The context of this Assignment is a business organization called Impossible Food
The context of this Assignment is a business organization called Impossible Food and their interest in entering the Australian market. Assessment 3 involves building on the insights from your first and second assignments where you have developed a strategy for our case study organisation (Links to an external site.) to enter Australia. Your focus should be on integrating the findings and feedback from your previous assignments and then building upon these to create an actionable strategic plan. The plan has to be achievable and realistic and you have to clearly demonstrate why your plan will help our case study organisation achieve and maintain a sustainable competitive advantage. I am required to: Produce a high-level implementation plan on how to enter and win in the Australian market. TIP: You may wish to include how you will identify and manage relevant stakeholders. Investigate and choose appropriate strategy evaluation and measurement systems to support the strategy. Provide a reflection on your key learnings of strategy and strategic management from your experience in consulting to our case study organization through your assessments in this course. Note: This will be valuable for your career development learning as it involves inquiry that promotes critical reflection that can help guide lifelong learning. Your report must include an executive summary of no more than 300 words (not included in word count) and as per report guidelines must include a table of contents, introduction and conclusion. For every section (or sub-section where necessary), you must introduce it by saying what the contents are about, why it is being presented, and how it will be executed. For any analytical tool that you use, always explain upfront its concept and operationalization. your explanation is necessary to demonstrate that you have correct knowledge and understanding. also explain how it is going to be applied, in its original context or in other ways. Please refer below for each section to be discussed in detail: 1. High-Level Strategy Implementation Plan 1.1 High-Level Goals Propose some high-level goals based on the Balanced Scorecard metrics over the next 3 years. DO NOT EXPLAIN THE BALANCED SCORECARD IN THIS SECTION. Explain these are goals that are typically articulated by senior management (e.g., the CEO) as part of strategy execution. That’s why they are called high-level. Refer to the article “Rapid Cycle CEO”, the box on page 26. They are not finely quantified. Time frames are usually one year or more. They cannot be measured directly. The metrics in the BSC will be the indicators that measure them. In our case, they must ultimately reflect the 4 perspectives of the BSC. Financial Perspective – e.g., Revenue; Profits; Efficiency Ratio; Profit Margin Customer Perspective – e.g., market share; market penetration; revenue per customer; customer satisfaction; customer loyalty; brand recognition; brand identity; brand image. Internal Process Perspective – e.g., cost reduction; improvement in quality; logistics; new product development process, etc Learning & Growth Perspective – e.g., R&D Investment; Customer Relationship Management, T&D costs; knowledge management; etc. 1.2 Stakeholder Mapping Concise and complete explanation of this framework. More effective to include diagram. Identify and allocate as many stakeholders as possible in the diagram and discuss each group of stakeholders in terms of their relative level of attention and power, and also if they are likely to be blockers or facilitators. Also examine if their positions are likely to change. Recommend any remedial action for blockers, e.g., seeking help from facilitators, improve channels of communication. Recommend any action required to manage powerful stakeholders. 1.3 McKinsey’s 7S Model Concise and complete explanation of this framework. More effective to include diagram. Discuss some of the elements in the framework that need to be changed or the nature of element that need to be put in place because of your new strategy. 1.4 Timeline (Gantt Chart) Items in the Gantt chart should reflect activities/actions/programs from the high-level goals, stakeholder mapping, and the 7-S framework that need to take place. Use quarterly timeframes over 3 years. This is a high-level plan. So, there’s no need to go into finer timeframes. 2. Strategy Evaluation and Measurement Concise and complete explanation of the BSC framework. More effective to include diagram. Identify the metrics that should be used for each perspective. Explain how these metrics would reflect the performance of your strategy. Also explain how the metrics reflect the high-level goals set at the beginning. Illustrate your explanations with the strategy map. 3. Reflection Statement What have I learned? · What utilitarian values did I find the academic theories of strategic management · Did I learn anything about myself? · As a result of learning this subject did it affect my knowledge and understanding of other subjects? · Did I unlearn anything about this subject or related subjects? How has the learning affected you? · Any motivation to learn more, or you won’t be going anywhere near it anymore? Why? · Has the learning journey change your mind about any personal or career goals? · Will the learning change the way you conduct yourself professionally and socially? Overall opinion and feelings about this learning journey · Any positives and negatives about the way this course was conducted for you? Briefly explain. · Any suggestions for changes to this learning journey for future learners? · The overall value of this course to education in general and to the business world.

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