Basic Concepts of Strategic Planning & Management

The importance of the strategic lens is that it optimizes the workflow of the organisation during strategic planning to meet the set objectives and goals by the organisation.

CHAPTER 1 - Basic Concepts of Strategic Planning &
Management

Complete the table given below according to the Miles & Snow Strategy Framework.

(8 marks)

Please type your answers in the table below:

CHAPTER 1 - Basic Concepts of Strategic Planning &
Management

Define each element of the Henry Mintzberg’s 5 P’s of Strategy.

(5 marks)

Please type your answers in the table below:

CHAPTER 1 - Basic Concepts of Strategic Planning &
Management

Fill the table from the perspective of the company you are currently working for.

(10 marks)

CHAPTER 2

The Internal Assessment

CHAPTER 2: The Internal Assessment

The VRIO Framework is a tool used to analyze an organization’s internal resources and capabilities to discover if they can be a source of sustained competitive advantage.

Briefly define each element of the VRIO Framework and apply the framework to a company’s actual resource or capability that results in sustained competitive advantage.

(2 marks)

(2 marks)

(2 marks)

(2 marks)

CHAPTER 2: The Internal Assessment

Describe the three components of the value chain and how each is important to the strategic manufacturing process. Give one example for each component.

(6 marks)

Please type your answer in the table below:

CHAPTER 2: The Internal Assessment

Write the correct numbers of the items in the left column with the correct type of organization structure in the right column.

(6 marks)

CHAPTER 2: The Internal Assessment

Analytical Questions. (4 marks each)

1. How can value chain analysis be used to identify a company’s internal strengths & weaknesses?

Please type your answer here:

The model helps is evaluating the elements in a company’s value chain thus identifying company’s weaknesses and strengths. It shows which activities are mostly valuable in the company and the ones that stands to be improved, (Barney and Hesterly, 2010). The valuable activities are those that create value to the final consumer. The processes that enables the company to create the value are the strengths for the company hence through value chain, the company is able to see the integral parts of its operations, (Powalla, and Bresser, 2010). The management can decide to improve them or maintain them at the rate in which they are contributing value. On the other hand, the activities which do not contribute to the value creation are the weaknesses of the company and where the company may either need to work on or do away with if they are of no significant to organisation success.

2. In your opinion, does a company’s organizational structure have any influence on its internal strengths & weaknesses? Support your opinion with relevant reasoning.

Please type your answer here:

In my opinion, the type of organisation structure influences the organisation strengths and weaknesses. This is because, the structure of an organisation determines important things at the organisation such as the culture, flow of work and communication within and outside. It also determines the groupings of employees in the organisation thus defining the type and quality of their output, (Abdullah and Siam, 2014). For example, a functional type of organisation structure organises the employees in terms of their area of specialisation or according to their roles and tasks in the organisation thus paving way for quality output. However, this type of structure is affected by bureaucracy which makes it fail to respond quickly to changes in a dynamic environment.

CHAPTER 2: The Internal Assessment

Identify whether the items in column A are core competencies or distinctive competencies and write ‘core’ or ‘distinctive’ in column B accordingly.

(5 marks)

CHAPTER 3

The External Environment Analysis

CHAPTER 3: The External Environment Analysis

Write the correct answer with the help of the given statements.

(2 marks each)

1. The process of collecting and analyzing information about competitors’ strengths and weaknesses in a legal and ethical manner to enhance business decision-making.

Answer: Competitive Intelligence

2. Strategies used to keep competitors out of a company’s market

Answer: Competitive Advantage.

3. Competition for markets with dissimilar products or services

Answer: Imperfect competition

4. Compete for same customers, but offer different functionality

Answer: Monopolistic competition

5. The environment external to the organization, its operations and its industry.

Answer: The general environment

CHAPTER 3: The External Environment Analysis

Highlight the correct answer in Green.

(1 mark each)

1. 1. Micro external environmental conditions result from:
2. The behaviors of other organizations in the industry
3. The quality of products
4. manufacturing process
5. economies of scale
6. An industry is defined as:
7. a group of firms producing the same item.
8. firms producing items that sell through the same distribution channels.
9. firms that have the same seven-digit standard industrial code.
10. a group of firms producing products that are close substitutes.
11. Which of the following is NOT an entry barrier to an industry?
12. expected competitor retaliation
13. economies of scale
14. substitute products
15. government and legal requirements
16. Porter’s 5 Forces Model considers:
17. the four P’s of marketing
18. threats of substitute products
19. economies of scope
20. bargaining power of employees
21. In evaluating customers, which of the following is NOT a relevant question?
22. How will core competencies meet the customer's needs?
23. Who is the customer?
24. What are the customers' needs?
25. How will our top management team interact with the customer?

CHAPTER 3: The External Environment Analysis

Complete the SWOT matrix with strengths, weaknesses, opportunities, and threats of the company you currently work for or have worked for in past.

(16 marks)

Name of the company:

Business description of the company:

Please type your answers in the table below:

CHAPTER 3: The External Environment Analysis

Analyze and discuss the Competitive Intelligence concept illustrated in the model below.

(6 marks)

Disseminate Intelligence

Analysis & Discussion:

Please type your answer in the table below:

CHAPTER 3: The External Environment Analysis

Describe the concept that is being presented in the image below.

(5 marks)

Please type your answer in the table below:

CHAPTER 3: The External Environment Analysis

Read the situation below and answer the questions.

(3 marks each)

Souq.com (Souq), which started as an auction site and eventually changed into an e-commerce portal, had tasted reasonable success in the MENA region. In 2016, it decided to collaborate with a potential buyer to realize its growth potential in the region. After a futile attempt to acquire Souq in 2016, multinational e-commerce company Amazon.com, Inc. (Amazon) again placed a bid for US$650 million in 2017. Emaar Properties PJSC (Emaar) also placed a counter bid for US$800 million, challenging Amazon. Both Amazon and Emaar had their respective advantages and challenges they would have to face if they succeeded in acquiring Souq. While some analysts suggested that Amazon was a better fit for Souq considering its global presence and core competency in technology infrastructure and logistics, others preferred Emaar in view of its local advantages like local government support and funding. Souq’s co-founder and CEO Ronaldo Mouchawar (Mouchawar) would have to quickly decide on the company’s next course of action.

Q1. If you were Mouchawar, what would be your decision in this situation?

Please type your answer here:

To take the offer by Amazon.com, Inc. (Amazon)

Q2. What will be the advantages of your decision?

Please type your answer here:

The future of the business world is currently based on technology and global presences which Amazon has invested in. Therefore, taking the offer to collaborate with Amazon would see the company realise its full potential as it is the main aim for the idea behind the collaboration. Amazon would help Souq.com (Souq) to grow technology wise and access various global logistic chains that are attached to the company and its stores.

Q3. What factors should be considered by Souq management while making this decision?

Please type your answer here:

Souq management should consider the strategic business fit with the collaborator and assess the financial state, the technology state of the company as well as its intellectual property and the volume of sales and customers served by the company. The management should also assess the organisation culture, the litigation state/ regulatory issues of the company and tax information available. The competitive landscape is also important and the areas that the company covers with its strategic positioning on the market. Environmental issues in its market, the marketing mode as well as the company’s online presence are of much relevance to the current and future business world

CHAPTER 3: The External Environment Analysis

For each of the statements given in the table below, identify the group of factors in PESTLE analysis to which they belong.

(6 marks)

CHAPTER 3: The External Environment Analysis

Choose the best answer for the following questions about Porter’s Five Forces Model. Highlight your answer in Green.

(1 mark each)

1. When buyers are able to join together to put pressure on a supplier, this is which of Porter's Five Forces?
2. Competitive rivalry
3. Threat of new entrants
4. Bargaining power of customers
5. Threat of substitute products

2. Of Porter's Five Forces, which force has the greatest influence on whether an industry would be profitable?

1. Competitive rivalry
2. Threat of new entrants
3. Bargaining power of customers
4. Threat of substitute products

3. When suppliers are limited or inputs are scarce, which of Porter's Five Forces are at play?
4. Threat of substitute products
5. Bargaining power of suppliers
6. Threat of new entrants
7. Competitive rivalry

4. What is the main purpose of Porter’s Five Forces Model?
5. Decide which products to launch
6. Analyze competition in a market
7. Manage product portfolios
8. Inform investment appraisal decisions
9. According to Porter, which of the following is most important to achieving a competitive advantage?

1. Serving all customers equally, rather than targeting the most profitable
2. Operating at lower cost, commanding a premium price, or both
3. Outsourcing activities which enhance/refine your competitive advantage
4. Focusing on becoming the most competitive business within the sector/market

CHAPTER 4

Strategies in Action

CHAPTER 4: Strategies in Action

Highlight the correct answer in Green.

(1 mark each)

1. To identify a diversified company's strategy, one should consider such factors as
2. The extent to which the firm is broadly or narrowly diversified, whether it is pursuing related or unrelated diversification (or a mixture of both) and the recent moves it has made to divest businesses, acquire new businesses and strengthen the positions of existing businesses
3. Whether the company is focusing on "milking its cash cows" or "feeding its cash hogs."
4. The technological proficiencies, labor skill requirements and functional area strategies characterizing each of the firm's businesses

2. A fundamental weakness of related diversification is
3. The tendency of corporate managers to place too much emphasis on investing in cash cows rather than promising stars
4. Reducing a company's access to economies of scope
5. The company will limits its ability for future expansion and profitablity
6. Organization will have a larger investment in the same market and so will be more exposed to risks of that market
7. Reducing a company’s ability to economies of scale
8. Acquisition of an existing business is an attractive strategy option for entering a promising new industry because it
9. Is an effective way to hurdle entry barriers, is usually quicker than trying to launch a brand-new start-up operation and allows the acquirer to move directly to the task of building a strong position in the target industry
10. Is less expensive than launching a new start-up operation, thus passing the cost-of-entry test
11. Is a less risky way of passing the attractiveness test

CHAPTER 4: Strategies in Action

Match the terms in the left column with relevant definitions by writing the correct numbers in the right column.

(5 marks)

CHAPTER 4: Strategies in Action

Analyze the problem discussed in this case and fill the case analysis worksheet on the next page.

Note: You can search the internet for more relevant information on the company.

Cemex has an enviable past, a struggling present and an uncertain future. The company boasts of a century-old history and has weathered many a storm in an unfriendly Mexican business environment. Every time a problem hit Cemex, it emerged stronger, altering its course and deftly building business. When global business environment was accepting globalization and leverage as a viable option for growth – Cemex opted for both. And with times gone worse following the US Financial Crisis (2008), it is facing the heat of acute cash crunch. With all options of generating cash from operations going dry, the company is contemplating on disposing assets at distressed value to meet the impending debts in the short-term. Needless to say, it is trying with all its might to restructure its debts to get some breathing space.

CHAPTER 4: Strategies in Action

Case Analysis Worksheet (2+3+2+2+6+2+2 marks)

Please type your answers in the tables below:

CHAPTER 4: Strategies in Action

Identify the correct answer with the help of clues.

(2 marks each)

1. A generic strategy calls for being the low cost producer in an industry for a given level of quality.

Answer: A Cost Leadership Strategy

2. A framework which helps categorizing products according to their potential of profitability.

Answer: The BCG Matrix

3. Calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition.

Answer: A differentiation strategy

4. Concentrates on a narrow segment and within that segment attempts to achieve either a cost advantage or differentiation.

Answer: The focus strategy

5. The strategy that argues that a firm's strengths ultimately fall into one of two headings: cost advantage and differentiation.

Answer: Porter's Generic Strategies model

6. Buyer acquires a controlling number of shares and takes control of the target company Answer: A Takeover

CHAPTER 4: Strategies in Action

Complete the grid by inserting all components of the BCG matrix. Define the usage of BCG matrix.

(10 marks)

The BCG matrix is used make long term strategic planning by helping businesses to identify and consider the growth opportunities in the market by analysing the business units or product lines, (Palia, et al, 2014). It then categorises and ranks the business units or products in terms of their attractiveness in the company.

CHAPTER 5

Strategy Implementation and Evaluation

CHAPTER 5: Strategy Implementation and Evaluation

Strategy Evaluation Factors

1. Define Key Performance Indicators: (3 marks)

Please type your answer in the table below:

These are measures used to quantify the overall performance in an organisation and how it is achieving its key business objectives in the long term. They are used to evaluate the success rate of reaching the organisation targets and also helps in determining the financial, operational as well strategic plan in comparison with other industrial players.

2. Provide examples of KPIs across the following functional departments: (2 marks each)

Please type your answer in the table below:

CHAPTER 5: Strategy Implementation and Evaluation

Explain the barriers to strategy implementation as summarized in the following picture. Give examples of each type of barrier for further clarification.

(8 marks)

CHAPTER 5: Strategy Implementation and Evaluation

Analyze the following problem and answer the question.

(3 marks each)

The CEO was disappointed. He’d spent months with his executive team developing a new organizational strategy. He’d spent weeks flying around the country on a road show to communicate the new strategy. He set up a number of projects to implement the strategy. Strategic objectives were put into each one of his executives’ KPIs.

But six months later, he felt frustrated. When he spoke to people who were not his direct reports, they said that they needed direction. They were confused by the many projects that were being implemented. As they focused on one project, they forgot about the strategy, the company values, and the other projects. Work was being duplicated as different projects were working at cross purposes with one another. His people could not see how it all fits onto implementing one single strategy.

Q1. Analyzing the situation, what do you think the main issue is?

Please type your answer here:

The main issue here is lack of communication and failure to involve employee during the planning of the company’s strategic plan. The CEO personally set the new strategy, come up with the implementation strategy and the Key performance Indicators for the plan thus leading to confusion among the people involved in the projects.

Q2. How can the situation be made better for strategy implementation?

Please type your answer here:

The situation can be made better for strategy implementation through re-designing the strategy to come up with an effective communication plan and employee involvement in the planning and creation of the project. This will enable the employees and other stakeholders to be fully aware of the direction that is needed and the plan of implementation, hence, the company will have a common direction in executing the projects.

CHAPTER 5: Strategy Implementation and Evaluation

Q3. If you were the CEO, how would you initiate strategy implementation?

Please type your answer here:

If I were the CEO, I would first begin by communicating to the employees and stakeholders why we need a new strategy and the objectives of initiating this new strategy as well as how they align with the mission and mission of the company. After all the stakeholders and employees have aligned with the strategy, next would be creating goals and objectives of the strategy together with its KPIs engaging employees ideas and those who will be needed to in the execution of various strategies. This will drive and increase accountability, (Bey, et al, 2013). After the strategy has been taken into action, ensuring that focus is created through regular meetings will be essential. Ensure also that the daily actions are oriented towards the achievement of the goals and objectives. Always tracking progress will also help in ensuring that everything is still in track and aligned alongside the strategy.

Q4. What mistakes in your opinion, should be avoided in strategy implementation?

Please type your answer here:

1. Repeating previous plan. One should avoid repeating the previous year’s plan however successful it was,
2. Too long and complex plans. The plan should always be simple to understand by anyone and as short as possible.
3. Failure to involve everyone in the organization. Anyone that can be affected by a change in organization strategy should be part of the implementation plan too
4. Failing to match behavior and metrics. The driving KPIs and metrics should be the drivers of the strategy.
5. Having organizational boundaries. While strategy implementation requires teamwork, having barriers in the organization will block the flow of work and communication.

Q5. How should new strategies be communicated to the employees?

Please type your answer here:

To communicate a new strategy to the employees, a manager needs to create a summary on the strategic plan in a simple way that can be understood easily by the employees while aligning it with the mission and vision of the company. It should define the goals, of the new strategy and make them specific and measurable. Analyse the facts and possible areas that employees can ask questions on and prepare the feedback early enough. It is also important to show the expectations from the top leadership groups in the company and design the score card for the big goals expected in the organisation.

When this is done, communication should be made to all employees through letter or meeting and ensure everything is covered on the chosen mode of communication. After the meetings and agreements made, the mode of communicating progress is agreed on, for example, quarterly, monthly of weekly assessments.

CHAPTER 5: Strategy Implementation and Evaluation

Define the hard and soft elements of the McKinsey 7s model.

(6 marks)

Please type your answer in the table below:

CHAPTER 6

Learning Organization, Ethics and CSR

CHAPTER 6: Learning Organization, Ethics and CSR

Match the 5 disciplines of a Learning Organization with the relevant definitions by writing the correct numbers in the right column.

(5 marks)

CHAPTER 6: Learning Organization, Ethics and CSR

Describe the concept of the Triple Bottom Line model and define the financial, environmental and social elements. What are some of the advantages of “triple bottom line” reporting?

(6 marks)

Please type your answer in the table below:

CHAPTER 6: Learning Organization, Ethics and CSR

Learning Organization

1. What are Learning Organizations and how do they contribute to organizational strategy?

(2marks)

Please type your answer here:

Learning organisations are the type of organisations that are continuously learning for everything that they want to do or they are doing and use this experience or experience from the actions of other in the industry to improve the company’s performance, (Senge, 2014).

It contributes to the organisations strategy by increasing commitment to organisational training on ways to achieve organisational goals and also mearing the returns from training and learning through the impact on the strategy.

2. What are the four main activities of a Learning Organization?(2 marks)

Please type your answer here:

They include,

1. Testing new approaches. This includes finding and systematically testing new ways of doing things.
2. Organized problem solving. This are systematic and scientific methods of solving problems though testing and statistical analysis.
3. Learning best practices from other experiences. Looking outside of the operating environment to what other organizations have done and analyzing their success and failures
4. Learning from the past experience and history. Self-analysis to reviewing the past engagement and the success and failures from the activities.

3. What are some of the roles of leaders in a Learning Organization? (2 marks)

Please type your answer here:

In a learning environment, leaders play a central role to create the vision and mission of the learning organisation, to consider the measures to make learning organisation as the always solution to any business problem and foster the learning culture in the institution, (Senge, 2014). The leaders are responsible in encouraging social networking and collaborating to share ideas and new developments in a manner that will encourage knowledge sharing by ensuring that the rest of the organisation recognises the need for learning in the institution.

CHAPTER 6: Learning Organization, Ethics and CSR

Jellison “J” Curve of Change

(6 marks)

Discuss the five elements of the J curve and define how each applies to an organizational change initiative.Please type your answers in the table below:

CHAPTER 7

Strategic Decision Making

CHAPTER 7: Strategic Decision Making

Highlight the correct answer in Green.

(1 mark each)

1. You run one of the departments in a large company that works in government bonds, futures, and other financial papers. One of your coworkers is being tasked with deciding whether or not to invest in an African country that has had a civil war recently, and has been mostly closed off to the media. What would you advise that he do first as he prepares to make his decision?
2. Brainstorm
3. Research
4. Invest immediately
5. Pass the project off to another department

2. One of the biggest mistakes a manager can make is to _____.
3. have a sense of certainty and not look at any risk
4. have a sense of uncertainty and look at every risk
5. prioritize risks in order of the effects of their severity
6. not ask a colleague for advice
7. Which of the following are we trying to determine when we talk about weight risk?
8. Uncertainty of a situation
9. Certainty of an outcome
10. The cost of a decision
11. Company revenue

4. decisions are taken according to strategic and operational decisions.
5. Urgent
6. Primary
7. Risk
8. Administrative

5. decisions deal with organizational growth.

1. Organizational
2. Strategic
3. Long-term
4. Operational

CHAPTER 7: Strategic Decision Making

Identify and define 5 important strategic decision making skills.

(10 marks)

Please type your answers in the table below:

CHAPTER 7: Strategic Decision Making

Define and give 2 examples each for strategic, operational, and administrative types of decisions.

(15 marks)

Please type your answers in the table below:

CHAPTER 8

Strategic Change Management

CHAPTER 8: Strategic Change Management

Highlight the correct answer in Green.

(1 mark each)

1. Which changes affect consumption patterns and purchase behaviors?
2. Cultural
3. Social
4. Demographic
5. Political

2. When a change is embraced by those who have been affected by it, the change curve is in which stage?
3. Resistance
4. Denial
5. Integration
6. Acceptance

3. Which of the following is not an internal factor driving change?
4. Changes in human resources and skill levels
5. New management practices
6. New product development
7. Changes in local government

4. Why might workers resist change?
5. Change could result into increasing workload
6. Change could involve relocation
7. Change could result into breaking up of existing working groups
8. All of the above

5. research is important in identifying changing trends.
6. technology
7. market
8. social
9. economic

CHAPTER 8: Strategic Change Management

Identify and explain the change management model being shown in the image below.

(5 marks)

Name of the model: The Kurt Lewin Change Management Model.

Please type your answer in the table below:

CHAPTER 8: Strategic Change Management

Case Analysis.

In July 2012, shares of Nokia were trading below $2 — far off from their highs of nearly $60 in 2000 and nearly $40 in 2007. At the time of this writing, the shares have somewhat rebounded, up more than 300% after having climbed into the $6.50 range.

At the turn of the millennium, Nokia was one of the world’s largest suppliers of mobile devices. This, of course, was before smartphone mania swept the nation (and the world).

Fast forward to 2010, and while Nokia remained profitable, the writing was on the wall. It was only a matter of time before Nokia phones, as they currently existed, would remain relevant.

Because Apple beat Nokia to market with its iPhone, the latter company missed its opportunity to lead the smartphone revolution.

Case Questions:

(4 marks each)

1. As a change management consultant, what changes would you recommend for Nokia in the situation described above?

Please type your answer here:

The recommendable changes that could have rescued Nokia include change in technology to join the new smartphone technology that took its market share. By change in technology, Nokia would have been assured of maintaining its relative market share or increasing it.

Change in management is also a recommendable change due to the big difference in the past operating pattern compared to where the world was moving. A change in management would ensure that the company has added new skills that would guide in the coming market for smartphones.

2. Which model of change management would you use to implement the changes recommended in the previous question?

Please type your answer here:

The best model of change management that would fit in implementing the changes would be the Kurt Lewin Change Management Model. The unfreezing changing and freezing state would enable Nokia to make the changes in the best way possible. The unfreezing would enable the company prepare to change its state of technology to move into smartphone production by adjusting the resources, training the workforces and brainstorming on the need for change before freezing again to make the smartphone production as the main strategy.

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