Dynamics of strategy

Abstract

This document provides a strategic audit of NAME OF COMPANY, and includes the following:

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  1. An internal and external analysis of the company’s operations and environment to determine its resource capability and strategic fit.
  2. The presentation of a blue ocean strategy direction with a justification based on its suitability, acceptability, and feasibility.
  3. An implementation strategy and process to assure that the recommended strategic growth option can deliver to achieve stakeholder expectations.
  4. The document includes best practice referencing and bibliography.

 

 

Acknowledgement

The writer acknowledges the contribution of all participants who contributed to the development and completion of this document. After this is a thank you…

 

 

Research Methodology

The research methodology applied for this project would be qualitative, supported by inductive analysis and data triangulation. The data collection process would be secondary data, identified from company records and online sources.

 

Research Objectives:

  1. To conduct a strategic audit of Johnson & Johnson including an internal and external analysis to determine its strategic fit.
  2. To review the available data on the performance of the company and recommend an emergent strategic direction.
  3. To evaluate and justify the suitability, acceptability, and feasibility of the recommended strategic option.
  4. To develop and present the implementation plan and for the recommended strategy as a project.

 

 

Table of Contents

 

Acknowledgement

Research Methodology

Glossary of Terms    (do this after – abbreviations)

Table of Contents

List of Tables           

List of Figures          

List of Photos           

 

 

 

 

 

 

 

SECTION 1

 

 

SECTION 1 – Internal Analysis and Discussion

1.    Introduction

Two definitions about strategy and link and align back to the company.

 

 

 

2.    Historical Analysis

Copy and pasted from FSA [The Historical Analysis  gives  a description of the  company  using  a Time line from inception   to present  indicating the years  and the strategic choices  made by management  to  grow the business from  then to now ending with their  current competitive strategy]

 

2.1 VMOST

Vision and Mission

  Statement What Company is doing?

 

Achieved/ Not Achieved /10
Vision Statement Include the Vision statement here Make a comment on what you think the company is doing Achieved or not achieved? 7/10?
Mission Statement

 

 

       

 

Doing the same thing for the below

 

Strategy

Observed Strategies What the company is doing? Alignment to Vision and Mission /10
State which of Porters generic strategies/Different strategies that may be used e.g. Cost leadership, Differentiation price leadership, and price leadership, focus (Market penetration)     7/10
 

 

 

     

 

Tactics

Observed Tactics

e.g. what do they do everyday –

Alignment to Vision and Mission /10
Pharmaceuticals

e.g. production of pharmaceuticals. Tactics focuses on what they do.

  7/10
Consumer Goods

 

   
Medical Devices

 

   
Marketing??? (broad headings)

 

   
 

 

   

 

2.1.1     Product Portfolio

Show Product Portfolio using BCG Matrix

(Cash Cow, Star, Problem Child, Dog) – putting the products on the matrix

 

 

The product portfolio comprises of:

(include the table and put their products in each category)

Problem Child Stars
 

 

 

 

 

 
Dog Cash Cows
 

 

 

 

 

Pharmaceuticals

 

The Specific Products

Underneath the matrix you are explaining the table in a little more details with references.

 

 

2.1.2     Market Definition and Location

State the company’s major competitors – this can be different for different product segments

 

 

 

 

 

 

 

 

Table: Competitors Ranking

[Can be done using either size or revenue. Look at top three competitors].

Rank # Co Market Share % Strength Weaknesses Strategic options for the Company
1 Your company of choice       Strategic Options for your company*** not the competitors.
2 Pepsi

 

       
3 Dr Pepper

 

       
4 Red Bull

 

       

 

The company and at least 2 competitors – preferably 3

 

2.1.3     Current Competitive Position.

Product Positioning [Refer to notes issued on Generic Growth Strategies by Michael Porter and Other Growth Strategies].

Company’s Aggressiveness Strategy.

Company Behaviour Company Justification Strength/ Weakness

/10

Market Leader Yes/No    
Market Follower      
Market Challenger      
Market Defender      

Looking at their products, which one is their market leader, which one is a market follower, etc.

2.1.4     Current Competitive Strategy

Read from 132 – 134:

See Lynch p133 (Note cite Barney as reference)

VRIO Framework [Refer to Lynch, page 134. Ensure you define what you will be focusing on, example, the cash cows within the company chosen].

Table: VRIO Framework

Resource Capability Valuable Rare Costly to Imitate Organized to exploit Comparative Implications
COMPANY Technology Is the company technology valuable?        
Marketing Teams

 

         
Financial Performance

 

         
Brand Reputation

 

         
Customer Service

 

         
Highly Skilled Product Development Staff          

Source: VRIO adapted to Johnson and Johnson, Lynch p. 134, 2015

[Start reading from Lynch, page 132 – (7) main resource-based elements. Make this diagram a table and discuss against the company chosen.] – there’s a table that speaks to these elements

Turn this into a table:

Table ???: Resource-Based Elements

Elements How it affects the company Strength / Weakness / 10
1.      
2.      
3.      
4.      
5.      
6.      
7.      

 

 

Elements in this table –

Ansoff Matrix for Company [New Product Development; New Market Development; Prescriptive Strategy etc.]

Table ???: Ansoff Matrix

Prescriptive Existing Product Market Penetration Diversification
  What is the prescriptive strategy for the existing product? Make comments. Make comments – won’t be both market penetration and diversification  

 

Emergent Strategy Existing Product New Product Development New Market Development
  What is the prescriptive strategy for the existing product? Make comments – won’t be both  

 

* Summary of the current competitive strategy

 

2.1.5     Green Strategy[Ask yourself, is my company eco-friendly?]

 

2.1.6     Summary of Historical Analysis

 

2.2 FINANCIAL ANALYSIS

Pulling in the FSA – fill the tables. If there are graphs and tables to go along with the info, put it in.

 

Use  graphs  and  diagrams  to  support  the ratio analysis  to give greater clarity  and  substance to the discussion [Given during class on 13th January, 2019].

 

  • Extract of Financial Data
  • Accounting Ratios
Strategic Financial Analysis – Element Company’s Indicators Observations Strength Weakness Measure

(1-10)

Income           
Acid Test          
Current Ratio          
Gross Profit Ratio          
Net Profit Margin          
Cost Ratios          
Average Stock Turnover          
Share Price to Earnings Ratio          
Dividend Pay-out Ratio          
Debt/Equity (Gearing)          
Debtor Turnover          

 

 

Summary of Ratio Analysis

 

 

Evaluation of COMPANY Financial Position using the CAMELS Framework.

Element COMPANY position Strength Weakness Measure

(1-10)

Capital Adequacy

 

       
Asset Suitability Are their assets suitable to do the job?      
Managerial Competence        
Earnings

 

       
Liquidity

 

       
Sensitivity to Market Risk        

 

2.2.1 Summary of Financial Analysis

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2.2      Value Chain Analysis

Porter’s Value Chain

(Assess each element of the Porter’s Value Chain in a Matrix)

Element Impact on COMPANY Strength Weakness Measure

(1-10)

Firm’s Infrastructure        
Technology Development        
Procurement        
Inbound Logistics        
Supply Chain        
Operations        
Outbound logistics        
Distribution        
Marketing & Sales        
Service        
Price        
Margin        

 

[Include a Summary after Value Chain].

 

 

 

2.3      Core Competencies (Lynch, page 137)

Element Impact on COMPANY Strength Weakness Measure

(1-10)

Customer Value        
Competitor Differentiation        
Extendable Skills that can be monetized externally

 

     

 

 

 

2.4      McKinsey’s 7-S Framework – [Include the 7 HR Factors by M. Armstrong].

HR ANALYSIS – Create a Table for Armstrong 7 like the Mckinsey 7 S

 

Element What the company does Strength Weakness Measure

(1-10)

Organisational Structure        
Job Design

 

       
Organisational Development        
Employee Resourcing        
Employment Relationship Team work      
Employee Relations Temporary/permanent      
Human Resource Development Training      
Performance Management Productivity system      
Reward Management Compensation      

 

 

Maylor, 2010, p 28 (Project Management Text Book)

 

 

 

 

 

 

 

 

 

 

 

McKinsey 7S

 

Element What the company does Strength Weakness Measure

(1-10)

Hard Elements        
 Strategy        
 Structure        
 Systems        
Soft Elements        
Skills        
Staff        
Style        
Shared Values        

 

2.5      Summary of Strengths and Weaknesses[2.4 & 2.5 summarized]

Strengths and Weaknesses are those identified by the exercises above.

(List main ones)

 

3.    External Analysis

Lynch (2015, p66-69) (Nine Analytical Tools)

For each element below, do a table like the one below from the elements drawn from the identified pages. Note the sources of the relevant theories when referencing.

 

3.1      Environment Basics – Lynch (2015, p70)

3 elements are listed PLUS Market Segmentation

Element Impact on the Company Opportunities  Threats Measure

(1-10)

Market definition

(segment)

       
Market size

 

       
Market growth

 

       
Market share

 

       
 

 

       

 

3.2      Customer Analysis and Market Segmentation – Lynch (2015, p98)

(Immediate customer base and wider customer franchise)

 

Element Impact on the Company Opportunities  Threats Measure

(1-10)

Identification of  the customer and the market        
Market segmentation & its strategic implication        
Market positioning usually within a segment        
 

 

 

       
 

 

 

       

 

Also, customer base must be Lynch (2015, p100):

 

Element Impact on the Company Opportunities  Threats Measure

(1-10)

Distinguishable

 

       
Relevant to purchasing        
Sufficiently large

 

       
Reachable

 

       
 

 

       

 

And, Lynch (2015, p100) Table 3.5 – Bases of Market Segmentation

 

3.3      Competitor Analysis(main competitor)

Competitor profile – Lynch (2015, p96-97) (bullet points)

Competitor Profile Element Impact on the Company Opportunities  Threats Measure

(1-10)

Objectives        
Resources        
Past record of performance        
Current products and services        
Links with other organisations        
Present strategies

 

       

 

 

 

3.4      Cooperative Environment

[Include Porter’s Diamond before the Links Model].

Source: Porter 1990 The Competitive Advantage of Nations. Harvard Business Review.

 

Porter Element Impact on the Company Opportunities  Threats Measure

(1-10)

Firm structure        
Rivalry        
Factor conditions

 

       
Demand conditions

 

       
Related & Supported Industries        
 

 

       

 

 

 

 

 

 

 

Four Links Model – Lynch (2015, p93-94)

Four Links Element Impact on the Company Opportunities  Threats Measure

(1-10)

Government links & networks        
Informal cooperative links and networks        
Formal cooperative links

 

       
Complementors

 

       
 

 

       
 

 

       

 

3.5      Competitive Industry Environment

Analyze using Porter’s 5 Forces (in a table format)

 

Porter’s Five Forces  Element Impact on the Company Opportunities  Threats Measure

(1-10)

Threat of entry

 

       
Bargaining power of suppliers        
Bargaining power of buyers        
Threat of substitutes

 

       
Industry Rivalry

 

       
 

 

       

 

 

 

 

3.6      Key Factors for Success – Lynch (2015, p83- 84)

Using the 3 C’s do a table for each of the “C’s” which are outlined in pages 84 and 85

 

 

Customers

 

Element Impact on the Company Opportunities  Threats Measure

(1-10)

Price        
Service        
Reliability        
Quality        
Technical Specifications        
Branding        

 

Competition

Competition Element Impact on the Company Opportunities  Threats Measure

(1-10)

Cost comparisons        
Price comparisons        
Quality issues        
Market dominance        
Service        
Distributors        

 

 

 

 

 

 

 

 

Corporation

 

Corporation Element Impact on the Company Opportunities  Threats Measure

(1-10)

Low cost operations        
Economies of scale        
Labour cost        
Production output        
Quality operations        
Innovative ability        
Labour management relations        
Technologies        
copyright        
Skills        

 

3.7      Industry Life Cycle – Lynch (2015, p78-79)

(No table to build here)

Insert image& shade correct area

 

3.8      PESTEL Analysis – Lynch (2015, p73)

[Include M.I.D add on to the pestle – Source: Dr. Nurse, 2019].

PESTLE Element  Impact on the Company Opportunities  Threats Measure

(1-10)

Public policy        
Economics        
Social        
Technological        
Legal        
Environmental        
Media        
Management        
Marketing        
Ideology        
Distribution        
Demographics        
National Debt        

 

3.9      Degree of Turbulence in the Environment – Lynch (2015, p72)

Element  Degree of Turbulence  Impact on the Company Opportunities  Threats Measure

(1-10)

Complexity          
Familiarity          
Rapidity          
Visibility          

 

 

3.10   Summary of Opportunities and Threats

Opportunities and Threats are those identified by the exercises above.

(List main ones)

 

[STRATEGIC FIT – Get  the EVR Congruence  Model  reference and  Apply the Balance score Card The  model should combine  page 459  with  page 462  so the elements  are all provided].

 

4.    Strategic Fit Analysis

Refer to Lynch (2015, p 406-408)

 

 

 

4.1      SWOT Analysis

Element  Impact on the Company Opportunities  Threats Measure

(1-10)

Strengths        
Weaknesses        
Opportunities        
Threats        

 

 

4.2      EVR Congruence[See table below. Google Model for further details].

 

Element Congruence of the company FIT NOT FIT Measure

(1-10)

Environment        
Value        
Resources        

 

 

 

 

 

 

4.3      Environment System Policy (ESP) (Lynch, 2015, p75Figure 3.2 – 3 tables)

 

Environment

 

Element Impact on the Company FIT NOT FIT Measure

(1-10)

Human Resources

 

       
Natural Resources

 

       
Stage of Economic Development        
Culture

 

       
History

 

       
Level of Structure of Output        
Attitude to wealth & work        

 

 

 

 

 

System

 

Element Impact on the Company FIT NOT FIT Measure

(1-10)

Capitalist

 

       
Socialist

 

       
Mixed

 

       
Structure of Decision Making

 

       
Role of free markets in allocating resources

 

       
Desire for International commerce        
Nationalisation Policy

 

       

 

 

 

 

 

 

Policies

 

Element Impact on the Company FIT NOT FIT Measure

(1-10)

Macroeconomic

 

       
Microeconomic

 

       
Education

 

       
Health

 

       
Social

 

       
FDI

 

       
Competition

 

       
Extent and type of Government intervention        
Controls exerted

 

       
Performance expected from industry        

 

 

 

4.4      Balanced Scorecard (Lynch, 2015, p458)

Elements listed 1-4 on page 459& Add elements from page 462

 

Element/

Perspective

Influence on the company FIT NOT FIT Measure

(1-10)

Financial Perspective
Improve shareholder value        
Revenue growth strategy        
Build the franchise        
Increase customer value        
Productivity strategy        
Improve cost Structure        
Improve asset utilisation        
Customer Perspective
Product/Service attributes        
Price        
Quality        
Time        
Functionality        
Relationship        
Image        
Operational excellence        
Customer Intimacy        
Product Leadership        
Internal Perspective         
Innovative processes How does the company build the franchise?      
Customer Management Processes How does the company increase customer value?      
Operational Processes How does the company achieve operational excellence?      
Regulatory and Environmental Processes How does the company be a good corporate citizen?      
Learning & Growth Perspective
Strategic competencies        
Strategic Technologies        
Climate for action        

 

4.5      Summary of Strategic Fit

(Current strategy in fit or not in fit)

 

 

 

 

 

 

 

 

SECTION 2 – Strategic Direction

 

Scenario  – pg. 266

 

In developing the scenario to identify the strategic options pg 266 (Lynch, 2016) is the basis.

Use a statement such as the following:

 

Identifying the market segment and market opportunity for [name of company] based on consumer trends and progress in the technological infrastructure such as increased satellite coverage, introduction of 5G network, AI, virtual reality, and augmented reality the following prescriptive and emergent options are recommended [1 of each required]

OR

Based on the strategic fit analysis and other evaluations, prescriptive and emergent options for company to improve competitiveness are listed below:

5.    Trend and Sensitivity Analysis

Environmental scenario for the next 3 years (Use Pestle as elements for the table)

 

Element Particulars

(How it affects the company)

Opportunity Threat Scale 1-10  Sensitivity
Political

 

         
Economic

 

         
Social

 

         
Technological

 

         
Legal

 

         
Environmental

 

         

 

6.    Risk Management

Use PRAM guidelines for Project Risk Analysis and Management. There are 5 options for treating with risks.Major risks analysed below.

 

Risk Management Analysis using PRAM (Turner, 1999)

Risk

 

Effect on the company Opportunity Threat Risk Rating

(1-10)

Mitigating factors
Risk of shareholder approval Effect     Rate PRAM option with an explanation.
Operations & staffing          
Financing

 

         
Government regulations          
Customer Support          

 

 

7.    Growth Strategic Options

Based on analyses the following strategic options FOR GROWTH are recommended.(List strategic growth options)

Evaluate the options in a comparative table using PEARLS

 

Element Organic

Rating (1 – 10)

Joint Venture

Rating (1 – 10)

Alliance

Rating (1 – 10)

Protection of Investment      
Earnings      
Asset Suitability      
Reduction in Cost / ROI      
Liquidity      
Sign of Growth      

 

(Option with the highest total rating is best option)

 

7.1      Strategic Direction

State what the selected option is [Written justification for PEARLS, Summary of EmergentStrategic Direction].

What is your prescriptive direction?

 

8.    Suitability – Suitable to whom and what[Refer to Lynch, page 113].

Suitability to Resources and Capabilities (Lynch 2015, p112-113)

Use the diagram at Lynch (2015, p113) to create a table for analysis based on the “Three broad categories”. (Fig 4.3)

 

 

 

Element Comments/Observations Suitable Not Suitable 1-10
Tangible resources

 

       
Intangible resources        
Organisational capabilities        

 

Try and answer the five questions.

Element Comments/Observations Suitable Not Suitable 1-10
What are the resources and capabilities of the organisation?

 

       
Why do we have them at all?

 

       
Why are resources and capabilities important in strategy?

 

       
How can we improve competitive advantage?

 

       
What other company resources are important?

 

       

 

 

 

 

 

 

8.1      Suitability to Resource Base(Lynch 2015, p132) Fig 4.8 – 7 elements

Element Comments/Observations Suitable Not Suitable 1-10
Prior or acquired resources        
Innovative Capability        
Being Truly Competitive        
Substitutability

 

       
Appropriability

 

       
Durability

 

       
Imitability

 

       

 

 

8.2      Suitability to Culture

Apply Lynch (2015, p143 and 145)

Element Comments/Observations Suitable Not Suitable 1-10
Environment
People

 

       
Corporate Cultures

 

       
Labour Policies

 

       
International issues & culture        
Cultural Factors specific to the Organisation
History and Ownership        
Size

 

       
Technology

 

       
Leadership & Mission        
Cultural Web

 

See Table below      

 

 

And Johnson and Scholes Cultural Web.

Use the Cultural Web to construct the analytical table.

Element Comments/Observations Suitable Not Suitable 1-10
Routine Behaviours

 

       
Rituals

 

       
Stories

 

       
Symbols

 

       
Power Structures

 

       
Control Systems

 

       
Organisational Structure        
Paradigm

 

       

 

8.3      Suitability to Purpose of the Company

Use Lynch (2015, p195-220)

For table format Pg. 196 & 199 –integrate both diagrams

Element Comments/Observations Suitable Not Suitable 1-10
Purpose

 

       
Timing

 

       
Innovation

 

       
Value Added

 

       
Survival

 

       
Growth

 

       
Organisational Culture        
Stakeholders        
Ethics & Corporate Social Responsibility        
Values & Lifestyle

 

       
Knowledge

 

       
Time

 

       
Leadership

 

       
Vision of Future

 

       
Stakeholder Power

 

       
Governance, ethics, corporate social responsibility        
Organisation’s Mission and Objectives        

 

 

8.4      Suitability to Stakeholders

Use Lynch (2015, p206-207 – Figure 6.6)

Element Comments/Observations Suitable Not Suitable 1-10
Owners

 

       
Employees

 

       
Shareholders

 

       
Banking Institutions

 

       
Customers

 

       
Creditors

 

       
Suppliers

 

       
Community

 

       
Government

 

       
Managers

 

       

 

8.5      Summary of Suitability

 

 

9.    Acceptability

Build tables to analyse each sub-area below

 

 

9.1      Acceptability of Business Model

Lynch (2015, page 657) 20.2.2 and 20.2.3

Element Comments/Observations Acceptable Not Acceptable 1-10
Customer driven strategy        
Market Positioning        
Value for Money        
Company Reputation and Branding        
Customer Relationships        
Suppliers        
Channel Power        
Alliance and new ventures        
Other important links        
Organisational culture        
Leadership style and substance        
Organisation structure        
Make or buy decision        
Total quality management        
Cutting costs        
Improved and more effective service        
Improved job satisfaction        
Financing both existing and new developments        
Tax and legal issues        
Cash flow        
International transactions        

 

9.2      Acceptability to Ethics and Social Responsibility

Lynch (2015, page 214/215) 6.5.1

Element Comments/Observations Acceptable Not Acceptable 1-10
The extent and scope of ethical and social responsibility considerations        
The cost of such considerations        
The recipient of the responsibility        

 

 

9.3      Acceptability to Knowledge Management

Lynch (2015, page 235) Exhibit 7.3

Element Comments/Observations Acceptable Not Acceptable 1-10
Building and sharing knowledge        
Contribution of Knowledge to performance        
Technical and Organisational infrastructure        
Tactic Knowledge and Explicit Knowledge        
Clarity on Background        
Channels to gather and transfer knowledge        
Senior Management Support        

 

 

9.4      Acceptability to Technology

Lynch (2015, page 245-246) (1-5)

Element Comments/Observations Acceptable Not Acceptable 1-10
Supplier Dominated Firms        
Scale- Intensive Firms        
Science Based Firms        
Information Intensive Firms        
Specialised supplier Firms        

 

 

 

 

 

 

9.5      Acceptability using Blue Ocean Strategy

Lynch (2015, page 256) (1-3)

Element Comments/Observations Acceptable Not Acceptable 1-10
Importance of analysing markets        
Key role of value added        
Identification of new Innovation        

 

 

9.6      Summary of Acceptability Analysis

 

 

 

10. Feasibility

  1. Start with the Project description with the Assumptions then present the Cash Flows.
  2. Then use the Payback period DCF etc. to evaluate the Cash projection.
  • Then apply the 10 step feasibility then 4 step external feasibility so it is the order here to change for the flow to be logical.

 

Assumptions

Application of financial techniques – pg 345:

  • Return on Capital Employed
  • Net Cash Flow
  • Payback period
  • Discounted cash flow
  • Break even

 

 

 

10.1   Internal Feasibility Checklist

10 point Internal Feasibility Checklist (Lynch (2015, p337)

  • Capital Investment Required
    1. Current Situation
    2. Do they have the funds required for future projects/expansion?
  • Projection of cumulative profits (based on strategic choices)
  • Working Capital Requirements
  • Tax Liabilities and Dividend Payments
    1. Is the company paying its taxes?
    2. Does the company pay dividends?
  • Number of current employees? Redundancy? Is the company over-staffed? (Cost of purchase a company will include VSEP to send home redundant workers..)
  • New technical skills; new plants, etc
  • New products and how they are to be developed (Ansoff Matrix)
  • Amount and timing of market investment
  • Possibility of acquisition, merger, joint venture, etc
  • Communication of ideas to all those involved… (Network marketing, social marketing)

 

10.2   External Feasibility Checklist

4-point checklist on external feasibility (Lynch, 2015, p338)

[Include the Financial Risk Analysis, Lynch page 339 – Cash flow Model issued by Dr. Nurse].

 

10.3   Financial Feasibility Checklist

Lynch (2015, p339)

Financial Risk Analysis:

  • Cash Flow Analysis
  • Break even Analysis
  • Company Borrowing Requirements

Financial Ratio Analysis

10.4   Financial Evaluation

Lynch (2015, p345-346) (1-5 Financial techniques)

For Cash Flow Projection use Break Even Point 2-3 years

 

10.5   Summary of Feasibility

 

10.6   Summary of Suitability, Acceptability and Feasibility

 

11. Internal Development

Tackle internal weaknesses and build on strengths – how do you adjust to fix weaknesses

 

12. E-Commerce

Integration of e-commerce elements

 

13. Implementation and Control

Reference Lynch (2015, p408)

[Note: Use Turner suggests STRATEGY first and STRUCTURE afterwards].

  • Structure
  • Type of structure
  • Value Chain Configurations
  • Complexity of Strategic Changes
  • Role of Top and Middle Management

 

13.1   Alignment of Company Structure

Lynch (2015, page 409-411) – 9 elements

Element Comments/Observations Aligned Not Aligned 1-10
Age        
Size        
Environment        
Centralisation/

Decentralisation

       
Overall Work to be Undertaken        
Technical Centre of the Work        
Different Tasks in Different Parts of the Organisation        
Culture        
Leadership        

 

 

13.2   Elements of the Implementation Process

Lynch (2015, p442-443) – 4 basic elements

 

 

  1. Identification of Strategic Objectives
  2. Formulation of Special Plans
  3. Resource Allocation and Budgeting
  4. Monitoring and Control Procedures.

 

Implementation plan Lynch (2015, p447) Adapt Fig 13.3

13.3   Project Management Approach

[Maylor 2010 – 5C’s and 4D’s models to be used]

Element

 

Comments/Observations Aligned Not Aligned 1-10
Communicate  

 

     
Collaborate  

 

     
Coordinate

 

       
Clarify

 

       
Control

 

       

 

Element

 

Comments/Observations Aligned   Not Aligned 1-10
Define  

 

     
Design  

 

     
Do

 

       
Deliver

 

       

 

 

13.4   Project Monitoring and Control

Lynch (2015, p457) Fig 13.42. [Note: include budgeting].

  • Customer satisfaction
  • Quality Measures
  • Market Share

13.5   Green Strategy

Lynch (2015, p480) 14.3.3

Element

 

Comments/Observations Aligned   Not Aligned 1-10
Government Regulation

 

 

 

     
Emergent Outlook on benefits and costs

 

 

 

     
Company Reputation

 

       
Influence on Assets

 

       

 

 

 

13.6   Managing Change

  • Influence change – Lynch (2015, page 502) Fig 15.3

 

  • Change Management – Lynch (2015, page 514) Fig 15.7
Element

 

Comments/Observations Aligned   Not Aligned 1-10
Environmental Assessment

 

 

 

     
Leading Change

 

 

 

     
Linking strategic and operational change        
Human Resource as assets and liabilities        
Coherence

 

 

       

 

13.7   Managing Strategic Leadership

Lynch (2015, p549) Fig 16.4

Lynch (2015, p550) The headlines

Element

 

Comments/Observations Aligned   Not Aligned 1-10
Developing and communicating the organisation’s purpose  

 

     
Managing human resources and organisational decisions  

 

     
Setting ethical standards and defining corporate social responsibility in the organisation        
Defining and delivering to stakeholders        
Sustaining competitive advantage overtime        

 

 

Link to…

13.8   Business Plan

Lynch (2015, p574) Fig 17.5 (10 elements of a business plan)Place in table

Elements  

 

Comments
1.    Environment

 

 
2.    Resources

 

 
3.    Purpose be realistic  
4.    Entrepreneurial business opportunity  
5.    Target customers  
6.    Distribution

 

 
7.    Pricing  
8.    Quality and service  
9.    Reputation and marketing  
10. Alliances and joint ventures  

 

 

13.9   Execution Plan for Chosen Strategic Option

List about 10 key tasks in the project to implement your chosen strategic option and do a Gantt Chart or Network Diagram…spread over a 1 year timeline.

 

14. Conclusion

 

15. References

 

16. Bibliography

 

 

 

_______________________________________________________________

Note: The TABLES and FIGURES are the basic list and will required amending to suit your personal numbering of headings and sub-headings.

 

List of Tables

Table 2.1 1: Analysis of Company’s Corporate Definition/Vision and Mission.

Table 2.1 2: Analysis of Company’s Business Strategy.

Table 2.1 3: Analysis of Company’s Tactics.

Table 2.1 4: Company’s Product Portfolio.

Table 2.1 5: Global Product Sales 2015 by Relative Market Share.

Table 2.1 6: Company’s Aggressiveness Strategy

Table 2.1 7: VRIO Framework Analysis for Company Inc

Table 2.2 1: Extract of Financial Data – 2011 to 2016.

Table 2.2 2: Accounting Ratios for Company (2011-2016)

Table 2.2 3: Summary of Ratio Analysis

Table 2.2 4: Evaluation of Company’s Financial Position using the CAMELS Framework

Table 2.3 1: Value Chain Analysis

Table 2.4 1: Company’s Core Competencies

Table 2.5 1: Analysis of Company’s management using McKinsey’s 7-S Framework

Table 3.1 1: Environment Basics

Table 3.2 1: Identification of Company’s Customers and Potential Markets

Table 3.2 2: Bases for Market Segmentation (Consumer Products)

Table 3.3 1: Competitor Profile

Table 3.4 1: Company’s Cooperative Network using the Four Links Model

Table 3.5 1: Analysis of Competitive Industry Environment using Porter’s 5 Forces

Table 3.6 1: Analysis of Customers’ Wants KFS

Table 3.6 2: Analysis of Competition KFS

Table 3.6 3: Analysis of Corporation KFS

Table 3.8 1: PESTEL Analysis

Table 3.9 1: Degree of Turbulence of the Environment

Table 4.1 1: SWOT Analysis for Company

Table 4.2 1: EVR Congruence Analysis

Table 4.3 1: Balanced Scorecard Analysis

Table 4.4 1: Trend and Sensitivity Analysis

Table 4.4 1: Risk Management Analysis (PRAM)

Table 4.4 1: Evaluation of Emergent Strategic Options (PEARLS)

Table 8.1 1: Suitability of Company’s Resource Base

Table 8.1 2: Suitability Analysis using Resource-based View

Table 8.1 3: Analysis of Suitability to Culture

Table 8.1 4: Suitability to Purpose

Table 8.1 5: Analysis of Suitability to Stakeholders

Table 8.2 1: Analysis of Acceptability of External Business Model

Table 8.2 2: Analysis of Acceptability of Internal Business Model

Table 8.2 3: Analysis of Acceptability to Ethics and Corporate Social Responsibility

Table 8.2 4: Analysis of Acceptability of Knowledge Management

Table 8.2 5: Analysis of Acceptability to Technology

Table 8.2 6: Acceptability Analysis using Blue Ocean Strategy

Table 8.3 1: Analysis of Internal Feasibility

Table 8.3 2: Analysis of External Feasibility

Table 8.3 3: Financial Feasibility Analysis

Table 8.3 4: Cash Flow Projection for Investment Period

Table 8.3 5: Financial Evaluation

Table 11.1 1: Alignment of Company’s Structure for the Strategy

Table 11.3 1: Application of Five C’s to Implementation of Strategic Option

Table 11.3 2: Project Implementation using 4-D Model

Table 11.5 1: Company’s 3-year Green Strategy

Table 11.6 1: Change Management using the Five Factor Model

Table 11.7 1: Managing Strategic Leadership

Table 11.2 1: Implementation Plan – Key Tasks and Responsibilities

 

 

 

 

 

List of Figures

Figure 2.1 1: BCG Matrix for Company’s Product Portfolio

Figure 2.1 2: Smartphone Product Positioning for top brands

Figure 2.1 3: Laptop Product Positioning for top brands

Figure 2.1 4: Ansoff Matrix

Figure 2.3 1: Porter’s Value Chain

Figure 2.4 1: McKinsey’s 7-S Framework

Figure 2.6 1: Nine basic analytical tools for analysing the strategic environment.

Figure 3.3 1: The Four Links Model

Figure 3.5 1: Porter’s Five Forces Model

Figure 3.6 1: Ohmae’s Three Cs Model

Figure 3.7 1: Product Industry Life Cycle

Figure 8.1 1: Five Key questions related to strategic resources and capabilities

Figure 8.1 2: Johnson and Scholes Cultural Web

Figure 11.1 1: Ringi-Sho Consensus Culture of Japanese Organizations

Figure 11.2 1: Basic Implementation Process

Figure 11.2 2: Implementation Plan for Company over 3 years

Figure 11.3 1: The 4-D Project Management Model

Figure 11.4 1: Hierarchy of Control Systems

Figure 11.6 1: People and pressure points for influencing strategic change

Figure 11.6 2: The Five Factors in the successful management of strategic change

Figure 11.7 1: The five elements of successful and effective strategic leadership

Figure 11.8 1: Entrepreneurial Strategy: The 10 Elements of a Business Plan

Figure 11.9 1: Gantt Chart – Implementation of Chosen Option

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