1. You are a Strategic Management consultant. Your client is a major competitor in one of the following industry: Fast Food Restaurants in the U.S. 2. Your client has an extensive number of strengths (indeed, these are SCAs): A solid image, the top market share in the industry, excellent cash flow, and a very low long-term debt to equity ratio. Because your client’s company is renowned in the Fast Food Restaurants in the U.S. industry, the organization has also managed to attract – and retain – the most talented people working in the industry. Finally, the company’s approach to marketing is second to none. 3. While your client is clearly aware of its internal strengths, the organization is still unclear relative to whether the company should pursue a “Grow” (a more aggressive) strategy, or a “Hold” (a more passive) strategy. Your client has engaged you to do some research on the industry. Assess the opportunities and threats facing the company, and determine the relative attractiveness of the industry as a whole. Then using the GE/McKinsey Matrix, decide whether your client should pursue a “Grow” or a “Hold” strategy. Because you already know that your client’s business strength is “strong,” your task is to determine the attractiveness of the industry/market. 3. After performing some research on the client’s industry, write a memorandum to your client in which you discuss the key threats and opportunities in the industry’s operating environment. Next, dependent on the attractiveness of the industry/ market, advise your client as to whether the company should pursue a “Hold” or “Grow” strategy. Finally, use the Model of Grand Strategy Clusters to recommend a grand strategy that your client should pursue. Be sure to justify your choice. 4. include the following section headings to organize the memo to your client: 1. Introduction 2. Opportunities and Threats in the Fast Food Restaurants in the U.S. Industry 3. The GE/McKinsey Matrix Applied to the Fast Food Restaurants in the U.S. Industry 4. Model of Grand Strategy Clusters Applied to the Fast Food Restaurants in the U.S. Industry 5. Conclusion
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