Developing And Analyzing Strategy In An Existing Company: E-Portfolio

Assessment Title:

Develop an e-Portfolio that captures the elements of of developing and analysing strategy in an existing company

• Define dynamic capabilities and explain their role in both strategic change and a business's performance.

• Explain the relationship between strategy formulation and implementation.

• Develop a business strategy based on a comprehensive situational analysis.

Assessment brief

Develop an e-Portfolio over a period of four (4) weeks that captures the elements of developing and analysing strategy in an existing company. Each stage will require the student to research a particular topic and then write a summary of what they have discovered through their research. In addition to the written narrative, students can embed images, diagrams or links to other electronically accessible materials such as websites or reports. Unlike normal written assessments, these summaries will be captured electronically and will be accessible to the lecturer to allow them to ask questions or provide comment. Students will then be encouraged to respond to the feedback they have received.

Note: You are to continue from who you chose from any of the following companies.

• Superloop (telecommunications) [www.superloop.com]

• Mantra Group (Hotel) [www.mantragroup.com.au]

• IDP Education (Education)  [www.idp.com]

• Collins Foods (Food)  [www.collinsfoods.com]

• Flight Centre (Travel) [www.flightcentre.com.au]
  
  
• Price Waterhouse Coopers (PWC) (Professional Services)  [www.pwc.com.au]

Week 1

Technology impacts every organisation. How does technology specifically support the company’s value chain? What technologies have disrupted the industry the company is currently in? How have those technologies impacted the industry as well as the specific company? Being innovative, how can the company become an exponential organisation (ExO) using the framework developed by Salim Ismail? Do you think the company, in its current business model, will survive in the next 5 years? Why or why not?

Week 2

Identify two business-level strategies that company utilises or can utilise in its current business model. Develop a brief outline and strategy canvas map that the company can use in developing a

‘Blue Ocean’ strategy.

Week 3

Evaluate the company’s corporate level strategy. Choose a strategy that they have not seem to have pursued and discuss how it would be an advantage for them. Along with the corporate level strategy, discuss how it can be integrated into the existing global strategy (or a potential global strategy if there is not one in place already).

Week 4

Looking at the company’s Key Results Areas (KRSs) and Key Performance Indicators (KPIs), discuss two evaluation tools on how the organisation should evaluate and monitor their strategy. The discussion must relate specific to their KRAs and KPIs; not a general discussion.

Technology impacts every organization

Impact of technology on the value chain

The organisation outsourcers their Technology based activities through promoting and organising them by means of digital platforms. However enrichment of digital media going to world by technological growth, help them to get the tasks done in cheap Nations where there is less demand of the technology based activities. This is how the cost of promotional as well as service organizational activities are minimised.

Cheap labour for technology based activities that the employees of companies like this do, is easily available easily offshore. That is why many of such companies are forced to Offshore a major part of the operational activities because of which many of the employees using the jobs (Robinson et al. 2016).

As discussed earlier, the businesses have forced to lay off, father, parts of the activities offshore. This because there is ample availability of labours skilled in technology, in the other countries (Laterza 2016). As an impact the existing employees in the organisation as well as the industry are losing their jobs. However, the products, as an impact of being produced under highly specific and disruptive Technology, becomes better adaptable for the market. This is good for the company as by means of these they would be able to face the cut throat competition.  

And the Framework implemented by Salim Ismail lays down that exponential Technologies as well as globalisation has high level of impact of an organisations. This is severely true for Flight Centre Company. Firstly, owing to the lack of skilled technological labourers and the high manufacturing cost of Technology based products forced them to Offshore a significant part of their production to countries where technological labours are available but demands of Technology based activities are very less (Tunçalp 2018). Hereby we can see how technological encroachment is impacting the production line as well as a mode of operations of organisation. Similarly, is highlighted Salim Ismail framework, this is bringing about globalisation also and all these are helping the company as we see in the airport to develop a simple framework of production that is ultimate helping them to achieve higher review (Ismail 2015).

Other than some minimal risks like changes in the trade policy as well as taxation as also in trading fluctuation of economy in the Nations where the production line is observed, the overall business environment of the company stable and sustainable. There able to reduce the cost of operation which has helped to create a balance in the productivity. Other than that, by means of shifting the operational activities offshore, the brand image of that company is developed in a different economy also (Mebert and Lowe 2017). All these factors suggest that there will be a gradual enhancement in the clientele in the upcoming 5 years. There is hardly any chance of Economic set back as it seems now.

Identify two business-level strategies

The two business level strategies that the external business atmosphere on the industry has forced the organisation to adopt are as follows

1. Moving a significant part of the production line, Offshore
2. Appointment of regional highly skilled technological work force from the off-shore domain

The political environment in Australia is unstable that affect fluctuates trade regulations. As an impact travel agencies as well as service providers have to shuffle their liver prices. Operating expenses on stable and so revenue line for the organisations also not fixed. On top of that, to take the advantage of this competitive business atmosphere small level supply Agencies including small hotels, Cafe and others provide cheaper options to the customers. The Blue Ocean Strategy recommends that organisations should take up innovative as well as destructive options that might help them to shift the opposition to absolutely new level so that the competition can be nullified. The flight Centre has done so by shifting a significant part of the operations, Offshore.

Again the emergence of a number of suppliers like aviation companies, hospitality Agencies and others in the same sector the supply line is getting divorced and the relation of suppliers to the organisations becoming fragile. Hands with the organisation steps in a new market with the line of production, the bargaining power of suppliers become automatically low (Agnihotri 2016). Along with that the production cost which was fluctuating for the company because of constant in negotiating with the wage level for the workers will now be leisure as well as stable also. This is going to the availability of cheap Technology based labourers in the new Economies where the company is shifting its domain.

The two main challenges for the organisation while operating in the Australian economy were fragility of the supply line going to large level of market segmentation and fluctuating labour cost into implementation of new regulations by the government constantly. These issues were mitigated by the company by adopting a corporate strategic decision of shifting a significant part of Technology related manufacturing line, Offshore.

The company is attempting to explore a different economy where the attention to shift their manufacturing line partially. However, the selected country where the company is shifting its production line was chosen because the lack of Technology related activities naturally keeps the demand of technological labourers low there. Naturally this implies that the number of similar organisations providing the same service that this company provides, is also negligible there. Since the business prospect in that economy is also high. On one hand where there is substantial competition developing in Australia, It is worthwhile to explode the business prospects in the new economy where they are shifting their production line since an alternative market will be available to the company as of then.

The first evaluation metric that is to be implemented here is the difference in the wage rate, skill level and organisational adaptivity of the workers in the new atmosphere compared to that in Australia. This will help the company in finalising and determining the production cost.

The second evaluation metric will be the level of bargaining power of the suppliers after starting production in the new country. The fragility of suppliers was hampering the production a lot. Hence the rigidness of the suppliers Framework is necessary to be assessed if the organisation wants to develop a stable revenue standard by operating overseas.

References

Agnihotri, A., 2016. Extending boundaries of blue ocean strategy. Journal of Strategic Marketing, 24(6), pp.519-528.

Ismail, S., 2015. Exponential Organizations: il futuro del business mondiale. Marsilio Editori spa.

Laterza, V., 2016. Resilient labour: workplace regimes, globalisation and enclave development in Swaziland. The Journal of Development Studies, 52(4), pp.576-590.

Mebert, A. and Lowe, S., 2017. Blue Ocean Strategy: How to Create Uncontested Market Space. Macat Library.

Robinson, P., Fallon, P., Cameron, H. and Crotts, J.C. eds., 2016. Operations management in the travel industry. CABI.

Tunçalp, D., 2018. Book Review: Waves of change: Globalisation and seafaring labour markets.