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RBP020L056A Strategy in Practice

Section 1 of your paper – Strategic Position of the organisation

Task 1 (25%)

An analysis of the industry structure and forces in strategy context External analysis. Systematically identify and critically discuss:

a) Growth Opportunities and current emerging Threats in the chosen industry environment. Apply PESTEL model to identify and discuss a number of important external strategic issues each concluded as an Opportunity (O) or a Threat (T). Use appropriately referenced data (figures, charts etc.) to support your arguments. 

b) Industry attractiveness (including competition pressures in the industry in setting). Apply 5 Forces model to discuss industry attractiveness (each force should be concluded as High, Moderate or Low and industry attractiveness should be assessed having these forces in mind.    

Task 2 (25%)

Internal analysis: Identify and discuss unique resources and distinctive and core competences (capabilities) of the chosen company using appropriate strategy tools

a) Identify and discuss/analyse unique resources for the organisation (human, physical, financial – using accounting ratios and intangible)  
b) Use the Value Chain concept to map a number of company’s activities.
c) Use the VRIO concept to identify their core competences (select two of these to discuss in detail).

Task 3 (40%)

Apply the TOWS matrix in order to:

• Recommend a set of new strategic options (at least TWO) for the organisation from 2021– 2026. While making suggestions name a new strategy in terms of a direction (what – Ansoff matrix) and a method (how – Organic, M&A, JV ...).

• Then choose one of the new strategic options and evaluate it using SAFe criteria. While justifying your recommendations (evaluating the strategy), make references to findings from Q1 (reflect upon growing Opportunities and emerging Threats) and Q2 (reflect upon what resources and competences/capabilities the company should utilise to outcompete other firms of the strategic group).

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