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Strategic Management

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Strategic Management

Postby Jianguo » Sun Nov 20, 2016 10:48 am

Sir, I am the student of MBA distance course i have some problem in my assignment please help me in this question

Select a company of your choice. Recollect the current events and identify the important macro

environmental factors which had an impact on the company. Try to study the opportunities and

the threats posed to the company due to the macro environmental factors.
Jianguo
 
Posts: 47
Joined: Thu Jan 02, 2014 1:23 am

Strategic Management

Postby Shilah » Thu Nov 24, 2016 7:02 pm

Sir, I am the student of MBA distance course i have some problem in my assignment please help me in this question

Select a company of your choice. Recollect the current events and identify the important macro

environmental factors which had an impact on the company. Try to study the opportunities and

the threats posed to the company due to the macro environmental factors.
Shilah
 
Posts: 40
Joined: Fri Mar 21, 2014 10:28 pm

Strategic Management

Postby Caolan » Mon Nov 28, 2016 11:29 am

ASHWIN,

HERE IS  SOME  USEFUL MATERIAL.

REGARDS

LEO  LINGHAM

================================

Select a company of your choice. Recollect the current events and identify the important macro environmental factors which had an impact on the                 company. Try to study the opportunities and the threats posed to the company due to the macro environmental factors. The  organisation I  am  referring to, was  facing

a  problem of  declining  sales/ market  share  for  2  

consecutive  year.

-a  large  manufacturer/ marketer of  safety products

-the products  are  used  as  [personal  protection safety] [ industrial  safety]

-the products  are  distributed through  the distributors as well as  sold directly

-the  products  are  sold  to various  industries like  mining/fireservices/defence/

as  well  as  to  various  manufacturing  companies.

-the  company employs  about  235  people.

-the  company  has  the following  functional   departments

*marketing

*manufacturing

*sales

*finance/ administration

*human resource

*customer  service

*distribution

*warehousing/  transportation

*TQM  

==============================================

THE  COMPANY  ANALYSES  THE  FOLLOWING   DATABASE

AND  APPLYS   THE  PROBELM  SOLVING/ DECISION MAKING   APPROACH   /   FINALIZES   THE  PLAN.

-apply  the  pestel  analysis with  respect  TO ITS BUSINESS

1.Political(incl. Legal)   

-Environmental regulations and protection ENFORCEMENT  OF  SAFETY /PROTECTION LAWS  

-Tax policies

TAX  INCENTIVES  FOR  THE  USE  OF  PERSONAL SAFETY

PRODUCTS.

-International trade regulations and restrictions

REDUCTION  IN TARIFFS  ON  IMPORTS  OF  

PERSONAL  SAFETY  PRODUCTS.

-Contract enforcement law/Consumer protection

The  government  enforcement   on  consumer  protection -Competition regulation

NO LIMITS  ON  COMPETITION -Safety regulations

the  government      adopted  some  of  the  

modern  safety regulations

================================================================= 2.Economic     

-Economic growth

SOUND ECONOMIC  GROWTH

-Interest rates & monetary policies

interest  rates    under control /  a  sound  monetary  policies]

-Government spending

government  spending  is  significant   and  is it   under control -Taxation

the  taxation  HAS    encouraged  the  industry .

-Exchange rates

there  well  managed   exchange  controls  and  is it  helping  the  industry.

-Inflation rates

[ THE  inflation  is well   under  control ]

================================================== 3.SOCIAL -Health consciousness & welfare, feelings on safety

the  people  are   becoming  safety  / health  consciousness.

=========================================================

4.Technological  

Industry focus on technological effort

the   industries    focused  on  using  improved  technology.

New inventions and development

new  inventions  are    being   encouraged  for  developments.

=========================

THE  NEWLY  ADOPTED  OBJECTIVES  

-to  increase  sales volume  by 20%  every  year

over  the  next 5  years.

THE  STRATEGIES   ADOPTED  BY  THIS  ORGANIZATION   TO

ACHIEVE   ITS  OBJECTIVES.   1. Basic question: How is organizational direction determined? Every organization takes on some direction, in terms of what customers/clients it serves and what functions it performs for these customers. This direction is often called its purpose, Mission or realized strategy. An organization's mission is a set of statements that define the exchange relationship between the organization and its stakeholders or claimants. More specifically a mission defines the population served and the function it fulfills or the need it satisfies for that claimant. This direction, or mission, may be the result of a deliberate planning process or it may emerge as the result of a set of incremental decisions. THIS  ORGANIZATION   Realized Strategies are the result of a combinations of Purely Deliberate and Purely Emergent Strategies. 1.THIS  ORGANIZATION'S  Deliberate Strategy- This process starts with an analysis of a company's current mission and strategies. The most popular tool used in this process is the SWOT(Strengths, weaknesses, opportunities, threats) model. The external environment in terms of opportunities and threats, is analyzed by examining threats to the company's current position and new opportunities(new customers, new applications, unfulfilled customers needs, etc.). The analysis proceeds by examining the company's internal environment in terms of its strengths and weakness. A mission and competitive strategy is formulated that matches opportunities with strengths and plans are made to strengthen areas of weakness. The next step is to develop functional strategies that support the overall business level competitive strategy. Marketing, Human Resource, Financial, Operations, Information Systems, and R & D strategies are developed that support the business unit strategy. Finally, a control system(organizational structure) is designed to insure that operational decisions are made consistent with the business and functional strategies.         2. Emergent Strategy

- Emergent Strategies are the result of incremental decision making that achieve some degree of consistency over time and launch the organization into a direction. When decisions are made or problems are solved, they have potential strategic impact.   2. Levels of Strategy         1. Mission/Domain- Before identification of strategy can occur, one must clearly identify the mission or domain of the organization.  The domain of an organization consists of the population it serves and the functions it performs(satisfies) for that population.  Sometimes the domain is defined in terms of products or services offered(rather than functions performed), but this tends to be more limiting because it defines the mission more in terms of means rather than ends.         2. Corporate Level Strategy.                                              1. Market Penetration STRATEGY

- Seeking increased market share for present products through greater marketing efforts               2. Market Development  STRATEGY

- Introducing present products in new markets               3. Product Development  STRATEGY - Seeking increased sales by improving present products                                      4. Diversification STRATEGY                     1. Concentric- Adding new or related product lines                     2. Conglomerate- Adding new, but unrelated product lines                                       3. Competitive or Business Level Strategy

- How should we compete in our chosen business(es)? Competitive strategies involve determining the basis of costumer or client decision making.  Generally, they are based on some combination of quality, service, cost, time, and quality of the experience.               1. Cost Leadership Strategies

- With this strategy you are competing on price. Your various functional strategies all emphasize cost reduction. This is an effective strategy when the market is comprised of many price sensitive buyers, when there are few ways to achieve product differentiation, when buyers do not care much about differences from brand to brand , or when there are a large number of buyers with significant bargaining power.               2. Differentiation Strategies

- Differentiation strategies rely on some basis of product differentiation such as flexibility, specific features, service, time and availability, low maintenance, etc. as the basis for competition. Product development and market research are generally necessary components of a differentiation strategy. Generally, a successful differentiation strategy allows a firm to charge a higher price for its product. Organizations generally need strong R & D departments with strong coordination between R & D and marketing departments. Human Resource strategies must place emphasis maintaining a competitive skill base and motivating employees toward the basis for differentiation.               3. Focus or Niche Strategies

- A successful focus strategy depends upon an industry segment that is of sufficient size, has good growth potential, and it not crucial to the success of other major competitors. Focus strategies are pursued in limited markets in conjunction with cost leadership and/or differentiation strategies. Focus strategies are the most effective when consumers have distinctive preferences or requirements and when rival firs are not attempting to specialize in the same target segment.                        4. Functional Strategies

- How do organizational functional units contribute to the business level strategies? How can functional strategies be integrated to achieve competitive advantage?               1. Marketing Strategies- How do we communicate our strengths to the customer? How do we identify customer requirements and changes in customer requirements?               2. Human Resource Strategies- How do we recruit, train, develop, motivate, compensate, and place employees so that behavior is directed toward the competitive strategy and works to build competitive advantage?               3. Financial Strategies- How do we secure financial resources necessary to carry our competitive strategy?               4. Operations Strategies- How do we design our processes to produce products and/or service that meet customer requirements as specified in our strategy?               5. Information System Strategies- How do we provide decision makers, at all levels, with information necessary to make decisions consistent with strategy?               6. Technological(R & D) Strategies- How do we develop products consistent with customer requirements as specified in strategy? #######################################################
Caolan
 
Posts: 38
Joined: Fri Jan 31, 2014 8:44 am


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