1.1 explain strategic contexts and terminology β€

1.1 explain strategic contexts and terminology – missions, visions, objectives, goals, core competencies

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LO1 Understand the process of strategic planning


Strategic contexts and terminology: role of strategy; missions; visions; strategic intent; objectives; goals; core competencies; strategic architecture; strategic control


Strategic thinking: future direction of the competition; needs of customers; gaining and maintaining competitive advantage; Ansoff’s growth-vector matrix; portfolio analysis

 Planning systems: informal planning; top-down planning;


1.1 explain strategic contexts and terminology – missions, visions, objectives, goals, core competencies


1.2 review the issues involved in strategic planning


1.3 explain different planning techniques bottom-up planning; behavioural approaches


Strategic planning issues: impact on managers; targets; when to plan; who should be involved; role of planning


Strategic planning techniques: BCG growth-share matrix; directional policy matrices; SPACE, PIMS


LO2 Be able to formulate a new strategy

Stakeholder analysis: stakeholder significance grid; stakeholder mapping


Environment auditing: political, economic, socio-cultural, technological, legal and environmental analysis (PESTLE); Porter’s 5 force analysis; the threat of new entrants; the power of buyers; the power of suppliers; the threat of substitutes; competitive rivalry and collaboration


Strategic positioning: the Ansoff matrix; growth; stability; profitability; efficiency; market leadership; survival; mergers and acquisitions; expansion into the global marketplace


The organisational audit: benchmarking; SWOT analysis; product positions; value-chain analysis; demographic influences; scenario planning; synergy culture and values


2.1 produce an organisational audit for a given organisation


2.2 carry out an environmental audit for a given organisation


2.3 explain the significance of stakeholder analysis


LO3 Understand approaches to strategy evaluation and selection


Market entry strategies: organic growth; growth by merger or acquisition; strategic alliances; licensing; franchisin Substantive growth strategies: horizontal and vertical integration; related and unrelated diversification


Limited growth strategies: do nothing; market penetration; market development; product development; innovation


Disinvestment strategies: retrenchment; turnaround strategies; divestment; liquidation


Strategy selection: considering the alternatives; appropriateness; feasibility; desirability


3.1 analyse possible alternative strategies relating to substantive growth, limited growth or retrenchment


3.2 select an appropriate future strategy for a given organisation


LO4 Understand how to implement a chosen strategy


The realisation of strategic plans to operational reality: communication (selling the concepts); project teams; identification of team and individual roles, responsibilities and targets; programme of activities; benchmark targets at differing levels of the organisation


Resource allocation: finance; human resources; materials; time


Review and evaluation: an evaluation of the benchmarked outcomes in a given time period in relation to corporate, operational and individual targets


4.1 compare the roles and responsibilities for strategy implementation


4.2 evaluate resource requirements to implement a new strategy for a given organisation


4.3 discuss targets and timescales for achievement in a given organisation to monitor a given strategy.

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