strategic mgmt
The Ministry of Sound, since its founding in 1991 up until 2002, had seen extraordinary growth and success in its industry. Although it had a difficult start-up, and the fact the industry itself was seen as a drug-fuelled dance culture, it still managed to prevail through this and become successful. Post-2002, however, the Ministry, and the entire industry, fell into a slump. Meer, of New Musical Express summed it up nicely stating that “The dance culture as a whole got lazy”.
In this strategic investigation into the company, the following components will be examined; the most important issues in the Ministry’s environment which shaped the company’s development both in the early years and in its latest period, what capabilities the company had developed over its decade or so of existence and how relevant they still were in 2004, who the major stakeholders are in the Ministry and what direction they want to push the company. After examining these components of the company, the strategic choices open to the Ministry for its future development in terms of the basis on which it could compete, the development choices and development methods will be listed, and a suggestion on what the company should do will be generated from all the information analysed.The Ministry of Sound, since its founding in 1991 up until 2002, had seen extraordinary growth and success in its industry. Although it had a difficult start-up, and the fact the industry itself was seen as a drug-fuelled dance culture, it still managed to prevail through this and become successful. Post-2002, however, the Ministry, and the entire industry, fell into a slump. Meer, of New Musical Express summed it up nicely stating that “The dance culture as a whole got lazy”.
In this strategic investigation into the company, the following components will be examined; the most important issues in the Ministry’s environment which shaped the company’s development both in the early years and in its latest period, what
In this strategic investigation into the company, the following components will be examined; the most important issues in the Ministry’s environment which shaped the company’s development both in the early years and in its latest period, what capabilities the company had developed over its decade or so of existence and how relevant they still were in 2004, who the major stakeholders are in the Ministry and what direction they want to push the company. After examining these components of the company, the strategic choices open to the Ministry for its future development in terms of the basis on which it could compete, the development choices and development methods will be listed, and a suggestion on what the company should do will be generated from all the information analysed.The Ministry of Sound, since its founding in 1991 up until 2002, had seen extraordinary growth and success in its industry. Although it had a difficult start-up, and the fact the industry itself was seen as a drug-fuelled dance culture, it still managed to prevail through this and become successful. Post-2002, however, the Ministry, and the entire industry, fell into a slump. Meer, of New Musical Express summed it up nicely stating that “The dance culture as a whole got lazy”.
In this strategic investigation into the company, the following components will be examined; the most important issues in the Ministry’s environment which shaped the company’s development both in the early years and in its latest period, what