Abstract

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

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 13^th 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