Business Strategy Assignment
Business Strategy Assignment
You should use the FUJITSU organisation where appropriate for your answers. Please read case study carefully which is to be found at http://www.fujitsu.com/uk/Images/multi-national.pdf
Also, please carry out further independent research on the corporation wherever needed, in order to fully answer the questions.
LO1 Understand the Process of Strategic Planning
Q 1.1 Define the terms and explain the meaning of the terms mission, vision, objectives, goals and core competences for a company like FUJITSU.
- Define each of the terms mission, vision, objectives, goals and core competences
- Provide evidence of Fijitsu’s mission, vision, objectives, goals and core competences
Q.1.2 What are the three key strategic planning issues that FUJITSU has had to manage over its history?
- Define at strategy planning
- Describe leastthree business strategy planning problems
- Provide examples of problems within internal analysis, external analysis or business level strategy
Q.1.3 Describe and explain two different planning techniques that FUJITSU could use in future.
- Explain and describetwo different planning techniques e.g. the BCG, SPACE, PIMS or stakeholder mapping
LO 2 Be Able to Formulate a New Strategy
Q 2.1 Conduct a SWOT Analysis of the FUJITSU corporation.
- Identify the strengths, weaknesses, opportunities and threats for your chosen corporation
- Complete the table below
Q 2.2 Carry out a PESTEL Analysis for FUJITSU and evaluate the current challenges within the FUJITSU business environment.
- Describe the factors of PESTEL – Political, Economic, Social, Technological, Environmental and Legal
- Provide an example of each for your corporation
- Present the answers in the table below
Q 2.3 Conduct a stakeholder analysis for FUJITSU and explain how strategic positioning is used to help gain competitive advantage.
- Describe the term “stakeholder”
- Carry out a stakeholder analysis for FUJITSU
- Describe why strategic positioning is important within this organisation.
LO3 Understand Approaches to Strategy Evaluation to Strategy Evaluation & Selection
Q 3.1 Analyse the various strategic options available to FUJITSU which will promote organisational growth.
- Discuss market entry strategies, for example, organic growth, growth by merger or acquisition or strategic alliances strategies
- Discuss substantive growth strategies which can include related and unrelated diversification.
- Discuss limited growth strategies including strategies such as market penetration and market development
- Discuss disinvestment strategies including turnaround strategies, divestment and liquidation.
Q 3.2 From your analysis in Q3.1, recommend an appropriate growth strategy for FUJITSU for the future.
- Include an introduction, background, advantages and disadvantages of various options with evidence from FIJITSU and the business environment
LO 4 Understand How to Implement a Chosen Strategy
Q 4.1 Using your answer in Q3.2, create an implementation plan for the recommended future strategy for FUJITSU.
- a list of implementation activities
- benchmark targets
- a discussion about the teams you require
- examples of individual roles required to achieve the SMART objectives within the plan
Q 4.2 Describe and evaluate the resources required to implement the new strategy from answer Q3.2
- Describe how to carry out a human resources audit
- Describe how to carry out a financial resources audit
- Evaluate the resource requirements
Q 4.3 From your responses in Q4.1 & Q4.2 create a Gantt Chart that shows the activities required and timescale for the implementation of the recommended future strategy of Q3.2
- Propose targets and timescales which you would use to monitor the implementation plan
- Formulate a Project plan and present it in a Gantt Chart (MS Project software available in LSST computers)
the various learning characteristics that will be addresses by this learning and development strategy at Star Industries include promotion of a culture in the organization towards development and thus the various aspects that the learning and development strategy at Star industries seeks to address are as follows
- Team working skills
- Participation in decision making in organization
- Collaboration with supervisors or managers in goal setting
- Interpersonal and organizational communications
- Self management
- Gaining and providing feedbacks on performance
RESOURCES REQUIRED: the learning and development strategies and programs in the organization involve important financial commitments on the part of the organization. Thus the Star Industries commits sufficient financial resources in the training and development programs. Also it provides for education of the employees and training from outside agencies which involve huge costs. Also other resources involved include technology and human resources in the organization. Also this involves loss of working hours of employees as being involved in seminars and workshops.
LEARNING AND DEVELOPMENT PLAN FOR TEAM LEADERS AND SUPERVISORS IN MANAGING PEOPLE PERFORMANCE AT STAR INDUSTRIES
WHAT/ LEARNING AND DEVELOPMENT NEEDS IN PRIORITY ORDER WHY/
WHEN / DATE, TIME AND DURATION WHO/
WHICH MEMEBERS WILL PARTICIPATE
TRAINING PROVIDER MONITORING METHODS USED TO ENSURE COMPLAINCE WITH QUALITY ASSURANCE STANDARDS EVALUATION
ON REPORTING AND PROGRES MONITORING TO ENSURE SUCESS
Managing teams This helps the leaders and supervisors in better handling of the skills and performance of the employees in the group. 15 August, 2016
Team leaders and supervisors Office Conference hall premises Workshops sessions Line Mangers Inspections at any point of time and observing working patterns in organization. Performance statistics
This will help in coordination of work functions amongst the employees.
This will also help in improving communication and level of commitment of the employees for working towards the organizational goals.
Improves level of involvement of employees and thus industrial democracy.
21 August 2016
Team leaders and supervisors Office Conference hall premises Seminars General manager Audits and performance statistics of employee Performance statistics and reports Collaborative goal setting This helps in driving better commitment by involving them in setting up their work targets and thus improves the performance of the whole organization. 25 August 2016
1 month span
Team leaders and supervisors Respective workplace of employees On the job training All the managerial levels in organization. Through the assessment of the respective managers on the Performance in the training programs. Goals and achievements analysis and comparison to past performance Interpersonal and organizational communication This helps in improved communication between employees and thus reduces the conflicts amongst them. 15 August 2016
All the staff and managers in the organization Workplace or office premises Mentoring and providing for educational sessions in case of certain employees as per need Respective
Reporting or senior
Monitoring of performance and behavior through observation Conflicts and interpersonal behavior Self management This helps in better analysis of the employees about their own behavior, attitude and skills at workplace. 28 August 2016
All the staff and managers in the organization. Office premises Coaching and training process Senior manager Through reports by the senior manager on individual employee performance in the session. Self reflective reports and appraisal reports Giving and receiving feedbacks This will develop the ability to improve the performance through feedback mechanism 15 August 2016
Team leaders and supervisors Respective workplace On the job training Respective senior manager Observing the feedback generation an handling processes in the organization Feedback datas and reports
For the implementation of this strategy, the CEO must approve
- Necessary funds and resources for the programs
- Appointment of outside agencies in monitoring and audits
- Approve for training sessions, workshops and seminars to be conducted in the office premises
- Must approve the monitoring and reporting procedures required to evaluate the success of the training and development initiatives
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