...Strategic Management Report – an External Environment Analysis Hsinyin Tan Strategic Management Report – an External Environment Analysis This essay will provide two aspects of environmental assessments undertaken on 800 Super Holdings Limited (800): a macro-environmental PESTEL analysis, and an industry analysis using Porter’s Five Forces of how 800 fairs in today’s competitive environment. 800 Super Holdings Limited 800 is a home grown company with humble beginnings in 1986 before its IPO offering and listing on the SGX-Catalist on 15 July 2011. An established integrated environmental solutions provider, 800’s business lies in waste management (WM) and recycling, cleaning and conservancy; and horticultural services. With its broad range of services, 800’s customer base is diverse and ranges from municipals to the industrial, institutional and commercial sectors (800 super, 2015). 800 has posted healthy profits year after year, with FY2014 revenue increasing 17.9% to S$115 million and net profit after tax improving 57.1% to $9.1 million (Chairman Statement, 2014); as of HY2015, revenue has already increased 95.4% to S$12.3 million, pushing current net profit to S$4.6 million (800 super, 2015). 800’s recent prominent deals include a Ministry of Home Affairs S$38.6 million three-year contract for cleaning and horticultural services in the East and West regions (shareinvestor, 2015). Winning two out of eight integrated public cleaning (IPC) seven-year contracts in the...
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...OF BUSINESS MANAGEMENT MGT 790 STRATEGIC MANAGEMENT Course Outline 2011 Course Prescription Strategic Management is the process and practice of managerial decision making and implementation that seeks to create and maintain competitive advantage. In essence it determines the long term performance of a business and as such is the role of the senior executive members to refine but the responsibility of all to roll out. Included in the process is comprehensive environmental scanning, strategy formulation (strategic planning), strategy implementation, and monitoring. Students in this course will review how the strategic decision makers within an organisation first identify, define and analyse commercial problems and then develop practical and ethical solutions. It provides a practical guide for, and an initial experience in, strategy formulation and strategic management. Class time will be largely spent in lecture, discussion, case studies and experiential exercises. Students will learn from the theoretical literature, instructor, case studies, videos, research presentations, and from each other. The course materials explain and describe the different aspects, challenges, and stages of strategic management simply and clearly. Goals of the Course To examine and understand the nature and role of strategy, strategic management and strategic leadership within an organization. Learning Outcomes 1. To develop skills in strategic analysis, development...
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...Divisional strategy analysis and evaluation report: Pick n Pay Stores Limited BCom Honours (Strategic Management) Strategic Management (STM8X09 Group Assiggnment Students (Authors): Name & Surname 1. Molefi Nyofane 2. Wayne Fisher 3. Wilson Nkunjana 4. Kamohelo Makhetha 5. Bulelani Mini Student numbers 200618193 201002263 201001767 201238497 201005015 About the report: This report analyses and evaluates the Pick n Pay (PnP) Stores Limited strategy with reference to the company’s division which covers Gauteng, Free State and Northern Cape Province retail stores. However, we used Gauteng stores for the analysis of PnP’s strategies. This report critically evaluates the PnP vision, mission and values within context of their internal and external environment. A proper strategy of a company should have achievable, realistic, and measurable strategic objectives. Therefore, PnP strategic objectives are analyzed based on these factors. The strategy sustainable growth with reference to the social, ethical and environmental duties that PnP should consider in their strategic formation will be also be evaluated. Lastly the report critically evaluates the implementation of the strategy of PnP Stores Limited with reference to the division mentioned The region contributes 60% percent of the company turnover and there are about 170 stores in total across these three provinces. 5/12/2014 Strategic Analysis Report Indemnity Declaration: We, The Strategic Management BCom Honours students...
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...Executive Summary This report is a well-researched report presented with the facts of strategic management. I have discussed the role of strategic management in organisations. There are few strategies described in the report as well. I have read a lot of books and journals therefore I have mentioned a few in the reference list. There is also a case study for the body shop. It has been critically evaluated on the strategies. Moreover, the report is a business report with a well research topic. Contents page Introduction-…………………………………………………………………………….1 Findings-…………………………………………………………………………………1 * What is strategy? .......................................................................................1 * What is strategic management? ...............................................................1 * What is operational strategy?....................................................................2 * Discussing the kinds of strategies………………………………………….2 * Body shop case study………………………………………………...……..2 Conclusion………………………………………………………………………………..3 Reference list…………………………………………………………………………….3 Introduction In this paper, I will briefly be discussing the two questions given. The first will be about strategy and strategic management and second will be the case study for body shop. I will be analysing both of the questions to the best of my knowledge. Furthermore...
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...“Strategic Management is defined as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives” (Pearce II & Robinson, 2013, p. 3). The process of Strategic Management consists of nine (9) steps. The first three (3) steps are crucial for an organization’s success: formulating company mission, conducting analysis on internal capabilities and assessment of the external environment factors influencing the company operations. This paper will begin the strategic planning process for ABC Financial Corporation. The paper will outline the ABC Financial Corporation's research approach that will be used for the strategic plan to validate vision statement as well as the sources that will be utilized in performing an external and internal environmental analysis. The organization’s vision statement “presents a firm’s strategic intent designed to focus the energies and resources of the company on achieving a desirable future” (Pearce II & Robinson, 2013, p. 34). The value of the mission statement “is its specification of the firm’s ultimate aims” (Pearce II & Robinson, 2013, p. 42). ABC Financial Corporation’s vision statement is “to be recognized for the unparalleled customer experience” (ABC Vision, 2013, para. 1). ABC’s mission statement reads “With our position of trust and our tradition of integrity, our shared mission is to know our customers and anticipate their needs; advocate and advise; innovate and surprise”...
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...London 08 Fall Strategic Performance Control Dr Vassili JOANNIDES Kelly Goncalves, ID: 102178 May, 1st 2011 Table of Contents Table of Contents 2 INTRODUCTION 3 I - Critical Strategic Issues in Sainsbury’ s business landscape 3 1 - Background about the company 3 2 - Strategic issues in the Retailer and Consumer Landscape 3 Consumer Market landscape 3 Digital Technology 3 Distribution channel 3 II – Strategic performance control system 3 1 – An integrated risk management approach combined with the Balanced Scorecard 3 Linking risk to tactical plan and strategies 3 Rapid responsiveness toward changing consumer landscape 3 Digital Technology 3 CONCLUSION 3 References 3 INTRODUCTION As the consumer industry landscape increasingly evolves complex, it is crucial for an organization’s ability to manage risk while effectively predicting and responding to changes in key strategic factors for long-term success. Globalization, changes in consumer’s spending habits, rapid advances in media and technology and other factors force today’s business environment into a state of constant evolution. While it is fundamental for organizations to identify their most significant strategic issues, it is equally important to design and implement efficient strategic performance control system towards desired strategies. This paper is aiming to demonstrate the relevance of linking strategic issues to integrated strategic performance control system...
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...KATZ GRADUATE SCHOOL OF BUSINESS UNIVERSITY OF PITTSBURGH Syllabus STRATEGIC MANAGEMENT (BSPP 2409) Instructor: Dr. John C. Camillus Donald R. Beall Professor of Strategic Management 338 Mervis Hall Phone: 412/648-1599 Fax: 412/383-7226 E-mail: camillus@katz.pitt.edu Administrative Assistant: Ms. Janice M. Trygar 341 Mervis Hall Phone: 412/648-1529 Fax: 412/648-1693 E-mail: jmtrygar@katz.pitt.edu Office Hours: 1) Mondays 11:00 am to 12:00 noon 2) Wednesdays 2:00 pm to 3:00 pm 3) By appointment. Course Description: “Strategy,” in the context of management, focuses on creating a harmonious relationship between organizations and their environments. Successful strategy matches an organization’s resources and capabilities with the opportunities that arise in its external environment and, in so doing, creates value for customers, shareholders and other stakeholders, as well as an advantage over the competition. This Strategic Management course offers a set of perspectives, concepts and tools for analyzing and understanding the general management task of formulating and implementing competitive strategies. Frameworks – derived primarily from industrial organization economics and the behavioral sciences – that relate to strategy formulation, the design of management systems, and motivating performance will provide the bases for analyzing and responding to organizational, industry, national and international contexts. The primary...
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...MODULE 1, ASSIGNMENT 3 September 12, 2013 Topics: Performance Management, Financial Management and Financial Reporting Overview In this assignment, candidates get a chance to apply all the steps except for steps 6 and 9 in the Steps for Approaching Business and Corporate Strategy to a small business case. As mentioned previously, these steps provide candidates with a systematic approach for addressing a case involving business-level strategic issues. Applying this approach effectively is one of the important competencies that candidates will learn in the CMA Canada Professional Programs. The starting point for solving a business problem is to analyze the current situation and identify the problems that need to be addressed. A major component of the situational analysis is to take a close look at the environments within which an organization finds itself. One of the methods commonly used in such an environmental analysis is “SWOT” (an acronym for Strengths, Weaknesses, Opportunities and Threats), which considers the strengths and weaknesses in the internal environment as well as the opportunities and threats in the external environment. Candidates can refer to the required reading Situational Analysis Tools mentioned below for more information on how to go about doing a SWOT analysis. The next major step is to identify the issues and analyze various alternatives for addressing the major issues. In this case, a shortage of available cash is a major issue and needs to be addressed...
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...STRATEGIC PLAN (20142019) School of Business and EconomicsMoi University The global business school of choice; excellent in education, research and innovation Submitted by: NAME: KIMANI ABRAHAM KAMAU REGISTRATION NUMBER: BBM/2614/12 COURSE: Business Policy& Strategy (BBM 472) INSTRUCTOR: DR. MUGAMBI 12/24/2013 Contents LIST OF FIGURES AND TABLES .................................................................................................................. 3 TABLES ................................................................................................................................................ 3 FIGURES .............................................................................................................................................. 3 EXECUTIVE SUMMARY ............................................................................................................................. 4 VISION..................................................................................................................................................... 5 MISSION .................................................................................................................................................. 5 CORE VALUES .......................................................................................................................................... 5 CHAPTER ONE ...............................................................................
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...SUPPLY CHAIN MANAGEMENT DESIGNATION PROGRAM MODULE THREE Logistics and Transportation ©Supply Chain Management Association Supply Chain Management Professional Designation Program Copyright © 2013 by the Supply Chain Management Association No part of this material in this manual may be reproduced without the prior written consent of the Supply Chain Management Association. 777 Bay Street, Suite 2701, P.O. Box 112, Toronto, Ontario M5G 2C8 Tel: (416) 977-7111 Fax: (416) 977-8886 Web Site: www.scmanational.ca. Use of this material is restricted to SCMA and its Provincial/Territorial Institutes for the express purpose of delivering the Supply Chain Management Designation Program. No other use is authorized, expressed, or implied. This material must be used in its entirety. © Supply Chain Management Association Supply Chain Management Professional Designation Program Module Three Logistics and Transportation Information and Overview .................................................................................................... IO – 1 General Information ........................................................................................................ IO – 2 Module Overview ........................................................................................................... IO – 4 Module Readings ............................................................................................................ IO – 7 Session and Reading...
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...------------------------------------------------- Introduction to strategic management report: August 2013 Company: Mace Group Ltd. Zahid Table of contents 1. Introduction 1 2. Mace Group: A brief overview 1 3. Strategic analysis 2 3.1 Industry Analysis 2 3.1.1 Porter’s five forces 2 3.2 Strategy Description 4 3.2.1 Ansoff Matrix 5 3.3 Strategy Evaluation 5 SWOT analysis 6 Strengths 6 Weaknesses 7 Opportunities 7 Threats 7 3.4 Strategic Issues 8 3.5 Strategic Recommendations 8 4. Strategy formulation 9 5. Strategy implementation 12 6. Conclusion 14 References 15 Table of figures Figure 1: Porter's five forces model 2 Figure 2: Ansoff Matrix 5 Figure 3: SWOT analysis 6 Figure 4: Strategic formulation and implementation 9 1. 2. Introduction Strategic management is the integratedaction to manage the resources and performance of the firm, aiming the optimum output. The whole process initiates with the commencement of specific mission and visionary objectives for the organization, following the policies and plans required to achieve these. In simple sense, strategic management is the combination of strategic analysis, strategy creation, implementation and monitoring(Thompson, 2001). The final outcome is the competitive advantage which in turn ensures the sustainability of the firm for the long run. According to Rothaermel, F. T. (2012) strategic management is an integrative management field that combines analysis, formulation, and implementation in the quest for...
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...MN 490 STRATEGIC MANAGEMENT Spring 2011 Instructor: Dr. Eugene Calvasina Office: 256 T. T. Allain Office Hours: 12 – 1 2:30 – 5:30 M & W Telephone: (225) 771-5643 E-MAIL: ejcalvasina@cox.net COURSE DESCRIPTION: Study of business policies integrating the functions of all fields of business administration with emphasis on top management viewpoint of the operations of the business enterprise. This is a capstone course for the graduate business curricula. PURPOSE: To integrate the various fields of study taught within the school of business and to apply this knowledge in addressing basic administrative problems in business and industry. The course will address global, technological, ethical, social, environmental, political, demographic, and legal issues in strategic decision making. METHODOLOGY: Lecture, cases, and a business simulation will be used in the class LEARNING OUTCOMES: The student will be able to: A) identify, explain, and demonstrate the general concepts, principles and terminology of management through active class discussions; develop a strategic problem solving approach via the Strategic Audit through class discussions of cases; B) develop oral and written skills through written tests, class discussions, and case assignments; C) integrate the various disciplines of management, marketing, finance, accounting, and other sub-disciplines through their application in case situations: and D) Present current events in...
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...Module Handbook [Strategic Management] [19-6B02-00L] Module Leader: Deborah FitzGerald-Moore 2008-2009 Level [6] Undergraduate (September Intake) Faculty of Organisation and Management Events Management Subject Group Faculty of Organisation and Management Sheffield Hallam University, Howard Street, Sheffield, S1 1WB Contents WHAT’S THIS MODULE ABOUT? 1 MODULE TEAM CONTACT DETAILS 1 MODULE OVERVIEW 2 SCHEDULE OF STUDY 3 READING LIST 6 TASK BRIEF 1 - COURSEWORK 8 TASK BRIEF 2 - COURSEWORK 9 Presentation Assessment Criteria Task 1 11 Assessment Decision - Task 1 -Presentation 15 Assessment Decision - Task 2 - Company Report 16 TASK BRIEF 3 - EXAMINATION 17 What’s This Module About? This module is here to help you better understand how business organisations work. It will help you to consider why certain companies or organizations in your chosen sector are successful and some are not. Whilst it will not give you a crystal ball it will hopefully give you a forward looking perspective on your chosen industry and many of its major companies This module will also allow you to integrate the wealth of knowledge you have gained throughout your course. Strategy is manifest in all the functional activities of the company i.e. marketing, operations, human resource management and finance and at many different levels of the company from the Board of Directors down to Heads of Department. Strategic decision making occurs in all types...
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...Faculty of Business and Information Technology Auckland Campus COURSE OUTLINE BUS 7333 Strategic Management Trimester One, 2013 Copyright Notice: This course material is protected by copyright and has been copied by and solely for educational purposes of Whitireia New Zealand under license. You may not sell, alter or further reproduce or distribute any part of this material to any other person. Where provided to you in electronic format, you may only print from it for your own use in the relevant course of instruction. Failure to comply with the terms of this warning may expose you to legal action for copyright infringement and/or disciplinary action. GENERAL INFORMATION COURSE DETAILS | Course Title | BUS7333 Strategic Management | Level | 7 | Credit Value | 20 Credits | Duration | 13 weeks | Learning Hours | 200 hours, including approximately 10 hours per week of self-study in your own time to complete the course requirements | Course Delivery | Lectures, Tutorials, Group Work, Project Work and Self-Directed Learning | Passing Criteria | * All assessments must be completed * A minimum of 40% in an assessment worth 40% or more of the total mark AND * An overall course grade of 50% across all assessments | Attendance | We strongly recommend that you attend 100% of lectures and tutorials. To be eligible for any form of assistance with your studies outside of class time, Whitireia New Zealand requires you to attend a minimum of 80% of lectures...
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...Language of instruction English/Lithuanian Course description Business and marketing strategy are critical components of business success since strategic issues and possibilities arise in all sectors. Important aspects are not only the company’s positioning in relation to its market, but also the technological development, the supply of labour, political developments in society and other factors relevant for how organizations manage their business. 1 2013 Fall semester To a large extend strategic work is about understanding these factors and reinterpreting them so that they become assets rather than restrictions. Business strategy and marketing management concepts and techniques are studied. The course serves as an opportunity to develop skills for environmental and market analysis, understanding of the major business and marketing strategy issues, formulating business and marketing strategies and tactics. Course aim Students are going to discover knowledge and apply skills enabling them to help organizations to meet and manage significant threats and challenges. Students will learn how to analyse environment and company’s resources, generate strategic alternatives and to select the most appropriate alternative for particular circumstances. Students will learn and apply provide students the fundamental knowledge of strategic and marketing...
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