A strategic plan is important for any organization to successfully achieve its organizational goals and objectives. It is a plan that communicates any company’s goals and other critical elements (Jaywarna and Dissanayake 2019). It helps to provide an effective leadership, efficient management of work, focus on resources and its efficient use, and strengthens other processes and operations of a business (Jaywarna and Dissanayake 2019). It enables a company to adjust and modulate its business directions in conjunction to the changing business environment. While determining a strategic plan, the marketers analyse a variety of factors and considers the many elements of the business environments and come up with many options of these plans, before finalising and implementing one. These strategic options are then assessed as per the business requirements and the changing demands, and the best fit is implemented.
SPAR superstore and grocery market company is a famous food and grocery retail company with its business operations in many more than 45 countries of the world. Similar to other organizations, to increase its productivity and maximize it profits SPAR decides to build a strategic plan. With this strategic plan the company aims to increase its sales internationally, increase its market capitalization and thus gain a competitive advantage. Thus, the company aims to aims to analyse the various strategic models and options to achieve this. Accordingly, some of the strategic options and models which the SPAR superstore and grocery market company can consider are Porter’s generic strategy, McKinsey 7S model, Lewin change management model, and Kotter’s change management model. Analysing these options helps the organization to identify the best fit strategy for its organizations and thus, successfully achieve its organizational objectives.
Porter’s generic strategy is useful in its application to all types of organizations as it consists of three approaches defined by Porter which are cost leadership, differentiation and focus, and will help the company to compete in the market (Brown and Malekpour 2019). McKinsey 7S model helps in analyzing the company’s design by assessing the internal elements of the organization. These include strategy, structure, system, shared value, style, staff and skills (Brown and Malekpour 2019). This strategic option is very useful in designing an organization’s structure. This model is useful in facilitating change, implementing a new strategy and identifying how each area must be changed. Lewin designed changed management model is based on three processes that are unfreezing, freeze and refreeze (Brown and Malekpour 2019) . This model is specifically useful for preparing everyone in the organization to accept the change so that when the change is introduced people are able to adjust to it and do not resist it. Kotter’s change management model eight-step process of the change management. This model is useful for introducing change in an organization (Brown and Malekpour 2019). It helps to build a coalition to guide coordinate and build activities for change.
After a brief analysis of these strategic options and tools, a new strategic plan can be developed and implemented to benefit the organization. However, use of any one model will not be able to provide the best results, thus the company can use a mix of two models together and produce a new model which will cover maximum areas which are affected when a change is introduced. Some of the change factors that impact the operation of an organization are customer demands, increase in efficiency, budget and so on. The two strategic models which can be used in combination is the Kotter’s eight step model and Mc-Kinsey model. Kotter’s change management model can be applied to introduce change and the McKinsey 7S model can be applied to focus on the areas which will be affected by this change. These two models can be collaborated to develop a new model which has all the factors essential for conducting business effectively.
Brown, J.G. and Malekpour, S. 2019. Implementing the sustainable development goals: a review of strategic tools and frameworks available to organizations. Journal of sustainability, 11(5), 1381-1394.
Jaywarna, S. and Dissanayake, R. 2019. Strategic planning an organization performance: a review on conceptual and practice perspectives. Journal of business research, 7(6), 171-180.
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