Feedback: Strategic Management and Agenda Item

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Board Meeting 1 Introduction to feedback Strategy in action
Purpose At the end of each decision period there is an opportunity to review the Agenda Items for that decision period and the issues that they raise for the WRSX Group. The purpose of this feedback is to enable the participant to answer the following questions: 1. Were you able to identify the key strategic issues raised by the agenda item? 2. Were you able to anticipate the impact of your decision on Non Financial Performance Indicators (NFPIs)? 3. As in the real world, in most cases it is almost impossible to predict the financial outcomes of any major strategic decision accurately. But it is possible to anticipate the financial impact of one action alternative compared to choosing other action alternatives. Were you able to identify which action options would be most likely to deliver long-term return on investment? 4. If this were a case study or exam question, which strategic models and frameworks from the text would be useful in demonstrating your grasp of corporate and business strategy when addressing this agenda item? Format Each Decision period you will receive feedback in the following format for each Agenda Item: 1. Some key strategic questions raised by the Agenda Item 2. Some broad feedback on the impact on Financial and Non-Financial Performance Indicators of the various action options. 3. Some suggested models and frameworks from the text that might have helped you surface the strategic issues raised by the Agenda Item.

Phase 3 – Board Meeting: One Feedback on issues raised by the agenda items Agenda item one – expansion into China This agenda item is based on a common strategic issue for companies looking to expand globally: when and how to expand. Questions to ask would be: 1. Do the opportunities outweigh the risks? 2. Does the WRSX Group have the resources and capabilities to develop a profitable business in China? 3. Is this the right time in terms of the market development of China's consumers? 5. Are there other issues such as ethical or legal issues? 6. If the decision is to go ahead with entering the Chinese market, what should be the best method for doing so based on all of the above? Financial and non-financial impact The reality is that there are no guarantees when entering a market of this size and stage of development. The key issue is balancing Opportunity with Risk, i.e. doing too little for a company of this size or taking a substantial financial risk. The Strategic Alliance is appealing at this stage as it would deliver relevant knowledge and capabilities as well as being relatively low-cost. Not entering the Chinese market would also have financial consequences, i.e. that WRSX would have no presence in China, when other agencies do, and would consequently continue to miss business opportunities in China itself and with clients seeking to create global campaigns. Market entry into China might take time to deliver positive financial benefits, i.e. incresed profits would not be obvious immediately. A major investment would be a positive for Management of Growth, Client Attraction and Retention, and Leadership Capability but a negative in terms Management of Risk, especially financial risk and business risk. There may also be some Corporate Social Responsibility issues raised by entering the Chinese market to be taken into consideration. Relevant models and frameworks: 1. International strategy framework 2. Four international strategies 3. Market entry modes: advantages & disadvantages 4. Ansoff matrix. Back to top | Back to Company Performance and Results

Agenda item two – sustainability policy
This agenda item is based on a current...
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