CRITICAL ISSUERow2_4:
65. How is it manifestedRow2_3:
66. Why is it happening CausesRow2_3:
67. Why Important Implications if not dealt withRow2_2:
68. CRITICAL ISSUERow3_4:
69. How is it manifestedRow3_3:
70. Why is it happening CausesRow3_3:
71. Why Important Implications if not dealt withRow3_2:
72. CRITICAL ISSUERow4_4:
73. How is it manifestedRow4_2:
74. Why is it happening CausesRow4_2:
75. Why Important Implications if not dealt withRow4_2:
76. CRITICAL ISSUERow5_3:
77. How is it manifestedRow5_2:
78. Why is it happening CausesRow5_2:
79. Why Important Implications if not dealt withRow5_2:
80. Why Important Implications if not dealt withRow1_4:
81. Why Important Implications if not dealt withRow2_3:
82. Why Important Implications if not dealt withRow3_3:
83. Why Important Implications if not dealt withRow4_3:
84. Why Important Implications if not dealt withRow5_3:
85. What Needs to Be Addressed Statement FINANCE:
86. IMPLICATIONS IF NOT ADDRESSEDRow1:
87. OPPORTUNITIES IF ADDRESSEDRow1:
88. Alternative A:
89. PROS:
90. CONS:
91. Alternative B:
92. PROS_2:
93. CONS_2:
94. Recommendation Rationale:
95. What Needs to Be Addressed Statement HUMAN RESOURCES:
96. IMPLICATIONS IF NOT ADDRESSEDRow1_2:
97. OPPORTUNITIES IF ADDRESSEDRow1_2:
98. Alternative A_2:
99. PROS_3:
100. CONS_3:
101. Alternative B_2:
102. PROS_4:
103. CONS_4:
104. Recommendation Rationale_2:
105. What Needs to Be Addressed Statement INFORMATION TECHNOLOGY:
106. IMPLICATIONS IF NOT ADDRESSEDRow1_3:
107. OPPORTUNITIES IF ADDRESSEDRow1_3:
108. Alternative A_3:
109. PROS_5:
110. CONS_5:
111. Alternative B_3:
112. PROS_6:
113. CONS_6:
114. Recommendation Rationale_3:
115. What Needs to Be Addressed Statement OPERATIONS:
116. IMPLICATIONS IF NOT ADDRESSEDRow1_4:
117. OPPORTUNITIES IF ADDRESSEDRow1_4:
118. Alternative A_4:
119. PROS_7:
120. CONS_7:
121. Alternative B_4:
122. PROS_8:
123. CONS_8:
124. Recommendation Rationale_4:
125. What Needs to be Addressed Statement MARKETING:
126. IMPLICATIONS IF NOT ADDRESSEDRow1_5:
127. OPPORTUNITIES IF ADDRESSEDRow1_5:
128. Alternative A_5:
129. PROS_9:
130. CONS_9:
131. Alternative B_5:
132. PROS_10:
133. CONS_10:
134. Recommendation Rationale_5:
135. Critical Success Factors Risks to be Managed:
136. Timing URGENT 0 to 15 days ST 0 to 3 months MT 3 to 9 months LT 9 to 15 monthsHuman Resources Recommendation ref previous section:
137. Priority HI High Extremely important very critical ME Medium important but not critical LOLow needs to be done but not important andor criticalHuman Resources Recommendation ref previous section:
138. Critical Success Factors Risks to be Managed_2:
139. Timing URGENT 0 to 15 days ST 0 to 3 months MT 3 to 9 months LT 9 to 15 monthsInformation Technology Recommendation ref previous section:
140. Priority HI High Extremely important very critical ME Medium important but not critical LOLow needs to be done but not important andor criticalInformation Technology Recommendation ref previous section:
141. Critical Success Factors Risks to be Managed_3:
142. Timing URGENT 0 to 15 days ST 0 to 3 months MT 3 to 9 months LT 9 to 15 monthsOperations Recommendation ref previous section:
143. Priority HI High Extremely important very critical ME Medium important but not critical LOLow needs to be done but not important andor criticalOperations Recommendation ref previous section:
144. Critical Success Factors Risks to be Managed_4:
145. Timing URGENT 0 to 15 days ST 0 to 3 months MT 3 to 9 months LT 9 to 15 monthsMarketing Recommendation ref previous section:
146. Priority HI High Extremely important very critical ME Medium important but not critical LOLow needs to be done but not important andor criticalMarketing Recommendation ref previous section:
147. Critical Success Factors Risks to be Managed_5:
148. Text1: Just one high level Strategic Problem
149. Text5:
150. Text6:
151. Text7:
152. Text8:
153. Text9:
154. Text10:
155. Text11:
156. Text12:
157. Text13:
158. Text14:
159. Text15:
160. Text16:
161. Text17: Employees
162. Text18: Investors
163. Text19: Customers
164. Text20: Executors
165. Text21:
166. Text22:
167. Text23:
168. Text24:
169. Text25:
170. Text26:
171. Text27:
172. Text28:
173. Text29:
174. Text30:
175. Text31:
176. Text32:
177. Text33:
178. Text34:
179. Text35:
180. Text36:
181. Text37:
182. Text38:
183. Text39:
184. Text40:
185. Text41:
186. Text42:
187. Text43:
188. Text44:
189. Text45:
190. Text46:
191. Text47:
192. Text48:
193. Text49:
194. Text50:
195. Text51:
196. Text52:
197. Text53:
198. Text54:
199. Text55:
200. Text56:
201. Text57:
202. Text58:
203. Text59:
204. Text60:
205. Text61:
206. Text62:
207. Text63:
208. Text64:
209. Text65:
210. Text66:
211. Text67: Reference Farfan, B. (2013, November 12). JC Penney Mission Statement – Winning Together Principles For Superior Service. http://retailindustry.about.com/od/retailbestpractices/ig/Company-Mission-Statements/JC-Penney-Mission-Statement.htm Hoffman, A. N. (2014). J.C. Penney Company, Inc.: Surviving the Ron Johnson (CEO) era. Rotterdam School of Management, Erasmus University. Retrieved from https://sk.sagepub.com/cases/jc-penney-company-inc-surviving-the-ron-johnson-ceo-era?token=c204d1f2-c81e-4331-8c80-9aebeeeadbc1b5a0b556a3b4fa21338aeebd21b547121ddb571dc1dcf77f4498e7fb257a170e JCPenney. (2025). Company information. JCPenney. https://www.jcpenney.com/m/company-info?utm_source=chatgpt.com
212. Text68:
213. Text69: