This paper presents a strategic analysis of SNC Lavalin ATP, a business unit of SNC Lavalin Group operating in the power transmission industry in Alberta. It analyses the attractiveness of the business environment, determines ATP’s competitive position in the industry, develops and assesses strategies for company’s growth, and recommends the implementation of the most feasible alternative. The industry analysis introduces the new concept of key success factors strategic congruence. This emphasizes the need for alignment between the key success factors pertaining to the firm, industry, and client industry, ensuring that the ultimate customer is considered when ranking ATP’s key success factors. The internal analysis is performed using the Diamond-E model. Management preferences have a profound impact and two proposals fail because they do not satisfy these requirements. The recommendation section proposes the execution of successful alternative, based on a detailed implementation plan presenting the timelines, division of responsibilities and costs.
EMBA Project-Simon Fraser University
Copyright is held by the author(s).
You are free to copy, distribute and transmit this work under the following conditions: You must give attribution to the work (but not in any way that suggests that the author endorses you or your use of the work); You may not use this work for commercial purposes.
Member of collection