Busm 3200 Strategic Management

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  • Topic: Sentosa, Singapore, Resorts World Sentosa
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BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation

TABLE OF CONTENTS
1. EXECUTIVE SUMMARY………………………………………………………………..2 2. INTRODUCTION……………………………………………………………………....…3 3. MARCO-ENVIRONMENT ANALYSIS…………………………………………………4 4. COMPETITIE ANALYSIS……………………………………………………………….7 5. STRATEGIC CAPABILITIES…………………………………………………………..11 6. GENERIC BUSINESS STRATTEGY…………………………………………………..15 7. EVALUATION OF THE SUSTAINABIILIITY OF THE FIRM’S BUSINESS STRATEGY……………………………………………………………………..….……17 8. CONCULSION…………………………………………………………………………..19 9. REFERRENCES………………………………………………………………………....20 10. APPENDIX………………………………………………………………………………24

BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation

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1. EXECUTIVE SUMMARY
The purpose of this report is to examine the strategic analysis and evaluation of RWS. Firstly, the PESTEL framework will be used to examine RWS’s macro-environment analysis. Secondly, the Porter’s Five Forces model will be used to examine RWS’s industry competitive.

In this report, sustainable competitive advantage of the business will be identified and discussed through the strategic resources and competences used in the organisation. Lastly, we will evaluate and analyse how RWS’s business strategy is sustainable by implementing its business strategy.

BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation

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2. INTRODUCTION
2.1. Ownership
Resorts World Sentosa (RWS) is a wholly-owned by Genting Singapore Public Limited Company (PLC) which is part of the Genting Group and listed in Singapore Exchange (Genting Annual Report, 2011).

2.2. History
Construction in the 49-hectare of Resorts World Sentosa Singapore began on 16 April 2007. On 20 January 2010, it opened in a record time of less than 3 years of construction (RWS Press Release, 2007).

2.3. Size
Resort World Sentosa Pte Ltd as in terms of its parental company, Genting Group, it holds a share of 52% under the division of Leisure & Hospitality Division (Genting Annual Report, 2011). While in the market share of Land-Casino based, it only manage to obtain a share of 44% in Singapore market (Reuters, 2012).

2.4. Business Scope
RWS main business scope is the leisure, entertainment and gaming which are one of the integrated resort destinations in Singapore (RWS website: About Us)

2.5. Major Products/Services
RWS is an integrated resort offering attractions, entertainment, hotels, spa, casino and meetings & incentive venues. Under the attractions segment, it contains Universal Studios Singapore theme park (USS), Marine Life Park and Maritime Experiential Museum. Under the entertainment umbrella, there are staged shows and concert – Lake of Dreams and Crane Dance. Six variety hotels were under the care of RWS.

2.6. Major Markets
The main market of RWS was targeting to be the “No.1 family holiday destination in the world” (Joint Press Release, 2007). It aims to serve as a world class resort.

BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation

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3. MARCO-ENVIRONMENT ANALYSIS
Companies apply the PESTEL framework for two basic reasons:
To identify the environment and;
Providing information to allow the company to forecast situations for the future. In the table below, we identify the key PESTEL factors that directly impact the Leisure and Hospitality industry in Singapore.

Key PESTEL factors
Strong
political
system and
government
policies
Political

Foreign policy
alignment

Identified as:
Opportunity /
Threat

Opportunity

Threat

Free trade
agreements

Opportunity

Economic
crisis

Threat

Economical
Overseas
investments

Opportunity

Implications for the
industry

Identified
as a key
factor...
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