Q1. Analyse M&S’s strategic position at the end of the Case, and recommend future strategic options for M&S?
Q2. Outline and evaluate M&S business model (define it), key success factors, strengths and weaknesses. Recommend a future strategy for the Company, which addresses these weaknesses.
You need to use these to answer the questions:
For future strategic recommendation use Ansoff Matrix, VRIO Framework and Market Segmentation.
Ansoff Matrix please mention (Changing management instead of internationalisation & where is M&S now and where will they go next)
Q3. Identify the resources, competences, capabilities and sources of competitive advantage, which account for the successful growth of M&S.
You may use Strategic capabilities Matrix and Competitive Advantage
Q4. ‘Strategy formulation involves choosing between alternative strategic
options in order to sustain the organisation’s growth and competitive
Apply the key strategy evaluation criteria to identify and evaluate the
M&S’s strategies and consider the extent to which they achieve the
Q5. Analyse M&S cultural web. Does the cultural web of M&S support its current strategy. Recommend cultural and corporate strategic changes for M&S.
Why they are different (elements)
Q1. With reference to a firm you have studied (not the exam case study), outline the generic strategy, resources and competences required to achieve success and competitive advantage. Consider the features (if any) that fulfil the full VRIO conditions. (IKEA)
Q2. Briefly identify the key features of not for profit/ public sector organisations and how they differ from private sector ones. Carry out a stakeholder analysis of a London South Bank University, identifying the key stakeholders and position them, with reasons, in the power/ interest matrix.
A forcefield analysis for the UK forestry commission (In slide)
Q3. Set out a Balanced Score Card for:
A. A not-for-profit/ social enterprise of your choice
B. A private sector organisation such as Tesco
Discuss the similarities and differences in objectives, in the four perspectives critical success factors, and key performance indicators for the two organisations.
Q4. Outline and evaluate:
a) Value Chain Analysis
b) The VRIO model