:strategy and prioritization selection action plan

*****This is a group project. Here are the parts that I am responsible for: I need it done by the 12th of December****In Step Two:strategy and prioritization selectionaction plan for implementationevaluative planIn Step 5:Strategy (The approach used to achieve the Goal) I need references for my part and I will post the work that others have already done so you have an idea. Below you will find the entire assignment. I included the work that other people in the group has completed to help you write may part. It is in the attachmentsAssignment 3: Strategic Plan (Group Assignment) (Week 8)Phase 1: Assignment Instructions:NOTE: All submitted work is to be your original work. You may not use any work from another student, the Internet or an online clearinghouse. You are expected to understand the Academic Dishonesty and Plagiarism Policy, and know that it is your responsibility to learn about instructor and general academic expectations with regard to proper citation of sources as specified in the APA Publication Manual, 6th Ed. (Students are held accountable for in-text citations and an associated reference list only). This assignment is the last of three assignments. Students will use the tools and concepts learned in the course and in previous business courses to develop an understanding of how organizations develop and manage strategies to establish, safeguard and sustain its position in a competitive market. This assignment is a group project. You will be placed into groups consisting of no more than four students each. Groups will be assigned early, and the expectation is that the groups will work on the various parts of the assignment as relevant content is covered throughout the course. The group will act as a self-directed team, and will therefore determine its own leadership, timetable, task list, guidelines for communication, goals, and so forth. As an individual, you are expected to participate fully in the project. You are required to use the UMUC group area for discussion.You will actively participate in completing the assignment and group members will receive the same group grade. However, free-riders who contribute little will receive a different grade than the group grade at the discretion of the instructor. If you fail to contribute to the project, a zero for the assignment will be assigned.Throughout the course, you have learned about the strategic management and have practiced the various stages through the completion of assignments and learning activities. In phase 1 of this final project, you will work in a group to create a strategic plan and present the plan in a professional manner. The plan requires a paper submitted to the Assignment Folder.You will perform a strategic plan on a company, from the list provided below. However, instructors may elect to assign a company on the list or of his or her choosing or one of their own as long as previous companies provided in the course are not used. Starbucks, Walmart, Amazon and Apple may not be used. Students who fail to use the companies on the list or an unapproved company will receive a zero for the assignment. Nvidia Corporation (NASDAQ:NVDA) In completing the assignment, you will perform research on the company provided, answer the questions below in narrative form and follow the steps provided below.Step 1: Preparation for the AssignmentIn writing this assignment, you will read and do the following: Read the grading rubric for the assignment. Use the grading rubric while writing the plan to ensure all requirements are met.Third person writing is required. Third person means that there are no words such as “I, me, my, we, or us” (first person writing), nor is there use of “you or your” (second person writing). If uncertain how to write in the third person, view this link: http://www.quickanddirtytips.com/education/grammar/first-second-and-third-person.Contractions are not used in business writing, so you are NOT to use contraction in writing this assignment. You are expected to paraphrase and are NOT use direct quotes unless related to a company’s mission or vision statements. You are expected to paraphrase, which can be learned by reviewing this link: https://writing.wisc.edu/Handbook/QPA_paraphrase2.html.You are responsible for APA only for in-text citations and a reference list. Cite the page or paragraph number. You may use the resources from the course and from your research. You may not use books and page and paragraph numbers must be used.Read all course material and perform independent research to provide a comprehensive strategic plan.Step 2: How to Set Up the PlanCreate a double-spaced, 12-point font Word or Rich Text Format (RTF) document. The final product will be no more than 20 pages in length excluding the title page and reference page. Write clearly and concisely.Follow this format for the comprehensive strategic plan:Title page with title, your name, the course, the instructor’s name;introductionvision and mission background organization industry analysis competitive analysisfinancial analysis – not copied data from internettechnique analysis – IFE, EFE, CPM, BCG matrix, Grand Strategy Matrix, and QSPMalternative strategy generationSWOT analysisstrategy and prioritization selectionaction plan for implementationevaluative planReference pageStep 3: Create an introductory paragraphStep 4: Develop the plan:Identify strategies;Discuss strategies used at corporate, business and function levels using the concepts learned in the course;Recommend specific strategies and long-term objectives;Recommend procedures for strategy review and evaluation;Use frameworks and tools discussed throughout the course.Step 5: Identify strategy recommendations using the following format for the formulation of strategies.View Strategy Content Guidelines.Goal (The desired outcomes to be achieved)Objective (Measurable milestone toward accomplishing the Goal)Strategy (The approach used to achieve the Goal)Tactic (A specific activity undertaken to implement the Strategy)Review this resource to differentiate between strategic planning and operational planning: strategy versus tactics Step 6: Using the grading rubric as a comparison, read through the paper to ensure all required elements are presented.Step 7: Proofread the paper for spelling and grammatical issues, and third person writing. Use the spell and grammar check in Word as a first measure;Have someone who has excellent English skills to proof the paper;Consider submitting the paper to the Effective Writing Center (EWC). The EWC will provide 4-6 areas that may need improvement. Step 8: Submit the paper in the Assignment Folder. (The assignment submitted to the Assignment Folder will be considered a student’s final product and therefore ready for grading by the instructor. It is incumbent upon the student to verify the assignment is the correct submission. No exceptions will be considered by the instructor.)
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SEC Filing 2016 10-K
10 Key Factors
Drivers
Skilled Workforce
BCG Matrix
NVDA Financials
AMD Financials
INTC Financials
MSFT Financials
Nvidia SEC 2016 10-K
Microsoft SEC 2016 10-K
Intel SEC 2016 10-K
Advanced Micro SEC 2016 10-K
https://www.channelinsider.com/tech-analysis/slideshows/10-key-factors-driving-semiconductor-market-growth.htm
http://www.nasdaq.com/article/semiconductor-industry-outlook-august-2017-cm833675
http://www.nvidia.com/object/universityrecruiting.html
https://www.strategicmanagementinsight.com/tools/bcg-matrix-growth-share.html
https://www.marketwatch.com/investing/stock/nvda/financials
https://www.marketwatch.com/investing/stock/amd/financials
https://www.marketwatch.com/investing/stock/intc/financials
https://www.marketwatch.com/investing/stock/msft/financials/balance-sheet
http://files.shareholder.com/downloads/AMDA-1XAJD4/5621237170x0xS1045810-17-27/1045810/filing.pdf
https://www.sec.gov/Archives/edgar/data/789019/000119312516662209/d187868d10k.htm
https://s21.q4cdn.com/600692695/files/doc_financials/2016/annual/Intel_2016_Annual_Report.pdf
https://www.sec.gov/Archives/edgar/data/2488/000000248817000043/amd-12312016x10k.htm
References
Huang, J. (2017, March 1). Nvidia Corporation – 2016 10-K Annual Report to SEC. Retrieved from
http://investor.nvidia.com/secfiling.cfm?filingID=1045810-17-27&CIK=1045810
or-market-growth.html
7 Key Financial Ratios
Current Assets
Current Inventory
Total Assets
Long Term Debt
Current Liabilities
Accounts Receivable
Net Sales
COGS
Net Fixed Assets
Other
Investments
R&D Spending
Gross Income
Profit Margin
Percent reinvested in R&D
2017
2017
(in billions)
(in billions)
Nvidia
Adv.Micro
8.540
0.794
9.840
2.020
1.790
0.826
6.910
2.840
0.521
2.530
0.751
3.320
1.440
1.350
0.311
4.270
3.270
0.164
1.46
4.08
58.97%
35.78%
0.059
1.01
0.998
23.36%
101.20%
1. CURRENT RATIO
Current Assets div by
Current Liabilities
Current Ratio
8.54
1.79
4.77
2.53
1.35
1.87
8.54
0.79
7.75
1.79
4.33
2.53
0.75
1.78
1.35
1.32
2.02
9.84
0.21
1.44
3.32
0.43
2.84
0.50
5.68
3.27
0.71
4.59
2. QUICK RATIO/ACID TEST RATIO
Current Assets
Less Inventory
Sub total
Current Liabilities
Quick or Acid Test Ratio
Div SubTot by CL
3. DEBT RATIO
Total Debt (divided by)
Total Assets
Debt Ratio
4. AVERAGE INVENTORY TURNOVER
COGS (div by)
Average Inventory
AVERAGE INVENTORY TURNOVER
5. Days of Inventory
COGS
Ending Inventory
Total (COGS / Ending Inventory)
Days of Inventory (365 / (COGS/EI)
0.83
0.79
1.04
350.86
0.31
0.75
0.41
881.40
6.91
2.84
2.43
350.86
2.43
144.20
4.27
3.27
1.31
881.40
1.31
674.98
6.91
9.84
0.70
4.27
3.32
1.29
6. AVERAGE COLLECTION TIME
Net Sales (div by)
Accounts Receivable =
Receivables Turnover
Accounting Days (div by)
Receivables Turnover
Average Days for Collection
7. Total Assets/Net Sales Comparison
Net Sales (div by)
Total Assets
Sales to Tangible Assets
Other Financial Information
R&D Spending
Increase in R&D
1.46
12.94%
1.01
3.90%
Net Income/Profit Margin
Gross Income
Profit Margin
4.08
58.97%
0.998
23.36%
Employees
10,299
8,200
3.58
8.37
0.70
13.26
4.35
13.73
1.29
26.04
ACTIVITY RATIOS
Inventory turnover ratio = COGS/Inventories
Accounts receivable turnover ratio = Sales/accounts receivable
Total assets turnover ratio = Sales/total assets
Fixed asset turnover ratio = Sales/Net fixed assets
Nvidia
Intel
Microsoft
Advanced
2017
2017
(in billions)
(in billions)
Intel
Microsoft
35.510
5.550
113.330
20.650
20.300
5.070
59.390
23.430
36.520
159.850
2.180
241.090
78.470
64.530
19.790
89.400
34.210
23.730
15.320
12.75
35.960
60.56%
35.46%
6.020
12.29
55.190
61.73%
22.27%
35.51
20.30
1.75
159.85
64.53
2.48
35.51
5.55
29.96
20.30
1.48
159.85
2.18
157.67
64.53
2.44
20.65
113.33
0.18
78.47
241.09
0.33
23.43
4.78
4.90
34.21
2.39
14.34
2013 Inventory
2014 Inventory
2015 Inventory
2016 Inventory
2017 Inventory
Sub-Total:
Average (divided by 5 years)
Nvidia
Adv.Micro
0.419
0.388
0.483
0.418
0.794
2.502
0.500
0.562
0.884
0.685
0.678
0.751
3.560
0.712
5.07
5.55
0.91
399.56
19.79
2.18
9.08
40.21
59.39
23.43
2.53
399.56
2.53
157.63
89.40
34.21
2.61
40.21
2.61
15.39
59.39
113.33
0.52
89.40
241.09
0.37
12.75
6.62%
12.29
-1.70%
35.960
60.56%
55.190
61.73%
106,000
114,000
4.22
11.71
0.52
1.63
15.69
4.52
0.37
3.77
Intel
Microsoft
4.730
4.170
4.270
5.170
5.550
23.890
4.778
1.940
2.660
2.900
2.250
2.180
11.930
2.386
Competitive Profile Matrix (CPM)
Industry: Semiconductors
Nvidia
(NVDA)
Companies:
Critical Success Factors
R&D spending
Market Share
Brand reputation
Inventory turnover
Financial position
Profit margin
Skilled workforce
Level of vertical integration
Strong patent portfolio
Price competitiveness
Intel Corp.
(INTC)
Microsoft Corp.
(MSFT)
Weight Rating
Weighted Score Rating
Weighted Score Rating
Weighted Score Rating
Weighted Score
15%
4
0.60
2
0.30
1
0.15
2
0.30
13%
1
0.15
2.5
0.38
4
0.60
0.05
0.01
12%
3
0.45
3
0.45
3
0.45
2
0.30
12%
1
0.15
1
0.15
4
0.60
1
0.15
10%
4
0.60
2
0.30
3
0.45
2
0.30
10%
4
0.60
4
0.60
4
0.60
2
0.30
10%
3
0.45
4
0.60
4
0.60
2
0.30
8%
4
0.60
2
0.30
2
0.30
1
0.15
5%
2
0.30
4
0.60
4
0.60
1
0.15
5%
2
0.30
4
1.20
4
0.60
2
0.30
100%
4.20
4.88
Nvidia’s
Company
Nvidia
Intel
Microsoft
Adv.Micro
Qualcomm Inc.
STMicroelect.
Texas Instrum.
Applied Mat
Intel’s
Advanced Micro Devices,
Inc. (AMD)
Market
Cap (B)
130.25
208.96
641.16
10.97
100.43
22.19
96.66
61.51
1272.13
Percentage
10%
16%
50%
1%
8%
2%
8%
5%
4.95
2.26
Advanced Micro’s
Barriers to entry – High
Start up costs
Technological exclusivity
Strong competition
Threat of substitutes – High
High, many options from competitors
Low switching costs
Bargaining power of buyers – High
High, many options from competitors
Low switching costs
Price competition
Low brand recognition, other brands are well known
Differentiated offerings
Bargaining power of suppliers – Medium
Many suppliers/manufacturers
Switching costs for Nvidia (protection of trade secrets)
Rivalry among the existing players – High
Strong competition
Differentiation of products, many competitors
Nvidia is a small company in comparison to its strongest
competitors: Microsoft, Intel, Texas Instruments, etc.
Strong competition from similar competitor Advanced Micro who
also focuses on gaming and visiual technology.
Intel strongest competitor in AI technology
SWOT Analysis
External Factor Evaluation (EFE) matrix
Opportunities
Artificial Intelligence (AI) general
Automotive markets (AI)
Weighting
Rating
Weighted Score
0.15
0.15
0.15
0.05
0.10
4
4
3
3
4
0.60
0.60
0.45
0.15
0.40
Unknown Emerging Technology
Quality of Work of Supplier Manufacturers
0.15
0.05
0.10
0.10
1
2
1
2
0.15
0.10
0.10
0.20
Totals:
1.00
n/a
2.75
APPs: Cloud computing, Data Analytics
Medical products
Merger & Acquisition of Manufacturers
Threats
Strong Competitors
Cost of Doing Business*
*Weaknesses & Threats: R&D Costs, and high cost of plant and equipment.
major weakness (1), minor weakness (2), minor strength (3), major strength (4)
10 Key Factors
Sales
Steady Investment
Research Effort
Products: Sensors, Optoelectronics
APPs: Cloud computing, Data Analytics
Personnel Decision
Networking & Communications
Cost of Doing Business*
Ease of Payment, Mobile Tools
Medical products
Servers and Data Centers
Internal Factor Evaluation (IFE) matrix
Weighting
Rating
Weighted Score
Strengths
Uses Verticle Integration
Strong profit margins
Strong Investment in R&D
Focused Differentiation
Inventors of Graphics Processing Unit (GPU)
0.15
0.15
0.15
0.10
0.10
4
4
4
3
3
0.60
0.60
0.60
0.30
0.30
Weaknesses
Relies on Supplier Manufacturers
Lack of Investment Portfolio
Low Fixed Assets in comparison to competitors
0.10
0.10
0.15
1
1
2
0.10
0.10
0.30
Totals:
1.00
n/a
2.90
EFE
IFE
2.75
2.90
Nvidia IE Matrix
EFE Score
(Y axis)
strong
average
weak
I
grow
II
and
III
build
IV
hold
V
and
VI
maintain
VII
harvest
VIII
or
IX
divest
4
3.5
3
?
EFE 2.75
2.5
2
1.5
1
0.5
0
4
3.5
3
IFE 2.9
2.5
2
1.5
IFE Score
(X axis)
1
Question Marks
APPs: Cloud computing, Data
Analytics
Stars
Tegra processor products and
services serving automotive
systems
Automotive markets (AI)
SHIELD devices
Poor Dogs
Cash Cows
Tegra products for OEM
smartphones and tablets
GeForce GPU gaming and
datacenter platforms
Source:
Huang, J. (2017, March 1). Nvidia Corporation – 2016 10-K Annual Report to SEC. Retrieved from
http://investor.nvidia.com/secfiling.cfm?filingID=1045810-17-27&CIK=1045810
pages 34 & 35
Quadrant II
Software Applications:
– Cloud computing & storage
– Data analytics
Quadrant I
Graphics Processing Unit (GPU)
– GeForce drivers for gaming
– NVIDIA DesignWorks
– NVIDIA VRWorks
Tegra processors
NVIDIA SHIELD platform’s gaming
content (Nintendo Switch)
Quadrant III
Declining Tegra products for OEM:
– Smartphones
– Tablets
Quadrant IV
Artificial Intelligence:
– Automotive
– Robotics
Source:
Huang, J. (2017, March 1). Nvidia Corporation – 2016 10-K Annual Report to SEC. Retrieved from
http://investor.nvidia.com/secfiling.cfm?filingID=1045810-17-27&CIK=1045810
page 30
C. Retrieved from
=1045810
QSPM matrix
Internal Strengths
Graphics Processing Unit (GPU)
Tegra processor products
Strong profit margins
Strong Investment in R&D
Focused Differentiation
Weight
10%
10%
5%
10%
5%
Market Development
Total
Attractive
attractive
Score (AS)
score (TAS)
3
0.3
3
0.3
3
0.15
4
0.4
3
0.15
Market Penetration
Attractive
Score (AS)
4
4
4
4
3
Total
attractive
score (TAS)
1.2
1.2
0.6
1.6
0.45
Product Development
Total
Attractive
attractive
Score (AS)
score (TAS)
4
4.8
4
4.8
4
2.4
4
6.4
3
1.35
Internal Weaknesses
Relies on Supplier Manufacturers
Lack of Investment Portfolio
5%
5%
1
1
0.05
0.05
2
1
0.1
0.05
2
1
0.2
0.05
Low Fixed Assets in comparison to competitors
3%
1
0.03
2
0.06
2
0.12
External Opportunities
Artificial Intelligence (AI) general
Automotive markets (AI)
APPs: Cloud computing, Data Analytics
Medical products
Merger & Acquisition of Manufacturers
7%
7%
5%
1%
5%
4
4
4
3
2
0.28
0.28
0.2
0.03
0.1
4
4
3
3
3
1.12
1.12
0.6
0.09
0.3
4
4
3
2
4
4.48
4.48
1.8
0.18
1.2
5%
5%
2%
10%
2
1
1
2
0.1
0.05
0.02
0.2
2
1
1
2
0.2
0.05
0.02
0.4
2
1
1
3
0.4
0.05
0.02
1.2
External Threats
Strong Competitors
Cost of Doing Business*
Unknown Emerging Technology
Quality of Work of Supplier Manufacturers
100%
2.69
9.16
33.93
Notes: I think that pursuing the merger and aqquisition of some of the Nvidia’s suppliers and manufacturers would assist them in producing more reliable
products and helping them to grow their company. M&A would give them more control of the manufacturing process. Product quality and reliability was
noted in the risk section of their 2016 Annual Report (10-K). Their profit margin is high enough that if they utilize some of those funds for this purpose they
may be able to strengthen their product and brand name.
Group 7
NVIDIA
STRATEGIC PLAN
Carlos Saldarriaga, Ezell Stubbs, Arlena Williams,
Nachelsea Williams, Patrick Williams
BMGT 495 7981
BMGT 495 7981
NVIDIA
UMUC
GROUP 7
INTRODUCTION
Adaptability and reinvention are terms often associated with successful businesses. Possessing
the talent to differentiate and distinguish a product or service from the pack is only half of the
battle. In order to survive and thrive in today’s global marketplace where startups are more
common than ever, leaders must have balance, vision, execution, and the ability to maintain
that process. Companies must benchmark continuously to achieve best practice (Porter, n.d.).
The abundance of competition demands more than operational effectiveness, it requires
strategic management. While most leaders would agree that sustainable profitability is a
desired outcome, the process to achieve that outcome remains critical and continues to be
reinvented, and the reason for adaptation.
As leaders wrestle with ways to fine tune the process of coupling of vision and execution,
accurately assessing internal and external factors becomes essential to outperforming
competitors. In any industry, a company must either deliver a greater value to customers, or
create comparable value at a lower cost, or do both (Porter, n.d.). In the world of computer
science technology, adapting to industry trends and forecasting the direction in which
technology heads is paramount to survival. In order to accelerate into a position of success,
much more is required. Nvidia’s continuance to strive for that success is evident in their
longevity and impact in the industry. However, effective strategic management will dictate how
CARLOS SALDARRIAGA, EZELL STUBBS, ARLENA WILLIAMS, NACHELSEA WILLIAMS, PATRICK
WILLIAMS
1
BMGT 495 7981
NVIDIA
UMUC
long their best practices will sustain their position. Nvidia’s approach to strategy and the
management of it can be understood and traced back to their vision and mission statement.
VISION
STATEMENT
MISSION
STATEMENT
• Build a great company and be the most
important 3D graphics company in the
world.
• Build a great company and be the most
important 3D graphics company in the
world.
Collaboratively explore novel hybrid
computing architectures and
programming environments that
provide maximum benefit to the
scientific user community.
CARLOS SALDARRIAGA, EZELL STUBBS, ARLENA WILLIAMS, NACHELSEA WILLIAMS, PATRICK
WILLIAMS
2

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