M/615/2675 Strategic Planning - ATHE Level 7 Diploma in Strategic Management

Aim: The aim of this unit is to develop the knowledge, understanding and skills necessary to develop an organisational strategic plan

Learning outcome 1: Understand the foundations for developing organisational strategy
Learning outcome 2. Understand the external environment affecting organisations
Learning outcome 3. Be able to review an organisation's strategy and business plans
Learning outcome 4. Be able to develop strategy options for an organisation
Learning outcome 5. Understand how to create a strategic plan to meet business objectives

Indicative Content

1. Understand the foundations for developing organisational strategy

• Explanations of organisational vision, mission, strategy and business plans; the differences and the interface between them
• Core organisational values e.g. ethical, environmental, client centred; cultural diversity; drivers e.g. business growth; profit; market share; workforce expectation
• Objectives and measures: SMARTER (specific, measurable, achievable, realistic, time- based, evaluate, re-evaluate) objectives; stakeholder involvement

2. Understand the external environment affecting organisations

• External factors: needs and expectations of stakeholders e.g. customer groups, shareholders, suppliers and sub-contractors, the workforce and the community
• The success and direction of competitors and changes in the market sector as a whole in the short and long term e.g. product design; political changes and developments; legal changes; trends and expectations; exchange rates; trading agreements
• Use of external surveys and statistics; customer analysis and feedback; use of tools e.g. SWOT (strengths, weaknesses, opportunities, threats) analysis, STEEP (social, technological, economic, environmental and political) analysis; market research including primary and secondary information; feasibility

3. Be able to review an organisation's strategy and business plans

• The purpose of review and what this will entail; tools e.g. Value Chain analysis, SWOT analysis, Porter's Five Forces; internal surveys and statistics
• Market position; market share analysis; life cycle analysis; Boston growth share BCG Matrix
• SWOT analysis, resource analysis, competitive analysis, skills and competencies audit, benchmarking sustainable competitive advantage; pricing strategies; resource analysis; economies of scale and scope for this; market equilibrium

4. Be able to develop strategy options for an organization Strategic planning options:
• Ansoff Matrix Strategies; corporate expansion; integration i.e. vertical, backwards and
forwards; horizontal; differentiation; Porter's generic strategies
• Diversification, control of resources, distribution channels; Mintzberg's strategies (deliberate, emergent)
• Strategic alliance; merger, acquisition; competitive strategies
• Value-based strategy; contingency strategy; maintaining/increasing market share, niche markets; market segmentation
• Adding value; workforce competence development; product portfolio; reconfiguration; gap analysis; profitability; portfolio analysis; benchmarking
• Criteria for judging options; feasibility studies; risk assessments