Question 1

a) Distinguish between intended, emergent and realised strategies. Utilising appropriate business analysis tools, undertake an external and internal environmental analysis on the organisation (reasonable assumptions can be madet

b) What major opportunities and threats can you identity for the organisation in the short to mid-term range? Identify a number of critical success factors for the organisation.

c) Your organisation has placed great value in the past on customer intimacy (building and creating value for customers — raising their expectations and delivering on these—see course notes). Considering the changes in external environment, what issues do you foresee it you decide to seek growth through international markets? Could these be overcome?

d) What strengths would you need to have to overcome identified weaknesses? You will need to justify your use of tools and techniques chosen to undertake this.
Question 2
a) Taking a resource based and market based view towards strategy, what would you be considering when determining whether it would be a good idea for the organisation to i) increase outlets in UK and/or start establishing outlets internationally

b) Would any of Mintzbarg and Lamed’s Ten Schools of Strategy Formulation offer any further considerations?
Question 3
a) Taking into consideration your findings, what would you recommend? Your response should be justified with regards to your environmental analysis and highlight any risks and weaknesses identified. b) Should the strategy be given approval, this would be an example of top down strategy making. What are its limitations in practice and what alternative processes to strategy making is available for organisations?