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Business Management Department
Module Title: Strategic Management
Module code: BLB10089-6
(Strategic
Management)
Submitted by: OMAR ABDULKARIM AHMED AL-EZZI
ID: 12373
Submitted to: Dr. Agustin D. Cortez Jr
Strategic Management
Portfolio Brief
Part 1
Section A
1. The focus of strategic planning is on the long-term range planning
Yes, strategic planning focuses on long-term planning because it takes into account all the
possible variables that might affect the decision-making process.
2. Is it important to distinguish between the objectives and strategies?
Yes, since they are completely different concepts. In this regard, the objectives are the
quantifiable checkpoints that need to be pursued in order for the company to be able of
complying with the established strategy.
3. The most important corporate objective is to maximize the profits
Yes, because maximizing the profits is the ley motif of the company’s strategic management.
4. Positioning is how a firm or business organization fights competition
Positioning is one of the strategies used by the firm to fight competition. In this regard, it
creates a brand image in the customers’ mind such that they will prefer to purchase the
product of the company rather than that of the competing companies.
5. Logical incremental strategy is the process of developing detailed plan in a logical
manner
Yes, since it considers the logical relationship existing between the different steps that end up
in the formulation of the company’s strategy.
Section B
For this assignment, I have selected the company of Orpic. This Omani company is a
successful company in the field of petroleum exploration and production. The key to their
success is the adoption of a change mechanism that establishes the new strategies required to
open a new extraction location. Thus, it should be noted that one important aspect to consider
in this field is the macroenvironmental factors. In this regard, and since these factors vary
significantly between the different countries the companies are forced to adapt their strategies
to match the existing local macroenvironmental factors in order to be successful. Orpic has
always been successful in adapting their strategy to the different countries in which the
company operates, hence maximizing their profit according to the existing environmental
conditions.
On the other hand, I have selected the company of Oma cement as an example of an
unsuccessful organization. Oma cement is a company operating in the cement manufacturing.
Being formed by 100% of Omani staff, the company has a significant dependency on the
culture and traditions of Oman, which has repeatedly led the management team of the
company to focus on the respect of such traditions rather than on the company’s success and
strategic vision. Thus, they normally fail to consider aspects such as the impact that the
internal and external macroenvironments have on the company’s performance, therefore
leading to the failure of the business.
Part 2
Section A
Answers Strategic activities
Strategic
management
decisions
B
1. A computer manufacturer procuring a
computer to be run independently
A
b. Product development
2. A food manufacturer acquiring the chain of
3. A pharmaceutical company leveraging
4. A tobacco company purchasing a computer
software producer
C
5. A sport gear and wear manufacturer
starting to export through and overseas
agent
A
6. A
computer
producer
acquiring
diversification
e. Unrelated
their research and development activities
E
c. Market development
d. Related
franchise food industry
A
a. Consolidation
a
competitor whose products they will sell as
diversification
Comment [cc1]: As far as I understand we
can’t really paraphrase anything here since i
seems to be a given list where you needed t
match the different terms
their own
C
7. A cinema and film production company
licensing an overseas similar industry to
produce their film
A
8. A computer company adapting its products
to sell as a game machine
A
9. A car distributor merged with a titanic car
manufacturing industry
E
10. A food chain industry converts another
product line in cosmetics locally and
internationally.
Section B
Companies require to use all the available resources when they’re considering an expansive
plan. In this regard, a company which desires to expand the business will need to use a
different set of resources including the human resources department, the available budget and
the existing budget constraints. Taking the main administration choices presented in section
A into account, each of these resources will represent a different development technique,
according to which expansion of the company will be more beneficial on the existing market,
a similar market or a completely new market. Thus, the decision of where to expand to will
significantly depend on the available budget for the expansion process.
Taking this into account, the expansion of the company should be considered as an
improvement that couldn’t be conceived if the required assets were not accessible.
Part 3
Section A
Q no. 1: How might you answer the question: what business are we in?
As a luxury ice-cream manufacturer, my answer would point towards the fact that the luxury
ice cream should be regarded as a specialty due to its extraordinarily good taste. Taking this
into account, I would answer something such as “the best taste you’ve ever experienced”.
Q no. 2: Being a stakeholder of one of the above organization, what quantifiable measures
would you consider to be most important way to judge the performance of the firm?
If I was a stakeholder of a luxury ice cream manufacturer, on the other hand, I would be
especially worried about the relative strength of the company itself and that of its
competitors. I think that this represents a critical quantifiable measure of the performance of
the company considering the small size of the luxury ice-creams.
In order to evaluate the relative strength of the company in comparison to its competitors, I
would use several indicators such as the sales revenue of both the company and its main
competitors, and the different profitability and liquidity ratios. These indicators are either
present in the annual report of the company or can easily be calculated from the data
contained in the report. As a result, and considering that the annual report of most American
firms is publicly available, it would provide the stakeholder with an easy access to relevant
financial and organizational information about both the company and the competitors.
Part 4
Strategic evaluation of Orpic
As had been stated earlier, Orpic is one of the biggest and most profitable Omani petroleum
extraction and distribution company. In this regard, Orpic has proven to be one of the largest
and fastest growing companies in the 43 years during which the company has been
operating.
Mission
The company’s mission is to provide the customers with the best petroleum products while
ensuring the environmental safety.
Comment [cc2]: You should include a
reference here. You can probably find this
type of information on either the company’s
website or its annual report
Vision
To achieve this mission, the company plans to become a leading petroleum exploration and
production company all over the world.
SWOT Analysis
1. Strengths
Their most outstanding strength is the high-quality petroleum-based products. In this regard,
Orpic has a very high brand recognition and reputation in Middle eastern countries, such that
its customers are generally more loyal than those of its competitors, enabling the company to
acquire most all of the market share of Oman petroleum distribution and achieving a high
profit (Slack, 2010).
2. Weaknesses
The lack of international expansion plans appears to be one of the most significant
weaknesses of the current macroenvironment of Orpic. This is a significant weakness
considering that the company is scarcely known outside the Middle Eastern region. As a
result, the extremely limited market share in the international market puts a ceiling limit on
its revenues (Jeswani, 2010).
3. Opportunities
Taking the above weakness into account, one of the biggest opportunities for the company
would be to consider its international expansion. In this regard, the company would
significantly profit from the expansion of the company by gaining a significant amount of the
international market share. Considering that it is a highly reputed company in the Middle
Eastern region, such international expansion is presumed to be relatively easy (Slack, 2010).
4. Threats
Nonetheless, the company should still consider that the competition on the international
petroleum market is generally bigger than that existing in the Middle Eastern countries.
Taking this into account, the company should consider the development of the necessary
marketing strategies to counteract the competitors in order for the international expansion to
be successful (Jeswani, 2010).
Conclusion
The main conclusion that can be done considering the environmental analysis done is that
even while Orpic is currently a strong company in the Middle Eastern region, it should
carefully consider the possibility of an international expansion to further increase its
revenues.
References
Gao, C.Y. and Peng, D.H., 2011. Consolidating SWOT analysis with nonhomogeneous
uncertain
preference information. Knowledge-Based Systems, 24(6), pp.796-808.
Slack, N., Chambers, S. and Johnston, R., 2010. Operations management. Pearson education.
Jeswani, H.K., Azapagic, A., Schepelmann, P. and Ritthoff, M., 2010. Options for
broadening and deepening the LCA approaches. Journal of Cleaner Production,
18(2), pp.120-127.
…
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