Consulting Individual 2.doc - Diagnosis of TV Ontario...

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Diagnosis of TV OntarioYangling Huang (1812134)University Canada WestProfessor: Dr. Gelareh FarhadianBUSI 640: Consulting PracticeAugust 3, 2019
Table of ContentsNOTES TO THE MARKER.....................................................................................................................................................................3TABLE 2.1 – ANALYSIS OF STRATEGIC OPTIONS.........................................................................................................................4TABLE 2.2 – ANALYSIS OF STRATEGIC OPTIONS.........................................................................................................................5TABLE 2.3 – ANALYSIS OF STRATEGIC OPTIONS.........................................................................................................................6TABLE 2A - STRATEGIC ANALYSIS – STAKEHOLDER POSITIONS ON STRATEGIC OPTIONS........................................7TABLE 2B - STRATEGIC ANALYSIS – IMPACT OF CRITICAL ISSUES ON STRATEGIC OPTIONS...................................8TABLE 2B - STRATEGIC ANALYSIS – IMPACT OF CRITICAL ISSUES ON STRATEGIC OPTIONS...................................8TABLE 3.1 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION – FINANCE.................9TABLE 3.2 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION – HR...........................10TABLE 3.3 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION – IT/MIS....................11TABLE 3.4 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION - POM........................12TABLE 3.5 - CRITICAL ISSUES IN THE CONTEXT OF RECOMMENDED STRATEGIC OPTION - MARKETING........13TABLE 3A – VERTICAL CAUSAL ANALYSIS..................................................................................................................................14TABLE 3B – DEVELOPMENT OF WHAT NEED TO BE ADDRESSED STATEMENTS ...........................................................15COMMENT – OBSERVATIONS AND CONCLUSIONS REGARDING DIAGNOSIS..................................................................17TABLE 4.1 – EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION........................................................18TABLE 4.2 – EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION........................................................19TABLE 4.3 – EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION........................................................20TABLE 4.4 – EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION........................................................21TABLE 4.5 – EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION........................................................22TABLE 4.6 – EVALUATION OF ALTERNATIVE SOLUTIONS & RECOMMENDATION........................................................23TABLE 5 – RECOMMENDATION DETAIL.......................................................................................................................................24TABLE 5 – RECOMMENDATION DETAIL.......................................................................................................................................25TABLE 5 – RECOMMENDATION DETAIL.......................................................................................................................................26TABLE1 - A SWOT+ DATAGATHERINGTABLE(STRATEGY)............................................................................................................27TABLE1.1 - A SWOT+ DATAGATHERINGTABLE(FINANCIAL MANAGEMENT)..........................................................................28TABLE1.2 - A SWOT+ DATAGATHERINGTABLE(HR MANAGEMENT)..........................................................................................30TABLE1.3 - A SWOT+ DATAGATHERINGTABLE(IT/MGT INFO SYSTEMS)..................................................................................31TABLE1.4 - A SWOT+ DATAGATHERINGTABLE(PRODUCTION OPERATIONS MANAGEMENT)............................................33TABLE1.5 - A SWOT+ DATAGATHERINGTABLE(MARKETING MANAGEMENT).......................................................................34TABLE1.6 THEFIVEFORCESOFCOMPETITIONINTHEINDUSTRY.....................................................................................................35TABLE1.7 INDUSTRYKEYSUCCESSFACTORS.....................................................................................................................................35TABLE1.8 INDUSTRYPROSPECTSANDOVERALLATTRACTIVENESS..................................................................................................35Table 1.9 The Business Environment.................................................................................................................................................36
CAMC Comprehensive ExamCandidate #Notes to the MarkerTable 5 – 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)November 5, 2004 © Canadian Association of Management Consultants 2004 Comprehensive ExamPage 3 of 34
CAMC Comprehensive ExamCandidate #Table 2.1 – Analysis of Strategic Options Option 1Briefly Identify & Describe the OptionIncrease the length and frequency and publicity of current affairs analysis programs: The Agenda, to increase engagementof Ontario citizensBenefits/ AdvantagesThe Agenda was one of the most popular TV programs, this could help TVO attract more audience and attentionIncrease TVO’s brand image and audience loyaltyIncrease the influence of TVO Provide potential opportunities for TVO to create more value

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