International Strategy 2023 – 2028
Business Strategy 2023 – 2028
Your Name & Student Number
Summarise each of the sections, in a maximum of this page only.
- Brief statement of organisation and national strategic plan
- Justification of country choice
- Concise summary of the two situational analyses
- Key elements of the strategy
- Key points of delivery for the strategy
- What the strategy will achieve
Table of Contents
An introduction to the report and the company.
Areas of success, areas to improve? Link to need for internationalisation.
Brief push or pull factors to go international as an organisation.
Develop you national strategic plan (assessment 1) into an INTERNATIONAL strategic plan.
Please go back to the exercises that you did in week 4 of the course.
Firstly justify why going international is a good strategic option. Justify your country choice, referring back to the comparison table you should have made in your appendices.
Include here the summary of your country of choice. All of these sections below need a range of factors to be analysed, not just one. You need to think about the macro environment as well as industry and competition trends, now and over the next 5 years for your country of choice. You will need to look at a wide range of data and sources, which should be included in your appendices and therefore the section below becomes more of a summary of the bigger data in these appendices.
22.214.171.124 Political environment
126.96.36.199 Economic environment
188.8.131.52 Socio-cultural environment
184.108.40.206 Technological environment
220.127.116.11 Environmental environment
18.104.22.168 Legal environment
What is the company good or bad at, highlighting an international context? Remember that you will need to research from multiple perspectives, not just what the web-site suggests!
22.214.171.124 Resources & core competences
126.96.36.199 Organisational performance
188.8.131.52 Product/service evaluation
This is a one page summary of the previous internal and external analyses. The facts need to be the rankedto show the biggest strengths/weaknesses etc., not repeating everything from the previous sections. Reference where these facts came from, so that the reader can go back to that section to get the full picture if needed.
|Good staff performance review Most of product range in growth phase||Reference from Internal analysis section 2.1.3 2.2.4||Star product hitting decline phase Staff lack customer satisfaction focus||Reference from Internal analysis section 2.2.4 2.1.2|
|Reference from External analysis section||Reference from External analysis section|
The ranked facts from the SWOT can now be brought over into the TOWS. This is where your first ideas of problems that need solving with a new strategy will come from. The next section on strategy will derive its justification from this, so you need to make sure it is correct.
|Internal Strengths (S)|
|Internal Weaknesses (W)|
|External Opportunities (O)|
“Maxi-Maxi” Strategy Strategies that use strengths to maximize opportunities.
“Mini-Maxi” Strategy Strategies that minimize weaknesses by taking advantage of opportunities.
|External Threats (T)|
“Maxi-Mini” Strategy Strategies that use strengths to minimize threats.
“Mini-Mini” Strategy Strategies that minimize weaknesses and avoid threats.
New international focussed company mission statement here.
Create SMART objectives to give KPI’s for the new strategy. How will you know if your new strategy is a success? This means creating objectives that are SMART, especially measureable.
Think about your objectives as a graph:
This would then automatically create an objective that is measurable, with intermediate KPI’s to ensure that you are on track. The vertical axis and the focus of the objective, for example could be based on sales, profit margins, staff numbers or staff turnover.
A broad overview to the strategy, followed by a section which should include the following for the individual strategies that you might develop:
- Strategy Type Statement
You will need to do this for the number of individual strategies that you have, as you may need more than one strategy to solve the issues that you have identified in the first sections of this document.
As a minimum you need to consider these two strategic issues:
Strategy 1 –get into the country. Options:
- Set up your new office? High risk/cost.
- Go into partnership? But what are you offering the partner? What is the partner offering you?
- Buy a local company?
Strategy 2 – what are you going to do once you are there? Potentially starting from zero sales…
This section is likely to be as big as the internal and external analyses section
184.108.40.206 Organising and Resourcing
- Resource planning (People, finances, technology, plant)
- Coordination Plan (Gantt Chart)
- Organisational Structure
220.127.116.11 Monitoring Change
- Performance targets (KPI’s)
- Control Systems
- Measurement of performance
Include any supporting information that you need to justify your international plan, including3 complete PESTLE’s for your choice of countries and an overall table to justify your final choice of country.
This section is also marked, so it needs to be comprehensive and laid out logically.
All of these sections below need a range of factors to be analysed, not just one. You need to think about the macro environment as well as industry and competition trends, now and over the next 5 years. You will need to look at a wide range of data and sources, which should be included in your appendices and therefore the section below becomes more of a summary of the bigger data in these appendices.
Remember that you could use the table we looked at in week 4 of the course, or develop one yourself. It must be ranked though, so that you can highlight why one country is best from the three that you looked at. Then take this country over into the main report.
|Factor||Factor Score||Country 1||Country 2||Country 3|