Strategy Smart Mart
Smartmart
Schulich school of business |
Making Strategic Decision for SmartMart |
A Reflection on Ethics-LX Simulation Exercise |
|
Binoy Das (211137007) |
Winter-2011, Section-F |
This document is my personal reflection on the business simulation on ethics-lx, where I had to take three strategic decision choices for specialty grocery retailer – SmartMart, with an aim to retain their market leadership position as retail supplier of sustainable food products, while at the same time being true to their mission statement of total stakeholder management. |
Contents
SmartMart Simulation – The Main Content 3
Reflection on Decision Making 3
Changing Store Format 3
Adopting Bio-Fuel 4
Pursuing Organics 2.0 Standard 5
Conclusion 5
Bibliography 6
Certificate of Completion – SmartMart Simulation on Ethic-LXTM 7
SmartMart Simulation – The Main Content
The simulation exercise puts the incumbent in the shoes of a leadership trainee at Corporate Strategy division of SmartMart, a retail grocery chain that combines the mission of environmental stewardship with entrepreneurial spirit in an effort to add value to all their stakeholders. SmartMart is going through a watershed moment where mass market adoption of organic products has set them up against price-leader competitors, eroding their margin and exclusivity of their organic products.
In an effort to utilize their core competence to maintain market leadership, SmartMart has thrown their business model up for questioning and challenging, and the incumbent has to make three key strategic decisions around the topics of change in store-format, adoption of bio-fuel and pursuing a new organics label with stricter compliance criteria. The decisions made have to be in alignment with what SmartMart believes to be the “secret sauce” of their mission – to work well with others and delivering outstanding value for customers and for all other stakeholders.
In face of considerable uncertainty and incomplete information on about future
Schulich school of business |
Making Strategic Decision for SmartMart |
A Reflection on Ethics-LX Simulation Exercise |
|
Binoy Das (211137007) |
Winter-2011, Section-F |
This document is my personal reflection on the business simulation on ethics-lx, where I had to take three strategic decision choices for specialty grocery retailer – SmartMart, with an aim to retain their market leadership position as retail supplier of sustainable food products, while at the same time being true to their mission statement of total stakeholder management. |
Contents
SmartMart Simulation – The Main Content 3
Reflection on Decision Making 3
Changing Store Format 3
Adopting Bio-Fuel 4
Pursuing Organics 2.0 Standard 5
Conclusion 5
Bibliography 6
Certificate of Completion – SmartMart Simulation on Ethic-LXTM 7
SmartMart Simulation – The Main Content
The simulation exercise puts the incumbent in the shoes of a leadership trainee at Corporate Strategy division of SmartMart, a retail grocery chain that combines the mission of environmental stewardship with entrepreneurial spirit in an effort to add value to all their stakeholders. SmartMart is going through a watershed moment where mass market adoption of organic products has set them up against price-leader competitors, eroding their margin and exclusivity of their organic products.
In an effort to utilize their core competence to maintain market leadership, SmartMart has thrown their business model up for questioning and challenging, and the incumbent has to make three key strategic decisions around the topics of change in store-format, adoption of bio-fuel and pursuing a new organics label with stricter compliance criteria. The decisions made have to be in alignment with what SmartMart believes to be the “secret sauce” of their mission – to work well with others and delivering outstanding value for customers and for all other stakeholders.
In face of considerable uncertainty and incomplete information on about future
Bibliography: Carroll, A. B., & Buchholtz, A. K. (2009). Business and Society: Ethics and Stakeholder Mangement. South-Western CENGAGE Learning. Goodpaster, K. E. (1991). Business Ethics and Stakeholder Analysis. Business Ethics Quarterly , 1 (1), 53-73. Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997, October). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. Academy of Management Review , 853-886. Certificate of Completion – SmartMart Simulation on Ethic-LXTM