evaluate the current strategy of the organisation based on what you know of their strengths, weaknesses, opportunities, and threats, derived from your analysis in assignment 1

T‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍he detailed requirements for this task are as follows: Overview: Your report should be for the company that you worked on for Assignment 1. Use relevant strategic management tools and techniques to evaluate the current strategy of the organisation based on what you know of their strengths, weaknesses, opportunities, and threats, derived from your analysis in assignment 1. Firstly, you need to provide some ‘performance’ data on how the strategy is working, trends in sales, profits, market share etc. How the organisation competes (e.g. Differentiation/ Cost/ Focus). Evaluate how the strategic direction of the organisation (Ansoff) relates to growth, innovation, or international expansion. Analyse why this strategy might be suitable, acceptable, and feasible given what you know about the SWOT for the organisation. Given the nature of this analysis there must be a contemporary and inventive flavour to much of the relevant data. Is the recent change in government policies likely to impact on their strategy? Examine Brexit and the slow growth on the UK economy. How will the impact of Covid-19 be on your organisation? Briefly identify and justify a potential improvement in strategic direction for the organisation. An effective structure might present key trend data on how the organisation has been performing as the starting point for evaluating the strategy. Re-evaluating how the organisation tries to compete and gain its competitive advantage. The directions the organisations strategy is taking it in and how this matches with what you discovered in terms of its SWOT from assignment 1 and what this means in terms of its growth, innovation or movement into international markets. An evaluation of the strategy through SAF or another suitable model and a suggestion of how the strategy could be developed or augmented. The inclusion of graphs & visuals is welcome, make sure to wrap around the text of your report or include in the appendix. In this assessment you are essentially assessing the strategic choices and actions taken by your chosen organisation using various strategic models and processes to determine where your organisation wants to be and how it will get there. You will be evaluating the viability, applicability and appropriateness of your organisations chosen strategies by assessing how well the strategy achieves the organisations objectives and how well it mitigates the effects of the external environment. Proposed Report Structure: Front Page (name & logo of chosen company, student number, tutor name) 1. Introduction: To the UK Sector/ Industry analysis in which your organisation operates in and to your chosen organisation (Market share, performance related data – financial and non-financial data . customer reviews, industry expert opinion) 2. Your organisational: Aims/objectives, value adding criteria, organisational culture (Johnson and Scholes cultural web, Edgar Schien, Charles Handy, Gert Hofstede), Core competencies (Prahalad and Hamel) and capabilities (Threshold, Distinctive, Dynamic and Redundant), Resource based view/strategy, critical success factors (CSF), stakeholder analysis (stakeholder mapping grid), relevant PESTLE factors, Benchmarking 3. TOWS analysis: You will need to include a comprehensive TOWS analysis on your organisation. Please ensure that you incorporate evidence to support your points. Try to establish relationships between Strengths and Opportunities; Weaknesses and Opportunities; Strengths and Threats; Weaknesses and Threats. Analyse why these relationships exist and state how the organisations current strategy allows for these relationships to develop and how the strategy alleviates some of the external pressures facing the organisation. 4. Ansoff Matrix/ V‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍RIN analysis / Bowman’s Strategy Clock/ Porter’s Generic Strategies/ Porter’s 5 Forces/KPI’s*/OKR’s*/Blue Ocean Strategy*/Supply Chain Analysis*/Industry Life Cycle*/McKinsey 7S Framework*/Porter’s four corner analysis*/IO Model*: You must include a thorough analysis, discussion and application of the following models to support your arguments: Porter’s generic strategies, Bowman’s strategy clock, Porter’s five forces, Ansoff matrix, VRIN analysis and Porter’s Value Chain. Again, you must try to incorporate evidence within each model to support your analysis and evaluation of your chosen organisations current strategic approach. Provide a detailed evaluation on how your organisations current strategy is working in terms of their strategic direction, the choices that they have made, the vision that they have, their marketing strategy that they are pursuing and any future plans that they have which can include Brexit plans/impact, impact of Covid-19, Potential global recession, oil and commodity prices, changes in consumer behaviour and any other relevant potential environmental factors that may impact your chosen organisation. You must use the models to support your discussion and evaluation. You may also assess your organisations strategy in terms of the impact on its survival, maintaining supply chain, growth, innovation, internationalisation, expansion . mergers, strategic alliances, acquisitions, take-overs, related and unrelated diversifications, forwards, backward and horizontal integration, retrenchment and disinvestment etc.. The models will be used to support your arguments when assessing the organisations current strategy. Note: – Please note that the following models – KPI’s, OKR’s, Blue Ocean Strategy, Supply Chain Analysis, Industry Life Cycle, McKinsey 7S Model, Porter’s four Corner analysis and I/O Model are additional supporting models should you wish to include as part of your evaluation in section 4 (above). The ones underlined in red (above) are essential and must form part of your evaluation for this assessment. 5. Strategic Analysis – SAF: Choose ONE strategy that your organisation has implemented/will implement/or is considering implementing – using the SAF criteria (Suitability, Acceptability, Feasibility) justify this ONE strategy in terms of its appropriateness and impact on the organisations objectives. Please remember you are applying every element of the SAF criteria to ONE chosen strategy for your organisation (Choose one strategy for your organisation, it must be supported by relevant market research and consistent with your strategic models analysis) 6. Recommendations: What your chosen organisation needs to do based on the research that you have done on your organisation. You need to support your recommendation using all the information and research carried out during the module delivery. 7. Conclusion: summarise, synthesise, and conclude with concluding comments in relation to the key points within your report. 8. References List/Bibliography 9. Appendix: You may wish to include illustrations of the models used, include in-depth analysis of the models, industrial/marketing/performance data, facts and figures Provide evidence of wider research sources and reading, with appropriate Harvard style referencing. Assessment Criteria (The actual assessment components for this assignment) Weighting (If applicable) • Strategic options: development and evaluation of strategic options, appropriateness and use of relevant strategic theory and models, tools & techniques to achieve this. 50% • Strategy recommendation: Consistency with strategic analysis (assignment 1) and strategic options developed. Clear rationale of str‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍ategic choices and recommendations. 50%