Prepare a financial ratio to reflect the financial condition of the organization and assess the overall condition of the organization.

1.Background – Provide a brief overview of the case to include key issues and key players. Include the stage of the Industry Life Cycle. 2.Conduct a SWOTT (Strengths, Weaknesses, Opportunities, Threats, Trends) analysis – Opportunities are external factors which an organization can exploit to give it a strategic competitive advantage. These Opportunities are available to All competitors in the industry. Opportunities could be taken advantage by anyone in the industry. Threats are external factors which have the potential of adversely affecting the organization’s effectiveness and/or survival. Trends are external factors taking place in the business or general environments which may affect the organization positively or negatively. Strengths are the positive internal capabilities of the organization that give it a strategic advantage in achieving its objectives. Weaknesses are the internal liabilities or limitations that the organization currently possesses which prevent it from effectively achieving its objectives. The SWOTT analysis helps locate problems associated with exploiting opportunities, protecting against threats, building on strengths and correcting weaknesses. 3.Financial Analysis – Analyze the financial condition of the firm and explain your findings. Prepare a minimum of 8 financial ratios to reflect the financial condition of the organization and assess the overall condition of the organization. An analysis and template of the financial ratios is included in Appendix B of the Holiday Inn trial case. This assessment would be taken into consideration as you propose recommendations as to its ability to operationalize the recommendations proposed. Include a statement as to your view as to the overall financial condition of the organization in the time period you are analyzing. Industry comparison: For one case analysis, prepare a financial comparison of the organization with that of its competitors. Identify the organization’s SIC or NAICS it belongs to, get the financials for the same period and compare and contrast its performance to that of its competitors. You can find the industry comparisons from the Dunn and Bradstreet Financial Ratios or Google Finance or other sources. 4.Problem Definition – Clearly state your view of what the focal problem is and label it as such. Next, briefly discuss the causes and effects of the focal problem as stated in the case. Problems must be stated in strategic terms. 5.Generate Strategic Alternatives – List three alternative solutions to the problem you have started. We assume that you have reviewed many alternatives and the three that you present are the three best. 6.Evaluate Alternatives – Include the following three subsections in this part: a.Evaluation criteria – You should use the same criteria to evaluate each alternative. (You want to compare apples with apples). b.Evaluation method – Use both a quantitative technique, e.g., payoff matrix, and a qualitative analysis, e.g. a well-developed pros versus cons analysis (advantages/ disadvantages for each alternative). Remember to use the same criteria to determine if it is a pro or con for each alternative. c.Presentation and discussion of results – Present a table that summarizes the results of your alternative analysis. For example, the table should include the weighted position for each of the alternatives. The pros and cons assessment could be added as the extension of the table for each alternative, or you can present it as a self-standing piece. 7.Recommendations – Present your recommendations to solve the focal problem and discuss how it will address/alleviate the effects of the focal problem. This should include the impact of your recommendations on the firm’s actions, structure, processes and performance. 8.Implementation Plan – Present ways in which the recommendations can be implemented in the organization. In this section include a specific 6 month and one year action plan. For example, what should key managers do right now, six months from now, etc.? How can the chief executive know the plan is working?