Updated SG

Only study guide for
MNG3701
Semesters 1 & 2
Department of Business Management
University of South Africa, Pretoria
© 2022 University of South
Africa All rights reserved
Printed and published by

the University of South
Africa Muckleneuk, Pretoria
MNG3701/1/2023
70680256
InDesign
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CONTENTS
Page
LESSON 1: The evolution of management theories 1
1.1 The evolution of the management thought 2

1.2 Responsible management 6
1.3 Responsible management and strategic management 13
1.4 Conclusion 16
LESSON 2: The role of strategic management in an organisation 16
2.1 Introduction 18
2.2 Strategic management and its components 19
2.3 The universal principles of strategic management 21
2.4 The role of strategic management in realising the desired outcomes
of an organisation 22
2.5 The different levels of strategy in the organisation 23
2.6 The meaning of strategic success 25
2.7 A contemporary strategic management framework 26
2.8 Conclusion 27
LESSON 3: Setting strategic direction 29
3.1 Introduction 30
3.2 The process perspective on strategic management 30
3.3 Criticising the process perspective on strategic management 31
3.4 Explain the role of strategic direction in strategic planning 33
3.5 The last two steps in the strategic planning process 41
3.6 The last two phases in strategic management 42
3.7 Conclusion 42
(iii) MNG3701/1
LESSON 4: Analysing the external environment of the organisation 44
4.1 Introduction 44
4.2 The purpose of environmental analysis in strategic management 45
4.3 Analysing the remote environment 47
4.4 Analysing the market environment of an organisation 56
4.5 Integrated external analysis of an organisation 61
4.6 Conclusion 62
LESSON 5: Analysing the internal environment of the organisation 63
5.1 Introduction 63
5.2 The importance of resources, capabilities and core competencies in
strategic management 64
5.3 How do resources and capabilities become core competencies? 69
5.4 The resource-based view of internal analysis 73
5.5 Identifying the resources, capabilities and core competencies of an
organisation 74
5.6 The contribution of resources, capabilities and core competencies
towards competitive advantage and sustainable competitive advantage77
5.7 Capturing the value generated by resources and capabilities 78
5.8 Conclusion 79
LESSON 6: Developing appropriate business-level strategies 81
6.1 Introduction 81
6.2 Business-level strategic options 85
6.3 Best-cost provider strategy 78
6.4 Focus strategy 86
6.5 Evaluating strategic choices 87
6.6 Conclusion 90
(iv)
Lesson 1
The evolution of management theories
Before we start our study on strategic planning, it is important to understand

where exactly strategic management fits into the organisation. It is also important to
understand the value that strategic management adds to the business
organisation.
Those of you who have studied management before are aware of the different
management tasks or functions and the various roles that they play in the
business organisation. However, some of you have not studied management before
and for you it is important to understand what management is and how it relates to
strategy. The purpose of this lesson is therefore to introduce you to the general
management principles and to explain where strategic management fits into
the management activities of the organisation. We do this by explaining what
management is and how it has evolved through the years. We also pay special
attention to responsible management and how it relates to strategic
management.
Note: There are instances where the words “business”/“business organisation”

and “organisation” are used interchangeably throughout the lessons. However, it is
important to note that we make use of the word “organisation” when referring to a
range of entities including both profit and non-profit entities. While
“business/business organisation” is used when specifically referring to entities that
are profit driven, strategic management principles in general are applicable to a
broader range of entities.
Lesson outcomes
After you have studied this lesson, please make sure that you can do the
following:
 Explain the evolution of the management thought.
 Distinguish between traditional and contemporary management thought.
 Differentiate between responsible competitiveness and irresponsible
competitiveness.
 Discuss the different stakeholders who have an impact on the organisation
with specific reference to their expectations of the organisation.
 Explain the relationship between responsible management and strategic
management.
1 MNG3701/1
1.1 THE EVOLUTION OF THE MANAGEMENT THOUGHT
Read through the chapter orientation of chapter 1 in your prescribed
textbook.
The concept of management is not new, it has been around for many years. It
can be traced back to at least 3000 years before the birth of Christ, a time where
Sumerian priests kept records of business transactions (Pindur, Rogers & Kim,
1995).
Before we delve into the different management theories, let’s start by clarifying
the concept of ‘management’.
What exactly is “management”?

Management is defined as a process of working with and through others to
achieve the organisational objectives in a changing environment.
Management can also be defined as the people who manage the process of
working with and through others to achieve organisational objectives.
Management essentially has four characteristics.

It is a process consisting of four interrelated tasks, namely planning,
organising, leading and control.
It involves working with and through others.
It aims to achieve organisational goals and objectives, balance effectiveness
(“doing the right things”) and efficiency (“doing things right”) and make the
most of limited resources.
It takes place in an ever-changing environment that consists of three sections,
namely the internal environment, the market environment (industry) and the
remote environment (macro-environment).
2
Study the following learning outcomes in chapter 1 of your textbook:
LO1: Present an overview of the traditional theories of management,
(section 1.1).
From when an organisation is established, and as organisations grow, the

management process increases in complexity, prompting the question– what is the
best way to manage an organisation? When we study the evolution of
management theory, this is the one recurring question that management theorists
attempt to answer. This means that, over the years, many different approaches to
management have been devised. Below is a summary of some of these management
approaches.
Summary of the Traditional theories of management.
SCIENTIFIC APPROACH
According to F W Taylor, scientific management is to find the ‘one best way’ to
perform each task. To do that, each manager must follow four principles.
Frank (1868- 1924) and Lillian Gilbreth (1878-1972) are best known for their use of
motion studies to simplify work, but they also made significant contributions to
the employment of disabled workers and industrial psychology. Motion studies
were not only used to simplify work, but also to improve productivity and to
reduce the level of effort required to safely perform a job.
Henry Gantt (1861-1919) best known for the Gantt chart, but he also made
significant contributions to management with respect to pay-for-performance
plans and the training and development of workers. A Gantt chart visually
indicates what tasks must be completed at which times to complete a project.
BUREAUCRATIC MANAGEMENT
Max Weber (1864-1920) was a German sociologist who viewed bureaucracy as the
exercise of control based on knowledge, experience or expertise rather than ruling
by virtue of favouritism or personal or family connections. People in a bureaucracy
would lead by virtue of their knowledge, experience and expertise.
Furthermore, the aim of bureaucracy (according to Weber) is not to protect
authority, but to achieve an organisation’s goals in the most efficient way
possible. Weber identified seven elements that he believed characterise
bureaucracies.
3
ADMINISTRATIVE MANAGEMENT
Henri Fayol (1841-1925) had an interest in those actions that had an impact on
the productivity of businesses. Fayol argued that the success of a business
generally depends much more on the administrative ability of its leaders than
on their technical ability. Furthermore, Fayol stated that managers need to
perform five managerial functions if they are to be successful, namely planning,
organising coordinating, commanding and control.
In addition, this approach also identified 14 principles of management, namely the
division of work, authority and responsibility, discipline, unity of command, unity
of direction, subordination of individual interest to general interest, remuneration,
centralisation, scalar chain, order, equity, stability of tenure of personnel, initiative
and esprit de corps.
THE HUMAN RELATIONS APPROACH TO MANAGEMENT

The human relations approach to management focuses on people, particularly
the psychological and social aspects of work. This approach to management
views people not as extensions of the machinery and equipment that are used in
organisations, but as valuable organisational resources.
Mary Parker Follet and Elton Mayo made important contributions to the human
relations approach to management.
OPERATIONS MANAGEMENT
Operations management is concerned with the transformation or conversion
of inputs into goods and services as efficiently as possible. Operations
management involves the daily production of goods and services. Operations
management uses quantitative, or mathematical approaches to find ways to
increase an organisation’s productivity and profitability and to improve the quality
of its products and services.
QUALITY MANAGEMENT
Quality management can be described as the act of overseeing all activities and
tasks needed to maintain a desired level of excellence. In business, quality
management will include four components namely planning for quality, quality
assurance, quality control and continuous quality improvement. Deming is often
regarded as the father of quality management.
4
THE SYSTEMS APPROACH TO MANAGEMENT
The systems approach to management views the organisation as a system,
comprising of various subsystems, which are simply smaller systems within larger
systems. It is a line of thought that stresses the interactive nature and
interdependence of external and internal factors in an organisation.
THE CONTINGENCY APPROACH TO MANAGEMENT

The contingency approach to management, states that the application of
management principles depends on the specific situation that managers face at a
given point in time in the business. The contingency approach acknowledges that
every business, even every department or unit within the same business, is unique.
Every business exists in a unique environment (micro-, market and macro-
environment) with unique goals and strategies. Managers therefore need to adapt
their management approaches to suit the unique situation of the business. The
contingency approach to management emphasizes that there are no universal
management theory or approach.
In this section we identified and explained the traditional theories of management,

we also examined how the theories evolved over the years. In the next section we
look at how the traditional theories of management evolve to responsible
management.
5
1.2 RESPONSIBLE MANAGEMENT
Study the following learning outcomes in chapter 1 of your

textbook:
LO 2: Explain how the traditional theories of management evolve to
responsible management, (section 1.2).
The world is characterised by different challenges such as global warming, global

health crises, overpopulation, poverty and hunger, severe draught in some
countries and floods in others, corruption, income inequality and so on. The
traditional management approaches have been blamed for many of these
ailments. While recognising the value of management practices and functions,
there is a renewed need for more responsible approaches to management that
considers a wider range of stakeholders, the environment, sustainable business
practices and sound governance. For this module, we emphasise the need for a
responsible approach to management (Botha, 2022).
Responsible management is a type of management that integrates

sustainability, responsibility, and ethics into managerial practices (Laasch &
Conaway, 2015). Responsible management is not new. Discussions of
responsible management date back to the 1920s, long before discussions about
business sustainability, responsibility, and ethics surfaced (Laasch, 2016).
Table 1 below shows when the discussions started and how it evolved over the
years.
YEAR AUTHOR DISCUSSION

1920s Wallace B. Highlighted an idealistic image of
Donham managers’ social role and
responsibility.
1927 Mary Envisioned management as a
Parker- profession with a key role in
Follett society’s welfare through the
efficient provision of needed
goods.
1951,1953 Bowen Descriptions of the responsibility
Abrahams of the businessman, with a
genuine concern for
“management’s responsibilities in
a complex world.
1962 Donham Management was failing to fulfil
6
its societal role and to act
responsibly.
1970 Milton Managers should not engage into
Friedman social responsibility and may
therefore be expected to be
irresponsible.
1971-2010 Carroll, Shifting attention from the
1999; individual to the organisational
Montiel, level -fields of corporate social
2008; responsibility, corporate
Schwartz & citizenship, corporate
Carroll, sustainability, social enterprise,
2008 and business ethics.
Source: (Laash, 2018).
As can be seen in Table 1 above, the responsible management discussions

started by highlighting an idealistic image of managers’ social role and
responsibility. It then evolved by shifting attention from the manager to the
organisation - this is where fields such as of corporate social responsibility,
corporate citizenship, corporate sustainability, social enterprise, and business
ethics emerged. While not denying its significance, these discussions have
distracted from the original concern for the individual manager (Laash,2018).
The responsible management discussion is different from organisation-level

discussions, because it focuses on the individual and processes of
responsible managers and management. By so doing it puts managers front
and center and task them with responsible management practices (Prahalad,
2010).
In this section we established that responsible management is about the

integration of Sustainability, Responsibility and Ethics into the managerial
practices of ‘normal’ managers. The following section explores each of the three
concepts.
7
1.2.1 SUSTAINABILITY
Traditionally, the primary goal/outcome of business organisations was to

realise a profit and thereby satisfying the needs and expectations of its owners (or
shareholders). However, in the modern business world, a much broader perspective
is used to evaluate the performance of a business organisation. Businesses are
expected to perform in three areas, which is referred to as the triple bottom line.
The triple bottom line not only focusses on the expectation of shareholders (profit),
but simultaneously on the expectations of all other stakeholders, namely people
and the planet. Therefore, to be regarded as sustainable, a business organisation
needs to deliver the following outcomes:
• be profitable;
• take responsibility for the physical environment in which it operates
(environmental responsibility) (planet); and
• meet its social responsibilities towards the community in which it operates
(people).
‘sustainable development (SD)’. ‘The human

ability to ensure that the current
Take note of the
development meets the needs of the
definition of SD and
SDGs in the prescribed present without compromising the ability
book. of future generations to meet their own
needs’
8
Activity
Use an organisation of your choice to explain its purpose and desired outcomes.
Do you think this organisation is sustainable? Justify your answer.
Feedback
The purpose of a business organisation is to create value.
The performance of the business is determined by how well It reaches the following
desired outcomes:
• profit for the owner/shareholders
• environmental responsibility (planet)
• social responsibility (people)
1.2.2 RESPONSIBILITY
In the context of responsible management, responsibility focuses on stakeholder

engagement with the aim to optimise stakeholder value. As indicated in the
previous section, the triple bottom line not only focusses on the expectation of
shareholders (profit), but simultaneously on the expectations of all other
stakeholders. Who are the stakeholders of an organisation? In theory, there are
different views of who constitute the stakeholders of an organisation. These are
considered as either ‘narrow’ or ‘broader’ views of stakeholders.
THE ‘NARROW’ VIEW ON THE ‘BROADER’ VIEW ON

STAKEHOLDERs STAKEHOLDERS
Attempts to define relevant groups in Looks beyond the stakeholders within the
terms of their direct relevance to the organisation and includes those that are on
organisation’s core economic interest. This the outside. This view is oriented towards
view considers only stakeholders who are the social responsibility of organisations as
directly linked to the organisation – it it adds other stakeholders, such as the
focuses on where the organisation broader community, local and/or national
conducts its business and includes economy, non-governmental organisations
employees, suppliers, customers and and any other person or group of people
financial institutions. who are affected by an organisation’s
activities.
Source: (Botha,2022).
9
Activity
Find the word “stakeholders” in the key terms at the beginning of Chapter 1 in
your textbook. In your own words, explain what a stakeholder is. Once you
have done that, explain what the following stakeholders expect of the
organisation:
• Customers
• Suppliers
• The community
• Organised labour
Feedback
A stakeholder is any person or group of people that have, or claim to have, an

interest in an organisation and its activities.
• Customers want quality products and excellent service.
• Suppliers want to be paid on time.
• The community expects the business organization to give back to them/invest in

them by supporting community projects and contributing to the community in
the form of sponsorships and financial contributions to worthy causes.
• Organised labour would like the organisation (the employer) to treat employees
with fairness, dignity and respect.
10
1.2.3 ETHICS
What do we mean by ‘ethics’? Is it the same as ‘business ethics’?
Ethics deals with the character of an individual and the moral rules that govern
and limit our conduct. Ethics investigates questions of what is right and what is
wrong, what is duty and what is obligation, and what is moral responsibility.
Ethics refers to the participation in social values, standards, norms and customs,
which ultimately guide human behaviour (Botha, 2022).
As indicated in previous sections, with the traditional view of management, the

defining purpose of a business is maximising owner value over the long term
(Sternberg 2000: 32). This view generates tension for ethics because the focus of
ethics is people, their rights and their welfare (Cragg, 1997). Furthermore, this view
that focuses on owner wealth contradicts African cultures (Adeleye, Muthuri, &
Amaeshi, 2020). For example, the philosophical thought system known as Ubuntu
which is part of the African culture, is defined as ‘a pervasive spirit of caring and
community, harmony and hospitality, respect and responsiveness -that bind
individuals and groups display for one another’ (Mangaliso, 2001: 24). Ubuntu has a
strong humanistic orientation, this is in sharp contrast of the traditional view of
maximising shareholder wealth (Adeleye, et al. 2020).
Business ethics is the study of what constitutes right and wrong, or good and bad
human conduct in a business context. The concept of ‘Business Ethics’ is considered
by some as an oxymoron. Some believe that business and ethics do not go hand in
hand. However, this notion creates false dilemmas on business practices -the illusion
that a business can either be morally good or profitable, or that doing good and
doing well, are often incompatible (Freeman, 1994).
Integrating and applying ethical standards to business and management practices
seem to be a challenge, because economic goals seem to be more important than
other considerations. But this is a misperception, ethical issues are as much an
integral part of economics and commerce as accounting, finance, marketing, and
management (Werhane & Freeman, 1999).
11
Activity
Conduct research and write a 1-page essay where you explain why
‘business ethics’ is not an oxymoron.
Feedback
An essay consists of an introduction body and conclusion.
An essay must start with an introduction. The aim of the introduction is to introduce
key concepts and issues that will be dealt with in the essay, in this case ‘business
ethics’.
The introduction is followed by the body, consisting of different paragraphs.
Important aspects to remember:
You needed to use PARAGRAPHS and SUBPARAGRAPHS to structure your
essay.
o These paragraphs must have meaningful headings and subheadings
that are numbered.
o Avoid using bullet points when writing essays.
o You can have headings such as business ethics, how it differs from
ethics, what is meant by oxymoron, why business ethics is not an
oxymoron.
The body is followed by the conclusion. In a conclusion you sum up your essay,
without introducing new ideas. The goal is to reiterate and summarise the essay’s
body and leave readers with a final impression. Remember to keep it simple and
short.
In this section we explored the three concepts of Sustainability, Responsibility and

Ethics. The following section examines the relationship between responsible
management and strategic management.
12
1.3 RESPONSIBLE MANAGEMENT AND STRATEGIC
MANAGEMENT
Study the following learning outcome in chapter 1 of your textbook:

LO 3: Debate the drivers of responsible management, (section 1.3).
LO 4: Explain the relationship between strategy and responsible
management, (section 1.4).
Before we examine the relationship between responsible management and strategic

management, we start by understanding what strategic management all is about.
Strategic management is the process whereby organisational strategies are crafted
and implemented with the aim of achieving sustained competitive advantage (Botha,
2022).
The overall goal of strategic management is to achieve a sustained competitive
advantage. An organisation has a sustainable competitive advantage if it has the
ability (or potential) to perform better than its rivals over the long term. A
responsible organisation aims to achieve a sustained competitive advantage while
creating value for society and the environment by integrating responsible business
factors and principles in the strategic management process. We differentiate
between responsible competitiveness and irresponsible competitiveness as follows:
RESPONSIBLE COMPETITIVENESS IRRESPONSIBLE COMPETITIVENESS
Defined as the achievement of Irresponsible competitiveness occurs

competitive advantage for an when an organisation is competitive at
organisation through the strategic the cost of society and the environment.
management process, while also creating
above average responsible business
performance.
Source: (Botha, 2022).
13
Activity
Conduct research on The Foschini Group (TFG) and read its latest annual report.
Explain how responsible sourcing and globalisation drives the organisation
towards responsible competitiveness.
Feedback
Start by providing the theory under each driver then apply to TFG as requested
above.
o Responsible sourcing can be defined as a function whereby participating actors

(the business and its suppliers) are equally accountable for the ethicality and
sustainability during the supplying, purchasing, manufacturing and retailing of
goods and services. —For TFG…..(add your application)
o Globalisation involves operating beyond borders, it gives organisations

opportunities to keep costs low, for example, by operating in countries where
labour costs are significantly lower. These actions, although cost effective and
profit inducing, could have a downside – globalisation may also come at the
cost of social and/or environmental and ethical considerations – TFG deals with
this by…. (add your application)
Now that we have established the aim of strategic management, we proceed to

examine the relationship between responsible management and strategic
management. The relationship between responsible management and strategy can
be understood from two perspectives, namely a broad and a narrow perspective,
distinguished below.
BROAD PERSPECTIVE NARROW PERSPECTIVE
Refers to any advantage that a business Refers to the field of strategic

could potentially reap from activities management and how responsible
related to society and the natural business can support the strategic
environment. Such advantages can be management process and serve to create
achieved in ways that are unrelated to responsible competitiveness. In other
the field of strategic management. words, the integration of responsible
management principles and factors
into the strategic management process
to create responsible competitiveness.
Source: (Botha, 2022).
14
The narrow perspective refers to the integration of responsible management
principles and factors into the strategic management process. So far, we have
established what responsible management is all about. In Chapter 3 of the textbook,
you will learn more about the strategic management process. There are different
perspectives to strategic management. For example, according to the traditional
perspective, strategic management consists of three stages, namely, strategic
planning, strategy implementation and strategy review and control. This perspective
supports a linear approach as depicted below:
Figure 1: Strategic Management process
As depicted in figure 1 above, strategic management starts with strategic planning

(which is the focus of this module). Each of these phases can be broken down further.
For example, figure 2 below indicates that the strategic planning phase starts with
the setting of the strategic direction (Lesson 3). This is where the strategic direction is
established and most often expressed as a vision and mission statement. It is then
followed by an environmental analysis of both the internal and the external
environment (Lesson 4 & 5). The strategic planning phase then concludes by
identifying and selecting the appropriate strategy or strategies (Lesson 6). With the
narrow perspective, responsible management principles are integrated in each
of the stages of the strategic management process.
Figure 2: Strategic planning phase
15
Activity
1. Conduct research on the Mr Price group and evaluate its commitment
towards the SDGs.
2. Would you regard the Mr Price group as a responsible business? Substantiate
your answer.
Feedback
There are 17 SDG goals. Use this link to learn more about each one of them,
https://www.unglobalcompact.org/sdgs/17-global-goals
Your evaluation should indicate how the group is performing on each goal.
Based on the evaluation performed, comment on whether the Mr group is a

responsible organisation or not.
1.4 CONCLUSION
In this lesson we established that the concept of management is not new, it has been
around for many years. The evolution of management thought highlighted that there
are various traditional approaches to management. We also established that the
traditional management approaches have been blamed for many issues such as global
warming, global health crises, overpopulation, poverty and hunger, severe draught in
some countries and floods in others, corruption, income inequality and many more.
Thus, creating the need for a responsible approach to management We paid special
attention to responsible management and its principles and how these relate to
strategic management.
16
BIBLIOGRAPHY
1. Adeleye, I. Luiz, J. Muthuri, J. Amaeshi, K. 2020. Business Ethics in Africa: The Role of
Institutional Context, Social Relevance, and Development Challenges. Journal of
Business Ethics. 161,717–729
2. Botha, T. 2022. ‘The evolution of management theories’. In: Venter P. (ed). Practising
Strategy: A Southern African context. Cape Town: Juta
3. Freeman, R. E. 1994. The politics of stakeholder theory: Some future directions.

Business Ethics Quarterly, 4, 409–422.
4. Gragg, W. 1997. Teaching Business Ethics: The Role of Ethics in Business and in
Business Education. Journal of Business Ethics. (16)231–245.
5. Laasch, O., & Conaway, R. 2015. Principles of responsible management: Glocal

sustainability, responsibility, ethics. Mason: Cengage.
6. Laasch, O. 2016. Business model change through embedding corporate

responsibility-sustainability? Logics, devices, actor networks. University of
Manchester, Manchester.
7. Laasch, O. 2018. Just old wine in new bottles? Conceptual shifts in the emerging
field of responsible management. CRME Working Papers, (4)1.
8. Lutz, D. 2009. African Ubuntu philosophy and global management. Journal of

Business Ethics. 84(3), 313–328.
9. Mangaliso, M.P. 2001. ‘Building competitive advantage from ubuntu: management

lessons from South Africa’. Academy of Management Executive 15(3): 23–32.
10. Pindur, W., Rogers, S.E., & Kim, P.S. 1995. The history of management: a global
perspective. Journal of Management History, (1) 1, 59-77.
11. Prahalad, C.K. 2010. The responsible manager. Harvard Business Review, 88(1/2): 36.
12. Sternberg, E. 2000. Just business: Business ethics in action (2nd ed.). Oxford: Oxford
University Press.
13. Werhane, P.H & Freeman, R.E. 1999. Business ethics: the state of the art.
international Journal of Management Reviews.
17 MNG3701/1
Lesson 2
The role of strategic management in an
organisation
The purpose of this lesson is to find out what exactly strategic management is and
how it is practised in an organisation. We will look at the components of strategic
management, the universal principles of strategic management and the role of
strategic management in realising the outcomes of an organisation. The different
levels of strategy in the organisation will also be explored, with specific reference
to the decision-makers at each level. We will also look at the meaning of strategic
success, with specific reference to the characteristics of a successful strategy. The
chapter concludes with a contemporary strategic management framework that will
be used throughout the textbook to guide you through the strategic management
process.
2.1 INTRODUCTION
In lesson 1 you learnt that the purpose of a business organisation is to create
value for its stakeholders and that it has to perform in three areas to be
considered as successful. According to the triple bottom line, they have to be
profitable, environmentally responsible and socially responsible. There are mainly
three levels of management, namely top management, middle management and
lower-level management who have to ensure that the business organisation meets
these outcomes. Top management formulate goals and strategies (strategic
planning) and have to ensure that these are implemented. Middle management, or
functional managers, are responsible for implementing the goals and strategies
that top management has formulated. Lower-level managers manage the day- to-
day activities to ensure that the business runs effectively (doing the right things)
and efficiently (doing things right).
Lesson outcomes
following:
 Explain what strategic management is, with specific reference to the
components of the strategic management process.
 Explain the role of strategic management in realising the desired outcomes
of an organisation.
 Distinguish between the different levels of strategy in an organisation.
 Explain the meaning of strategic success.
18
2.2 STRATEGIC MANAGEMENT AND ITS COMPONENTS
Highlight the following key terms in the beginning of chapter 2

in your prescribed textbook:
 Strategic
 Strategic
 Strategic
 Strategy
 Strategic
The purpose of strategic management is to achieve a competitive advantage for

the business that will add value to its stakeholders. A competitive advantage may be
achieved in many different ways and top management can use various strategies
(methods) to create such a competitive advantage. The textbook defines strategic
management a s “the process for planning, implementing and controlling
the strategy of the organisation”. It therefore consists of three components,
namely strategic planning, strategic implementation and strategic control. Figure
2.1 illustrates these components in a very simplistic way. The focus of MNG3701 is
on the first component of strategic management, namely strategic planning.
19 MNG3701/
Figure 2.1: The characteristics of management
2.3 THE UNIVERSAL PRINCIPLES OF STRATEGIC MANAGEMENT

LO 2: Identify and explain the universal principles of strategic
management, (section 2.2, 2.2.1– 2.2.7).
To put the strategic management process into perspective, we are going to take a
brief look at some universal principles of strategic management. In your textbook
these principles are illustrated by the very relevant case study of Discovery Bank,
which will provide you with valuable insight into this topic. The universal principles
of strategic management (Venter, 2022) are as follows:
1. Strategy is ultimately about change, as it moves the organisation from

where it is, to where it would like to be.
2. Strategy takes a long-term view as it focuses on the long-term sustainability
of a business.
3. Strategy is complex, as the organisation operates in an environment that is
constantly changing and is often very unpredictable. As a result of this, strategic
managers have to deal with high levels of uncertainty and risk.
4. Strategy has an internal and external focus. Because strategy involves
moving the whole organisation in a specific direction, it is crucial that
managers understand not only what is happening inside (resources and
capabilities), but also what is happening outside the business (opportunities
and threats). These factors will have an influence on the choice of strategy and
the way in which it will be implemented.
5. Strategy is both deliberate and emergent. Those specific strategies that an
organisation pursues – like low-cost leadership or differentiation – are
deliberately chosen. However, strategies are developed, implemented and
influenced by individuals, which means that strategies sometimes “emerge”
that were not initially planned. It is therefore important when we are involved
in developing and/or implementing a strategy, that we understand who the
strategists are, how and why they make decisions and what motivates them.
According to this perspective, not only top managers are strategists, but also
any other individual who has an influence on how the resources are allocated.
6. Strategy involves various thought processes. Some thought processes are
rational and cognitive, for instance when strategic workshops are conducted
to formulate strategies. Strategists also have to think analytically so that they
can determine how the external as well as the internal environments have an
impact on the strategic options. In order to formulate strategies, managers
21
have to think creatively to determine possible strategic options. Lastly,
strategic decisions are often influenced by political processes. Strategists will
not necessarily agree on the best course of action to achieve strategic goals
and may use their sphere of power and influence or persuasive (or dissuasive)
language to sway others towards their preference. Strategists are ultimately,
like all human beings, social and political beings. They are influenced by their
background (e.g., education, culture and religion) and personality in their quest
for status and power. It is, therefore, almost impossible to expect strategic
decisions to be entirely objective and rational.
7. Strategy happens at different levels. We will explore this further in section 6
of this lesson.
2.4 THE ROLE OF STRATEGIC MANAGEMENT IN REALISING

THE DESIRED OUTCOMES OF AN ORGANISATION

LO 3: Define strategy and explain its importance to the organization,
(section 2.3, 2.3.1–2.3.4).
Paragraph 2.3.1 of your textbook very clearly explains that strategy is about
gaining a competitive advantage and about long-term survival. It is not just
doing “business as usual”, but it is about deliberately steering the organisation
into the direction of its strategic goals. This process takes place over a long
period of time and requires a large commitment of resources. In this context,
strategy is defined as the direction provided by the actions and decisions of
strategists in pursuit of organisational goals. Although strategic management
reaches across all business functions and across all managerial levels, achieving the
strategic goals ultimately remains the responsibility of top management.
According to Venter (2022) the role of strategic management is to:

 steer the organisation into a coherent future direction.
 provide a framework to guide the decision-making processes in the business
as all decisions have to be aligned with the strategy.
 combine the inputs of various stakeholders and to communicate the outcome
back to ensure that everyone follows the same strategy.
 inspire, unite and motivate the staff in organisation.
22
The purpose of strategic management is to ensure that the organisation applies
the following four key elements (Venter, 2022):
 A clear and consistent strategic direction outlining what the organisation

wants to achieve
 A profound understanding of the external environment to align the
organisation with the opportunities and threats
 Strategic role players must have an objective knowledge of the resources
and capabilities of the organisation and also understand their value in
building a competitive advantage.
 The structure, systems, culture, functions and operations of the
organisation must be aligned to ensure that strategic plans, programmes,
projects and so forth are implemented effectively.
According to Venter (2022) strategic management is ultimately about

consistently aligning the organisation with its internal and external
environments. The challenge is to ensure that the organisation makes the best
possible use of its resources and capabilities (strengths) to benefit from the
opportunities and to avoid or steer around the threats in its external
environment. Changes in the external environment will therefore very often
require strategies to be changed accordingly.
2.5 THE DIFFERENT LEVELS OF STRATEGY IN THE

ORGANISATION
Page back to principle 7 in section 2.2.7 of your prescribed book and read
through it again.
Strategising (taking strategic decisions) takes place at different levels of the

organisation. In order to explain the levels at which strategic decisions are taken, we
distinguish between corporations and single businesses. A corporation is an entity
that consists of various businesses. For example, Spur Corporation has several
business outlets like Spur Steak Ranches, Panarottis Pizza and Pasta, John Dory’s,
Hussar Grill, RocoMamas and Casa Bella. Edcon is a corporation with businesses
like Edgars, CNA and Boardmans.
At corporate level, the board of directors have to take strategic decisions that
encompass the whole group of businesses. In this context, Edcon might decide to
buy an additional business like, for instance, PNA. This kind of strategic decision
entails the acquisition of an additional business. As most corporations are listed on
the stock market, their primary goal is to create value for their shareholders.
23
At business level, the strategic decisions taken by top management are about how to
build and sustain a competitive advantage for the particular business in the specific
industry or market that they operate in, for instance the restaurant industry, the
clothing industry or the cell phone market (which is part of the
telecommunications industry). The strategies developed at this level are called
business-level strategies and include strategies like low-cost leadership and
differentiation. We are going to explore these strategies in lesson 6.
Strategic decisions are also taken at functional level, for instance when Cell C
decides to launch a new cell phone package, the marketing manager has to
develop a marketing strategy outlining how this new service will be launched to
the market. Operations managers will take decisions at operational (shop floor)
level. The shift manager will, for instance, make a decision with regard to the
amount of overtime that is required to reach the production objectives for a
specific period. Table 4.1 below compares different decision-making entities
(corporations, single businesses, functional areas and operational departments) with
one another with regard to the level of strategy and the individuals who make
strategic decisions.
Table 2.1 The different levels of strategy in the business organisation
DECISION- Corporation Single business Functional area Operational

MAKING (marketing, finance, departments
ENTITIES procurement,
production, public
relations etc.)
LEVEL OF Corporate- Business- Functional or Operational-level

STRATEGY level level tactical level strategy
strategy strategy strategy
DECISION- Board of Chief executive Functional managers First-line

MAKERS directors officer / / Staff in functional managers /
Directors areas Front-line
managers /
Supervisors /
Operational
managers
24
2.6 THE MEANING OF STRATEGIC SUCCESS

LO 5: Explain how the success of a strategy can be measured, (section
2.5).
According to Grant (2016) a successful strategy has certain characteristics. He

refers to the success of Lady Gaga in the music industry. In March 2017 her net
worth was estimated as $ 275 million (Woods, 2017). Grant contributes her success
to “the presence of a soundly formulated and effectively implemented strategy”.
The four characteristics that he identifies are:
 The goals of the organisation are consistent and long-term. Lady Gaga
displays a focused commitment to career goals that she is pursuing steadfastly.
On the following link, https://www.slideshare.net/AntonellaAmoruso1/lady-
gagas-social-media-strategy you can view her social media strategy for 2017.
 The organisation has a profound understanding of the competitive
environment.
Lady Gaga’s strategy displays an awareness of the changing economics of the
music business; the marketing potential of social media. In 2016 she had 18.7
million Instagram followers and on average 40% of these followers engaged
with her by liking or commenting on her posts.
 There is an objective appraisal of resources. Lady Gaga deploys her
resources effectively. She is also aware of the limits of her resources. In this
case she draws upon the variety of talents in her Haus of Gaga (her personal
creative team).
 Effective implementation. The size of Lady Gaga’s following is testimony to
her effectiveness in implementing her strategy.
25
Activity
Access Lady Gaga’s 2017 social media strategy on the following link:
https://www.slideshare.net/AntonellaAmoruso1/lady-gagas-social-media-
strategy
Note the following with regard to this strategy:

(1) The information in the social media audit – very detailed (pages 4 and 5)
(2) The information about her followers – very detailed (page 6)
(3) The comparison of Lady Gaga with her biggest three competitors in terms of
their social media presence (page 8)
(4) The social media policy on page 16 and the critical response plan on pages 17
and 18
(5) Pages 19 to 22 that outlines how results will be measured and reported
Points 1 to 3 above illustrate the fact that Lady Gaga has a sound strategy that is
based on detailed information about her followers and her competitors. The
policy, critical response plan and control measures 4 and 5) point to the steps that
they take to ensure successful implementation of this strategy.
2.7 A CONTEMPORARY STRATEGIC MANAGEMENT

FRAMEWORK
Read through the following learning outcome in chapter 2 of your
textbook:
LO 6: Discuss a contemporary strategic management framework,
(section 2.6)
i i f k i
In Figure 2.4 of your textbook, you will find an integrated framework of strategic
management that will be used throughout the textbook to guide you through
the strategic management process. Read through section 2.6 in your textbook
and ensure that you understand the different components of this model. The
section of the model that is relevant for this module is strategy formation
(section 2.6.1). You will see that strategy formation has three elements, namely
process, context and content. Certain general processes are used to develop a
strategy. We will discuss these processes in lesson 3 (chapter 3 of your prescribed
book).
Strategy always takes place within a certain context. This means that the
strategic decisions have to be made in an internal and external environment,
influenced by various factors. Your prescribed book provides the example of an
organisation in Botswana which is influenced by international, continental,
26
national, industry and internal issues. The context of strategy formation will be
discussed in lessons 4 and 5 (chapters 5 and 6 of your prescribed book). The last
element refers to the content of the strategy that is developed, in other words,
what it exactly entails. There are different business-level strategies and each of them
have specific characteristics. These business level strategies are discussed in lesson
6 (chapter 7 of your prescribed book).
2.8 CONCLUSION
The role of strategic management is to steer the organisation in a desired
direction and to provide a framework within which decisions can be made. A clear
strategy will assist management at all levels to make decisions that support one
another and ultimately ensure that the goals and objectives of the organisation
are achieved.
A business is successful when it is profitable, adds value to its stakeholders and

meets its social and environmental responsibilities. Strategies are successful when
the strategic goals are consistent and long-term orientated, and when the
organisation has a profound understanding of its business environment, appraises
resources objectively and implements strategies effectively.
27
BIBLIOGRAPHY
Amoruso, N. 2016. Lady Gaga Social Media Strategy. [Online] Available from
https://www. slideshare.net/AntonellaAmoruso1/lady-gagas-social-media-
strategy. [Accessed 23 May 2018].
Grant, Robert M. 2016. Contemporary Strategy Analysis Text and Cases. 9th ed.
Cornwall: Wiley.
Venter, P. 2022. “Introducing the practice of strategy”. In: Venter P. (ed). Practising
Strategy: A Southern African context. Cape Town: Juta.
Woods, L. 2017. Lady Gaga’s net worth on her 31st birthday. [Online] Available from
https:// www.aol.com/article/finance/2017/03/27/lady-gagas-net-worth-on-
her-31st-birthday/22013944/#. [Accessed 21 May 2018].
28
Lesson 3
Setting strategic direction
There is a saying that “if you don’t know where you’re going, any road will get you
there”. This is also true for organisations. It is very important that organisations
know exactly where they would like to go and to strategically plan the path to get
there. The purpose of this lesson is to explain the process involved in setting the
direction of the organisation.
Before we focus on strategic direction setting, we will first attend to the process
perspective on strategic management and the three steps in this process.
Thereafter the focus will be on strategic planning and specifically, strategic
direction setting.
Lesson outcomes
After you have studied this lesson, please make sure that you can do the following:
 Discuss the process perspective on strategic management.
 Critically compare the process perspective on strategic management with the
strategy- as-practice perspective.
 Explain the role of strategic direction in strategic management.
 Identify and explain the components of strategic direction setting.
 Distinguish between a vision statement and a mission statement.
 Discuss the characteristics of a well-formulated vision statement.
 Discuss the components of a well-formulated mission statement.
 Appraise the vision statement to determine whether it meets the
characteristics of a well-formulated vision.
 Evaluate the mission statement to determine whether it meets the
requirements of a well-formulated mission statement.
 Explain the characteristics of well-formulated strategic goals.
 Appraise strategic goals to determine whether they demonstrate the
characteristics of well-formulated strategic goals.
29
3.1 INTRODUCTION
Read the opening case and the chapter orientation of chapter 3 in your
prescribed textbook.
From the Capitec case study it is very clear that Capitec knew from the start exactly
where they were going. According to their CEO the focus of the bank was, is, and
will remain, “to deliver simplified banking that is affordable and easy to access
through personal service”. The case study points out that the foundation of
Capitec’s success is its commitment to its strategy, which is crafted for the
medium and longer term.
3.2 THE PROCESS PERSPECTIVE ON STRATEGIC MANAGEMENT
Study the following learning outcome in chapter 3 of your prescribed

book:
LO 1: Explain the process perspective on strategic management,
(section 3.1).
The traditional view of strategic management regards it as a process with distinct

stages or phases. In reality, strategic management takes place in a complex and
dynamic environment that is constantly changing. This reality requires
organisations to continuously analyse their environment, assess their strategic
position and adapt their strategic actions in order to keep in touch with what is
happening in their environment. Strategic management therefore entails
continuous maneuvering to ensure that the organisation moves in its desired
direction despite changes in its environment. The prescribed book views strategic
management from a practice perspective, focusing on the “doing” part of
strategic management, in other words, the strategic maneuvering referred to
above.
Chapter 3 of the prescribed book focuses on the process (traditional) perspective,

as this perspective is helpful in explaining the steps that strategists have to follow
to manage strategically. Figure 3.1 in the prescribed book depicts the phases of the
process perspective of strategic management, namely strategic planning, strategy
implementation and strategic control (Davis, 2022).
30
Read paragraphs 3.1.1 – 3.1.3 of your prescribed book in conjunction with
figure 3.1 in the prescribed book and make sure that you can explain the
three phases of strategic management.
Activity
Identify and briefly explain the three phases in the process perspective on
strategic management.
3.3 CRITICISING THE PROCESS PERSPECTIVE ON STRATEGIC

MANAGEMENT

LO2, paragraph 3.2: Criticise the process perspective on strategic
management.
As mentioned, the biggest critique of the process perspective on strategic

management is that it does not consider the complexity of the environment
sufficiently. This approach also assumes that top management and senior
managers formulate strategies, while the other managers (middle managers and
first-line managers/supervisors) are responsible for the implementation of these
strategies. In reality, strategy is formulated through a process of conversation and
input from all levels in the organisation and inputs from various stakeholders. It is
therefore not a linear process, but rather a dynamic and complex process that is
influenced by many different factors. As a result, strategy is something that the
people in the organisation do constantly do.
31
Activity
Based on the theory you have covered in LO2 of your prescribed book, critically
compare the process perspective on strategic management with the strategy-as-
practice perspective. You can present your answer in paragraph format or on a
table. Your answer should point out at least four differences between the two
perspectives.
SUGGESTED ANSWER:
PROCESS PERSPECTIVE STRATEGY-AS-PRACTICE

(TRADITIONAL VIEW) PERSPECTIVE
It does not consider the complexity It considers the complexity of

of the environment. the environment and
continuously adapts to what
happens in this environment.
It views strategy as a linear process It is a continuous process of
with consecutive phases. conversation and input from
stakeholders at all levels of the
organisation.
It assumes that only top Managers at all levels of the
management and senior organisation is involved in
management formulate strategies the formulation of strategy as
and other managers are the inputs of all stakeholders
responsible for the implementation are considered.
of the strategies.
Strategy is something that the Strategy is something that the
organisation has. people in the organisation do.
32
3.4 EXPLAIN THE ROLE OF STRATEGIC DIRECTION IN STRATE-
GIC PLANNING
LO4: Explain strategic planning, recognise the strategic direction and

environmental analysis in organisations and integrate the principles
of responsible management in strategic planning, (section 3.4, 3.4.1–
3.4.2).
As stated before, this module focuses only on strategic planning, which

consists of three steps, namely:
 Setting the direction of the organisation

 Analysing the internal and external environment of the organisation
 Selecting appropriate competitive strategies for the organisation
In this lesson we are concerned with the first step, namely deciding on the future
direction of the organisation. Setting the future direction is extremely important
as it represents the starting point for a carefully planned and implemented
strategy. It provides focus and ensures that all the actions of the organisation are
directed at the same goals and therefore moving in the same direction.
Table 3.1 (Davis, 2022) in your prescribed book provides six advantages of having a
clear strategic direction. Write down these advantages in your own words in the
box below:
The advantages of having a clear strategic direction:
1.
2.
3.
4.
5.
6.
33
3.4.1 The components of strategic direction
The process of strategic direction setting involves strategic thinking to determine
the direction in which the organisation would like to move forward – in other
words, the organisation has to determine where it currently is and where it would
like to be at some future point in time (usually five to ten years). As illustrated
below, there is a gap between the current situation of the organisation and the
place where it would like to be at a specific time in the future. The next step
would therefore be to determine the goals and objectives that the organisation
has to pursue in order to get to where they want to be. The value of having
strategic direction is that the goals and objectives that are formulated will all
focus on where the organisation would like to go, namely, in the same direction
(as depicted in figure 3.2 of the prescribed book).
Figure 3.1: The strategic direction-setting process

Two statements define the strategic direction of the organisation. The mission
statement describes the purpose of the organisation, and it should be in support
of the vision. The vision statement tells you where you want to be sometime in the
future. Not all organisations have vision statements. Some have only mission
statements. What is most important is the fact that the organisation must have a
clear vision of where they are going/what they are working towards.
34
3.4.1.1 The vision statement
The vision statement expresses a desired future position, and it is often referred to
as the dream of the organisation. The vision must be a powerful, ambitious,
imaginable and specific statement that has the ability to inspire the whole
organisation (Davis, 2022). Look at the examples that the prescribed book provides
of Katlego Global Logistics and Grinrod Limited.
There is no specific format for a vision statement. However, according to Davis
(2022), the vision statement should present a clear picture of where the
organisation would like to be in the future. It should also be easy to understand,
explain and communicate. Lastly, it should be flexible enough to allow the
organisation to adapt to changes in the environment.
Let us look at the vision statement of Standard Bank to establish whether it meets
the requirements above. According to their website, their vision is as follows (Anon,
2015): “Our vision is to be the leading financial services organization in, for and
across Africa, delivering exceptional client experiences and superior value.”
This vision statement is future oriented, powerful and ambitious, as they strive to
be the leading financial services organisation in, for and across Africa, not only in
South Africa. It is also specific and motivational in the sense that it points out that
delivering exceptional client experiences and superior value are key to fulfilling
their vision.
Activity
Critically evaluate the vision of Edcon below to determine whether it meets the
requirements of a good vision statement (Anon, 2018).
“Our vision is to ensure that Edcon’s stores remain ‘The Places to Go’ in our chosen
markets and to entrench our position as Southern Africa’s largest non-food retailer.”
After you have done that, make suggestions as to how the vision statement of Edcon
could be improved. Based on these suggestions, develop your own vision statement
for Edcon.
Use a table with the following column headings to structure your answer:
characteristics, yes/no, reason(s) for your answer.
35
EAVALUATION TABLE
SUGGESTED ANSWER
CHARACTERISTIC Yes/ REASON(S) FOR YOUR ANSWER
No
Is it future oriented? No It is not really future oriented, because it
states that they would like to REMAIN “The
Places to Go”. This statement does not
indicate that Edcon would like to expand its
market, but that it would be happy to
remain where they are.
Is it powerful? Yes To a certain extent as it refers to Edcon as

“Africa’s largest non-food retailer”.
Is it ambitious? No No, since it signifies that Edcon is quite happy
to stay where they are with regard to their
market position.
Is it imaginable? Yes They are already Southern Africa’s largest
non-food retailer.
Is it motivational? No They are already where they want to be. All
they want to do is to remain there and to
entrench their position. It does not tell us
what they want to become (their dream).
Does it guide decision- Yes It tells you where Edcon would like to be in
making? the future.
Is it flexible enough to Yes It refers to “our chosen markets”, which
allow the organisation to means that they have the flexibility to
respond to changes in the change the markets that they focus on.
environment?
Is it easy to Yes It uses simple, specific language.
communicate, explain
and understand?
SUGGESTIONS TO IMPROVE THE VISION STATEMENT OF EDCON
Make it more future oriented, ambitious, specific and motivational.
MY SUGGESTED VISION STATEMENT FOR EDCON
Our vision is to ensure that Edcon’s stores are “The Places to Go” for the middle-income market and
to become Africa’s largest non-food retailer.
36
3.4.2 The mission statement
A mission statement provides an explanation of what the organisation does and
why it exists. It is often referred to as a purpose statement. A well-formulated
mission statement should provide at least the following information:
 The product and/or service that the organisation offers

 The target market(s) that the organisation serves
 The method (technology) used to deliver this product or service to the market
 Commitment to stakeholders (customers, business partners and employees):
The prescribed book (Davis, 2022) cites the example of City Lodge Hotels that
states: “We will be recognised as the preferred Southern African hotel group.
Through dedicated leadership, teamwork and kindness we will demonstrate our
consistent commitment to delivering caring service with style and grace. We will
constantly enhance our Guest experience through our passionate people,
ongoing innovation and leading edge technology. Our integrity, values and
ongoing investment in our people and hotels will provide exceptional returns to
stakeholders and ensure continued, sustainable growth. Through acts of
kindness we will make a positive difference to our guests, our colleagues, our
communities and our environment.”
 The organisation’s orientation towards survival and growth: This is often
expressed through stating their commitment toward economic objectives.
Note the example of ADvTECH in the prescribed book (Davis, 2022): “We aim to
BUILD and grow a high- quality organisation in education, training and placement
that is widely recognised for passionate commitment and success in enriching
people’s lives and future. We aim to GROW a reputation for our ability to make a
real difference to the people we serve, for our connectedness and partnerships
with African and global markets and players, for the relevance, quality and
usefulness of our offerings, and for the enterprising and agile way in which we
tackle our task. We will ACHIEVE this by focusing on our customers and taking a
lead from our markets, by our innovative approach, especially in harnessing the
power of technology, and by striving for excellence and sustainability in all we do.”
 The organisational philosophy: This provides an indication of how the
organisation plans to do business and it is often linked to ethical standards.
Refer the example of Premier Hotel and Resorts that is provided in your
prescribed book (Davis, 2022): “We are a professional, passionate, caring and
empowering company that encourages innovation and engagement. We are a
learning organisation committed to the retention and development of our people
as an essential part of building strong, respectful and enduring guest
relationships. Our staff are motivated, friendly and obsessive about enhancing the
guest experience through meeting and exceeding expectations for quality service.”
 Organisational values: Principles that set the standard of how the organisation
wants to do business. The values of an organisation are so important that many
organisations actually have separate value statements.
37
In the activity below you will be required to evaluate the mission statement of
Shoprite Holdings Ltd to determine whether it meets the requirements of a good
mission statement.
Activity
Shoprite Holdings – Our mission is to deliver low prices in a world-class shopping

environment to customers across the African continent. We bring choice, quality
products and job creation to communities in all the countries we serve.
Available from: https://www.shopriteholdings.co.za/group/our-mission.html.

Accessed: 30 August 2018
Evaluate this mission statement to determine whether it meets the requirements

of a well-formulated mission statement. Afterwards, make recommendations as to
what additional information Shoprite could include in their mission statement.
Feedback
See suggested answer below:
DOES THE MISSION Yes/N EXCERPT FROM THE

STATEMENT OF SHOPRITE o MISSION STATEMENT
HOLDINGS LTD TELL YOU
ABOUT THE FOLLOWING?
The product and/or service Yes “low prices in a world-class
shopping environment”;
“choice, quality products”;
The market Yes “customers across the African
continent”
The method (technology) used No
to deliver this product or
service to the market
The Shoprite mission is very comprehensive and addresses all the important
issues, except for the technology it uses to get the products to their
customers.
Activity
Conduct an internet search on Toyota’s global vision, and the mission and value
statement of Toyota South Africa.
https://www.toyota-
global.com/company/vision_philosophy/toyota_global_vision_2020. html
http://www.toyota.co.za/corporate/about
38
http://www.toyota.co.za/corporate/the-toyota-way
Whilst the global vision and core values are excellent, the mission statement of
Toyota SA could be more comprehensive. Can you identify three additional
things that Toyota SA could incorporate into their mission statement?
3.4.3 Strategic goals

As illustrated in figure 1, once the strategic direction has been set, strategic goals
and objectives must be formulated to indicate what the organisation has to do
to move from where it is to where it would like to be. It is important to ensure
that the organisation stays on track as far as the achievement of goals and
objectives are concerned. Progress must be monitored and if deviations occur,
they have to be corrected. It is therefore very important that strategic goals and
objectives are measurable in terms of money, units, figures and percentages.
In order to measure goals, they should also be specific, so that everyone knows
exactly what has to be done. Goals should also be attainable and realistic to
ensure that those who have to achieve them believe that they can obtain them
and are therefore motivated to work towards them. Finally, a well-formulated goal
is linked to a specific time period to provide individuals with deadlines they have
to work towards.
The SMART principles can be used to formulate good strategic goals. It says that
strategic goals should be:
S – specific
M – measurable
A – achievable
R – realistic
T – linked to time
39
Table 3.2 in the prescribed book illustrates the difference between well-formulated
and poorly formulated strategic goals.
According to Davis (2022), over and above meeting the SMART principles, strategic
goals should also:
 be congruent with the components of the mission statement

 be congruent with the overall strategic direction of the organisation
 focus on the key performance areas of the organisation (the next section will
focus on the use of the Balanced Scorecard to identify these areas)
 be acceptable – people tend to pursue goals that are consistent with their
preferences and perceptions.
 be flexible – organisations function in a turbulent business environment, which
makes it necessary to allow for goals to be modified due to changing
circumstances
A tool that can be used to translate the strategic direction of the organisation into
goals and targets is the balanced scorecard (BSC). This tool ensures that the
strategic goals are balanced in the sense that they are formulated from four
perspectives, namely: the financial perspective, the customer perspective, the
learning and growth perspective and the business process perspective.
As illustrated in figure 3.3 of the prescribed book, four questions, based on the
four perspectives, are asked to facilitate the formulation of goals and targets for a
specified period (Davis, 2022). Carefully work through the examples in table 3.3 to
see how these perspectives are used to develop SMART goals for the
organisation. Also work through the case study of CellMobile for a practical
example of how the balanced scorecard is utilised in practice.
Activity
Critically evaluate the following three strategic goals of Cellsmart Ltd to determine
whether they meet the requirements of well-formulated goals.
Once you have evaluated them, make suggestions as to how these goals can be
improved.
Cellsmart Ltd has the following strategic goals:

(1) To increase the profitability of the business over the next year.
(2) To introduce a new cell phone package that more customers will be able to
afford.
(3) To ensure an increase in the number of employees who study further.
40
Feedback
See suggested answer below.
S – specific: Not one of these objectives are specific

M – measurable: Not one of these objectives are measurable
A – achievable: It is not possible to say whether these objectives are achievable,
because information about the business is not provided.
R – realistic: It is not possible to say whether these objectives are realistic, because
information about the business is not provided.
T – time: Not one of these objectives are linked to time.
Suggestions on how these objectives can be improved:
To increase the profitability of the business with 10% by 28 February 2024.

To introduce a new cell phone package for the lower-income group by 1 October
2023.
To ensure an increase in the number of employees who hold post-graduate
qualifications by the end of February 2024.
To ensure an increase in the number of employees who study further with 10% by
the end of February 2021.
3.5 THE LAST TWO STEPS IN THE STRATEGIC

PLANNING PROCESS
The last two steps in the strategic planning process are environmental analysis
and the choice of an appropriate business level strategy for the organisation. As
the organisation is complex and dynamic, it is important to continuously scan this
environment to ensure that the strategies remain relevant.
The purpose of scanning the external and internal environments is to identify

opportunities, threats, strengths and weaknesses. The external environmental
analysis will be discussed in lesson 4 and the internal environmental analysis in
lesson 5. Thereafter, the selection of an appropriate business level strategy will be
deliberated upon in lesson 6.
41
3.6 THE LAST TWO PHASES IN STRATEGIC MANAGEMENT
Strategy implementation is the second phase in the strategic management
process. The purpose of strategy implementation is to ensure alignment between the
strategic direction and the strategies, and the actions taken by top management
and managers at the other levels, to realise the strategic direction and strategies
of the organisation. However, this may be a challenging process and will be dealt
with in MNG3702.
The third phase of the strategic management process is the review and control
phase. As you know, organisations exist in an environment that is constantly
changing and therefore strategic direction, strategies and the implementation
thereof have to be monitored and reviewed continuously. This phase of the
strategic management process will also be discussed in MNG3702.
3.7 CONCLUSION
In this lesson you were introduced to the process perspective on strategic
management that identifies the different phases in the strategic management
process. According to the process approach, strategic management consists of
three phases, namely strategic planning, implementation and control.
Once the different phases of the strategic management process had been
identified, the focus shifted to strategic planning, with specific reference to setting
strategic direction. You were introduced to the vision and mission statements as
well as the criteria for vision and mission statements to be effective.
Lastly, the formulation of strategic goals that will enable the organisation to move
forward towards their vision was explained. You were also provided with the
necessary tools to assess the strategic direction of an organisation.
42
BIBLIOGRAPHY
Anon. 2015. Our Strategy [online]. Available from:

http://www.standardbank.com/pages/ StandardBankGroup/web/Strategy.html
[Accessed 17 July 2018].
Anon. 2018. Strategy [online]. Available from: http://www.edcon.co.za/about-
strategy.php [Accessed 17 July 2018].
Davis, A. 2022. “A process perspective of strategic management”. In: Venter P. (ed).
Practising Strategy: A Southern African context. Cape Town: Juta.
43
Lesson 4
Analysing the external environment of the
organisation
Lesson outcomes
following:
 Explain the purpose of environmental analysis in strategic management.
 Explain the different environments in which organisations operate.
 Explain the different models that organisations can use to analyse the external
business environment, with specific reference to the purpose of each model.
 Use a suitable model to analyse the remote (macro-) environment of an
organisation.
 Discuss the challenges that organisations face when doing business in Africa
and recommend actions that they can take to overcome these challenges.
 Use a suitable model to analyse the industry of a business.
4.1 INTRODUCTION
Read through the opening case and the chapter orientation of chapter
5 in your prescribed textbook.
No business organisation operates in isolation. It is surrounded by an external

environment with a variety of role players and factors that impact on the success
and survival of the organisation. These make up the context in which the
organisation does its business. The external environment of the business consists
of the remote or macro-environment and the market environment. The market
environment, on the other hand, consists of the industry in which the
organisation operates, and the operating environment which includes financial
intermediaries, unions, activist groupings and other relevant stakeholders. In this
lesson the various stakeholders that influence the business environment will be
investigated. Attention will also be paid to the various external factors that
influence the business environment. You will be provided with tools (models) to
analyse the external environment of the business and to identify and evaluate the
opportunities and threats that face the business.
44
4.2 THE PURPOSE OF ENVIRONMENTAL ANALYSIS IN
STRATEGIC MANAGEMENT
Study the following learning outcomes in chapter 5 of your prescribed

book:
LO 1: Recognise the implications of corporate citizenship for managing
and governing organisations, (section 5.1).
LO2: Explain the process of strategic analysis, (section 5.2).
The purpose of environmental analysis is to determine the opportunities, threats,

strengths and weaknesses of an organisation. This information is then combined
with the strategic direction (as discussed in lesson 3) of the organisation to
facilitate the formulation of business-level strategies.
Organisations do not exist in isolation; they form part of a bigger environment

(context). This environment has certain factors that have an influence on the
organisation. Some of these factors could present opportunities which could
influence the profitability and growth of the organisation positively. Woolworths
focuses on the upper income market and the growing affluence of the black
consumers’ market is an opportunity to increase their sales and their profits.
The external environment also presents threats that could be harmful to the
organisation if appropriate action is not taken to combat them. The lack of
infrastructure in Africa, with specific reference to the lack of shopping malls and
decent roads, threatens Woolworth’s plans to expand into Africa.
For example, the natural environment – there are a lot of demands on

organisations to perform in a certain way. There is great pressure on organisations
to act in such a way that their activities contribute to the sustainability of the
natural environment, as well as the communities in which they exist. Amos and
Pearse (2022) refers to the United Nations Global Compact that calls on
organisations around the world to align their strategies and operations with
universal principles related to human rights, labour, the environment and anti-
corruption. They are also expected to deal not only with their customers, but also
with other external stakeholders like the community, government, activist groups,
competitors and the media.
An opportunity is a favourable condition in the external environment that the

organisation could use to its advantage. On the other hand, a threat is an
unfavourable condition in the external environment that could be harmful to the
organisation. Strengths and weaknesses are identified through an internal
45
environment analysis and will be dealt with in lesson 5.
As figure 5.1 below depicts, the environment of the business organisation consists
of three sections, namely:
 The remote area/macro-environment (political, economic, social-cultural,

technological, legal, environment/natural, and global sub-environments)
 The market environment (customers, competitors, the labour market, unions,
intermediaries and suppliers)
 The internal environment (functions, policies, strategies, goals, resources)
Figure 5.1: Environment of the business organisation
Activity
1. Distinguish between Environment of the business organisation. Illustrate your

answer with practical examples of your own.
2. Use examples to explain opportunities and threats.
3. Use examples to explain Strengths and weaknesses.
46
4.3 ANALYSING THE REMOTE ENVIRONMENT

book:
LO3: Explain the levels and related analytical tools of the external
context and identify sustainability and responsibility consideration,
(section 5.3).
LO4: Identify and analyse the external context to recognise strategic
imperatives at the global and regional levels, (section 5.4).
LO5: Identify and analyse the external context to recognise strategic
imperatives at the national and local levels, (section 5.5).
As indicated in figure 5.3, there are different levels to the external/remote

environment. It can be broken down into several levels, from large-scale and remote
global factors down to the organisation’s more immediate context. Table 5.1 provides
an overview of the levels and some of the tools available for analysis at that level, as
well as some of the sustainability and responsibility considerations.
The organisation has no control over the remote environment. It will therefore only
be able to react to what is happening in this environment. The PESTEL (G) analysis is a
framework or tool (model) that can be used to analyse the remote environment. It
identifies the different environmental factors in the remote environment and once
each of these areas has been analysed, the purpose is to identify opportunities and
threats that are relevant to a particular organisation.
According to Amos and Pearse (2022) the acronym PESTEL(G) stands for the following
factors: political, economic, socio-cultural, technology, environment (natural
environment) – as outlined in your prescribed textbook.
Study section 5.4 of the prescribed book and ensure that you understand exactly
what each of the 7 PESTLE(G) factors entails.
Activity
Provide a brief explanation of the factors that you have to analyse in order to
identify opportunities and threats in the remote environment.
47
The prescribed book also looks at the external environment from a global and a
regional perspective. These perspectives explain the context in which strategists
take decisions.
4.3.1 Global and regional levels

Global influences refer to those factors in the international context which ultimately
have a bearing on the organisation. On the other hand, regional influences are in
closer geographic proximity. This could refer to the African continent, sub- Saharan
Africa, and the Southern African Development Community (SADC) region from a
South African perspective.
There are several strategic issues that plague Africa and sub-Saharan Africa in
particular. These include; lack of infrastructure, lack of industrial development,
political instability, high levels of poverty, corruption, inefficiencies in the public
sector, skills shortage.
Access the following website to view the country profile of Comoros:
https://www.bbc.com/news/world-africa-13229685. On this website you will also be
able to access the country profiles of other African countries. It will provide you with
interesting information and references to other interesting websites.
Activity
Conduct research and do the following:
1. Briefly outline five global trends that will have an influence on organisations in
the next 30 years.
2. Briefly outline five regional trends that will have an influence on organisations in
the next 10 years.
3. Write down the names of the SADC countries.
4. Discuss the challenges inherent in these countries.
5. What are the main objectives of the SADC group of countries?
6. What is the Bottom of the Pyramid market (BOP market)?
7. What types of business are generally more inclined to be successful in the BOP
market?
8. Who are the BRICS countries and what do they have in common?
48
4.3.2 National and local levels
Just as PESTLEG can be applied at the global and regional level to identify key factors
affecting business, it can also be applied at the national level. Study section 5.5 of the
prescribed book and ensure that you understand exactly what analysing the national and
local levels entails.
Activity
Woolworths scenario
Access the links below, then answer the questions that follow:
https://www.woolworthsholdings.co.za/wp-
content/uploads/2017/12/WHL_INTEGRATED_REPORT_2017.pdf
https://www.woolworthsholdings.co.za/wp-
content/uploads/2017/12/WHL_Good_Business_Journey_Report_2017.pdf
https://www.nedbank.co.za/content/dam/nedbank/site-
assets/AboutUs/Economics_Unit/ Research/EconomicResearch/Ratings_actions_24-
November_2017.pdf
http://www.africatrademagazine.com/news.html?start=2007
https://www.bizcommunity.com/Article/196/182/99138.html
https://www.foodstuffsa.co.za/woolies-aggressive-growth-
path/
QUESTIONS
(1) Use a suitable model to analyse the remote/macro-environment of Woolworths

with specific reference to the case study. Then identify opportunities and
threats that Woolworths face in this environment.
(2) Discuss the obstacles or challenges that Woolworths will face when doing
business in Africa. Use practical examples related to Woolworths to support
your answer.
49
Feedback
QUESTION 1
The PESTLE(G) model is the suitable model to analyse the remote/macro-environment of Woolworths.
Below, each factor is explained and thereafter, for each factor information derived from analysing the
case study is supplied:
Political factors
The political environment includes aspects such as the government, their political policies and
interventions, as well as the political stability in the country.
2017 was a particularly challenging year for South Africans. Political turmoil and low economic
growth resulted in the downgrade of South Africa’s credit rating to junk status. Consumer confidence
has been significantly depressed as a result of the downgrade and the continued political uncertainty.
Economic factors
The economic environment includes economic factors like the economic growth rate, inflation, interest
rates and exchange rates.
Stricter credit conditions, higher tax rates and high levels of unemployment resulted in lack of growth
and consumer confidence which directly influenced consumer spending, particularly in the Clothing
and General Merchandise markets. Woolworths is, however, confident that their strategies will deliver
future-fit businesses capable of long-term profitable growth, continued market share gains, and
sustainable value creation for all stakeholders.
Market conditions in 2018 are likely to be constrained by the same economic conditions that affected
performance during 2017. It is likely that there will be more structural change both in South Africa and
Australia.
Sociocultural factors
The sociocultural environment includes social values, culture, lifestyles and demographics. It includes
anything that has an influence on society.
Woolworths employs more than 44 000 employees in 14 countries, who deliver value to millions of
customers on a daily basis.
Historically high household debt, low wage growth, and high levels of underemployment are
negatively affecting the Australian retail market.
50
The face of global retailing is evolving quickly, with online shopping experiencing growth rates in
excess of in-store shopping, and footfall in malls decreasing by up to 50% in the past five years over
busy shopping seasons. Within online shopping, mobile is experiencing the strongest growth. Online
shopping has created more price-savvy consumers who expect the in-store experience to add value,
and to be relevant, personalised, and entertaining, while experiencing an efficient and effective online
shopping alternative.
Along with the rise in online shopping, customers are also increasingly directing their spending
towards experiences and entertainment.
The upcoming generation is strongly supportive of good corporate citizenship. They want to know
what retailers care about and how the act of buying can be a force for good. In April 2007,
Woolworths launched their Good Business Journey – a bold plan to make a difference in eight key
areas on their journey towards sustainability: Energy, Water, Waste, Sustainable Farming, Ethical
Sourcing, Transformation, Social Development and Health and Wellness. The WSA Corporate Social
Investment (CSI) initiative strives to make a meaningful contribution to communities through the
activities of The Woolworths Trust in education, food security, child safety, and employee community
involvement, donations of surplus food and clothing and educational programmes.
To Woolworths, ethical sourcing means building meaningful value-sharing relationships with

stakeholders and suppliers to ensure that the products they source are in accordance with their
exacting requirements, and that these products are created in safe facilities, by workers whose human
rights are protected and are paid a fair wage. This includes a new food store design that creates a food
destination that celebrates Australian living and puts eating at the heart of the customer experience.
The way in which businesses speak to customers will also shift dramatically. Retailers will no longer
have the loudest or most important voice – this will belong to the customer – and businesses will need
to pursue personalised, transparent, and active dialogues with customers. Increased personalisation
will extend further into appealing tailored products, services and rewards. Stores will need to take on
many different forms with deliberate variations in formats and offerings to best meet the diverging
needs of our customers. Furthermore, the physical store will need to be re-imagined to deliver a truly
unique in-store experiences and will remain a critical way to engage and connect with customers
Technological factors
These include factors such as research and development, new products and processes, and new
technologies. The innovation and technology fields have grown exponentially in recent years. They are
continuously driving the development of new products and services, thereby creating new industries.
The technologically driven WRewards loyalty programme allows Woolworths to track 67% of
spending, making the Group more informed about its customers than it has ever been.
Two production facilities were commissioned by one of their key, exclusive suppliers, which provide
them with innovative private label produce and prepared food ranges. According to Moir: “Along with
our shared Group knowledge and expertise, we will continue to bring our customers the best of the
world in foods with premium private label product and excellent food services.”
Mobile and related technologies are enabling consumers to interact with each other and with global
retailers directly. This affects every part of the customer journey – from researching products and prices
51
before purchase, to post-purchase feedback. According to Moir, retail is likely to change more within
the next five years than it has done in the last 50 years due to rapid technological developments and
an increasingly digitally connected customer.
Environmental factors
In April 2007, Woolworths launched their Good Business Journey – a bold plan to make a difference in
eight key areas on their journey towards sustainability: Energy, Water, Waste, Sustainable Farming,
Ethical Sourcing, Transformation, Social Development and Health and Wellness.
Woolworths and their suppliers are dedicated to selling products that cause minimum harm to the
natural environment. Working with private label suppliers to improve farming practices, they help to
improve soil health, protect water supply, restore biodiversity, support rural livelihoods, help
communities adapt to climate change, and ultimately help ensure that they produce sufficient food
and raw materials to meet the needs of their customers. “Our potential impact is strengthened
through partnerships, so we work with a range of organisations such as WWF-SA, Food Animal
Initiative, Better Cotton Initiative and Leather Working Group, to drive further progress against
responsible sourcing goals and to develop strategies to reduce the impact of our operations.”
Through using recycled material in their packaging, Woolworths is dedicated to reducing the
consumption of virgin raw materials from their operations. They also support the growth of the green
economy through waste recycling initiatives and making it possible for customers to recycle more
easily. The launch of their “green” milk bottles containing 30% plant-based substrate made from
sugarcane waste in late 2016 was a significant milestone for Woolworths packaging. The renewable
polymer replaces typical oil-based plastics and is 100% recyclable in South Africa. This builds on
Woolworths’ commitment to look at alternative ways to develop products and packaging. Woolworths
was the first retailer in SA to offer packaging made out of recycled polyethylene terephthalate (rPET)
plastic bottles and has since incorporated rPET into numerous other products including jeans, t-shirts,
duvet and pillow inners, as well as reusable bags. It is estimated that 8.5 million plastic bottles are
diverted from landfill each year through this process.
Legal factors
Legal factors include factors such as regulations and laws with which organisations must comply.
There is no reference to legal factors in the case study.
Global factors
Organisations are operating in an increasingly global economy. Global trends have the potential to
significantly affect and challenge strategists and leaders.
Woolworths aims to open 15 stores in sub-Saharan Africa, including in Kenya, Mauritius and Namibia.
Paula Disberry said expansion into the fast-growing continent could be faster if there were more
shopping malls. "The biggest challenge we see is finding good shopping malls. I'd love to have 650
stores rather than 65 stores, but the locations simply don't exist and that's our biggest inhibiter,"
Disberry said.
52
Opportunities:
• There is a rise in online shopping.
• Customers are increasingly directing their spending towards experiences and entertainment.
• Retail is likely to change more within the next five years than it has done in the last 50 years
due to rapid technological developments and an increasingly digitally connected customer.
This could be a huge opportunity if Woolworths develop and adapt strategies to take
advantage of this phenomenon.
• Woolworths are working on a new food store design that creates a food destination that
celebrates Australian living and puts eating at the heart of the customer experience.
• The innovation and technology fields have grown exponentially in recent years. They are
continuously driving the development of new products and services, thereby creating new
industries.
• Opening new stores in sub-Saharan Africa, including in Kenya, Mauritius and Namibia
• The upcoming generation is strongly supportive of good corporate citizenship. They want to
know what retailers care about and how the act of buying can be a force for good. This is a
great opportunity for Woolworths as they are so dedicated to environmental and social
responsibility. They must just ensure that their involvement in these activities is communicated
to the consumer.
Threats:
• Historically high household debt, low wage growth, and high levels of underemployment are
negatively impacting the Australian retail market.
• There are not enough shopping centres in Africa, and this inhibits Woolworths’ growth in the
rest of Africa.
• Retail is likely to change more within the next five years than it has done in the last 50 years
due to rapid technological developments and an increasingly digitally connected customer.
This could be a huge threat for Woolworths if they would like to continue with their business
approach without altering it to accommodate this change.
QUESTION 2
Woolworths will face the following obstacles/challenges when doing business in Africa,
especially in sub-Saharan Africa:
1. Lack of infrastructure
The lack of roads, harbours, electricity, ICT networks and railroads may seriously affect an
53
organisation’s supply chain and distribution system; even its ability to implement a cross-border
strategy.
There is a lack of shopping malls in Africa, which restricts the expansion of Woolworths into Africa.
2. Lack of industrial development

Most countries in Africa apply primary resource development in mining and agriculture but fail to
develop for example, industries for beneficiation or further processing, resulting in dependence on
imports for local consumption and lower country productivity.
This will affect Woolworths in the sense that their processed products will have to be imported from
other countries. This will have a huge impact on their costs.
3. Political instability
From a business perspective, this may take the form of erratic and unpredictable government decisions
or national and regional conflicts that may lead to uncertainty in markets and volatility and making
strategic decisions riskier.
This may interrupt the day-to-day activities of Woolworths.
4. High levels of poverty

In most developing countries in Southern Africa (South Africa, Botswana, Namibia, Zambia and
Lesotho) as well as the Comores and the Central African Republic, there is a wide income inequality
gap between the rich and the poor4. In addition, poverty eradication remains one of the greatest
challenges in the region. A Southern African Development Community (SADC) Regional Vulnerability
Assessment and Analysis Synthesis Report in 2016 indicated that 40% of all SADC citizens were living
in abject poverty5. The high levels of poverty and living conditions of the poor makes high-quality
nutrition, education and healthcare inaccessible and unaffordable.
As Woolworths focuses on the higher income group, this might mean that the people in African
countries would not be able to afford their products. This will have a negative effect on their market
share and profitability.
5. Corruption
While levels of corruption may be a global phenomenon not solely confined to Africa, it significantly
differs between countries according to the Corruption Perceptions Index 20176. The index, which ranks
180 countries and territories by their perceived levels of public sector corruption according to experts
and business people, uses a scale of 0 to 100, where 0 is highly corrupt and 100 is very clean. New
Zealand and Denmark rank highest with scores of 89 and 88 respectively. South Sudan and Somalia
rank lowest with scores of 12 and 9 respectively. South Africa is ranked number 71 with a score of 43.
The best performing region is Western Europe with an average score of 66 and the worst performing
region is Sub-Saharan Africa with an average score 32. With the potential to generate anger and
destabilise societies, the cumulative effect of corruption on organisations and economies could be
massive.
Corruption will have a negative effect on the activities of Woolworths in African countries, especially if
this corruption affects the daily activities and access to their supply chain.
54
6. An inefficient public sector
Sluggish and even negative economic growth that contributes to failure in alleviating poverty in sub-
Saharan Africa can be at least partly attributed to an inefficient and unproductive public sector7. Public
sector reform involves effectiveness, efficiency, accountability, performance management and
ultimately, service delivery to society. Studies on public sector inefficiencies have shown that public
sector management tends to prioritise the interests of the government (who is also the provider of
public resources) – even when the government’s interests are contrary to the needs of the people8.
South African studies have shown that progress has remained slow and limited because of political
interference, unaccountable civil servants, non-compliance with reforms and the overall decline in
governance9.
An inefficient public sector will influence the supply chain of Woolworths, especially where imports are
concerned.
7. Lack of key human resource skills

Limited access to education at various levels often results in an over-supply of unskilled and semi-
skilled labour and a lack of people with the requisite skills to drive economic growth and
development10. Key findings of the World Economic Forum Report on the Future of Jobs and Skills in
Africa 2017 indicate that 9% of employers surveyed in South Africa identified inadequately skilled
workforces as a major constraint to their business and expects the pattern to worsen in the future. The
report further states that in South Africa alone, 39% of core skills required across occupations will be
wholly different by 201911.
Woolworths will have to invest a lot of money into the training of their workforce.
55
4.4 ANALYSING THE MARKET ENVIRONMENT OF
AN ORGANISATION

book:
LO 6: Identify and analyse the external context to recognise strategic

imperatives at the industry level, (section 5.6)
As pointed out earlier, the market/industry environment consists of customers,

competitors, the labour market, unions, intermediaries and suppliers – all important
stakeholders with which the organisation come in contact regularly. The industry is
a component of the market environment. It can be defined as follows: An industry
is a group of organisations that offer products and services that satisfy the same
basic customer needs. Toyota, Nissan, Kia and Honda are all part of the
automotive/motor industry. They offer different products for different markets. In
the entry-level market they offer products that are close substitutes for one
another, for instance the Toyota Aygo, Nissan Micra, Kia Picanto and Honda Brio.
As with the remote environment, the purpose of analysing the market

environment is to identify opportunities and threats that a specific organisation
face. In the following section we will focus specifically on how to determine the
attractiveness of a particular industry. The outcome of this analysis will enable
organisations to decide whether they would like to enter, remain in or exit the
industry in which they operate.
Study the following section in your prescribed book: Industry-level: Porter’s five
forces analysis of competitors, to familiarise yourself with Porter’s Five Forces
Model.
56
Activity
Explain Porter’s Five Forces model. Indicate when the power of each force will be
high. Use a table like the one below to answer this question.
WHEN THE POWER OF

FORCE THIS FORCE WILL BE
HIGH
57
Activity
Refer to the Woolworths links provided in previous sections for this activity.
Use a suitable model to analyse the food and clothing industry in South Africa.
Once you have completed the analysis, identify opportunities and threats that
Woolworths face in this industry.
Feedback
FORCE RELATIVE TO WOOLWORTHS

Customers As a result of their WRewards programme, Woolworths can
tract almost 70% of their customers’ spending, which means
that they are very informed about their customers.
Consumer confidence has been significantly depressed as a

result of the downgrade of SA’s credit rating and the
continued political uncertainty. Stricter credit conditions,
higher tax rates and high levels of unemployment have
further exacerbated this. This lack of growth and consumer
confidence directly impacts consumer spending, particularly
in the Clothing and General Merchandise markets.
One of Woolworths’ big competitive advantages lies in the

growing affluence of black consumers. “They aspire to the
Woolworths brand even more than white consumers do,” says
Moir. He predicted that their core market will grow at 5%
annually and 92% of the increase will comprise black
consumers.
Online shopping has created more price-savvy consumers

who expect the in-store experience to add value and to be
relevant, personalised and entertaining, while experiencing
an efficient and effective online shopping alternative.
Mobile and related technologies are enabling consumers to

interact with each other and with global retailers directly.
This affects every part of the customer journey – from
researching products and prices before purchase, to post-
purchase feedback. Along with the rise in online shopping,
customers are also increasingly directing their spending
towards experiences and entertainment.
The Australian retail market continued to be negatively

impacted by historically high household debt, low wage
growth, and high levels of underemployment. This has led to
58
subdued consumer confidence and, along with increased
competition from Northern Hemisphere entrants, resulted in
unprecedented levels of promotional activity in the market.
The way in which we speak to our customers will also shift

dramatically. Retailers will no longer have the loudest or
most important voice – this will belong to the customer – and
we will need to pursue personalised, transparent, and active
dialogues with our customers. Increased personalisation will
extend further into appealing tailored products, services, and
rewards.”
According to Moir, retail is likely to change more within the

next five years than it has done in the last 50 years due to
rapid technological developments and an increasingly
digitally connected customer. “These trends will influence the
products and services we provide, how we present and sell
our products, and even the type of stores we decide to build.”
Existing competitors In the food space, Pick n Pay and Checkers are the biggest
competitors of Woolworths. They are wooing its competitors’
grocery shoppers by extending its ranges, expanding stock-
keeping units, offering more branded goods and introducing
more bulk. Edgars is their biggest competitor in the clothing
market.
Both Edgars and Pick n Pay are not doing very well at the
moment, which provides Woolworths with an opportunity to
take some of their market share.
Potential competitors Everyone is rushing into the middle-income market, including

Massmart. Moir predicts that competition in the mid-market
segment will become “very fierce”.
Substitute providers Any other food and clothing stores are substitute providers
for Woolworths. Given the fact that consumers are becoming
more inclined to shop online, online businesses like Spree will
gain importance as competitors.
Suppliers One of their key, exclusive suppliers commissioned two
production facilities. This provided them with innovative
private label produce and prepared food ranges. According to
Moir: “Along with our shared Group knowledge and expertise,
we will continue to bring our customers the best of the world
in foods with premium private label product and excellent
food services.”
The face of global retailing is evolving quickly, with online

shopping experiencing growth rates in excess of in-store
shopping, and footfall in malls decreasing by up to 50% in
59
the past five years over busy shopping seasons. In online
shopping, mobile is experiencing the strongest growth.
Complementors Accessories that complement clothing like handbags and

jewellery are important products that could be sold with the
clothes that Woolworths sell.
Opportunities:
• Because Woolworths is so informed about the buying behaviour of their customers, they have
the opportunity to ensure that their products and stores meet the requirements of customers.
• The growing affluence of black consumers: it is predicted that the core market of Woolworths
will grow at 5% annually and 92% of the increase will comprise black consumers.
• There is a huge opportunity to expand the online shopping offering of Woolworths, since
consumers exceedingly prefer to shop online instead of going to shopping malls.
• Both Edgars and Pick n Pay are not doing very well at the moment, which provides Woolworths
with an opportunity to take some of their market share.
Threats:
• The lack of growth and consumer confidence in South Africa and Australia directly impact
consumer spending, particularly in the Clothing and General Merchandise markets.
• The footfall in malls is decreasing. It decreased by up to 50% in the past five years over busy
shopping seasons.
As we all know, the external environment is constantly changing. It is therefore

imperative that businesses constantly scan their industry to ensure that they can
timeously adapt to the changes that take place in this environment. In addition
to the Porter’s Five Forces, strategists can also analyse a specific competitor in
the industry in detail by applying the four-corner analysis to predict what the
competitor will do in the future. The tool focuses on the competitors current
strategy and capabilities, what motivates the competitor by analysing what
drives them and their management assumptions (Amos & Pearse, 2022).
Look at the interesting reading in the Strategy Practice box that illustrates how
the four-corner analysis can be applied in the soft drink industry
60
Activity
strategic leaders can analyse a particular competitor in the industry in detail by

applying the four-corner analysis to predict what a particular competitor will do
in the future. Briefly explain this tool.
4.5 INTEGRATED EXTERNAL ANALYSIS OF AN

ORGANISATION

book:
LO 8: Consolidate an integrated external analysis of an organisation,
(section 5.8).
The prescribed book analyses the external environment on different levels, namely:
1. Global and Regional,
2. National and Local
3. Industry Suppliers, Competitors & Customers
4. The Organisation and its functions (Read through).
Note: please focus on the first three, read through the fourth one.
After analysing each environment, you need to identify opportunities and threats.
If you have performed an analysis at all the different levels, then the findings
of the analysis need to be consolidated. Opportunities and threats serve as input
into the strategic planning of the organisation to formulate strategy. This strategy
is then implemented to give effect to an organisation that performs sustainably as
a responsible organisation that is integrated into society and creates value (Amos
& Pearse, 2022).
61
4.6 CONCLUSION
As organisations do not exist in isolation, they have to stay in tune with the
external environment in order to be sustainable and successful. They must analyse
the external environment in order to identify opportunities and threats that could
influence the long- term survival and success of the organisation.
Based on the opportunities and threats that organisations identify, they have to
determine what they can influence and what not. The secret to success and
survival is being agile and ambidextrous – influence those parts of the environment
over which you can exercise some control, while adapting to environmental
circumstances that are beyond your control or too costly to influence.
BIBLIOGRAPHY
Amos, T.L. & Pearse, N.J. 2022. “The external context of strategic planning”. In:
Venter P. (ed). Practising Strategy: A Southern African context. Cape Town: Juta.
62
Lesson 5
Analysing the internal environment of the
organisation
Lesson outcomes
following:
 Use a suitable model to analyse the internal environment of the organisation
to identify strengths and weaknesses.
 Distinguish between the following approaches to internal analysis:
− Resource-based view (RBV)
− Functional analysis
− Value chain analysis
5.1 INTRODUCTION
As we highlighted in lesson 4, organisations do not operate in isolation. They
operate in the external environment which consists of the remote or macro-
environment and the market environment. We learnt that there are certain
opportunities and threats in these environments that have a significant influence
on the organisation. In this lesson the focus shifts to the internal or micro-
environment of the organisation. The internal or micro-environment is composed
of all elements that are found inside the organisation. Such elements are to a
great extent within the control of the organisation. These are elements such as the
vision and mission statements, functions, policies, strategies, goals, resources and
many more.
Strategy practitioners often ask questions such as, ‘‘What makes us distinctive or
unique?”;” Why do some and not other customers buy from us?”; “Why are we
profitable?”. Typical answers might refer to the organisation’s” technical know-
how”, ”responsiveness to market needs”, ”design and engineering capability”, or
“financial resources”. The common theme among these responses is that
management deems some organisation-specific resources and capabilities to be
crucial in explaining an organisation’s performance” (Amit & Schoemaker,
1993:33).
63
In this lesson we focus on the role of the organisation’s resources and capabilities
in the development and implementation of a strategy to achieve the goals of the
organisation. We begin the lesson by differentiating between resources, capabilities
and core competencies and focus on the importance thereof in strategic
management.
5.2 THE IMPORTANCE OF RESOURCES, CAPABILITIES AND

CORE COMPETENCIES IN STRATEGIC MANAGEMENT

book:
LO 1: Explain the importance of resources, capabilities and core
competencies in strategic management, (section 6.1).
Read through the chapter orientation in the prescribed book. You will see
that strategists have to match the resources and capabilities inside the
organisation with opportunities in the external environment in order to
formulate successful strategies. Resources and capabilities are the
primary source of competitive advantage as these enable the
organisation to differentiate itself from competitors. It therefore forms
the basis of strategy formulation.
5.2.1 What is the relationship between resources, capabilities and core

competencies?
Before we continue, it is important that you have a basic understanding of the
three concepts illustrated in figure 1 below. Although these concepts form a critical
part in the formulation of strategies, their meaning is often taken for granted and not
fully understood (Mooney, 2007). Note the definitions, the characteristics of and the
relationship between the three concepts.
64
Figure 5.1: The relationship between resources, capabilities and core competencies
MNG3701/
Source: Adapted from Amit & Schoemaker (1993).

Figure 5 . 1 above depicts the relationship between resources, capabilities
and core competencies. As can be seen from the figure, resources can be tangible or
intangible. Capabilities are those “things” that an organisation does well and is
often related to processes and systems. Deploying the resources of the
organisation through the use of certain capabilities could result in core
competencies that provide the organisation with a competitive advantage. For
instance, Woolworths has a loyalty programme (intangible resource) that, through
the use of technology (tangible resource) enables them to constantly monitor their
customers’ buying behaviour (capability) and ensure that they target the right
customers with the right promotions and deals. This provides them with a marketing
capability that contributes to their unique customer service (core competence).
5.2.1.1 Resources
As explained in section 6.1.1 of the prescribed book, resources are the productive
assets owned by organisations that are used to transform inputs to outputs. As
already indicated above, a resource is either tangible or intangible. Make sure that
you can explain the difference between tangible and intangible resources. The
table below provides some examples of tangible and intangible resources.
Table 5.1: Examples of tangible and intangible resources
Tangible resources Intangible resources

• Equipment • Reputation of the organisation
• Money • Employee know-how
• Structures • Perception of quality
• Technology used • Ability to innovate
• Location • Participative management style
Resources can be grouped into five primary categories which are explained in
the prescribed book. These include financial resources, physical resources, human
resources, organisational resources and technological resources. In the “Practising
Strategy” section you will find examples of resources that First National Bank had
at their disposal when they started Discovery Medical Aid.
Resources can be used as a basis for the formulation and implementation of

strategies, but not all are strategically relevant for the strategic direction of the
organisation. Those that are relevant should be identified and exploited
accordingly. Resources alone do not result in a competitive advantage. They have
to be transformed through capabilities to become core competencies that would
lead to a competitive advantage.
66
5.2.1.2 Capabilities
An organisation is viewed as a bundle of resources and capabilities (Amit &
Schoemaker, 1993). We have already touched on resources in the previous section.
This section will focus on capabilities. Read section 6.1.2 in the prescribed book
again. You will see that capabilities are defined as the capacity of an
organisation to deploy resources for a unique end result (Nieuwenhuizen, 2022).
Capabilities are organisation-specific clusters of activities such as business
processes, routines and systems developed through complex interactions between
tangible and intangible resources over time. It reflects what an organisation excels
at compared to other organisations.
Capabilities are usually found in a particular functional area (also see our
discussion on functional analysis in section 4.1 of this lesson). For example, there
are marketing capabilities (refer to figure 5.2), production capabilities, distribution
and logistics capabilities and human resource management capabilities. Even
though capabilities are usually found in particular functions, this does not mean
that resources that reside in other functions and across the organisation cannot be
exploited (Javidan, 1998). For example, Discovery’s capabilities to develop new
businesses is very much linked to its overall corporate image. Therefore, its
marketing strategies attempt to take advantage of the company’s reputation.
In the “Practising Strategy” section in your prescribed book you will see that
Discovery has a capability to develop strong brands like Discovery Vitality. They
do that through the combination of financial resources, human resources and
organisational resources. As can be seen from figure 5.2, the combination and
interaction of financial and human resources and intellectual property results in a
branding capability.
Figure 5.2: The link between resources and capabilities

Source: (Nieuwenhuizen, 2022)
67
Activity
Read through the opening case and the Practising Strategy box in your prescribed
book and do the following:
(1) Provide examples of any four resources that Discovery will need to establish their
bank.
(2) With the use of examples, explain how Discovery Bank can make use of
resources to develop capabilities.
Feedback
1)
- financial resources: capital to market the new venture.
- physical resources: office space and equipment.
- human resources: new employees.
- technological resources: computers and an established information
technology system.
2) Discovery Bank can combine financial resources and employee know-how to

create technological capabilities that will add unique value for their customers
and contribute towards developing a sustainable competitive advantage.
5.2.1.3 Core competencies

Employee know-how, reputation and a strong market share are some of the
intangible resources that form the basis for capabilities that can contribute to an
organisation’s success. However, an organisation needs core competencies (also
referred to as distinctive capabilities) for it to develop and maintain a sustainable
competitive advantage. Core competencies are those capabilities or competencies
that are unique to an organisation. Therefore, these competencies differentiate an
organisation from its competitors (Hall, 1992). In the case of Discovery, their branding
and marketing capabilities are distinctive because these capabilities differentiate
them from their competitors. Their branding and marketing capability could
therefore be regarded as a core competency. Figure 6.3 in the prescribed book
illustrates the link between resources, capabilities, core competencies, strategy,
competitive advantage and organisational performance. Read through the
“Practising Strategy” section in Section 6.1.3 to see how Discovery uses their core
competencies of new business development, branding and marketing to expand
their competitive advantage.
68
5.3 HOW DO RESOURCES AND CAPABILITIES BECOME
CORE COMPETENCIES?

book:
LO 2: Explain the appraisal of the value of resources and capabilities,
(section 6.2).
Discovery’s branding and marketing core competency is not something that

happened overnight. It was developed over time through organisational
processes, using different resources and capabilities. Section 6.2 of the prescribed
book explains that for capabilities and resources to become core competencies that
result in a competitive advantage, they have to meet certain conditions (have
certain characteristics).
Figure 5.3: Resources, capabilities and VRIO

As you can see from figure 5.3, for resources and capabilities to become core
competencies, they should be valuable (V), rare (R), inimitable and non-
substitutable (I), and exploitable by the organisation (O). Each of these VRIO
measures can be used to test the strategic value of an organisation’s resources
and capabilities. Read through section 6.2 of the prescribed book and specifically
ensure that you can explain the VRIO principles and understand the examples the
author used to illustrate these characteristics.
In certain instances, resources and capabilities meet some but not all conditions
resulting in a weaker competitive advantage. This is illustrated in table 5.2 below.
69
Table 5.2: Outcomes from combinations of the four characteristics (VRIO)
Valuable? Rare? Inimitable? Exploitable Competitive Performance

by advantage
organisation
?
No No No No Competitive Below-
disadvantage average
returns
Yes No No Yes/No Competitive parity Average

returns
Yes Yes No Yes/No Temporary Above-

competitive average
advantage returns
Yes Yes Yes Yes Sustainable Above-

competitive average
advantage returns
Source: Adapted from Hitt, Ireland & Hoskisson (2007).
Table 5.2 indicates that when resources and capabilities are not valuable, not rare,
imitable and not exploitable by the organisation, they result in a competitive
disadvantage and therefore yield below-average returns. On the contrary, when
resources and capabilities are valuable, rare, inimitable and exploitable by the
organisation, they result in a sustainable competitive advantage and yield above-
average returns. Figure 5.4 below illustrates how these concepts link together and
result in excellent profitability.
Figure 5.4: The link between resources, capabilities, strategy and competitive advantage
Source: Adapted from Nieuwenhuizen (2022).
70
Figure 5.4 is a visual illustration of the concepts that we have covered so far. It also
shows us how the various concepts link together. The figure can be summarised
as follows: resources on their own add little value. In order for resources to be
valuable they need to be strategically deployed in various functional areas in the
form of business processes and activities, thereby developing capabilities inside
the organisation. Resources and capabilities need to possess the VRIO characteristics
for them to result in core competencies. Javidan (1998) argues that core
competencies add greater value because they expand the boundaries of
capabilities; they result from interactions among capabilities. For example,
Discovery has a good MIS (management information system) capability. It generates
high- quality information about its customers and uses it as a base for targeting
customers for new products. It also possesses the capabilities to develop new
financial products to serve its customers better. Discovery realises maximum value
by combining and leveraging its capabilities.
It is through the identification of core competencies that strategists are able to

strategise better and achieve a competitive advantage, create value for the
customer and achieve excellent profitability for the organisation. In practice,
Discovery Health is a good example of this. Jonathan Broomberg, the CEO of
Discovery Health says that the organisation’s profitability is a result of its
competitive advantage, which is achieved through a number of business factors,
including continuous innovation and greater operational efficiency driven by
management excellence, and by large investments in advanced systems and
customer service technologies (Lameez, 2018).
In this section we identified and explained the concepts of resources, capabilities

and core competencies and how they result in a competitive advantage. As we
conclude this section, note that these concepts form the core of the internal
environment of the organisation. Therefore, when we analyse the internal
environment, these concepts are the foci of the analysis. In the next section we
explore the resource-based view (RBV) model.
Activity
Spur Corporation scenario
1. https://www.spurcorporation.com/operational-profile/market-environment/
2. https://www.spurcorporation.com/wp-content/uploads/2018/11/Integrated-Annual-
Re- port-2018_2.pdf
3. https://www.fin24.com/Companies/Retail/Spur-restaurant-sales-top-R6bn-20150910
71
4. https://www.iol.co.za/business-report/companies/
spurs-interim-restaurant-sales-rise-to-r39bn-
19053775
QUESTION:
What are the characteristics that resources and capabilities need to possess in
order for them to become core competencies? Answer the question by giving a
thorough discussion of each of the four characteristics and illustrate your
answer with practical examples from the Spur Corporation scenario.
Feedback
Value – Implies the ability of the organisation to transform a resource into a product or service at a
lower cost or with a higher value to the consumer. Capabilities are valuable when they enable an
organisation to implement a strategy that improves efficiency and effectiveness. Spur has great
intangible resources such as their brand name and the reputation that they have with their target
customers. These resources create value for the organisation since they enable Spur to implement
their strategy efficiently. For example, children from many South African households enjoy the Spur
experience created by the exciting kids’ play areas, the Secret Tribe loyalty club, the amazing
edutainment Spur Tribe magazine, spectacular kids’ birthday parties, free balloons and many more.
Rarity – A valuable resource and/or capability that an organisation owns that the other
organisations do not have, and that is not generally available in the open market. Spur does not
have rare resources or capabilities of any significance.
Inimitability (it cannot easily be imitated) – Inimitable and core competencies are valuable,
unique and complex resources including intangible resource such as reputation, networks, client
trust and intellectual property. Capabilities such as knowledge, the culture of the organisation, skills
and experience that make it difficult for competitors to copy what an organisation is doing result in
a sustained competitive advantage. The recipes that Spur uses for their food, the culture that they
have created and the kind of service that they offer to their customers are complex resources that
cannot easily be imitated by competitors. You can only get a Spur experience from a Spur
restaurant and this results in a competitive advantage for the corporation.
Organisation (structure and policies) – The organisation’s structure and systems should be suitable
for a specific competitive advantage. If an organisation cannot be geared to exploit a resource or
capability, it will have little value. The management of the Spur Corporation is aware of both the
potential competitive advantage and the action required to realise it. This is evident in their
business model and financial performance. Spur’s structure and systems are suitable for this kind of
a model, and as a result, the corporation has been doing relatively well and has gained a
competitive advantage in an environment of continued slowdown in middle-income spending as
indicated by the CEO of the Spur Corporation.
72
5.4 THE RESOURCE-BASED VIEW OF INTERNAL ANALYSIS

book:
LO 3: Explain the resource-based view of an organisation’s internal
analysis, (section 6.3).
The Resource-based view (RBV) is a model used to analyse the internal environment
of the organisation in order to identify its internal strengths and weaknesses. It
determines where the organisation can build competitive advantage, superior
performance and customer value (Nieuwenhuizen, 2022). A central premise of this
view is that organisations compete on the basis of their resources and capabilities
(Peteraf & Bergen, 2003).
RBV is a useful strategic tool for strategy practitioners. While strategising, they
use the model to analyse an organisation’s resource position – in other words, to
determine whether a resource is a strength or weakness and formulate strategies
to exploit the strengths and counter the weaknesses. For example, an organisation
that wants to enter a new industry could use its current resources to develop a
product for that industry. Discovery had to tap into some of its existing resources as
it was developing and launching Discovery Bank.
Nieuwenhuizen (2022) identified important considerations that could assist you

in identifying the strengths and weakness of an organisation. You can read more
about them in section 6.3 of the prescribed textbook.
It is important that you do not get confused between the RBV and SWOT analysis.
As you already know by now, a SWOT analysis helps strategy practitioners to
determine an organisation’s strengths, weaknesses (internal/micro-environment),
opportunities and threats (external/macro-environment). SWOT is used to analyse
both micro and macro-environments, whereas the RBV only focuses on the
internal environment with an emphasis on resources and how they can be
exploited through capabilities to build a sustainable competitive advantage.
Activity
Read through the opening case in your prescribed book and do the following:
Use the RBV model to analyse the internal environment of Discovery Bank. In your
analysis do the following: Explain by means of an example from the given case
the resource position (strength or weakness) of Discovery Bank.
73
Feedback
• Human resource – they now have a strong team of people – Strength.

• Financial resources – R1.5 billion has already been invested in the project –
Strength.
• Technological resources – Existing database for target market – Discovery Bank will
target essentially the same market as its health and insurance businesses, namely
the “mass affluent market” – Strength.
• Capability – Core competence – Innovation – What Discovery brings to the banking
industry is the ability to innovate and a lot of experience in disrupting other
industries – they were, after all, the company that revolutionised health insurance in
South Africa – and millions of loyal Vitality customers - Strength.
• Skills and reputation – Lack of experience in the banking sector – What they do not
have, is extensive experience of operating a bank successfully – Weakness.
5.5 IDENTIFYING THE RESOURCES, CAPABILITIES AND CORE

COMPETENCIES OF AN ORGANISATION
Study the following sections of LO 4 in chapter 6 of your prescribed

book:
 Section 6.4.1
 Section 6.4.2
Explain the identification of capabilities and core competencies to create
value according to the functional area and value chain analysis.
An organisation’s resources, capabilities and core competencies can be identified,

classified and analysed either (1) according to its functional areas, or (2) through
an analysis of its value chain. We will start by looking at the functional analysis; then
we will proceed to the value chain analysis (read through section 6.4.1 and section
6.4.2 of the prescribed book).
Before we look at the functional analysis, we would like to remind you that
capabilities and competencies are the same. However, core competencies (also
referred to as distinctive capabilities) are those capabilities or competencies that
distinguish an organisation from others in an industry and form the basis of its
competitive advantage, strategy and performance. Thus, capabilities can become
core competencies of an organisation.
74
5.5.1 Functional analysis
Management is an interdisciplinary science. However, there are basic functional
areas that are found in any organisation, namely;
 finance
 marketing
 production
 purchasing (procurement)
 public relations (corporate communications)
 human resources
 administration
These functional areas can be used as a basis to identify resources, capabilities
and core competencies. For example, the human resources function is concerned
with recruiting and maintaining a satisfactory and satisfied workforce. It is a
specialised branch of management concerned with the management of staff in
the workplace. Therefore, within this functional area strategists need to
determine if their employees possess any know-how that is unique to their
organisation and that can be considered a core competence and result in a
sustainable competitive advantage. See the examples that are provided in section
6.4.1 of your prescribed book.
5.5.2 Value chain analysis

As explained in Lesson 1, the purpose of an organisation is to create value for its
stakeholders. This value is created through the process of transforming inputs
(resources) into products and services. The value chain is therefore a set of activities
that the organisation performs to create value for its customer and other
stakeholders. According to Michael Porter (1998), there are two categories of
actives in the value chain, namely primary and support activities. These activities
are explained in section 6.4.2 of the prescribed book. Table 3 distinguishes the
primary activities of the value chain from the support activities.
75
Table 3: The difference between primary activities and support activities of the value
chain
Primary activities Support activities
Contribute directly to the Do not directly add customer value.

transformation of inputs and adds
value to outputs /end product.
They include:
They include:
 Administration and infrastructure
 Production (operations)
 Human resource management
 Outbound logistics
 Procurement
 Marketing and sales
 Technology development
 Customer services
Take note of the figure 6.5 in the prescribed book. Ensure that you can identify
and explain both the primary and support activities of the value chain.
In the following section we will study the contribution of resources, capabilities

and core competencies towards the competitive advantage and sustainable
competitive advantage of organisations.
Activity
Read through “Practising Strategy” in section 6.1.1 of the prescribed book. From this
case study, identify the following:
 functional areas
 3 primary activities
 3 support activities
5.5.3
Feedback
Basic functional areas that are found in any organisation include: finance,
marketing, production, purchasing (procurement), public relations (corporate
communications), human resources and administration.
76
Primary activities Support activities
Contribute directly to the Do not directly add customer
transformation of inputs and add value value.
to outputs /end product. The support activities
The primary activities include: include:
 Production (operations)  Administration
 Outbound logistics and infrastructure
 Marketing and sales  Human
resource
 Customer services management
 Procurement
 Technology development
5.6 THE CONTRIBUTION OF RESOURCES, CAPABILITIES AND

CORE COMPETENCIES TOWARDS COMPETITIVE
ADVANTAGE AND SUSTAINABLE COMPETITIVE ADVANTAGE

book:
LO 5: Discuss the contribution of resources, capabilities and core
competencies towards the competitive advantage and sustainable
competitive advantage of an organization, (section 6.5).
Nieuwenhuizen (2022) explains that when two or more organisations compete

within the same industry, one organisation has a competitive advantage over its
rivals when it performs (or has the potential to perform) better than its rivals.
Organisations can achieve competitive advantage in two ways: through
differentiation or through cost leadership.
Organisations pursuing the differentiation strategy can produce products and

services that are superior in value to those of competitors. Those who pursue
cost leadership can produce products or services at a significantly lower cost than
their competitors (cost leadership). For differentiators, competitive advantage is
achieved through combining resources, capabilities and core competencies to
produce products and services of superior quality. For cost leaders, production
efficiency is important.
77
Activity
Read through “Practising Strategy” in section 6.5 of the prescribed book for
examples of companies that pursue competitive advantage through the use of
differentiation and cost leadership strategies.
As indicated above, organisations achieve a competitive advantage when they perform

consistently better than the market average. However, for them to achieve this, they first
have to combine their resources and capabilities in such a way that their core
competencies do allow superior product differentiation, or alternatively, substantially
lower costs than their competitors (Nieuwenhuizen, 2022). Either a differentiating or cost
leadership strategy can be achieved through different capabilities, such as the
following:
 The ability to produce high-quality products,

 The ability to innovate,
 Responsiveness to customers,
 Efficiency (economies of scale, economies of learning, designing products for
more economical production, using new technologies, reducing unnecessary
costs and leveraging location advantages).
Activity
Read through the “Managerial perspective” in section 6.5 of the prescribed book
for examples of how these capabilities can contribute to differentiation or cost
leadership.
Differentiation and cost leadership are also referred to as business level strategies.
These strategies will be explored in more detail in lesson 6.
5.7 CAPTURING THE VALUE GENERATED BY RESOURCES

AND CAPABILITIES
Nieuwenhuizen (2022) explains that even when resources are inherently valuable and
meet the VRIO (value, rarity, inimitability and organisation) conditions it does not
necessarily mean that the organisation will have the capacity to take advantage of
and benefit from them. If the organisation cannot capture sufficient value to
justify its investment in developing unique resources and capabilities, it will not be
able to achieve competitive advantage. The factors that determine the value of
resources are competitive advantage, appropriability, sustainability and
exploitability. These concepts are relevant in the strategy implementation phase and
will therefore be explored further in MNG3702.
78
5.8 CONCLUSION
Analysing the internal environment of the organisation is centred on the strategic
value of resources and capabilities and their role in establishing a sustainable
competitive advantage. Various models are used to analyse the internal
environment. We have focused on the resource-based view, functional analysis
and value chain analysis.
In this lesson we learnt four key concepts. First, we explored the idea of strategic
resources, as the tangible and intangible assets of the organisation. We then
introduced the concept of capabilities and learnt that it is only when resources are
combined to develop capabilities that they become a revenue-generating asset.
The third concept that we introduced is core competencies (also known as
distinctive capabilities). These are the few very important capabilities of the
organisation to do things differently and better than its competitors, providing the
organisation with a competitive advantage.
This lesson was concluded by a discussion on how organisations can achieve a

competitive advantage through either differentiation or cost leadership. These
strategies are referred to as generic strategies or business-level strategies. In
lesson 6 we will further explore the business-level strategies that organisations use
to achieve competitive advantage in a particular industry.
79
BIBLIOGRAPHY
Amit, R. & Schoemaker, P.J.H. 1993. Strategic assets and organizational rent.
Strategic Management Journal, 14, pp. 33–46.
Erasmus, B. Strydom, J & Rudansky-Kloppers, S. 2016. Introduction to business
management. 10th edition. Cape Town: Oxford.
Grant, R.M. 1991. The resource-based theory of competitive advantage:
implications for strategy formulation. California Management Review, 33:3, pp.
114–136.
Javidan, M. 1998. Core competence: What does it mean in practice? Long Range
Planning 31:1, pp. 60–71.
Hall, R. 1992. The strategic analysis of intangible resources. Strategic Management
Journal 13, pp.135–144.
Hitt, M.A., Ireland, R.D. & Hoskisson, R.E. 2007. Management of Strategy concepts
and cases. Thomson/South-Western.
Lameez, O. 2018. Discovery’s profits point to ‘competitive advantage’, not market
failure
CEO. [Online]. Available from:
https://www.fin24.com/Companies/Health/discoverys- profits-point-to-
competitive-advantage-not-market-failure-ceo-20180706. [Accessed: 26
September 2018].
Louw, L & Venter, P. 2010. Strategic Management: Developing Sustainability in
Southern Africa. 2nd edition. Cape Town: Oxford.
Mooney, A. 2007. Core Competence, Distinctive Competence, and Competitive
Advantage: What Is the Difference? Journal of Education for Business.
Nieuwenhuizen, C. 2022. ‘Strategic resources, capabilities and core competencies’.
In: Venter P. (ed). Practising Strategy: A Southern African context. Cape Town:
Juta.
Peteraf, M. & Bergen, M. 2003. Scanning dynamic competitive landscapes: a
market- based and resource-based framework. Strategic Management
Journal, 2003, 24, pp 1027–1041.
Porter, M. 1982. Competitive Advantage, NY: The Free Press.
80
Lesson 6
Developing appropriate business-level strategies
Lesson outcomes
following:
 Distinguish between different business-level strategies that businesses can
use to achieve its strategic goals.
 Critically evaluate the choice of business-level strategy for a specific business.
 Recommend a suitable business-level strategy for a specific type of business.
6.1 INTRODUCTION
Read through the following learning outcome in chapter 7 of your

prescribed book:
LO 1: Articulate the nature and use of strategic goals and strategic choices
in providing strategic direction (section 7.1).
This section of the prescribed book provides a comprehensive summary of

everything we have learnt so far. We see that the purpose of strategic planning is
to set the direction of the organisation and to decide on appropriate strategies that
will provide a sustainable competitive advantage. These strategic decisions are taken
at different levels, namely at corporate level, business level and functional level.
Corporate-level decisions culminate in corporate strategies, while business level-
and functional level-decisions result in business strategies and functional
strategies respectively.
81
Figure 6.1: Levels of strategy
Source: Adapted from Louw & Venter (2010).
As can be seen from the figure, each level of decision-making represents a

different type of strategy. Corporate-level strategies focus on creating corporate
value and synergy, business-level strategies focus on creating and sustaining a
competitive advantage in a particular industry and lastly, functional-level
strategies focus on how to execute corporate-level and business-level strategies
(Louw & Venter, 2010) in the organisation.
In this lesson we will focus our attention specifically on business-level strategies. The
focus in this chapter will therefore be on the specific industry in which a business
organisation finds itself, whether it is the clothing industry, the food industry or
the motor industry. You will learn more about corporate-level strategies in
subsequent strategic management modules.
6.2 BUSINESS-LEVEL STRATEGIC OPTIONS

book:
LO 4: Differentiate between the various business-level strategies for
creating and sustaining competitive advantage (section 7.4).
One of the questions that strategists have to answer when strategising is “how to
compete successfully in the industry” in which the business organisation finds itself.
There are different business-level strategies that the organisation can use to
compete in its industry, but in order to choose the most appropriate strategy(ies),
82
strategists have to know why consumers buy their products. Is it because their
products/services are cheaper? Is it because their products/ services are different
from those of competitors or is it because their products/services provide the
consumer with more value for his/her money? Answering these questions will
indicate to the organisation what the appropriate strategy is to follow. The concept
of generic strategies was introduced in the previous lesson where we indicated that
organisations can achieve a competitive advantage either by differentiation, cost
leadership or a combination of the two (best cost) (Porter, 1985). These
strategies and their variations are depicted in figure 7.4 in the prescribed textbook.
Focus strategy will be dealt with in later sections of the lesson. Jansen van
Rensburg (2022) confirms that when customers are asked why they buy a
specific product, it generally boils down to the following three reasons:
 It is cheaper
 It is different
 It provides better value for money
These reasons underpin the first three generic business-level strategies that an
organisation can pursue in order to compete successfully in an industry. In the
following section we will discuss each of these business-level strategies.
6.2.1 Cost leadership (or low-cost provider) strategy

Cost leadership strategy, also referred to as the “no-frills” strategy, gains a
competitive advantage by maintaining a lower overall cost base (Louw & Venter,
2010). Examples of organisations that follow this kind of strategy include PEP
stores; Kulula.com; Mr Price. Refer to the example on practising strategy in the
prescribed book, to see how Unilever positions the Surf brand using the low-cost
provider strategy.
According to Lazenby (2018), this strategy is characterised by the following

features:
 It targets a broader section of the market.
 It sustains its competitive advantage by maintaining a lower cost base than its
competitors.
 It offers basic products and services without “frills”.
 It continuously looks for ways to reduce costs without compromising the quality
of products and services.
It is very important to note that cost leadership does not necessarily mean low
price. Lowering both production cost and price could actually mean that an
organisation does not make any additional profit due to its low-cost strategy
(Jansen van Rensburg, 2022). The three scenarios below are a good illustration of
this:
83
CURRENT
SCENARIO:
Price = Cost = R60 Profit = R60
R120
SCENARIO 1: Lower costs and lower price:

R100
SCENARIO 2: Lower costs and price kept the same:

R120
Figure 6.2: Examples of cost scenarios

As can be seen from scenario 1, a low-cost provider can charge a lower price and still
make the same level of profit as a result of lower costs. Scenario 1 can also be
applied when an organisation aims to gain a bigger market share, whereas
scenario 2 can be applied when aiming to increase profit.
6.2.2 Differentiation strategy

Following this strategy is a way for an organisation to differentiate itself from
competitors, as it aims to produce products and services that are unique across
the industry (Louw & Venter, 2010). This strategy is suitable when customers are
not price sensitive and are willing to pay a premium price for the “uniqueness” they
value in a product or service. The strategy may focus on either a broad or a narrow
buyer segment (Jansen van Rensburg, 2022).
The following example illustrates a situation where this strategy may be suitable:
you are the owner of a small gardening shop. With the spring season in full swing
you are preparing for the high demand of gardening products and services for
the summer season. You realise that in order to compete successfully with the
rivals in your area who also sell gardening products and services, you will need to
gain a competitive advantage. To do this, you need to offer something that is
unique and valuable; something that will attract customers to your store. It must be
something that is so appealing that customers are even willing to pay a higher
price for it. A differentiation strategy would be suitable in this case. An example of
differentiating yourself from competitors could be through improving your
customer service by opening a gardening advisory section within the shop. Here you
can provide guidance and sell gardening books. You can even offer gardening
classes to beginners, and much more.
84
Organisations following a differentiation strategy offer unique products to
customers who value differentiated features more than they value lower price.
Other examples of organisations following this kind of strategy include BMW and
Woolworths. Look at the example on practising strategy in the prescribed book to
see how Unilever positions the Skip brand using the broad differentiation strategy.
features:
 It targets a broader or niche section of the market (it can be broad or focused).
 It sustains its competitive advantage by offering customers products or services
that are attractive and unique from those offered by competitors.
 The emphasis is on uniqueness of product or service features.
 It charges a premium price for products or services offered.
6.3 Best-cost provider strategy

There are cases where neither a cost leadership nor a differentiation strategy is
suitable. Such cases necessitate a best-cost provider strategy (Louw & Venter,
2010). The best- cost provider strategy is a combination of low cost and
differentiation strategies. It gives customers more value for their money by
offering upscale product features at a lower production cost than competitors
(Jansen van Rensburg, 2022). Organisations can follow this strategy to serve a
broad or narrow target market (Lazenby, 2018). An example of an organisation that
follows this kind of strategy is McDonald’s. McDonald’s SA has a strict quality
control process in place. Their set quality standards ensure consistent quality from
suppliers. They also use standardisation to try and achieve the lowest cost possible
per service offering (which then results in affordable prices). As a result, they offer
the best value possible for their customers.

features:
 It targets customers who are value-focused.

 It sustains its competitive advantage by giving customers value for money.
 Products or services offered have appealing and upscale features.
 It focuses on best value by either providing features at a lower price than that of
competitors or matching competitor price whilst providing better features.
85
6.4 Focus strategy
The strategies we have discussed up to now were based on broad market
segments, for instance: broad cost leadership (Pep Stores, Kulula and Mr Price) and
broad differentiation (BMW and Woolworths). A focus strategy (either focused
cost leadership or focused differentiation) involves targeting a niche market and
offering products and services to that particular market while excluding others
(Jansen van Rensburg, 2022). Therefore, the main differentiator between a broad
and a focused strategy is that a focused strategy is aimed at serving the needs of
a limited group of customers, while a broad strategy focuses on serving a broad
section of the market (Lazenby, 2018).
The table below provides examples of broad and focused strategies.
Table 1: Example of business-level strategies
ECONOMY PREMIUM
These strategies rely on reducing These strategies rely on achieving high
production costs and increasing sales profit margins.
volume.
Broad low-cost strategy Broad differentiation strategy
 Toyota Etios  Mercedes-Benz C-Class
Focused low-cost strategy Focus differentiation strategy

 Suzuki Celerio  Aston Martin Vantage AMR
Table 1 shows the difference between broad and focused strategies. Looking at
the economy side of the table, the focus is on reducing production costs and
increasing sales volume. Here we have the Toyota Etios. This car is targeted at a
broad section of the market. It sells high volumes and repeatedly falls within
South Africa’s 10 bestselling passenger cars (Car magazine, 2018). Consumers in
this market are not looking for “frills”. They are concerned about quality and are
price sensitive. Still on the economy side of the table we also have the Suzuki
Celerio. This car is targeted at a niche section of the market, namely at students
and first-time buyers. This segment has competitors such as Toyota Aygo and
Volkswagen Up. The Suzuki Celerio has the lowest price (and possibly cost)
compared to its rivals.
86
Looking at the premium side of the table, the focus is on achieving high profit
margins. Mercedes-Benz is one of the best-selling luxury brands in the world. The
C-Class is a best seller among the Mercedes-Benz range of cars (Taylor, 2018).
Mercedes-Benz uses a broad differentiation strategy to position this car in the
market. It appeals to a broad section of the market and is sold at a premium for
its luxury features. On the premium side of the table, we also have the Aston
Martin Vantage AMR which targets a niche market of luxury sports car enthusiasts.
The car is unique and match the requirements and taste of the targeted
customers. Customers are willing to pay a premium for this luxury sports car.
Activity
Conduct some research on Shoprite (by visiting the nearest Shoprite store or
through an internet search) and answer the following questions:
 Identify the business level strategy followed by Shoprite.

 Provide reasons to substantiate the answer given in a) above.
Feedback
When answering this question look for the following:

 whether the products that Shoprite is selling are cheaper, different, and more
value for money
 Where are the stores located? Who is the target market?
6.5 Evaluating strategic choices

book:
LO 5: Explain the evaluation of strategic choices (section 7.5).
After identifying potential business-level strategies, an organisation needs to

evaluate these options to choose the most appropriate one. (Jansen van
Rensburg, 2022). In this section we focus our attention on the evaluation of
strategic choices. Figure 2 below highlights the key evaluation criteria that
strategists use to evaluate strategies. Read section 7.5 of the prescribed book for
a detailed explanation of each criterion.
87
Figure 6.3: Key evaluation criteria
Suitability
A suitable strategy does what the organisation wants it to do, while considering its
context. Suitability, also referred to as appropriateness, considers whether the
proposed strategies are suitable for the context of the organisation (Louw &
Venter, 2010). Suitable strategies need to exploit external opportunities and
internal strengths, whilst also overcoming external threats and internal weaknesses
(Jansen van Rensburg, 2022). For example, if an organisation has identified its
financial resources to be a weakness, a differentiation strategy would not be suitable
because such a strategy requires a huge capital investment. Such an organisation
would rather go with a cost leadership strategy since it gains a competitive
advantage by maintaining a lower overall cost base.
Acceptability
The acceptability of a proposed strategy option is determined by expected

performance outcomes (Jansen van Rensburg, 2022). Therefore, the question to
answer here is “Will the strategy produce results in either the long or short term?”
(Louw & Venter, 2010). The following three considerations help strategists when
answering this question:
 Risk.
 return (the financial benefits which stakeholders are expected to receive from
each strategic option).
 stakeholder reaction.
Feasibility
This criterion answers the question, “Will the organisation be capable of carrying
out the proposed strategy?”. A proposed strategy option is feasible when the
organisation has, or is in a position to obtain, the necessary resources and
88
capabilities required to implement it (Jansen van Rensburg, 2022).
Activity
Spur Corporation group scenario

https://www.spurcorporation.com/operational-profile/market-environment/
https://www.spurcorporation.com/wp-content/uploads/2018/11/Integrated-
Annual-
Report-2018_2.pdf
https://www.fin24.com/Companies/Retail/Spur-restaurant-sales-top-R6bn-
20150910
https://www.iol.co.za/business-report/companies/spurs-interim-restaurant-
sales-rise- to-r39bn-19053775
QUESTION:
The Spur corporation group is composed of different brands. Identify business-

level strategies pursued by the Spur Corporation group. Conduct additional
research and illustrate your answer with practical examples.
Feedback
The Hussar Grill – follows the differentiation strategy.

The brand is positioned as one of South Africa's premier grill rooms – offering
perfectly aged succulent steaks, delectable house specialities with an amazing
award-winning wine selection ... they even give you an option to bring your own
favourite wine, at no charge. The restaurants are located in upmarket areas such as
Waterfall and Morningside. Since it is a premium brand, they charge a premium
price for their products and services.
Spur steak ranches – Follows the best cost provider strategy

The brand has as earned a reputation for tasty, nutritious, value-for-money meals. It
offers upscale meals and service at reasonable prices compared to that of
competitors – such as a warm, relaxed, family-friendly environment; generous
portions of great-tasting food; the Secret Tribe loyalty club, the amazing
edutainment Spur Tribe magazine, spectacular kids’ birthday parties and many
more.
Captain DoRegos – follows the low-cost strategy.

Looking at the different brands under the Spur Corporation group, the Captain
DoRegos brand was positioned as low-cost provider. When you walked into the
Captain Doregos’ outlets you could see the simplicity in the design of the shops;
there were no frills as compared to a Hussar Grill. However, note that, as of 1 March
2018, this brand is no longer part of the group.
89
6.6 CONCLUSION
In this lesson we focused on business-level strategies. We highlighted that
business- level strategies deal with how organisations compete in the industry in
which they find themselves. Five generic business-level strategies were identified.
The most important differences among these strategies are: whether an
organisation’s target market is broad or narrow, whether the organisation is
pursuing a competitive advantage linked to low cost or product differentiation or
a combination of the two. We concluded the lesson by learning that strategies are
evaluated against three key evaluation criteria, namely suitability, acceptability and
feasibility. The outcome of the evaluation determines whether the potential strategy
has a strategic fit within the industry environment or not.
90
BIBLIOGRAPHY
Bubear, R. 2018. [Online]. SA’s 10 best-selling passenger cars of august 2018. Available
from: https://www.carmag.co.za/news/sas-10-best-selling-passenger-cars-of-
august-2018/. [Accessed: 27 February 2019].
Droppa, D. 2015. [Online]. Tested: New Aygo’s happier in town. Available from:
https:// www.iol.co.za/motoring/cars/toyota/tested-new-aygos-happier-in-
town-1956308. [Accessed: 27 February 2019].
Sulaiman, T. 2013. [Online]. Toyota targets growing consumer market in Africa.
Available from: https://www.reuters.com/article/us-africa-summit-
toyota/toyota-targets- growing-consumer-market-in-africa-
idUSBRE93806Y20130409. [Accessed: 27 February 2019].
Lilleike, G. 2018. [Online]. Toyota Aygo X-Play (2018) Quick Review. Available from:
https:// www.cars.co.za/motoring_news/toyota-aygo-x-play-2018-quick-
review/45689/. [Accessed: 27 February 2019].
Taylor, D. 2018. [Online]. Mercedes-Benz C-Class (2018) Launch Review. Available from:
https:// www.cars.co.za/motoring_news/mercedes-benz-c-class-2018-launch-
review/45346/. [Accessed: 27 February 2019].
Jansen van Rensburg, M. 2022. “Developing and choosing appropriate strategies”.
In: Venter P. (ed). Practising Strategy: A Southern African context. Cape Town:
Juta.
Lazenby, K. 2018. The strategic management process: ASouth African perspective. 2nd
edition.
Cape Town: Van Schaik.
Louw, L & Venter, P. 2010. Strategic Management: Developing sustainability in
Southern Africa. 2nd edition. Cape Town: Oxford.
Porter, M. 1982. Competitive Advantage, NY: The Free Press.
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LESSON 1: The evolution of management theories 1

1.1 The evolution of the management thought 2

LESSON 2: The role of strategic management in an organisation 16

LESSON 3: Setting strategic direction 29

LESSON 5: Analysing the internal environment of the organisation 63

LESSON 6: Developing appropriate business-level strategies 81

Before we start our study on strategic planning, it is important to understand

Note: There are instances where the words “business”/“business organisation”

What exactly is “management”?

Management essentially has four characteristics.

From when an organisation is established, and as organisations grow, the

Summary of the Traditional theories of management.

THE HUMAN RELATIONS APPROACH TO MANAGEMENT

THE CONTINGENCY APPROACH TO MANAGEMENT

In this section we identified and explained the traditional theories of management,

Study the following learning outcomes in chapter 1 of your

The world is characterised by different challenges such as global warming, global

Responsible management is a type of management that integrates

YEAR AUTHOR DISCUSSION

As can be seen in Table 1 above, the responsible management discussions

The responsible management discussion is different from organisation-level

In this section we established that responsible management is about the

Traditionally, the primary goal/outcome of business organisations was to

‘sustainable development (SD)’. ‘The human

The purpose of a business organisation is to create value.

In the context of responsible management, responsibility focuses on stakeholder

THE ‘NARROW’ VIEW ON THE ‘BROADER’ VIEW ON

A stakeholder is any person or group of people that have, or claim to have, an

• Customers want quality products and excellent service.

• Suppliers want to be paid on time.

• The community expects the business organization to give back to them/invest in

What do we mean by ‘ethics’? Is it the same as ‘business ethics’?

As indicated in previous sections, with the traditional view of management, the

In this section we explored the three concepts of Sustainability, Responsibility and

Study the following learning outcome in chapter 1 of your textbook:

Before we examine the relationship between responsible management and strategic

RESPONSIBLE COMPETITIVENESS IRRESPONSIBLE COMPETITIVENESS

Defined as the achievement of Irresponsible competitiveness occurs

o Responsible sourcing can be defined as a function whereby participating actors

o Globalisation involves operating beyond borders, it gives organisations

Now that we have established the aim of strategic management, we proceed to

BROAD PERSPECTIVE NARROW PERSPECTIVE

Refers to any advantage that a business Refers to the field of strategic

Figure 1: Strategic Management process

As depicted in figure 1 above, strategic management starts with strategic planning

Figure 2: Strategic planning phase

Based on the evaluation performed, comment on whether the Mr group is a

3. Freeman, R. E. 1994. The politics of stakeholder theory: Some future directions.

5. Laasch, O., & Conaway, R. 2015. Principles of responsible management: Glocal

6. Laasch, O. 2016. Business model change through embedding corporate

8. Lutz, D. 2009. African Ubuntu philosophy and global management. Journal of

9. Mangaliso, M.P. 2001. ‘Building competitive advantage from ubuntu: management

Highlight the following key terms in the beginning of chapter 2

The purpose of strategic management is to achieve a competitive advantage for

Study the following learning outcome in chapter 2 of your textbook:

1. Strategy is ultimately about change, as it moves the organisation from

2.4 THE ROLE OF STRATEGIC MANAGEMENT IN REALISING