Lafarge Tarmac Final 1 
Table of Contents
Task One 2
1.1 Strategic context of Lafarge Tarmac 2
Introduction 2
Visions, Objectives and Goals of the company 2
1.2 Issues in Strategic Planning at Lafarge Tarmac 3
1.3 Planning Techniques in context with Lafarge Tarmac 4
Directional Policy Matrix 4
Space Matrix 5
Task 6
2.1 Organizational Audit for Lafarge Tarmac 6
Benchmarking Audit 6
SWOT Analysis 6
Value Chain Analysis 6
Scenario Planning 7
Strategic Positioning of Lafarge Tarmac 7
2.2 Environmental Audit for Lafarge Tarmac 8
PESTLE 8
Porter’s Five Forces Model 9
2.3 Stakeholders Analysis 9
Task 3 10
3.1 Alternate Strategies for limited growth, Substantive Growth or retrenchment for Lafarge Tarmac 11
Strategy for Limited Growth 11
Strategy for Substantive Growth 11
Retrenchment Strategy/ Disinvestment strategy 12
Alternative Strategies 12
3.2 Appropriate Future Strategy for Lafarge Strategy 12
Task 4 13
4.1 Roles and responsibilities for Strategic Implementations 13
Meaning of Strategy Implementations to the Business Operations 13
The Strategy Practice Model 13
4.2 Resource requirement in order to implement the new strategy in Lafarge Tarmac 14
4.3 Targets for achievements to monitor the strategy of Lafarge Tarmac 15
Conclusion 16
Bibliography 16
Task One
1.1 Strategic context of Lafarge Tarmac
Introduction
When it comes to the construction business there are two main things that come in mind noise and risks along with the high costs and professional skills. However there are some construction companies in the world that are committed to their work so much that they have found a way to do the construction in a sustainable and environmental friendly way. United Kingdom is one of finest constructed countries in the world on a macro level, and the construction companies of the UK are also very good at their work. Lafarge Tarmac is one of those names in the United Kingdom which are not for their dedication for the construction business (Lafarge, 2014).
Lafarge Tarmac follows a very simple
Task One 2
1.1 Strategic context of Lafarge Tarmac 2
Introduction 2
Visions, Objectives and Goals of the company 2
1.2 Issues in Strategic Planning at Lafarge Tarmac 3
1.3 Planning Techniques in context with Lafarge Tarmac 4
Directional Policy Matrix 4
Space Matrix 5
Task 6
2.1 Organizational Audit for Lafarge Tarmac 6
Benchmarking Audit 6
SWOT Analysis 6
Value Chain Analysis 6
Scenario Planning 7
Strategic Positioning of Lafarge Tarmac 7
2.2 Environmental Audit for Lafarge Tarmac 8
PESTLE 8
Porter’s Five Forces Model 9
2.3 Stakeholders Analysis 9
Task 3 10
3.1 Alternate Strategies for limited growth, Substantive Growth or retrenchment for Lafarge Tarmac 11
Strategy for Limited Growth 11
Strategy for Substantive Growth 11
Retrenchment Strategy/ Disinvestment strategy 12
Alternative Strategies 12
3.2 Appropriate Future Strategy for Lafarge Strategy 12
Task 4 13
4.1 Roles and responsibilities for Strategic Implementations 13
Meaning of Strategy Implementations to the Business Operations 13
The Strategy Practice Model 13
4.2 Resource requirement in order to implement the new strategy in Lafarge Tarmac 14
4.3 Targets for achievements to monitor the strategy of Lafarge Tarmac 15
Conclusion 16
Bibliography 16
Task One
1.1 Strategic context of Lafarge Tarmac
Introduction
When it comes to the construction business there are two main things that come in mind noise and risks along with the high costs and professional skills. However there are some construction companies in the world that are committed to their work so much that they have found a way to do the construction in a sustainable and environmental friendly way. United Kingdom is one of finest constructed countries in the world on a macro level, and the construction companies of the UK are also very good at their work. Lafarge Tarmac is one of those names in the United Kingdom which are not for their dedication for the construction business (Lafarge, 2014).
Lafarge Tarmac follows a very simple
Bibliography: Carttar, P., 2014. Strategic Planning and Evaluation: Tools for Realizing Results. [Online] Available at: http://www.ssireview.org/blog/entry/strategic_planning_and_evaluation_tools_for_realizing_results [Accessed 14 November 2014]. Dransfield, R. et al., 2004. Business for Foundation Degrees and Higher Awards. Jordan Hill, OX: Harcourt Education Limited. Lafarge, 2014. Strategy. [Online] Available at: http://www.lafarge.com/wps/portal/4_3_2-Strategie [Accessed 10 November 2014]. lafargetarmac.com, 2014. OUR COMPANY. [Online] Available at: http://www.lafargetarmac.com/about-us/ [Accessed 12 November 2014]. McDermott, M., 2014. Directional Policy Matrix. [Online] Available at: http://strategycapstone.ning.com/page/directional-matrix [Accessed 15 November 2014]. OGC, 2007. Managing Successful Programmes. TSO. Sherman, F., 2014. Advantages & Disadvantages of Limited Growth Strategies. [Online] Available at: http://smallbusiness.chron.com/advantages-disadvantages-limited-growth-strategies-41321.html [Accessed 13 November 2014]. Turner, R., 2008. Gower Handbook of Project Management. Gower. WebFinance, Inc. , 2014. retrenchment strategy. [Online] Available at: http://www.businessdictionary.com/definition/retrenchment-strategy.html [Accessed 10 November 2014].