sample on business strategy

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Business Strategy

Sources of information

1. Course notes and lecture slides accessible on the Student Portal and or on LSSTConnect2. Recommended course textbooksPlease use Harvard referencing system and end with the ISBN in the following formatISBN:9781408032145

• BPP (2010) Business Strategy-Business Essentials-Supporting HND/HNC andFoundation Degrees, London: BPP Learning Media.• Campbell, D., Stonehouse, G., Houston, B. (2000) Business Strategy-AnIntroduction, Oxford, Auckland, Boston, Johannesburg, Melbourne and NewDelhi: Butterworth Heinemann.•Wilson, D. (1992) a Strategy of Change-Concepts and Controversies in theManagement of Change, London: Routledge.

3. Sources of InformationPlease see Harvard referencing system – Please see exampleBBC (2012), “PPI Compensation: Ombudsman Gets 6,000 Bogus Claims". Available atwww.bbc.co.uk/news/business-18145963 (accessed 23rd May 2013)

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PASS CRITERIA ONLY

PassIn order to achieve Pass, students must achieve all the pass criteria below.

CASE STUDY

You should use the FUJITSU organisation where appropriate for your answers. Please read casestudy carefully which is to be found at http://www.fujitsu.com/uk/Images/multi-national.pdf

Also, please carry out further independent research on the corporation wherever needed, in order tofully answer the questions.



LO1UNDERSTAND THE PROCESS OF STRATEGIC PLANNING



Q 1.1Define the terms and explain the meaning of the terms mission, vision, objectives, goals and corecompetences for a company like FUJITSU.

Guidelines: (Approx. 300 words)In your answer, you should:

Define each of the terms mission, vision, objectives, goals and core competencesProvide evidence of Fijitsu’s mission, vision, objectives, goals and core competences

In answering this question, you will have covered the following assessment criterion:√ 1.1 Explain strategic contexts and terminology - missions, visions, objectives, goals, core

competenciesTERM DEFINITION CORPORATE STATEMENTMission Mission statement depicts the

purpose of the organization andreason for which it came intoexistence. Mission guide theorganization’s action, it assists thecompany in decision making(Abraham, 2012). This statement isclear, precise and powerful.

Company’s long term mission isto make fastest and mostergonomic products for people. Itdesires to contribute to thesociety by its electronictechnology (Corporate Vision,2014).

Vision Vision statement emphasize onorganizational goal and aspiration.This statement is carries descriptionof what company wants to achievein long term future.

Through continuous innovationFUJITSU aims at creatingnetworked society. It wants tobring prosperity within thesociety that fulfills the dreams ofthe whole world.

Objectives

Objectives are the specific outcomewhich the company wants toachieve within a given time frameand available resources (Al-turki,2011). They act as a basis forevaluating organizationalperformance and making policies.

FUJITSU objective is to enhancecustomer satisfaction byproviding quality of softwareproducts.

Goals Goals are measurable end resultswhich has one or more objectivesthat are to be achieved within atime frame. It is the final outcometowards which are the efforts are

The long term goal of FUJITSU isthe develop informationtechnology that creates morewealthy society. The long termstrategy of the business would be



1.2What are the three key strategic planning issues that FUJITSU has had to manage over its history?

Guidelines: (Approx 250 words)In your answer, you should :

Define strategy planningDescribe at least three strategic planning problemsProvide examples of problems within internal analysis, external analysis or business level strategy

In answering this question, you will have covered the following assessment criterion:√ 1.2 Review the issues involved in strategic planning

Strategic planning is the method by which business defines its strategy and makesdecisions on assigning the resources in order to follow this strategy. It is the processby which business translates its vision into goals and objectives and defines aprocedure in order to achieve them.The following are the key strategic planning problems:

Inability to understand the environment: The major problem with strategicplanning is in understanding the changes in the environment (Johansson andWinroth, 2010). The changes in external environment are acting as a problemwhile FUJITSU implements its strategy.Adherence to a fragmented and decentralized approach: As per the given casestudy the company never provided centralized system to its users so thesatisfaction received by the customers was very low. The services received bythe end user were extremely inconsistent.Having wrong people in strategy implementation: The staff of company wasunable to execute the strategy formulated by top management (Hensmans,Johnson and Yip, 2013). It becomes very important for FUJITSU to revive itsstrategic plans. The main problem was rigidity of plans which become difficulton the part of employees to perform.

Internal problems are regarding the lack of motivation in the employees to implementthe corporate plans. The external problem can be change in the perception of thecustomers due to which strategic plans of the FUJITSU fails. Business level strategyproblem occurs when the employees of company are not able to implement thestrategy so formed.



Q.1.3Describe and explain two different planning techniques that FUJITSU could use in future.

Guidelines: (Approx. 200 words)In your answer, you should :

Explain and describe two different planning techniques e.g. the BCG, SPACE, PIMS or stakeholdermapping

In answering this question, you will have covered the following assessment criterion:√ 1.3 Explain different planning techniques

The following are the planning techniques which FUJITSU can use in future:BCG: It is also known as growth share matrix. It is a planning technique which can beused by the corporation to analyze its product lines (Elbanna, 2010). It helps thecompany to allocate its resources. It can be used an analytical tool in productmanagement, strategic management portfolio analysis. It will aid in ranking theproduct on the basis of relative market and growth rates. The product can be rankedas cash cow, dog, question mark, stars. These criteria help the organization in makingplanning for future.PIMS: Profit impact of market strategies is a planning technique which evaluates theperformance of business, analyze opportunities for business and test the newstrategies and screen the portfolio of business. The key function of PIMS is it describesthe relationship between business strategic decisions and its outcome. Afteranalyzing this FUJITSU can gain better understanding of market and what strategicplans it can create in order to improve its position (El-Ansary, 2006). It will assistFUJITSU in knowing which business strategy has provided it the success. Further thefirm can also analyze the strategy which has an influence over its profitability.



LO 2 BE ABLE TO FORMULATE A NEW STRATEGY



Q 2.1Conduct a SWOT Analysis of the FUJITSU corporation.

Guidelines: (Approx. 250 words)

In your answer, you should :Identify the strengths, weaknesses, opportunities and threats for your chosen corporationComplete the table below

In answering this question, you will have covered the following assessment criterion:√ 2.1 Produce an organisational audit for a given organisation

FUJITSU Corporation.STRENGTHS

FUJITSU is the one of the world’slargest information technology serviceproviderIt provides eco friendly environment.Build strong relationship withcustomers (Linn, 2008).The company holds 1lac and abovepatents worldwide.It provides variety of products to itscustomers.It in the number one electronic brandin Japan.It is ranked fifth worldwide as a serverprovider.

OPPORTUNTIESWorldwide demand for businesssolution through informationtechnology services.Partnership with Microsoft can giveFUJITSU a global benefit in becomingmarket leader.It has potential to expand due itsgrowth in market (López, 2005).FUJITSU merger with Toshiba mobilephone can help it in long run.

WEAKNESSESMarket share of the company is lessdue to intense competition.It is viewed as a lower brand ascompared to global brands in the saleof electronic products (Smith, 2013).The company misuses its workers bypaying them low wages anddemanding them to provide highquality of work.

THREATSLarge number of competitors.Fluctuation in currency yen.Economic down turn can affect thegrowth of business (Trim and Lee,2006).Issues such as terrorism, politicalinstability are not in control of FUJITSUwhich may influence its operations.Wars in Middle East can be a bigthreat to the company.



Q 2.2Carry out a PESTEL Analysis for FUJITSU and evaluate the current challenges within the FUJITSUbusiness environment.

Guidelines: (Approx. 300 words)In your answer, you should :

Describe the factors of PESTEL – Political, Economic, Social, Technological, Environmental and LegalProvide an example of each for your corporationPresent the answers in the table below

In answering this question, you will have covered the following assessment criterion:√ 2.2 Carry out an environmental audit for a given organisation

PESTEL ANALYSIS FOR FUJITSUFactors Description Company example

POLITICAL These factors determine theextent to which governmentinfluence a certain industry(Wilson and Eilertsen, 2010).Organization needs tochange its revenuegenerating structure as perthe government tax policies.

The political factors such asgovernment policies in UK havegreat impact on the operation ofthe FUJITSU.

ECONOMIC It includes the factors suchas inflation rates, interestrates, foreign exchangesrates which directly impactscompany.

Inflation rate and interest rate,foreign exchange rate in UKinfluences performance ofFUJITSU.

SOCIAL Determinants such ascultural trend,demographics, populationanalytics has huge influenceon buying pattern of thecompany’s product.

Change in taste and preference ofconsumers impact the existingproduct of the company.Innovation in electronic productsneeds to be done by thecorporation in order to survive inthe market (West, Ford andIbrahim, 2011).

TECHNOLOGICAL Change in technology that isbringing new innovation inthe products may affect theoperation of the business.

Change in the technology broughtin by the various competitors ofFUJITSU has an impact overoperation of its business.



Q 2.3Conduct a stakeholder analysis for FUJITSU and explain how strategic positioning is used to helpgain competitive advantage.

Guidelines: (Approx. 250 words)

In your answer, you should :Describe the term “stakeholder”Carry out a stakeholder analysis for FUJITSUDescribe why strategic positioning is important within this organisation.

In answering this question, you will have covered the following assessment criterion:√ 2.3 Explain the significance of stakeholder analysis

Stakeholder can be a person, group or organizations which have interest in thecompany concern. They can influence or can be influenced by the company’s actions,objectives and policies. The key stakeholders of the company are its creditors,suppliers, employees, government, shareholders and its customers.Stakeholder analysis for FUJITSUSuppliers: The supplier of the company wants that the firm is required to have abilityto pay their debts for the goods supplied to them.Employees: The employees of FUJITSU have interest that company provides thembetter working condition so that they can increase the productivity (CoreCompetencies, 2014).Shareholders: Shareholders of the FUJITSU are those who invest their money in thecompany. Their interest is to get return on the amount invested by them (StakeholderAnalysis, 2014).Government: There are certain rules and standard laid down by the regulator body.The government wants that FUJITSU comply with these rules while it carries itsoperations.Customers: The customers have interest in the product of the firm. They require thatFUJITSU provides them, the product as per their taste and preference as well as pertheir need (Narayanan and Fahey, 2013).Strategic positioning can be defined as locating an organization in future with givingdue importance to changing environmental conditions. The company needs toanalyze its current strategy so that it may know whether or not it fits to future(Stonehouse and Houston, 2013). If not then the business is required to examine thechanges needs to be done in the existing strategy. By doing this company can saveits lot of time and money in future.



LO3 UNDERSTAND APPROACHES TO STRATEGY EVALUATION &SELECTION



Q 3.1Analyse the various strategic options available to FUJITSU which will promote organisational growth.

Use examples to illustrate your answer.

Guidelines: (Approx. 350words)In order to complete the above task, your answer should include :

Discuss market entry strategies, for example, organic growth, growth by merger or acquisitionor strategic alliances strategiesDiscuss substantive growth strategies which can include related and unrelated diversification.Discuss limited growth strategies including strategies such as market penetration and marketdevelopmentDiscuss disinvestment strategies including turnaround strategies, divestment and liquidation.

In answering this question, you will have covered the following assessment criterion:√ 3.1 Analyse possible alternative strategies relating to substantive growth, limited growth or

retrenchment

There following are various strategic options available to FUJITSU which will promoteits growth:

Market entry strategies: Market entry strategy includes the plans which can beused by the company to develop new market for the product. The can companyenters new market by planning for mergers and acquisitions. It is such strategywhich can help FUJITSU to increase its existing market share. Business adopts suchstrategies so that it can grow by diversifying its operations in new market. Mergeris consolidation of two companies into one business entity (Sherman, 2014).Acquisition is that when corporation takes over another firm and establishes itselfto be the new owner. By doing this the company can get an opportunity to growand expand in the new market.Substantive growth strategies: FUJITSU can adopt substantive growth strategy bydiversifying its operation. The diversification includes related and unrelateddiversification. Related diversification can be adopted by company in order to grow(Paswan and et. al., 2011). This can be done by expansion in existing product line.Unrelated diversification can be done by adding new or unrelated product line inthe business operations.Limited growth strategies: FUJITSU has the option to adopt limited growthstrategies such as market penetration in order to promote its growth. This meansthe company can grow by increasing its market share. This can be further done byit by reducing the prices for its product. The business can also use marketdevelopment strategy in order to expand. This strategy involves developing newmarket for existing product line.



Q 3.2From your analysis in Q3.1, recommend an appropriate growth strategy for FUJITSU for thefuture.

Guidelines: (Approx. 350 words)In order to complete the above task, your answer should:

Include an introduction, background, advantages and disadvantages of various options with evidencefrom FUJITSU and the business environment

In answering this question, you will have covered the following assessment criterion:√ 3.2 Select an appropriate future strategy for a given organisation

FUJITSU can adopt the strategy of limited growth as future strategy. The otherstrategies such as substantial growth and market entry have benefits that companycan enjoy economies of scale in implementing it. However these strategies have morerisk and cost involved. Limited growth will help the company to grow by increasing itssales and profits. Under limited growth strategy the firm can plan to grow with theavailable resources it has. Limited growth strategy includes market penetration andmarket development strategy. This strategy will provide long term growth andsurvival to the company (Doole and Lowe, 2005). Adopting such strategy will helpFUJITSU to position itself as an innovator in the mind of the prospect. The advantageof such plan is that the corporation has to make minimal investment and also it hasless risk involved. In this plan the company can go for product development that iscreating new product for the existing market. Further the firm can also choose marketdevelopment that promoting existing product in the new market. If the businessadopts such strategy into its practice then it will have less investor pressure in orderto grow faster. When the company plans to grow itself at rapid speed then createsburden on the manager to keep balance between existing operations and newoperations (Dandira, 2011). However if FUJITSU adopts strategy to grow limited then itcan easily manage its operations and also low cost will be incurred. Moreover if thisplan is implemented then the business will have less debt this is because limitedgrowth will require less finance thereby results in less liability on the business.The major disadvantage when the company adopts such strategy is that FUJITSU willrestrict its ability to enjoy economies of scale. If the business plan for limited growththen it will not make purchases in large volume of raw material that means it will notbe able to get discounts which it would have got in making bulk purchases (Acur andEnglyst, 2006). The business can use market penetration strategy which may not befruitful as this plan aims at reducing the price of the product in order to increase itsmarket share. Implementing this plan may reduce the profits of the business.



LO 4 UNDERSTAND HOWTOIMPLEMENTACHOSENSTRATEGY



Q 4.1Using your answer in Q3.2, create an implementation plan for the recommended futurestrategy for FUJITSU.

Guidelines: (Approx. 200 words)In order to complete the above task, your answer should include :

a list of implementation activitiesbenchmark targetsa discussion about the teams you requireexamples of individual roles required to achieve the SMART objectives within the plan

In answering this question, you will have covered the following assessment criterion:√ 4.1 Compare the roles and responsibilities for strategy implementation

List of activities in implementing the strategy include defining objectives,setting standards, identifying the resources and allocating them. In order toimplement limited strategy FUJITSU needs to define its objectives (Kourdi,2010). The company needs to SMART objectives in order to achieve its aim oflimited growth. The objectives set are required to be specific, measurable,attainable at an accepted cost, relevant and time bound. After theestablishment of the objective the business requires to lay standards in orderto carry out operations in smooth manner. Moreover benchmarking helps theorganization to review its performance and find out the area where it islacking. The major part in strategy implementation is played by those whoexecute the strategy ( What is retrenchment as a corporate strategy, 2014).For the limited growth strategy the company requires teams consisting of topmanagement, middle level managers and workers who can carry theoperations as per the standards. Other than human resource the company willrequire financial resources in order to perform limited growth plans. Use ofnew technology can also be fruitful if the business plans for limited growth thistechnology can help the business in developing new product for its existingmarket ( Eigenhuis and Dijk, 2007). The role of individual in implementing isthat they are required to communicate the strategy to their subordinates andthey are accountable to their superiors for the task accomplished by them. Forexample, the role of the top management is to formulate the objectives forstrategy and communicating the objectives to the managers.



Q 4.2Describe and evaluate the resources required to implement the new strategy from answerQ3.2

Guidelines: (Approx. 250 words)In order to complete the above task, your answer should:

Describe how to carry out a human resources auditDescribe how to carry out a financial resources auditEvaluate the resource requirements

In answering this question, you will have covered the following assessment criterion:√ 4.2 Evaluate resource requirements to implement a new strategy for a given organisation

In order to implement the new strategy that is limited growth the business needs toevaluate its human resources and financial resources. Human resources include manpower ability execute the plan. The business needs to analyze the human resourceskills and knowledge which are necessary for implementation of the new strategy( Galbreath, 2009). For examining this human resource audit is carried out. Top level,middle level and lower level employees need to have necessary qualification andexpertise in order to perform the plan. If the human resources are not capableenough then company can carry out various training programs so that employees canupgrade their skills and knowledge. It is very important that FUJITSU contains pool ofspecialized human resource so that it can attain success in long run. Not only humanresources but to implement a new strategy financial resources are also very essential.The company can carry out financial resources audit so that it can know the internalresources it can it order to perform new plans ( Kruger and Mama, 2012). If thecompany has enough of internal sources then it has not to take finance from theexternal sources. Through evaluation of financial resources FUJITSU can get to knowthe availability of funds it has. When firm cannot get the resources from internalsources then it has to borrow the funds from external sources.



Q 4.3From your responses in Q4.1 & Q4.2 create a Gantt Chart that shows the activities required andtimescale for the implementation of the recommended future strategy of Q3.2

Guidelines: (Approx. 200 words)In your answer you should:

Propose targets and timescales which you would use to monitor the implementation planFormulate a Project plan and present it in a Gantt Chart (MS Project software available in LSSTcomputers)

In answering this question, you will have covered the following assessment criterion:√ 4.3 Discuss targets and timescales for achievement in a given organisation to monitor a given strategy

When the company want to implement the limited growth strategy then it wouldrequires at least six months incorporating it ( El-Ansary, 2006). The activities involvesformulation of strategy, setting standards, evaluating the availability of resources,allocation of resources, identifying the human resources for implementing thestrategy, communicating the strategy, implementing the strategy, feedback fromimplementation, revising the plan. The time to accomplish such activities has beenrepresented using Gantt chart.Table 1 Gantt chart

Activity/month 1 2 3 4 5 6 7 8Formulation of objectivesSetting benchmarksOrganizing and allocating necessaryresources(financial and human resources)Communication of strategy tomanagementImplementation of strategyFeedback of the implementationRevising the plan



EFERENCESJournal and Books

Abraham, C. S., 2012. Strategic Planning: A Practical Guide for Competitive Success.2nd ed. Emerald Group Publishing.

Acur, N. and Englyst, L., 2006. Assessment of strategy formulation: how to ensurequality in process and outcome. International Journal of Operations & ProductionManagement. 26(1). pp.69–91.

Al-turki, U., 2011. A framework for strategic planning in maintenance. Journal ofQuality in Maintenance Engineering. 17(2). pp.150–162.

Dandira, M., 2011. Involvement of implementers: missing element in strategyformulation. Business Strategy Series. 12(1). pp.30–34.

Doole, I. and Lowe, R., 2005. Strategic Marketing Decisions in Global Markets.Cengage Learning EMEA.

Eigenhuis, A. and Dijk, R., 2007. High Performance Business Strategy: InspiringSuccess Through Effective Human Resource Management. Kogan Page Publishers.

El-Ansary, A., 2006. Marketing strategy: taxonomy and frameworks. EuropeanBusiness Review. 18(4). pp.266–293.

Elbanna, S., 2010. Strategic planning in the United Arab Emirates. InternationalJournal of Commerce and Management. 20(1). pp.26–40.

Galbreath, J., 2009. Building corporate social responsibility into strategy. EuropeanBusiness Review. 21(2). pp.109–127.

Hensmans, M., Johnson, G. and Yip, G., 2013. Strategic Transformation: ChangingWhile Winning. Palgrave Macmillan Publication.

Johansson, G. and Winroth, M., 2010. Introducing environmental concern inmanufacturing strategies: Implications for the decision criteria. ManagementResearch Review. 33(9). pp.877–899.



Kourdi, J., 2010. Business Strategy: A Guide to Effective Decision-making. ProfileBooks.

Kruger, C. and Mama, M., 2012. Incorporating business strategy formulation withidentity management strategy formulation. Information Management & ComputerSecurity. 20(3). pp.152–169.

Linn, M., 2008. Planning strategically and strategic planning. Bottom Line: ManagingLibrary Finances. 21(1). pp.20–23.

López, S., 2005. Competitive advantage and strategy formulation: The key role ofdynamic capabilities. Management Decision. 43(5). pp.661–669.

Marren, P., 2007. High-functioning business strategy. Journal of Business Strategy.28(6). pp.37-39.

Narayanan, V. K. and Fahey, L., 2013. Seven management follies that threatenstrategic success. Strategy & Leadership. 41(4). pp.24–29.

Paswan, K. A., and et. al., 2011. Relationalism in marketing channels and marketingstrategy. European Journal of Marketing. 45(3). pp.311–333.

Singer, P. B. and et. al., 2007. Corporate real estate and competitivestrategy. Journal of Corporate Real Estate. 9(1). pp.25–38.

Smith, D. R., 2013. Strategic Planning for Public Relations, Fourth Edition. 4th ed.Routledge Publications.

Stonehouse, G. and Houston, B., 2013. Business Strategy. 2nd ed. Routledge.

Trim, P. and Lee, Y., 2006. The role of marketing intelligence officers in strategyformulation and implementation. Handbook of Business Strategy. 7(1). pp.125–130.

West, C. D., Ford, J. and Ibrahim, E., 2011. Strategic Marketing: Creating CompetitiveAdvantage. 2nd ed. Oxford University Press.



Wilson, W. J. and Eilertsen, S., 2010. How did strategic planning help during theeconomic crisis. Strategy & Leadership. 38(2). pp.5–14.

OnlineCore Competencies. 2014. [Online]. Available through:

<http://www.bain.com/publications/articles/management-tools-core-competencies.aspx>. [Accessed on 1st July 2014].

Corporate Vision. 2014. [Online]. Available through:<http://www.fujitsu.com/global/about/philosophy/vision/>. [Accessed on 1st July2014].

Sherman, F., 2014. Advantages & Disadvantages of Limited Growth Strategies. 2014.[Online]. Available through: <http://smallbusiness.chron.com/advantages-disadvantages-limited-growth-strategies-41321.html>. [Accessed on 1st July 2014].

Stakeholder Analysis. 2014. [Online]. Available through:<http://applegmx.blogspot.in/>. [Accessed on 1st July2014]

What is retrenchment as a corporate strategy. 2014. [Online]. Available through:<http://www.enotes.com/homework-help/what-retrenchmemt-corporate-strategy-177787>. [Accessed on 1st July 2014].

http://smallbusiness.chron.com/advantages-disadvantages-limited-growth-strategies-41321.html

http://smallbusiness.chron.com/advantages-disadvantages-limited-growth-strategies-41321.html

http://www.enotes.com/homework-help/what-retrenchmemt-corporate-strategy-177787

http://www.enotes.com/homework-help/what-retrenchmemt-corporate-strategy-177787


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