Strategic planning

Topics: Strategic management, Management, Strategic planning Pages: 27 (4891 words) Published: October 10, 2014
Introduction:

For the purpose of this report of ‘Strategic Planning’ for the Ed-excel Level 7 Extended Diploma in Strategic Management & Leadership I have selected Unilever United Arab Emirates Ltd.

The company had a turnover of Rs. 23.3 bn  (Euro 309 mn) in 2008, and enjoys a leading position in most of its core Home and Personal Care and Foods categories, e.g. Personal Wash, Personal Care, Laundry, Beverages (Tea) and Ice Cream. The company operates through 5 regional offices, 4 wholly owned and 6 third party manufacturing sites across Middle East.

http://www.unileverme.com

TASK 1

(A) TOOLS TO ANALYSE THE EFFECTS OF CURRENT BUSINESS PLAN, (B) TOOLS TO DEVELOP STRATEGIC OPTIONS FOR THE ORGANIZATION, (D) OPTIONS TO FORM BASIS OF FUTURE ORGANIZATIONAL STRATEGY.

George (1997) Following is the five step model to analysis effects of business plan, develop future strategic options and options to form basis of future organizational strategy. This five step model was presented.

1. Assess the external context, in terms of opportunities and threats (e.g. from environmental scan, institutiogramme, coverage matrix and/or stakeholder analysis)

2. Prioritise and cluster opportunities and threats
• If you have more than 15 of each, prioritise (e.g. through voting) • Brainstorm which opportunities and threats can be related to each other Who should participate in the following step? It is often hard to take step 2 with a group of 15 or more people, although that is ideal. Alternatively a core team of 1-5 people can do step 2. However, a process facilitator should not do it alone in a break.

3. Develop strategic options. Formulate strategic options that:

• Respond to one or more opportunities and/or threats
• Are actions (or results) related to output, input, mission, vision and/or relations • Are straightforward (clearly relate to opportunities and/or threats), but • Are also creative (there may be more than the most obvious response. And you may consider new solutions that respond to new trends, opportunities, and threats) • You may develop several options relating to the same opportunity or threat • For each threat or opportunity try to formulate at least one strategic option

4. Rate the options in terms of relevance to (note that this is only a preliminary selection) in the SOP matrix

• The criteria in your BQ, and/or
• The mission and aspiration of the organisation

5. Follow-up

• Implement internal organisational analysis of critical elements • Strategic orientation (SOR), the final selection of a (set of) strategic options

TASK 2

(A) ANALYSE THE NEEDS AND EXPECTATIONS OF STAKEHOLDERS OF AN ORGANIZATION.

Each stakeholder brings something different to an organisation in pursuit of their own interests, takes risks in doing so and receives certain benefits in return but is also free to withdraw support when the conditions are no longer favourable.

Shareholders expect increasing value of their investments.

Customers expect high quality and benefit from product or service they receive in return of what they spent on it.

Employees expects good pay and conditions, good leadership and job security but are free to withdraw their labour if they have a legitimate grievance or may seek employment elsewhere if the prospects more favourable.

Suppliers expects payment on time, repeat orders and respect but may refuse to supply or cease supply if the terms and conditions of sale are not honoured.
Society provides a licence to operate in return for benefits to the community as a whole and a respect for ethical values, people and the environment.

(B) propose a suitable structure for a stratefy plan that ensures appropriate participation from all stakeholders of an organization. The essence of organizational design is the manipulation of a series of parameters that...
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