Assessment Information: Group Case Study
Competitiveness, Strategy and Risk Management(7204THS) | Trimester 2, 2021 Page 2 of 4
these organisations have substantial resources and would be considered large enterprises). You may select
any organisation from the sport, event, tourism or hospitality sectors, and the organisation can be from
anywhere in the world, but the organisation must have an English website and public records or articles in
English.
In lectures and seminars, we will be practicing some aspects of the process of strategic analysis and how to
determine an appropriate course of action from a set of options. Overall, you will need to:
Assume the essential scenario information, as provided below.
Undertake a preliminary analysis of the situation facing your selected organisation, including a SWOT.
Suggest a range of strategic options (i.e. methods that will allow you to achieve your stated objectives)
and then evaluate the options according to the SFA (suitability, feasibility, acceptability) criteria.
Present your findings and recommendations to the Chief Executive Officer in a formal written report.
Furthermore, you should be covering the following points:
Complete the Situation Audit (internal and external) by using appropriate frameworks and models
provided in prescribed course readings/lecture content. Analyse the information you have
independently sourced (about your selected company) and the information provided to you about the
external environment (remember to only use the information provided to you for the external scan, do
not source your own information). Organise your analysis according to appropriate frameworks and
draw conclusions via the SWOT analysis.
Moving forward, you need to provide an issue statement; a list of alternatives (i.e. your strategic
options), address the SFA evaluation criteria that you have tailored for this particular scenario, conduct
an analysis of the major options according to your tailored SFA criteria and risk analysis; and finally
provide your recommendations (including a very brief identification of expected implementation issues).
ScenarioInformation
The first scenario issue is to assume that Corporate Social Responsibility is an increasingly important trend and
that the organisation wants to take a leadership position. The world is fast embracing new ways of doing
business through the debates on climate change, saving the planet, and businesses returning the goodwill of
society. Businesses, worldwide, are responding. In this scenario, the Board has advised the Chief ExecutiveAssessment Information: Group Case Study
Competitiveness, Strategy and Risk Management(7204THS) | Trimester 2, 2021 Page 3 of 4
Officer that CSR initiatives must be optimal for the organisation, and that they must adopt a clear CSR
leadership position relative to direct competitors.
Second, your organisation intends to use a non-organic growth strategy for 2018/19 and beyond. Thus,
maintaining the status quo or cutting back is not desired. However, the Board has left it open whether this
should be a high growth strategy or something lower depending upon market conditions prevailing through
2019 and beyond. In addition, the scenario requires a growth commitment to a stronger presence in Asia. The
Board hassignalled that any growth must be in Asia-Pacific (includes Australia).
The final scenario assumption is that your organisation has received a serious proposal from three potential
partners (CAA, Forrec and Multiplex). Details of all three organisations will be provided to you. You will explore
options relating to partnering with one of these three organisations. You must evaluate non-organic growth
options for each of these three organisations and select the best option.
You need to argue the merits and risks of each option. You also need to show how you reduced the list of
possible non- organic growth options down to the final three (for example, you could consider mergers,
acquisitions, or other non-organic growth options initially). That is, you should list six reasonable options out
of the large number of possible options first, briefly show how you narrowed this to the last three, and then
evaluate the last three in detail. All options must incorporate growth. Methods of growth cannot be organic.
Purchase of other organisations MUST be realistic.
Internal details of three potential partner companies are provided together with an external environmental
scan. You do not need to undertake an external scan. However, you do need to conduct an internal scan on
YOUR organisation. You are also required to analyse all data for your situation audit, SWOT and competitor
and risk management evaluation.
The partner company information, and information on the external environment will be provided via L@G.
0 comments