Assignment front sheet

Learner name Assessor name

Myo Thura Than,

Eh Kaw Htoo,

Shin Maung Maung Daw Muu Muu Theint

Date issued Completion date Submitted on

9.11.2015 26.12.2015 26.12.2015

Qualification Unit number and title

Edexcel BTEC Level 4 HNC Diploma in Business Unit-8 Business Strategy A/601/0796

Assignment

title

In this assessment you will have opportunities to provide evidence against the following

criteria. Indicate the page numbers where the evidence can be found.

Criteria

To achieve the criteria the evidence must show that

Task no. Evidence

reference the student is able to:

1.1 Assessing how business missions, visions, objectives, goals and

1

core competencies inform strategic planning

Analyzing the factors that have to be considered when

1.2 formulating strategic plans Strategic planning

1

Explain different planning techniques

1.3 1

2.1 Produce an organizational audit for a given organization 2

2.2 Carry out an environmental audit for a given organisation 2

2.3 Explain the significance of stakeholder analysis 2

2.4 Present a new strategy for a given organization 2

1

3.1 Analyze possible alternative strategies relating to substantive

2

growth, limited growth or retrenchment

3.2 Select an appropriate future strategy for a given organization 2

4.1 Compare the roles and responsibilities for strategy

3

implementation

4.2 Evaluate resource requirements to implement a new strategy

3

for a given organization

Discuss targets and timescales for achievement in a given

4.3 organisation to monitor a given strategy 3

Learner declaration

I certify that the work submitted for this assignment is my own and research sources are

fully acknowledged.

Learner signature: Date: 26.12.2015

2

Task – 1

Business Profile

Since the government’s allowance to input the automobiles from foreign

countries in 2010, the car lovers’ trend grew dramatically within five years. Together

with the car lovers, the trend of customizing their cars become popular within

Myanmar car lovers. Before 2010, the tax for importing a car is extremely higher than

price, there was no opportunity for most of the common the car lovers to buy the cars

and therefore, there are not much car body customization workshops in Myanmar.

After 2010 when the car modification becomes a trend, most of the customization

process are done only at the car body workshops which neither have the quality body

kits nor the systematic modification. Therefore, two brothers, Lee Kwan and Lee Joane

developed a project for Myanmar market in 2012. The body kits sold in A-unit Custom

Autopart are supplied by the J-Emotion Car Autopart Company in Malaysia.

Vision

• To become the most popular service center in Myanmar

• To become the leading body kit workshop, holding most of the market share

in Myanmar

Mission

• To train the staffs’ skill systematically to open one new branch in 2016

Objective

To maintain the paintjob quality.

To expend the market place, to open new branch in Mandalay in within 3

years.

To give training sections to the employee

3

1.1 Explain strategic contexts and terminology-missions, visions, objectives, goals, core

competencies

Vision

Vision communicates what organization believes are the ideal conditions for the

community. Vision is generally described by one or more phrases or vision statements,

which are brief declarations that convey the community's dreams for the future. By

developing a vision statement, organization makes the beliefs and governing principles

of organization clear to the greater community (CTB, 2010). In general, vision statements

should be:

• Understood and shared by members of the community

• Broad enough to encompass a variety of local perspectives

• Inspiring and uplifting to everyone involved in your effort

• Easy to communicate

Mission

Developing mission statements are the next step in the action planning process. An

organization's mission statement describes what the group is going to do, and why it's going

to do that. Mission statements are similar to vision statements, but they're more concrete,

and they are definitely more "action-oriented" than vision statements (CTB, 2010). Some

general guiding principles about mission statements are that they are:

• Concise. Although not as short a phrase as a vision statement, a mission statement

should still get its point across in one sentence.

• Outcome-oriented. Mission statements explain the overarching outcomes your

organization is working to achieve.

• Inclusive.

Objective

Once an organization has developed its mission statement, its next step is to

develop the specific objectives that are focused on achieving that mission. Objectives refer

to specific measurable results for the initiative's broad goals. An organization's objectives

generally lay out how much of what will be accomplished by when (CTB, 2010).

Goals

An observable and measurable end result having one or more objectives to be

achieved within a more or less fixed timeframe (Businessdictionary.com, 2015).

4

Core Competencies

A core competency is a company's unique characteristic or capability that provides a

competitive advantage in the marketplace, delivers value to customers, and contributes to

continued organizational growth. Core competencies typically comprise fundamental

knowledge, ability or expertise in a specific subject area or skill set, allow a business to reach

a wide range of markets, and cannot be easily replicated by competitors (Techtarget.com,

2014).

1.2 Factors needed to be considered in strategic planning

Planning

Planning is the process of deciding what should be done, how and when it should

be done and who should do it (BPP, 2010). Planning is one of the four main functions of

management, Planning, Leading, Organizing and Controlling. It is an organizational

management activity that is used to set priorities, focus energy and resources, strengthen

operations, ensure that employees and other stakeholders are working toward common

goals, establish agreement around intended outcomes/results, and assess and adjust the

organization's direction in response to a changing environment. As a business, the strategic

planning should be done to formulate strategy, implement strategy, evaluate the process

and keep the process right on track.

There are three stages in strategic planning which are

1. Analysis on the current state

This step is the process of taking analysis on the external and internal environment.

The internal analysis like SWOT analysis and the external analysis like PESTLE

analysis take place in this step in order to make visions, missions and objectives.

2. Defining the future state and determination of objective and strategies

This stage is choosing the vision, mission and objective statement for the

organization.

3. Implementation and evaluation

This step is to implement and evaluate the plan.

SWOT analysis

SWOT, which stands for strengths, weaknesses, opportunities and threats, is an analytical

framework that can help the business face its greatest challenges and find new markets.

The SWOT analysis enables organizations to identify both internal and external influences.

SWOT's primary objective is to help organizations develop a full awareness of all the factors

involved in a decision (Taylor. F, 2010).

7s Framework

7s framework is a model of organizational effectiveness that suggests that there are seven

internal factors of an organization that need to be aligned and reinforced in order for it to

be successful. The 7S Model specifies seven factors that are classified into "hard" and "soft"

elements. Hard elements are easily identified and influenced by management, while soft

elements are indistinct, more intangible and are influenced by the corporate culture. It

includes shared value, strategy, structure, system, staff, style and skill (BPP, 2010).

Porter’s five forces analysis

Porter’s five forces is a model introduced in 1979 by Michael Porter and used by companies

for industry analysis and corporate strategy development. This theory is based on the

concept that there are five forces that determine the competitive intensity and

attractiveness of a market. Porter’s five forces help to identify where power lies in a

business situation. This is useful both in understanding the strength of an organisation’s

current competitive position, and the strength of a position that an organisation may look

to move into (BPP, 2010).

PESTEL analysis

PESTLE analysis is a macro environmental framework used to understand the impact of the

external factors on the organization and is used as strategic analytical technique. PESTLE

stands for Political, Economic, Social, Technology, Environment and Legal.

GAP analysis

A process used in business to identify the requirements that will enable a company to close

the gap between its current level of performance utilizing existing resource allocations and

its potential performance based on the optimum allocation and integration of resources.

Gap analysis provides the basis for determining whether desired outcomes are realistic

based on time, money and human resources available to achieve them (BPP, 2010).

Planning is important because

(1) it focuses attention on objectives

(2) it removes uncertainty

(3) it facilitates control

(4) And it leads to economical operations by emphasizing efficiency and consistency

(BPP, 2010).

Strategic Planning

Strategic planning is the managerial process of developing and maintaining a strategic fit

between the organization’s objectives and resources and its changing market opportunities.

1.3 Explain different planning techniques

According to BPP, 2010, there are three elements of strategic decision. They are:

1. Context: the environment within which the strategy operates and is developed

2. Content: the main actions of the proposed strategy

3. Process: how the strategy will be developed and achieved

There are different strategic planning techniques. They are:

1. Boston Consulting Group (BCG) Matrix

2. The Grand Strategy Matrix

3. The Ansoff Matrix and

4. Product Life Cycle (PLC)

5

1. Boston Consulting Group

The BCG Model is based on the product life cycle theory that can be used to determine what

priorities should be given in the product portfolio of a business unit. To ensure long-term

value creation, a company should have a portfolio of products that contains both high-growth

products in need of cash inputs and low-growth products that generate a lot of cash. It has 2

dimensions: market share and market growth. The basic idea behind it is that the bigger the

market share a product has or the faster the product's market grows the better it is for the

company.

2. Grand Strategy Matrix

Grand Strategy Matrix is an instrument for creating different and alternative strategies for

an organization. Grand matrix has four quadrants; each quadrant contains different sets of

strategies and the entire firms along with their respective divisions must fall in one of the

quadrant (Mba-lectures.com, 2015).

3. The Ansoff Matrix

Ansoff’s matrix suggests that a business’ attempts to grow depend on whether it markets

new or existing products in new or existing markets. The output from the Ansoff matrix is a

series of suggested growth strategies which set the direction for the business strategy. The

Ansoff Matrix Consists of 4 strategies, Market Penetration, Market Development, Product

Development and Diversification.

4. Product Life Cycle

The product life cycle includes four stages, the introduction stage, the growing stage , the

maturity stage and the decline stage.

The introduction stage

When an organization has developed a product successfully, it will be introduced into the

national (and international) outlet. In order to create demand, investments are made with

respect to consumer awareness and promotion of the new product in order to get sales going.

In this stage, there are few competitors and the profit is low as well. The company must

develop many promotions in order to get customer awareness.

The growing stage

In this stage the demand for the product increases sales. As a result, the production costs

decrease and high profits are generated. The product becomes widely known, and

competitors will enter the market with their own version of the product. In this stage, the

business need to keep on spending more on the promotion.

The maturity stage

In the maturity stage of the Product life cycle, the product is widely known and is bought by

many consumers. Competition is intense and a company will do anything to remain a stable

market leader. This is why the product is sold at record low prices. Also, the company will

start looking for other commercial opportunities such as adaptations or innovations to the

product and the production of by-products.

The decline stage

At some point, however, the market becomes saturated and the product is no longer sold and

becomes unpopular. This stage of the Product life cycle can occur as a natural result but can

also be stimulated by the introduction of new and innovative products. In this stage, the

business can either keep on supplying the remaining few loyal customers or extend the life

cycle by creating something new.

Our company, A-Unit, uses the Grand Strategy Matrix and the Ansoff Matrix

Task – 2

2.1 produce an organisational audit for a given organization

SWOT Analysis

Strength

It’s been three years since the establishment of A-Unit, and thus, the business is already

settled in the market with decent number of loyal customers. Throughout these three years,

we have gained a satisfactory level of brand awareness within the market, as well.

Weakness

The development of new modification customer is slow because most of the car owners use

their car for only driving purpose. Most of them are not interested in car body modification

and customization and some don’t even know about it. Another weakness is that the

shipping cost is higher than the competitors because our car body kits are directly imported

from Malaysia. The body kits by our competitors are mostly imported from Thailand and so,

they can sell with lower price.

Opportunity

As mentioned in strength, the A-Unit has already settled in market and already held a certain

amount of market shares. The market size of the industry is small and thus, it is hard for the

new entries to enter our market.

Threat

The exchange rate of Myanmar currency is not stable. Since A-Unit purchases from our

suppliers with foreign currency, the exchange can be the cause of our loss or profit.

7S’ Analysis

Strategy

After fitting the body kit the workers must report to the technicians and the

technicians let the boss know that they will start their paint job. After the assignment is

finished the CEO let the marketing manager to inform the customer that their project has

done.

Systems

The shop open at 9 am and we start cleaning our shop area and finish the paint join

the morning when the temperature is cool and fit the body kits after lunch break. And we

check the mail and Facebook to reply our customer question and to order new body kit from

Malaysia.

Style

We usually use the autocratic leadership style to the staffs and to the technicians.

Skill

As our company is service center, the skill of the employee must qualified and the

skills must be kept updated.

Staff

As we are providing the service to our product (Body kits), we use well experienced

staffs from J-Emotion in Malaysia.

Shared Value

Customers’ Satisfaction is our passion.

Grand Analysis

Market Growth in 2013 = 𝑌𝑒𝑎𝑟 2013−𝑌𝑒𝑎𝑟 2012

𝑌𝑒𝑎𝑟 2012 x 100%

= 240−230

230 x 100%

= 4.3%

Market Growth in 2014 = 𝑌𝑒𝑎𝑟 2014−𝑌𝑒𝑎𝑟 2013

𝑌𝑒𝑎𝑟 2013 x 100%

= 220−240

240 x 100%

= - 8.3%

Market Growth in 2015 = 𝑌𝑒𝑎𝑟 2015− 𝑌𝑒𝑎𝑟 2014

𝑌𝑒𝑎𝑟 2014 x 100%

= 230−220

220 x 100%

= 4.5 %

According to the research, the market growth is on the margin and it is found that quite

slow. It can said to be slow market growth. This is dependent on the customers’ awareness

and the policy changes by the government. The customers’ awareness take the important

role on the profitability of the business as well as government’s policy. The competitors are

also a factor that affects the market growth of the business, yet with proper promotion, it is

believed to increase the market growth rate.

2.2 Carry out an environmental audit for a given organisation

PESTLE Analysis

Political

Since A-unit operates in Myanmar, the impacts of the changes and the decisions by Myanmar

Government shapes the business as well as the market size of the business. The main

advantages by the government after 2010 is that they have given the citizens permit to import

the Automobile and machinery parts with lower tax than the former government. This make

Myanmar citizens easier to buy the cars from foreign countries such as India, Germany, Korea,

and America and especially from Japan. The release of sanction system from America and

European countries makes the Automobile companies from there more interested in

Myanmar Car Market. Since A-Mobile is the car body modification workshop, the more

income of these automobile companies, there will be bigger automobile market and the

bigger automobile market means the greater chance for our business to grow fast. However,

the stability of the political situation is threatening the automobile businesses which are

tempting to invest in Myanmar. Hopefully, the stability of the political may be ensured after

the new government in 2016.

Economic

In our car parts trading and servicing industry, the economic factors are the main factors

which make one brand from another. Since our car modification kits and paints are directly

imported from Malaysia, the shipping fees and currency exchange rate is the main problems

that are deciding whether our business gets profits or loses every months. We use the quality

guarantee auto parts, and thus, the price of the parts are already higher than the parts that

our competitors sell. According to our research, most of our competitors import the Auto

parts from Thailand. Therefore, the shipping fees and the taxation rate are much lower than

our products. To have the competitive advantage, our business need to find a way to import

the parts with less cost way.

Social

In Myanmar, although the trend of modifying the car has been increasing, there are still few

in the market trend. It means, the market size of this industry in Myanmar, exactly in Yangon

is still small compared to the total car owners and we are dependent on those car

modification lovers. If we have to increase the market size, we have two options, either to

find a new market or to raise the trend by making more automobile customization

competitions, shows and other fairs in co-operation with other businesses.

Technology

At A-unit, ordering the car body kits from our supplier is done via E-mail technology.

According to the Myanmar Government, the use of e-mail service is banned until 2008. We

are entirely dependent on the Facebook page since it is the most popular and widely used by

most of our target customers. And so, we are using a part of our funds on advertising agencies

via Facebook.

In addition to the media and advertising works, we also use technology as an additional

feature for our guests and the customers. We provide a Wi-Fi hotspot for our customers in

our workshop area to spend the waiting time. We use the intranet portal system, so that we

can take a brief surveys from our customers and keep track of their needs, satisfactions and

suggestions.

Legal

Government’s laws and regulations are usually which indirectly have impact on our business.

For example, we used to provide the Power Exhaust installation service but the sales of the

Power Exhaust after the regional government has stated the law that restrict the Power

Exhaust cars. As well, most of the projects we have deals with customers are the sports car

owners and later when the government no longer permit the import of two door and sports

cars, there is a threat that would affect the development of our market size.

Environmental

Since the workshop is located in the residential area, the noise, scent and the disposals from

car painting process are the main problems dealing with the neighboring residences. We need

to focus on overcoming this problem, or otherwise, we will even be forced to close the

workshop.

Porter 5 Forces

Overview

The following are the intensities of the five forces in influencing A-Unit’s business:

Competitive rivalry or competition (strong force)

Bargaining power of buyers or customers (moderate force)

Bargaining power of suppliers (moderate force)

Threat of substitutes or substitution (moderate force)

Threat of new entrants or new entry (weak force)

(1) Competitive Rivalry or competition (Strong Force)

The A-Unit has the competitors and most of them are likely to aggressive. The followings

are the factors affecting the A-Unit’s Rivalry force

The price is not fixed (Strong Force)

High Exit Barrier (Weak Force)

Slow Market Growth (Strong Force)

Since the price is not fixed, the pricing of the competitors will be different form A-Unit. If

the customer thinks the competitors’ products are cheaper, there is a risk that they will

move onto the competitors. High exit barrier means that the competitors will rather keep

competing with A-Unit than to close their business, because of the high costs and

investments. The market growth of the current industry is slow because the body kits

and body customization can be considered as luxurious. And most of the people do not

know about customization.

(2) Bargaining Power of Buyers or Customers (Moderate Force)

In the customer factor, A-unit has few customer in the Yangon Market.

The customer concentration is small (Strong Force)

Low Switching Cost (Strong Force)

Moderate Size of Individual Purchase (Moderate Force)

Great difference in product and price between the A-Unit and the competitors

(Moderate Force)

(3) Bargaining Power of Suppliers (Strong Force)

A-unit is working with the installation of the body kits from Malaysia and J-Emotion is the

only supplier of our business.

Small amount of supplier (strong force)

Less alternative (strong force)

High switch cost (strong force)

(4) Threat of new entry

A-Unit feels the effects of new entrants on its industry environment. The impact of

new firms is considered in this aspect of the Five Forces analysis. The external factors

that contribute to the weak threat of new entrants against A-Unit are as follows:

Barriers To Entry (Weak)

Slow Market Growth (Weak)

High Starting Cost (Weak)

There are the great barriers to enter this industry since the establishment cost is high. The

market is also small that some big workshops already occupied most of the market shares.

Therefore, the thread of new entry is weak for A-Unit workshop.

(5) Threat of substitute or substitution

Experiences the effects of the substitutes to its products. This aspect of the Five Forces

analysis refers to the extent substitution threatens firms and the industry environment.

Other modifications – Audio system modification, alloy modification

Price- Performance – High Price (Moderate)

Cheap Switching Cost (Strong)

Low Buyer’s propensity (Moderate)

If the customer do not do the car body modification, the other option is to do the audio

system modification and alloy modification. The price and performance is completely

different from the body modification giving the different satisfaction and cost differently.

Therefore, the price and performance of the substitutes can affect moderate force on A-

Unit. The modification of the substitutes instead of body modification is also not usual for

the customers, therefore, the buyer’s propensity is also moderate force.

2.3 Explain the significance of stakeholder analysis

In high power, high interest grid, the owner, the managing director and the

investors are included. The owner is interested in the profitability, popularity, good

reputation and the extension of the business. The managing director is interested in the

improvement of the profitability and to manage the resources efficiently and effectively.

The investors are interested in the survivability of the company, profitability and safety of

their investments.

In high power and low interest, there are supplier and the customers. A-Unit is

highly dependent on their only supplier and thus, the supplier has high power on the

business. Therefore, we need to build good relationship and in return they also provide

just-in-time supply to our workshop. Over the years since our establishment, our

customers play a great role in the survival of our workshop. The customers have great

power and their choice have great impact on the profitability of our workshop.

In low power, low interest panel, the neighbouring families are included.

Neighbouring families are one of our stakeholders as our workshop is located in the

residential area. Neighbouring families are interested in the effect of our workshop to the

environment such as, noise and disposal.

We put staffs in the high level of interest and low power box because most of them

are blue collar staffs and all they interested in are salary and job security.

Neighbouring Families

Suppliers

Customer

Staffs

Government

Owner

Managing Director

Investor

3.1 Analyse possible alternative strategies relating to substantive growth, limited growth

or retrenchment

The substantive growth

Possible Strategies-

1. Horizontal integration

2. Vertical integration

3. Related diversification

4. Unrelated diversification

Limited Growth

Possible Strategies –

1. Market penetration

2. Market development

3. Product development

Retrenchment

Possible Strategies –

1. Organic growth

2. Licensing

3. Franchising

4. Strategic alliances

5. Merger

6. Acquisition

1

A-Unit uses the Limited growth strategy, therefore, Market Penetration, Market

Development and Product Development is suitable alternative strategies for the business.

2.4 Present a new strategy for a given organization

3.2 select an appropriate future strategy for a given organization

Analysis Strategy

SWOT analysis According to the swot Market Penetration

analysis, we have small Market Development

market and slow market

growth

Porter 5 Forces Analysis According to the Porter 5 Market Penetration

forces analysis, we have Joint Venture with Aleph

small market with high

competitive atmosphere

PESTLE Analysis According to the PESTLE Market Penetration

analysis, we need to have

stronger Branding and

positioning before the

foreign businesses come into

industry.

Evaluation of Strategies

Strategies Penetration Market Development JV with Alph

Workable 10 7 4

Return to company

7

9

6

Organizational Culture 8 3 1

Affect on Market Perception

9

10

7

Affect on Market Share 5 8 8

Financial Availability

4

2

4

Resource Availability 5 2 3

Risk Involve 7 5 3

Cost Involve 3 1 3

Duration of Application

6

2

9

Total 64 49 48

According to the Evaluation, Market Penetration is the most suitable strategy for A-Unit.

Justification of Selecting Strategies

Suitability

For the suitability of the strategy, A-Unit has changed the organizational structure

from centralized to function and culture from task to role.

Acceptability

After presenting the proposed strategies, most of the stakeholders didn’t agree the JV with

Aleph because they think it is risky and market development in Mandalay because it is costly

and risky. Therefore, it is found that market penetration is the most acceptable strategy.

Feasibility

According to the analysis, what market really need is to create demand. Therefore, we need

to do more exhibitions and race shows.

Task – 3

4.1 compare the roles and responsibilities for strategy implementation

We formed a special strategy development team for strategy implementation and the team

includes, the owner and the managers. A-Unit hired a Finance Manager and the Marketing

manager for the new strategy and the organizational structure as well the culture changes.

Fig. New Organization Structure

4.2 Analyse the estimated resource requirements for implementing a new strategy

for a given organization.

4.3 Discuss targets and timescales for achievement in a given organisation to monitor

a given strategy

New Missions

To increase the customer awareness on the company

To create customer demand on car body modification market

New Objectives

To sponsor two Exhibitions and a car race show in 2016

To create an five-month advertisement in 2016

To hold a promotion campaign in 2016

These are the areas that we make changes in our current mission and objectives to make new

mission and objectives. We make changes in mission and objectives so that it become more

suitable with our current strategy

Time

Period

Action Due Date Budget Other

Resource

s

Person in

Charge

Main

Accountable

Person

5

month

s

Advertisemen

t Campaign

29th

February

2016

3,000,000

Kyats

Time,

Finance,

Human

Resource

s

Marketing

Departmen

t Director

Marketing

Department

4

month

s

Exhibitions

and Race

Events

15th

Decemb

er 2016

30,000,000

Kyats

Time,

Finance,

and

Human

Resource

Owner Operation

Department

2

month

s

Promotional

Campaign

31th

Septemb

er 2016

2,000,000

Kyats

Time,

Finance

and

Human

Resource

Marketing

Departmen

t Director

Marketing

Department

1

month

Review and

Evaluation

30th

Novemb

er

- Time and

Human

Resource

Finance

Manager

Research

and

Developmen

t Team

1

month

Final Report 31st

Decemb

er

- Time and

Human

Resource

Finance

Manager

Research

and

Developmen

t team

According to the resource requirement plan, we have total of five task to do which are to do

advertisement campaign, to host race event and exhibition event, to make a promotional

campaign, to do review and evaluation and finally, to do the final report. The whole process

is to be done within twelve months. According to the resource requirement plan, we have

total of five task to do which are to do advertisement campaign, to host race event and

exhibition event, to make a promotional campaign, to do review and evaluation and finally,

to do the final report. The whole process is to be done within twelve months. For the

advertisement campaign, the due date is 29th February 2016, the budget for this event is

3,000,000 Kyats, the other resources needed is time resource and human resource. The

person in charge for this event is marketing department director and the main accountable

person is also him. For the Exhibitions and race events, the due date is 15th December 2016,

the budget for this event is 30,000,000 Kyats and owner take responsibility for this event. The

other resources needed is time and human resource. For the promotional campaign, the due

date is 31th September 2016 and the budget for this event is 2,000,000 Kyats. The other

resources needed is Time and human resource. The main responsible person is marketing

department director. Another task is to make review and evaluation report and the due date

is 30th November. The resources needed is time and human resource. The finance manager

is the main accountable person and we have research and development team. They will

continue to carry out the final report which due date is 31st December 2016. The resource

needed is time and human resource.

Activity Description Proceeded Time Duration

Staff Required

Acitvity (month)

A Advertisement - 5 6

campaign

B Exhibition and A 4 12

C race

Promotion A 2 6

D Campaign C 1 3

Review and B, D 1 1

E Evaluation

Report

Paths through the network

ABE=5+3+1=9 Months

ACDE=5+1+1+1=8 Months

From March to July, we will be making an advertisement campaign for the brand awareness.

In January, February October and December, the exhibitions and races will be held by the

sponsorship of A-Unit. There is a promotional campaign in August and September and the

review and evaluation of our strategy will be analysed in November. The final report for the

effectiveness of the strategy throughout the whole year will be done by December.

B

12

C

3

References

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contents/structure/strategic-planning/vmosa/main . Last accessed 9.11.2015.

Techtarget.com. (2014). core competency definition. Available:

http://searchcio.techtarget.com/definition/core-competency . Last accessed 9.11.2015.

Mba-lectures.com. (2015). Grand Strategy Matrix. Available: http://mba-

lectures.com/management/strategic-management/1129/grand-strategy-matrix.html . Last

accessed 9.11.2015.

Businesschron.com. (2010). Limited Growth. Available:

http://smallbusiness.chron.com/advantages-disadvantages-limited-growth-strategies-

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http://www.businessdictionary.com/definition/retrenchment.html . Last accessed

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BPP, 2010, Business Strategy, London: BPP Learning Media Ltd.

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QUALIFICATION Edexcel BTEC Level 4 HNC Diploma in

Business

UNIT Unit-8 Business Strategy

BATCH CODE UB-03-2014

ASSESSOR NAME Daw Muu Muu Theint

LEARNER NAME Myo Thura Than

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