An eight-slide MBA 699 Module 8 board presentation with speaker notes summarizing an exit strategy: value drivers, retention before marketing, preferred buyer type, timeline, employee communication, risks and the board's decision points. Searches like "mba 699 module 8 assignment", "mba699 module 8 board presentation of the exit strategy" and "mba 699 module 8 example" land here.
The MBA 699 Module 8 example, in full
Preparing Prairieview for the Right Buyer: Exit Strategy Presentation to the Board
[Student Name]
Southern New Hampshire University
MBA 699: Strategic Opportunity Management
Module Eight Presentation
[Instructor Name]
[Date]
The organization, setting and figures below are a composite written as a model document. No real employer, client, colleague or patient is described.
Slide 1: What We Are Asking
Approve a limited sale process, starting after retention improves.
Target buyers: global contract manufacturers needing U.S. capacity.
The board keeps three go or stop decisions.
Speaker notes: Good morning. Over the past months the guiding coalition has studied our workforce, our industry and our potential buyers. Our recommendation is to prepare the company for about six months, then invite a small group of bidders, led by global contract manufacturers short of American plants. We are not asking the board to commit to a sale today. We are asking it to approve the preparation and a process in which it decides three times whether to continue.
Slide 2: What a Buyer Would Pay For
Seven approved commercial processes.
Two clean FDA inspections in a row.
A process development team of 240 with low turnover.
Speaker notes: Buyers pay for what they cannot easily build. Barney (1991) described lasting advantage as resting on resources that are valuable, rare and hard to imitate, and we have three. Each of the seven client products we make commercially is tied to our plants by its regulatory approval, so moving it would take a client many months. Our last two FDA inspections closed without observations. And our process development scientists leave at under 12 percent a year, with the 50 people we have designated critical leaving at 8 percent. Our equipment and our location matter, but competitors can buy those; they cannot buy these three.
Slide 3: What Would Lower the Price
240 of 1,480 employees left last year: 16.2%.
Manufacturing: 20.4%. Regular overtime: 27.4%.
First-year hires: 30% leave.
Speaker notes: The finding a buyer will notice first is turnover in our plants. Manufacturing operations lost 114 people last year. Staff on regular overtime quit at over double the rate of colleagues, and 30 percent of recruits are gone before their first anniversary, so we are losing people before they become experienced. Exit interviews put schedules and overtime ahead of pay as the main reason. A buyer will read this as a risk to delivery and a cost of constant hiring, and will lower its offer, particularly since it knows turnover usually rises after an acquisition.
Slide 4: Fix It Before We Sell
Schedules published four weeks ahead; overtime capped.
Relief crew of cross-trained operators; a mentor for every recruit.
Goal: manufacturing attrition under 15% for two quarters.
Speaker notes: The retention program targets the causes employees named. Published schedules and overtime caps address unpredictability. A relief crew of cross-trained operators breaks the cycle in which departures create overtime that creates more departures. Mentors and check-ins support recruits through their first year, and a published career path answers the complaint that operators see no way up. Our goal is annualized manufacturing attrition under 15 percent for two consecutive quarters. Showing a buyer an improving trend is worth more than any explanation of why the old numbers were high.
Slide 5: The Right Buyer
Preferred: a global contract manufacturer lacking U.S. plants.
Kept in the process: a biotechnology buyer, for price tension.
Fallback: private equity.
Speaker notes: We scored three buyer types on fit, how much they value our distinctive resources, price, treatment of the workforce and risk to our client relationships. The global contract manufacturer scored highest, 4.15 out of 5, because it needs exactly what we have, would keep our plants running under local leaders and does not compete with our clients. A biotechnology buyer would probably pay more but would gradually fill our plants with its own products, and several of our clients have said they would leave. Research on acquisitions finds that buyers on average do not improve their financial results (King et al., 2004), so we want a buyer whose plan depends on keeping our capabilities intact.
Slide 6: Timeline
Months 1 to 6: retention program, data room, mock audit.
Then 44 weeks: outreach, bids, due diligence, signing, closing.
Owners' two-year window is met.
Speaker notes: Preparation runs about six months, alongside a quality of earnings review, a data room and an outside mock inspection. The sale process then takes about 44 weeks in seven phases, from confidential outreach to about a dozen parties through bids, due diligence, signing, the federal premerger waiting period and client consents, to closing. That places closing within the owners' two-year window with a few months to spare, which gives us room to pause if the board decides the timing is wrong.
Slide 7: Our People Through the Sale
Supervisors tell their teams first, on signing day.
Weekly updates and a question line until closing.
Bids judged partly on job and leadership commitments.
Speaker notes: Uncertainty after an announcement is when people leave. In a field experiment at two plants after a merger announcement, Schweiger and DeNisi (1991) found that honest, frequent and specific communication reduced employees' uncertainty and prevented the fall in satisfaction and commitment seen at the plant that did not receive it. We will follow that model: supervisors break the news in shift meetings before any public statement, updates go out weekly even when there is little to say, and a question line answers within two working days. Buyers will be asked to guarantee production jobs for at least 18 months, and we will weigh that commitment alongside price.
Slide 8: Risks and the Board's Decisions
Top risks: a leak, a quality finding, client consent refused.
Decision 1: start the process after two quarters.
Decision 2: approve the shortlist. Decision 3: sign or stop.
Speaker notes: Our risk register lists eight risks with triggers and responses; three matter most. A leak could set off departures before we choose a buyer, so the process has a code name and an access log. A quality finding could end diligence, so we will commission a mock audit first. Clients could refuse consent to a change of control, so the general counsel will speak with our seven commercial clients early. The board then decides three times: whether the retention results justify starting, which bidders to shortlist and whether to sign. At every point, remaining independent another year is a legitimate answer. We ask today for approval to begin the preparation.
References
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108
King, D. R., Dalton, D. R., Daily, C. M., & Covin, J. G. (2004). Meta-analyses of post-acquisition performance: Indications of unidentified moderators. Strategic Management Journal, 25(2), 187-200. https://doi.org/10.1002/smj.371
Schweiger, D. M., & DeNisi, A. S. (1991). Communication with employees following a merger: A longitudinal field experiment. Academy of Management Journal, 34(1), 110-135. https://doi.org/10.2307/256304
How this MBA 699 Module 8 example is structured
Each slide makes one point in a few lines, and the speaker notes supply the evidence and figures behind it. The order follows the questions directors ask: what are we selling, what lowers its value, who should buy it, how long it takes, what happens to our people, which risks could derail the sale and which decisions fall to the board now.
Get MBA 699 Module 8 written to your instructions
Send your MBA 699 Module 8 presentation prompt and rubric along with your final plan. A board-ready slide deck with speaker notes comes back within 24 to 48 hours; the first is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Southern New Hampshire University document.
MBA 699 Module 8 questions, answered
What does MBA 699 Module 8 ask for?
The last module of the capstone often asks students to present their recommendations to leadership, typically as a slide presentation with speaker notes or a recorded presentation summarizing the exit strategy and its justification.
How many slides should a board presentation have?
Few enough to discuss in the time given, usually eight to twelve for a single agenda item, with detail placed in an appendix or pre-read. Each slide should make one point that directors can act on.
What belongs in speaker notes?
The explanation, evidence and figures behind each slide, written as you would say them. Notes let the slides stay short while showing the grader the reasoning and sources behind every claim.