A finished MGT-660 Topic 2 weighted external analysis example, with each external force assessed for strength and the ones that actually govern profitability identified. Searches like "mgt 660 topic 2 assignment example", "mgt660 topic 2 sample" and "mgt-660 topic 2 example" land here.
What a finished MGT-660 Topic 2 weighted external analysis looks like
The finished example ranks rather than enumerates. Each force is assessed for how strongly it operates in this industry specifically, with evidence, since supplier power that is decisive in one sector is irrelevant in another. The example is explicit that two or three forces usually explain most of an industry's profitability and the rest are background. Macro factors receive the same treatment and are filtered for relevance, because a scan listing every political and technological trend has not analyzed anything. Each force is then converted into a consequence for the firm, and the example names which the firm can influence and which it can only prepare for. Every assessment carries the evidence that produced it.
How an MGT-660 Topic 2 example is structured
The example assesses, weights, then converts to consequence. It opens by defining the industry boundary, since the analysis changes entirely depending on where it is drawn. A second section works each competitive force in turn, with evidence for how strongly it operates here. A third ranks them and states which two or three explain most of the profitability observed in this industry. A fourth applies the same filter to the macro factors, discarding those with no plausible route to this firm. A fifth converts the significant forces into consequences, distinguishing what the firm can influence from what it can only anticipate. A closing section states which force the firm should build its strategy against, since that is what the analysis exists to determine.
Industry boundary drawn first
The analysis changes completely depending on where the line falls, so the definition is argued rather than assumed.
Forces weighted by evidence
Supplier power decisive in one sector is background in another, and the paper says which this is.
Two or three forces carry the industry
Most industries are governed by a small number of the forces, and identifying them is the analysis.
Macro factors filtered for relevance
A trend with no plausible route to this firm is discarded rather than listed to demonstrate breadth.
Influence separated from anticipation
What the firm can act on and what it can only prepare for call for different responses.
Where marks go in MGT-660 Topic 2
Listing forces without weighting them is the failure the drawer line names, since an analysis where everything matters equally directs no action. A second weakness is a macro scan that reports every category regardless of relevance, which demonstrates coverage rather than judgment and buries the two factors that matter. Papers lose marks for an industry boundary left undefined, because the same firm looks differently positioned depending on whether the industry is drawn narrowly or broadly. Assessments made without evidence read as impressions. Analyses that stop at the assessment, with no consequence drawn for the firm, leave a description of an industry where a strategic input was wanted. Frameworks reproduced with no industry attached demonstrate recall of a diagram.
Get an MGT-660 Topic 2 example written to your instructions
Send the MGT-660 Topic 2 instructions and the rubric from your classroom, with the firm and industry your section assigned. We write a custom example to those criteria, with the boundary argued, every force weighted with evidence, macro factors filtered and the governing forces converted into consequences, in 24 to 48 hours. The first is free.
MGT-660 Topic 2 questions, answered
How do I weight the forces rather than list them?
Assess each for how strongly it operates in this industry and say why, then rank them. Supplier power matters enormously where one input dominates cost and there are few sources, and hardly at all where inputs are commodities. Evidence such as concentration, switching costs and margin data supports the assessment, and the ranking is what turns a framework into an analysis.
Where should I draw the industry boundary?
Around the set of firms genuinely competing for the same customer need, and argue the choice. Draw it too narrowly and every firm looks dominant; too broadly and none does. Substitutes are the usual test: if customers would readily switch to something outside your boundary, the boundary is wrong. State your definition, since every conclusion in the paper depends on it.
How many macro factors should I include?
Only those with a plausible route to affecting this firm's profitability, which is usually two or three rather than a complete sweep of the categories. A scan that dutifully reports something under every heading has prioritized coverage over judgment and buries the factors that matter. Discarding categories explicitly, with a reason, is stronger than filling them.