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(solution) MBA685 - Strategic Management ASSIGNMENT 1 BRIEF TASK Develop a


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MBA685 - Strategic Management

 

ASSIGNMENT 1 BRIEF TASK

 

Develop a Strategic Business Plan for a New Venture

 

Start-up companies are more important in bringing products and services to market. In

 

response to new technology, new and innovative businesses are taking over the

 

markets of those older companies too slow to move with changing customer demands.

 

Following this line of thought, for this task you are an administrative officer at the

 

corporate level of an offshore organization and, you are assigned to develop a

 

strategic business plan for a new venture in a sector of your choice. This Strategic

 

Management Process should contain whatever is necessary to start-up a company

 

from scratch, including the new company?s philosophy, mission, objectives, strategies

 

and tactics, CSR, an analysis of the firm?s internal and external environment,

 

organizational structure, leadership and, an one-page financial report justifying the

 

firm?s survival for at least a year. You should justify your choices in terms of the

 

chosen industry/sector on the grounds of innovation, competitive advantage and,

 

company?s sustained growth and survival. Your budged is £150,000 (BP). Assignment Specifics:

 

THIS IS AN INDIVIDUAL PIECE OF WORK

 

For the assignment?s requirements, if necessary contact local authorities for

 

licensing and/ or legal issues.

 

Your report should be grounded in relevant theory ? use the core and

 

recommended reading ? at the same time you should consider exploring a

 

new/ innovative idea/venture. 1 Reference all sources appropriately, using the Harvard Referencing

 

System.

 

The word count of your report is 5000 words (-/+10%).

 

The assignment counts 50% against your final grade. DIRECTIONS AND HELP FOR YOUR ASSIGNMENT

 

You are expected to discuss a number of components that appear in the ?Strategic

 

Management Process? in relation to an innovative idea/ new venture. However, in the

 

same way that businesses vary in the processes they use to formulate and direct their

 

strategic management activities, you may include different components in your

 

strategic process. In other words, although the basic components of the models used

 

to analyze strategic management operations are very similar, you may develop an

 

eclectic strategic analysis. Despite the differences, nevertheless, your strategic

 

analysis should be representative of the foremost thought in the strategic management

 

area. Your strategic management process may include all, or most of the following

 

key components (source: Pearce and Robinson, 2010):

 

Company Mission

 

Form a company mission for your new venture. The mission of a company is the

 

unique purpose that sets it apart from other companies of its type and identifies the

 

scope of its operations. In short, the company mission describes the company?s

 

product, market, and technological areas of emphasis in a way that reflects the values

 

and priorities of the strategic decision makers.

 

Internal Analysis

 

The company analyzes the quantity and quality of the company?s financial, human,

 

and physical resources. It also assesses the strengths and weaknesses of the

 

company?s management and organizational structure. You are expected to proceed to a

 

similar analysis, using appropriate tools such as SWOT analysis.

 

External Environment

 

A firm?s external environment consists of all the conditions and forces that affect its

 

strategic options and define its competitive situation. The strategic management

 

model shows the external environment as three interactive segments: the remote,

 

industry, and operating environments. You should present and discuss a similar

 

analysis about the external environment of their new venture.

 

Strategic Analysis and Choice 2 Simultaneous assessment of the external environment and the company profile

 

enables a firm to identify a range of possibly attractive opportunities. These

 

opportunities are possible avenues for investment. However, you must be screened

 

through the criterion of the company mission to generate a set of possible and desired

 

opportunities. This screening process results in the selection of options from which a

 

strategic choice is made. The process is meant to provide the combination of longterm objectives and generic and grand strategies that optimally position the firm in its

 

external environment to achieve the company mission.

 

Long-Term Objectives

 

In your analysis, you are expected to emphasize the importance of long-term

 

objectives. The results that an organization seeks over a multiyear period are its longterm objectives. Such objectives typically involve some or all of the following areas:

 

profitability, return on investment, competitive position, technological leadership,

 

productivity, employee relations, public responsibility, and employee management.

 

Generic and Grand Strategies

 

Many businesses explicitly and all implicitly adopt one or more generic strategies

 

characterizing their competitive orientation in the marketplace. Low cost,

 

differentiation, or focus strategies define the three fundamental options. Although

 

every grand strategy is a unique package of long-term strategies, 15 basic approaches

 

can be identified. You are expected to present and discuss the generic and grand

 

strategy/ies that are suitable for their new venture, how are to be achieved, and their

 

roles towards achieving the organization?s long-term objectives.

 

Short-term objectives

 

Short-term objectives are the desired results that a company seeks over a period of one

 

year or less. They are logically consistent with the firm?s long-term objectives.

 

Companies typically have many short-term objectives to provide guidance for their

 

functional and operational activities. Thus there are, among others, short-term

 

marketing activity, raw material usage, employee turnover, and sales objectives. You

 

should discuss their short-term objectives, and their role in supporting generic and

 

grand strategies.

 

Functional tactics

 

You are expected to suggest a number of functional tactics and how these short-term

 

activities are used to achieve short-term objectives and establish competitive

 

advantage. Within the general framework created by the business?s generic and grand

 

strategies, each business function needs to undertake activities that help build a

 

sustainable competitive advantage. These short term, limited scope plans are called

 

tactics. A radio ad campaign, an inventory reduction, and an introductory loan rate ar

 

examples of tactics. Functional tactics are detailed statements of the ?means? or

 

activities that will be used to achieve short-term objectives.

 

3 Policies that empower action

 

Speed is a critical necessity for success is today?s competitive, global marketplace.

 

One way to enhance speed and responsiveness is to force/allow decisions to be made

 

whenever possible at the lower level in organizations. Policies are broad, precedentsetting decisions that guide or substitute for repetitive or time-sensitive managerial

 

decision-making. Creating policies that guide and ?preauthorize? the thinking,

 

decisions and actions of operating managers and their subordinates in implementing

 

the business?s strategy is essential for establishing and controlling the ongoing

 

operating process of the firm in a manner consistent with the firm?s strategic

 

objective.

 

Strategic Control and Continuous Improvement

 

Strategic control is concerned with tracking a strategy as it is being implemented,

 

detecting problems or changes it its underlying premises, and making necessary

 

adjustments. In contrast to post-action control, strategic control seeks to guide action

 

on behalf of the generic and grand strategies as they are taking place and when the

 

end results are still several years away. The rapid, accelerating change of the global

 

marketplace of the last 10 years has made continuous improvement another aspect of

 

strategic control.

 

Conclusion

 

As it has been mentioned earlier, you are expected to use all or a number of

 

components towards synthesizing a Strategic Management Process for their new

 

venture. Each component is a central theme in different chapters of their core

 

textbook. At the same time, students are expected to present a one-page analysis of

 

their financial highlights, illustrating expected money inflow/outflow for a year. Good Luck!!! 4

 


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