P1: Applying appropriate frameworks analyse the impact and influence of the macro environment
on a given organisation and its strategies.
(Learner needs to define strategy and state the mission, visions and objective of the organisation.
Link how the strategy plays a role achieving objectives and goals, and how the organisation can take
different strategic directions. Suggest different strategic planning techniques. They need to discuss
different framework including: Stakeholder analysis: stakeholder matrix, stakeholder mapping and
PESTLE analysis to analyse the impact of environment on strategy. )
P2: Analyse the internal environment and capabilities of a given organisation using appropriate
(Learners should explain what strategic capabilities and their key components are, and analyse using the VRIO/VRIN framework.)
P3: Applying Porter’s Five Forces model evaluate the competitive forces of a given market sector for
(Learners need to evaluate the competitive forces of the organization, based on the Porters Five
forces Model. They can explain the Stakeholder analysis and the Balanced Scorecard to align
organisation vision and strategy.)
P4 Applying a range of theories, concepts and models, interpret and devise strategic planning for a
(Learners need to Explain and discuss; – Cost and price leadership strategy, differentiation strategy, focus strategy and the extended model of Bowman’s strategy clock. – Hybrid strategy. – Diversification. – Vertical/horizontal integration.)
M1: Critically analyse the macro environment to determine and inform strategic management
(Learners need to discuss the advantages and Disadvantages of PESTLE and Porters Five Forces
Model and their involvement in management decisions.)
M2 Critically evaluates the internal environment to assess strengths and weaknesses of an
organisation’s internal capabilities, structure and skill set.
(Learners need to discuss the SWOT analysis; Highlight and briefly discuss the factors which have an
impact on the overall organisation. They need to discuss the McKinsey’s 7S model as a management
tool; Benchmarking strategic capabilities and value chain analysis; Cost-benefit analysis.)
M3: Devise appropriate strategies to improve competitive edge and market position based on the
Learners need to apply the Ansoff matrix to product/market strategy.
M4 Produce a strategic management plan that has tangible and tactical strategic priorities and
(Learners need to produce a strategic plan based on the previous discussion and focusing on tangible
and tactical strategic priorities and objectives of the organisation.)
D1 Critique and interpret information and data applying environmental and competitive analysis to
produce a set of valid strategic directions, objectives and tactical actions.
JOHNSON, G. et al XXXXXXXXXXExploring Strategy Text and Cases. Harlow: Pearson.
JOHNSON G. et al XXXXXXXXXXFundamentals of Strategy. 2nd Ed. Financial Times/Prentice Hall.
KIM, W. C. and MAUBORGNE, R XXXXXXXXXXBlue Ocean Strategy. Expanded Ed. Boston: Harvard Business
ROTHAERMEL, F XXXXXXXXXXStrategic Management. 2n
- Assignment status: Already Solved By Our Experts
- (USA, AUS, UK & CA PhD. Writers)
- CLICK HERE TO GET A PROFESSIONAL WRITER TO WORK ON THIS PAPER AND OTHER SIMILAR PAPERS, GET A NON PLAGIARIZED PAPER FROM OUR EXPERTS