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Presentation/PPT
27/08/2022
Assessment two requires students to complete an in-depth analysis of their target organisations (the same organisation used in assignment one) external environment. The external environment includes both transactional stakeholders (customers, suppliers, employees etc) and also other external stakeholders who may impact the operations, profitability and strategic options of the target organisation. You are also asked to discuss the strategic options open to the organisation and to identify the key objectives for the organisation going forward. The two key models to inform the analysis of the external environment are the macro-environment model (outlined and discussed on pages 68 75 of the text) and also Porters Five Forces model (outlined and discussed on pages 74 84 of the textbook). Figure 3.1 on p. 65 is a useful visualisation the industry environment (Five Force) is nested within, and is influenced by, the macro-environment. We acknowledge that the nature of the organisation will determine the effectiveness of the analytical process we have suggested. Students are free to adapt/exclude/expand elements of the analytical approach to best fit the organisational context. For example, the analysis of Public sector organisations and Not for Profit Organisations will require some thought. Do not be put off by this, read pages 99-102 of your text for guidance. If you have any concerns or questions contact Allastair before venturing forward. The following structure for this assessment item is suggested. Provide a brief introductory paragraph ofwords outlining your choice of firm and industry, this must of course be the same organisation targeted in assignment one. Provide an approximate 1,000 word analysis of the most important drivers affecting the organisation and its industry from its macro-environment (ie the macro-environment model) Provide an approximates of the most important drivers affecting the organisation and its industry from its industry environment (ie the Five Forces model) and describe the competitive environment. Then, with around, you should provide recommendations as to the strategic options open to the organisation, leading to recommendations for key the objectives. For the structuring of this final strategic options/objective/ section of your assessment item, I recommend one of two models: The 5 Qs model in the text book provides five salient questions that any organisation should be able to answer. Alternatively, there is an excellent paper in the Unit Resources tab by Hambrick and Fredrickson. They propose that there are Five Diamonds, namely: Arenas: where will we be active?; Vehicles: how will we get there?; Differentiators: how will we win in the marketplace?; Staging: what will be our speed and sequence of moves?; Economic logic: how will we obtain our returns?. This paper also provides two examples (IKEA and BPI) and a fantastic checklist (Table 1 Testing the Quality of Your Strategy) that you can consider. I really like this paper it is easy to read, well-structured and logical.
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