Produce a report for only one of these companies (Huawei, Danaher or Nike)

Produce a report for only one of these companies (Huawei, Danaher or Nike) 150 150 Affordable Capstone Projects Written from Scratch

Instructions for the report submission

Identify one strategic challenge that the chosen company should be addressing and indicate (a maximum of) three specific actions (chosen based on priority) that the company should be taking to address the challenge. For each action, you will indicate: 1.why and how the action will address the challenge; 2. Any risks involved; 3. What will be done to minimize the risks/why the expected benefit is superior to the expected risks.


The report will take into consideration the following issues:

Identification of the company’s ecosystem and strategy

Assessment of the company’s business model’s strengths and weaknesses (in case, recommendations to address the relevant weaknesses);

Main threats of imitation and substitution facing the company and recommended response;

Assessment of the key challenges in the above technology strategy execution.


The goal of the assessment is to evaluate: a) knowledge of the strategy definitions, tools, frameworks, ‘theories’, practices and methods; b) ability to correctly identify and apply them in a given situation; and c) ability to develop strategic arguments which build on the correct application of the strategy definitions, tools, frameworks, ‘theories’, practices and methods. Consistently with the purpose of the course, the assessment will be based on the application of the concepts discussed in class to the analysis of a real business situation.

It follows that a good work is one that identifies the correct definitions, tools, frameworks, ‘theories’, and concepts, applies them correctly and draws logical conclusions based on their application, clearly explaining the arguments that justify decisions and substantiating statements with data, assumptions or clear logical considerations. Conversely, a bad answer is an answer that generically lists definitions, tools, frameworks, ‘theories’, practices and methods and/or does not apply them to the specific question; furthermore, a bad answer makes generic or unsupported statements.


Criteria for evaluation

  1. Understanding of the theory: Does the answer /work exhibits a good understanding of the appropriate strategic management concepts/issues? Does the answer/work exhibit use of the appropriate terminology?
  2. Strength and accuracy of arguments: Are statements carefully supported, for instance with tight logic or elements/ data from the case/ context? Are the answers/is the work logically consistent throughout?
  3. Depth of analysis and elaboration: Does the answer/work contain a deep analysis/evaluation(vs a mere restatement of facts?) Does the analysis provide useful recommendations for the company(ies) it is referring to?
  4. Respect of instructions:Does the answer address the exact question asked?

Are the answers/is the work overall, clear to read and well structured?Have instructionsbeen respected (e.g. timeliness; length; format)?



Ahuja, G. and Novelli, E., 2016. Incumbent responses to an entrant with a new business model: resource co-deployment and resource re-deployment strategies. In Resource redeployment and corporate strategy (pp. 125-153). Emerald Group Publishing Limited.

Casadesus-Masanell, R. and Ricart, J.E., 2011. How to design a winning business model. Harvard business review, 89(1/2), pp.100-107.

Ahuja, G., Lampert, C.M. and Novelli, E., 2013. The second face of appropriability: Generative appropriability and its determinants. Academy of Management Review, 38(2), pp.248-269.

Adner, R., 2006. Match your innovation strategy to your innovation ecosystem. Harvard business review, 84(4), p.98.

Ansari, S., Garud, R. and Kumaraswamy, A., 2016. The disruptor’s dilemma: TiVo and the US television ecosystem. Strategic Management Journal, 37(9), pp.1829-1853

Grant, R. 2017, Contemporary Strategy Analysis, Chapter 9,Technology-based industries and the management of innovation

Van Alstyne, M.W., Parker, G.G. and Choudary, S.P., 2016. Pipelines, platforms, and the new rules of strategy. Harvard Business Review, 94(4), pp.54-62