Task - In this assignment, you are required to write 1250 word mini-report.
Report should cover the following:
1. Cover Page
2. Executive Summary
3. Table of Content
4. Introduction - Brief explanation of company selected, what is corporate strategy and purpose of report.
5. Identify and discuss the corporate level strategies that the organisation is implementing/ has implemented by examining its strategy statement and/or its value chain activities.
6. Evaluate the suitability of the organisation's current strategies based on the outcomes of your analysis (e.g. the identification of the organisation's current strategy and the most significant factors affecting the organisation's performance, PESTLE and Porter 5 forces analysis, etc.
7. Recommend no more than two alternative Corporate strategic initiatives that the organisation should pursue to improve its effectiveness and justify your recommendations.
8. Draw your conclusion.
9. Reference List (minimum of 5 refereed journal articles).
Executive summary - A good executive summary should have the following key points:
- The objectives of this report.
- The brief background information about the organisation under analysis.
- What has been done and how they were done.
- What key findings are in the report?
This assessment task will assess the following learning outcome/s:
- be able to identify and explain the key components of strategic management such as strategy analysis, strategy formulation and strategy implementation, and their interrelationships.
- be able to review and evaluate the evolution of ideas and practices leading to the development of strategic management an.' its relationship to other management practices and principles.
- be able to identify and differentiate between functional areas such as marketing, finance, operations and human resource management and evaluate how they should act conjointly toward the attainment of the organisation's strategic aims and objectives.
- be able to evaluate the importance of developing strategically appropriate relationships between people, processes, functions, structures and even organisations.
- be able to critique, act strategically, and make recommendations in the context of the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors.