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
