Hewlett Packard Company strategic analysis

I am assigned to conduct research on Hewlett Packard company (Strategic management issues) with following headlines and contents. APA style, at least 15 Refernces. Introduction to the Company A. History of the organization (Short introduction – If lengthy, put part of it as an appendix) B. Organization's Business Model C. Mission & Vision Statements D. Core Values, Operating Guidelines E. Corporate Governance & Key players F. For top leader, discuss his/her leadership style, education? experience? unique capabilities (2-page appendix). G. Major goals and objectives (broad and specific) H. Present strategy/strategies I. Measurement & Control System Macro-environmental Analysis (Opportunities and Threats) - External A. Macroeconomic environment (inflation/recession, employment, interest rates, etc.) B. Technological environment (pace of change, impact of change) C. Social environment (values, culture, trends, attitudes in society) D. Demographic environment (changing composition of the population, birth rates, etc.) E. Political/legal environment (legislation, tax, spending, regulation of business) F. Global environment Industry Analysis (Opportunities and Threats) A. Porter's Five Forces Model – adapted to Six by Hunger and Wheelen (Rivalry among competitors, Threat of Entry of New Competitors, Threat of Substitute Products, Bargaining Power of Buyers, Bargaining Power of Suppliers, and Relative Power of Unions, Governments, etc.) B. Strategic group(s) in which the organization exists – Which firms are profitable? Unprofitable? C. Industry (product) life cycles D. Strategic Success Factors for this organization and/or this industry Internal Analysis (Strengths and Weaknesses) A. Key competitive advantage (innovation, efficiency, quality, customer responsiveness, etc.) B. Distinctive competency (competencies), resources, and capabilities C. Functional analysis 1. Marketing and selling; (2) Production and operations; (3) Financing and control; (4) Research and development; (5) Support activities (supply management, human resource management, etc.); (6) Management of the organization (structure, systems) D. Commitment to Excellence, Ethics, and Integrity (Any awards? Any problems? Any excellence or improvement initiatives such as Six Sigma, Lean Manufacturing, Total Quality Management, Strategic Quality Management, Process Reengineering, JIT Manufacturing, etc.?) Financial Analysis – (What is the organization's financial position? Is the organization financially sound?) A. Ratio Analysis and other financial analysis tools B. Comparison with competitors and standards SWOT Analysis A. Identification of key external factors (most important opportunities and threats) B. Identification of key internal factors (most important strengths and weaknesses) C. Combination of key external and internal factors (alignment, fit, or match) Development of Strategic Alternatives Identify strategic alternatives appropriate for the firm's situation based on the SWOT Analysis. Evaluation of Alternatives A. Evaluate the advantages and disadvantages of each alternative. B. Select the “best” alternative(s). C. Justify your decision. D. Provide “action recommendations.” Implementation of Strategic Alternatives and Control Plans A. Determine and present the functional action strategies needed B. Determine and present structure changes, if any. (Strategy drives structure.) C. Determine how to ensure cultural fit with strategy. D. Explain measurement and control system(s) & expected results in three, five, ten years. What is the Future of the Organization? A. What are the expected results in terms of short- and long-term profitability and survival? B. What are the Critical Success Factors? What does this firm have to do right to succeed? Conclusion