Strategic Management

choose a global organisation and undertake research on that organisation. You will choose a model of strategic management that identifies and discusses the effectiveness (or otherwise) of this organisation with the view to evaluating its international strategy: Your essay will address the following elements:
1    Strategy and Competitive advantage
2    Internal and external environment analysis
3    Business, corporate and international strategy
4    Analysing the corporate structure and evaluating the alignment of structure, control, culture and reward systems
5    Managing strategic change across global ‘borders’

You essay must be based in a real organisation, using factual information/evidence (appendixed) as well as your argument being validated by academic literature (i.e. journal articles). Make sure you define and reference each of the business terms or themes you use

Answer the following questions based on your chosen global organisation

Identify a global organisation. Describe that organisation, why it exists, what it provides, and briefly identify its current strategies.
Evaluate this organisation’s strategy in achieving competitive advantage and market share
. Recommend at least two other strategies this organisation could implement – be specific. Your recommendations must be strategically aligned to the organisation’ mission and/or vision. Ensure you explain this link

Use Porter’s Five Forces Model to evaluation the competitive environment of your organisation

Identify one business, corporate and international strategy . Briefly evaluate how these strategies add value to that organisation
State and then analyse the organisation’s corporate structure . Evaluate the alignment of structure against control, culture and reward systems

Identify one model of strategic management which contains three main parts: strategic analysis, choice and implementation strategic analysis, choice and implementation. Discuss these concepts in relation to your organisation

Strategic Management
Order Description
STRATEGIC MANAGEMENT
Assessment what we are looking at

Coursework Guideline
– Application and Analysis
– We don’t want description of models
– We don’t want critique of models
BRITISH PETROLEUM is a global company , therefore look at
-for market (i.e. customers) choose a region
– for resources analysis , you may need to go more global
Therefore , in pestle , you will have a mix of regional and global issues relevant to aspects of the market and internal resources
That STUDENT should show how they have scoped the analysis of the organisation
Instructions
1: abstract ( Executive Summary)
2: Table of content
3: mini Introduction
4: Literature review
5: Description method used: secondary data
6: Main Body of the Report student must USED 8 models for the application and analysis of BRITISH PETROLEUM
ENVIRONMENTAL ANALYSIS : PRACTICAL TIPS
1: PESTLE: make sure it is macro and external, Internal Resources and SWOT . AND make sure the technological factors are external
2: PORTER’S FIVE FORCES: application and analysis , don’t just describe who competitors are
3: STAKEHOLDERS ANALYSIS: application and analysis
4: INDUSTRY LIFE CYCLE: tell us more about the nature of industry forces ,its life cycle of industry not company , how might pestle issues affect life cycle ? provide justification?
5: STRATEGIC GROUP ANALYSIS: COMPARISON to other organisation, talk where potential gaps , need to look at the mobility between groups, you decide variables for axis , remember size is denoted by size of circle(look for data), quality and price are usually too closely correlated and provide data to back it up
RESOURCES ANALYSIS: PRACTICAL TIPS
6: VALUE CHAIN: How does BP add value to the input in a way that fulfils the critical success factors in the market?, consider main competitors note : common mistake don’t just describe the activities but look for evidence of problems or success
7: VRIS/VRIN/VRIO(or RESOURCE COMP MATRIX): Look at the value chain and make a judgement on where competitive advantage lies, choose key resources /competences, remember that core resources and competences can come from relatively abstract phenomena such as path dependency; relationships, tacit knowledge and causal ambiguity.
COMING UP WITH STRATEGIC CHOICES
8: TOWS and Ansoff:
don’t have to fill in every box, make sure they have some connection to the strategic analysis, some options might appear to be linked. A new idea might pop up here- therefore, go back to the strategic analysis so that you can retrospectively justify, however- judgement is required
EVALUATION OF STRATEGIC CHOICES (OPTIONS)
– Suitability: is there an opportunity to be exploited and/or a threat to be overcome? (TOWS should address this)
-Acceptability: do a stakeholders analysis here
-Feasibility: Are there resources in place? Is there recommendation likely to make money?
– Various ways of growing a firm: internal (organic) development, mergers and acquisitions, strategic alliances.
RECOMMENDATIONS : Method of growth : various ways of growing a firm
-internal (organic ) development
– Merger and acquisitions
– Strategic Alliances
YOU need only mention this briefly as part of the recommendation and choose best three out of the 8 models
9: REFERENCES
Note: sketch all the 8 models diagram in the appendices

10: APPENDICES : should carry all the 8 models diagrams and linked to main body to illustrate
1: PESTLE diagram of BP
2: PORTER’S FIVE FORCES diagram of BP
3; STAKEHOLDERS ANALYSIS Diagram of BP
4: INDUSTRY LIFE CYCLE diagram of BP
5: STRATEGIC GROUP ANALYSIS diagram of BP
6: VALUE CHAIN Diagram of BP
7: VRIS/VRIN/VRIO (or comp matrix) Diagram of BP
8: ANSOFF dIagram of BP
9: TOWS diagram of BP