Part 7: Operations Discuss the firm’s operations. Convince management that you know how the company operates to create value for its owners through its operations. The executive’s description is the 10-K Report section called “Business description” (the 10-K is available on CIQ). You will also find info about the business on CIQ’s “Long Business Description.” However, this must be in your own words. This part of the report needs to be detailed enough to provide you with credibility when talking with executives. Grading criteria for – Part 7 Operations: Words are not your own. Sections of the industry description are copied from published reports with citations: F (Reason, to be credible you need to know your firm’s business.) Id the firm’s business operations, value creation, and geographic foot print: C Id & quantify the firm’s business operations, value creation, and geographic foot print, citations: B Id & quantify the firm’s business operations, value creation, and geographic foot print. Info is related to op changes & competitors. citations: A Note: Very briefly write the ideas that come up for operational changes in this part of the report. You are brainstorming. In the summary you will select the ideas that make sense based on all that you and your team knows. Part 8: Competitors Provide your identification of the key competitors; you might use CIQ, or the company’s Management Discussion & Analysis (MD&A) in the 10-K for this purpose. CIQ’s Stock Report and Industry Report identify top firms in the industry. CIQ also provides a list of your I-firm’s competitors; see “Competitors.” Realize that to be credible when you present to management you will need to be able to explain why you chose these competitors. You would also need to be able to defend excluding firms that your audience might think are the firm’s competitors, so be sure you are aware of the competitors listed in the MD&A. In any case be able to identify the top competitor to your firm – that is the firm you will soon study to gain ideas for improving your I-firm. Grading criteria for – Part 8 Competitors Competitors are identified; citations: C Competitors are identified and quantified, trends are quantified, citations: B Competitors are identified and quantified, trends are quantified, the basis of competition is clear, citations: A Appendix: Background on your I-firm’s executives Briefly describe the CEO of the company (See CIQ’s listing under “Professionals” ). The objective is to gather information that will be useful in networking and for seeing what interests your I-firm’s CEO. The CEO and top officers are the executives you want to network to. See if they are alumni of MTSU. Maybe use LinkedIn to learn the MTSU alumni at your I-firm and their position in the company. Sometimes CIQ will tell you the school an executive graduated from. The website https://seekingalpha.com/earnings/earnings-call-transcript can give insights into what your I-firm’s CEO is interested in. FYI, one of our prior executives, Tony Crudele, suggested this website; he used it to understand the motivation of the CEOs he was dealing with while he was CFO of Tractor Supply and as lead director of Hibbet Sport. Grading criteria for – Background on your I-firm’s executives: List of executives= D. List of executives, minimal information about some executives’ likes and dislikes to help with networking; citations: B. List of key executives for you to contact, useful information about key executives’ likes and dislikes to help with networking; useful info about the CEO’s interests and incentive plan as described in the DEF 14A proxy statement in CapitalIQ, citations: A.
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