SCM Qazi
SCM Qazi
SCM Qazi
GREEN SPOKES
Contents
Strategy:......................................................................................................................................................1
Reasons for company to have a strategy:................................................................................................1
Development of strategies:.....................................................................................................................1
SWOT analysis:....................................................................................................................................1
PESTLE analysis:...................................................................................................................................1
Value chain..........................................................................................................................................2
Porter's 5 Forces..................................................................................................................................2
Decision to select a strategy:...................................................................................................................2
Implementation of strategy:....................................................................................................................2
Monitoring strategies:.............................................................................................................................2
Balanced Score card:...........................................................................................................................3
Strategy formulation for Green Spokes:......................................................................................................3
Strategy choice:.......................................................................................................................................4
Expectation:.............................................................................................................................................4
Quarterly Strategic Implementation............................................................................................................4
Year 6 Quarter 1..................................................................................................................................4
Year 6 Quarter 2..................................................................................................................................4
Year 6 Quarter 3..................................................................................................................................5
Year 6 Quarter 4..................................................................................................................................5
Year 7 Quarter 1..................................................................................................................................5
Year 7 Quarter 2..................................................................................................................................6
Year 7 Quarter 3..................................................................................................................................6
Year 7 Quarter 4..................................................................................................................................6
Year 8 Quarter 1..................................................................................................................................7
Year 8 Quarter 2..................................................................................................................................7
Year 8 Quarter 3..................................................................................................................................7
Year 8 Quarter 4..................................................................................................................................7
Conclusion...................................................................................................................................................8
References...................................................................................................................................................8
Appendix A (Initial Strategic Plan)...............................................................................................................9
Appendix B (Performance Print Out Per Quarter).....................................................................................15
Y6 Q1:....................................................................................................................................................15
Y6 Q2:....................................................................................................................................................16
Y6 Q3:....................................................................................................................................................16
Y6 Q4:....................................................................................................................................................17
Y7 Q1:....................................................................................................................................................17
Y7 Q2:....................................................................................................................................................18
Y7 Q3:....................................................................................................................................................19
Y7 Q4:....................................................................................................................................................19
Y8 Q1:....................................................................................................................................................20
Y8 Q2:....................................................................................................................................................21
Y8 Q3:....................................................................................................................................................22
Y8 Q4:....................................................................................................................................................23
Appendix C Reflective Log.........................................................................................................................23
Strategy:
The process of establishing an enterprise's fundamental long-term goals and objectives, as well as the
selection of appropriate courses of action and resource allocation to accomplish those goals (KS, 2018).
Developing a competitive strategy is essentially the process of creating a general formula for how a
corporation will compete, what its goals should be, and what policies would be required to achieve those
goals (Heppelmann, 2017).
Any business plan begins with defining the goal, the desired outcome. The aim sets the stage for the
corporation to design metrics and specific activities to ensure its successful implementation. So,
"increasing market share" or "raise consumer happiness" can be the goal (HeleneAhlborg, 2018).
SWOT analysis:
A SWOT analysis is an intelligent dynamic that strategic planning departments use to discover the
company's internal strengths and weaknesses, as well as external opportunities and threats. The team
gains a better understanding of the most critical topics to work on based on the information acquired
during the scenario analysis, as well as by conceptualizing and categorizing these issues (Kudriavtceva,
2019).
PESTLE analysis:
It is abbreviated as PESTLE and denotes the following aspects of the economy: politics, economics,
social, technical, legal, and environmental. Political, economic, social, technological, and environmental
are all represented by the letters P-E-S-T-L-E-E-P. A bird's eye view of the entire environment from a
range of different angles that someone might wish to study and keep track of when evaluating a particular
idea or objective is provided by this technique. (Buriak M, 2018).
Value chain
A value chain is a collection of operations that a corporation performs in order to provide value to its
consumers, as outlined in this diagram. Porter proposed a general-purpose value chain that companies
may use to assess all of their activities and determine how they are interconnected. This tool can assist
you in determining the sources of value for your firm by evaluating the value chain (Zhang, 2017).
Porter's 5 Forces
There are five forces that shape every industry and Porter's Five Forces model is used to identify and
evaluate these forces in order to better understand a particular sector. Identifying an industry's structure
using the Five Forces analysis is a common method used to develop company strategy. Any industry can
benefit from Porter's model, which can be applied to any industry to better evaluate the level of
competition and increase a business's long-term profitability (Goyal, 2021).
Decision to select a strategy:
In order to lead effectively, one must make strategic decisions. In turn, this effects employees, customers,
the market and ultimately the company's success. It takes knowledge, experience, and intuition to develop
such a skill. Determining the issue and choosing the best solution requires a process. Follow this strategy
to make good decisions (Azar, 2020).
Implementation of strategy:
To achieve strategic objectives and goals, it is necessary to implement the strategies and plans that have
been devised by management. If company does not follow through on approach, they are wasting time
and money. In order to successfully implement a strategy, the entire company must be involved. The
strategic executive team, with the help of senior executives and important staff, is primarily responsible
for formulating the strategies. Nevertheless, it is the employees that will carry out the strategy plan's
implementation, with senior executives serving as the point person (Tawse, 2021). The following are the
fundamental activities involved in implementing a strategy:
Monitoring strategies:
Monitoring is vital. It shows company if its service is up, down, fast or slow. Monitoring software can
provide organization notifications and assist them with troubleshoot when something goes wrong. A
monitoring strategy helps company’s plan with monitoring and reporting activities. Incorporated
monitoring should be included in a strategy, as should cross-organizational monitoring. Explain how
monitoring will be included into policy and operational assessments, and how monitoring outcomes will
be reported. Planning ahead of time can help focus organization’s efforts and maximize the resources.
Balanced Score card:
There must be some method for identifying, managing, and measuring the strategic goals of every
organization. An example is the Balanced Scorecard (BSC). You can use it to keep track of how well
you're doing as part of your overall performance evaluation process. Organizations can also assess the
company's progress toward strategic goals by tracking Key Performance Indicators (KPIs). When
implemented correctly, the Balanced Scorecard may have a profound impact on enterprises.
The Balanced Scorecard makes it easier to communicate your plan both internally and externally. Even
individuals who weren't engaged in establishing the plan can comprehend the aims thanks to the
simplicity of the strategy map.
When the company's mission and vision are incorporated into the development of the Balanced
Scorecard, it helps to build consensus and buy-in for the organization's strategic objectives.
Ensure that the company is aligned with the company's strategic goals
The strategy map's viewpoints include financial, marketing, operations, human resources, IT, and more
departments. These goals are aligned across the origination and define how the goals in different
departments help each other to achieve success throughout the company.
In addition to the alignment and strategic focus, it helps you address all of your organization's activities.
The strategic goals of many companies are not linked with the initiatives, operations, and activities of
many companies. This tool, which can be used by several divisions of a business, allows you to ensure
that all operations are in line with your strategic objectives. This narrows the scope and ensures that the
strategy is put into practice.
KPIs that are crucial to tracking success toward your firm' s strategic goals are included in the Balanced
Scorecard.
The market share of the company is 27% currently. To achieve the targeted profit the strategy company is
going to adopt differentiation strategy. Through this strategy company will work on its research and
development department and produce high quality of product which will provide company the
competitive advantage as they can increase the profit by charging the effective prices. The main focus of
the company will be the quality of product.
Strategy choice:
The reason to adopt differentiation strategy is to gain competitive edge in the market and charge more
prices from the customers. The competitive edge increases the market share and high quality increases the
loyalty of the customers. To increase the sales company will try to implement good marketing and
promotional strategy through which company will connect with many customers. Company will focus on
the existing customers by offering them discounts. Furthermore, company will also overview their
pricings strategies so that the profit through sales can be increased as well.
Expectation:
As explained above the reason to choose differentiation as the strategy of the company, the outcome from
this strategy will be as followed:
To maintain competitive edge in the market by providing high quality and innovative product
To gain loyalty of the customers through quality.
To sustain existing customers through high quality product.
To increase the sales by providing unique and innovative product.
To increase the profit by effective pricing.
To gain new customers so that market share can be increased.
Year 6 Quarter 2
Investors were happy with the following quarter's outcomes. Each quarter, it increased from 1400 to 1485
units. The minimum order quantity was increased to 400 from 350. 5500 purchase orders increased to
6000. Outlet A new sales channel has been introduced. Your items were introduced to Small Retail via
word of mouth. Five new sales channels were added. Due to sales visits, Small Retail will now carry your
items. Compatibility was achieved after 250 hours and progress was made in 34% of the time. The 250-
hour project, Product Design: Practicality, has advanced by a fourth. Inadequate inventory meant that
orders could not be fulfilled, resulting in decreased income (Figure 2).
Year 6 Quarter 3
Quarter 3 of Y6 illustrates the 450-stock minimum purchase. The number of purchases grew to 6500.
SMALL RETIRED SALES VISITS increased from 0 to 2, with major retail purchasers making twice-
monthly visits. Alternatively, the sales channel. Web Retail's discount has been increased from 30% to
35%. Print advertisements increased in size from two to four points. Television and radio advertising
were the sole options. Exhibitions of high potential, ranked from 0 to 1. The mean grade for promoting
social media increased from 5 to 7. It has vanished. There was one new avenue of distribution. At Small
Retail, we carry your products. Four new routes of distribution. Small Retail replenished your inventory
after sales excursions. Comfort took 250 hours to complete, with 46% of the work being new. 250 hours,
a 37% increase in progress Usability of the product Incomplete orders as a result of inventory constraints
may result in decreased sales.
Year 6 Quarter 4
In Y6 Q4, operations overtime rose from 0% to 6%. 1 was produced between 1485 and 1720. Purchase
two more plants. It increased by 450 to 600. Spending on purchase orders increased. Outlet 1 generates
additional income At Small Retail, we carry your products. The sales channel now includes four more
locations. Small Retail replenished your inventory after sales excursions. We've put in 250 hours of work
and achieved 59% progress. Productivity of 250 hours in product design, 50% new work in progress
Incomplete orders as a result of inventory constraints may result in decreased sales.
Year 7 Quarter 1
Cost leadership was employed this quarter. The goal was to review this quarter and make adjustments for
the next quarter based on our findings. For operations, the recruiting quality ranges from excellent to
mediocre. Average Increases the average by 5%. Absence of training equates to rapid improvement. Each
quarter, 1835 units were manufactured. Purchases need 700 units at the moment. The average size of a
procurement order increased to 7500. No longer available at a single little business; a loss. Outlet 1 new
route of distribution Small Retail has been tasked with the responsibility of stocking your merchandise.
Five extra stores have been added. Small Retail replenished your inventory after sales excursions. 250-
hour commitment, 71% progress in new product technology. 250 hours of added functionality to the
product Incomplete orders as a result of inventory constraints may result in decreased sales.
Year 7 Quarter 2
Purchase order minimums raised to 800 in Y7Q2. The level of quality decreased from Extensive to
Standard. Outlet One new sales channel has been added. Customers have requested that Small Retail
carry your products. The sales channel expanded by a factor of four. Small Retail was convinced to stock
your items after sales visits. Comfort and practicality have been achieved in 250 hours, with new
advancements of 84% and 75%. As a consequence of inventory limitations, fewer orders may be
executed, resulting in lower sales.
Year 7 Quarter 3
From 1835 through 1960, one unit was created every quarter. Purchasing a single new industrial facility.
It has increased from 800 to 950 points. Our buy order minimum has been adjusted to 8500 units. Your
items are no longer available in that one little shop; this is a loss. The sales channel currently includes
four more locations. Small Retail was convinced to stock your items after sales visits. Comfort has been
achieved so far in 250 hours, with 96 percent of new progress. I've made improvement in 87 percent of
the time since I started this endeavor.
Year 7 Quarter 4
The lease has come to an end. As a consequence, the business's operating expenses have soared.
Minimum purchase amounts have been increased. The purchase order was upgraded to 9000 units from
8500 units. Promotion There will be no tinier to medium print. Product 1 and 2 have increased in price.
The discount on item 1 has been increased from 20% to 30%. No longer available at a single little
business; a loss. Additional sales channels were available to the corporation. At Small Retail, we carry
your products. Three extra sales locations have been added. Small Retail replenished your inventory after
sales excursions. Simple to use, 70 hours completed, and 100% As of now, their Comfort research is at
level 4, indicating that they have completed 80 percent of their 180 hours and made 4% advancement. 249
hours accomplished, all new technology. The firm has finished a feasibility study and increased it by 80%
to level 4. There has been no new progress in 0 hours.
Year 8 Quarter 1
Sales and marketing overtime increased from 0% to 34% this quarter. The sales channel grew by four.
After 250 hours of effort, I'm just 10% done. 250 hours completed, 6% new product technological
development Full-service rural relocation with 600 square meter floor space and "basic" quality grade.
Year 8 Quarter 2
Overtime labor has increased from 6% to 13%. Sales and marketing apps' quality deteriorated from
extraordinary to medium. Salaries for sales and marketing recruiters have been lowered by 5%. For sales
and marketing workers, online training is outmoded. Previously, it was a "talent retention" strategy. Over
time, sales and marketing climbed from 34% to 44%. The medium-sized advertisements have been
replaced with four little ones. For social media marketing, a 7 became an 8. (M). Closed: The goods
you've requested are no longer available locally. 1 new retail establishment Small Retail has been tasked
with the responsibility of stocking your merchandise. Three extra sales locations have been added. Small
Retail replenished your inventory after sales excursions. Completion of 250 hours, 17% development in
new product technology. 250 hours worked, with 13% of the time spent developing new product
technology.
Year 8 Quarter 3
Overtime rose from 13% to 21%. Its quarterly output rate fluctuates between 1960 and 2105. The
required minimum stock level has been raised from 1000 to 1100 units. The new BU size was 9500. The
discount on Product 1 has been increased from 30% to 35%. Your items are no longer available in that
one little shop; this is a loss. Three more locations have been added to the sales channel. Small Retail was
convinced to stock after sales visits. Comfort was achieved in 250 hours, with fresh progress being made
at a rate of 23%. Product Technology Practicality has increased by 18% after 250 hours of labour. As a
consequence of inventory limitations, fewer orders may be executed, resulting in lower sales.
Year 8 Quarter 4
The minimum purchase order size rose from 9500 to 10000 between 1100 and 1200. Your items are no
longer available in that one little shop; this is a loss. As a result, one Web Retailer has opted to
discontinue offering your products. Outlet One new sales channel has been added. Small Retail was
convinced to stock your items after sales visits. 250 hours of effort done, a new advancement of 29%.
Progress in Product Technology: Practicality has been reduced to a fifth of the time it took 250 hours.
Conclusion
In the end, it worked. After a few strategic changes, the business achieved success in three years. Because
operations are the backbone of any organization, the firm invested heavily in them. This section was in
charge of everything. The constant earnings eliminated the need for overdrafts and bank borrowing.
Because this simulation is about how strategic decisions influence the firm's performance and change, one
of the projected goals was achieved. Deductions were utilised to attract players into the game's change
management features. Large quantities of money are spent on advertising to promote brand awareness and
customer loyalty. The company's abundant resources helped it achieve one of its projected objectives.
Year 8 made £814,109 in the fourth quarter. It much surpassed expectations. Sales and net assets were
also performing well at this stage; thus, the project was a resounding success. This game's interactive
aspect helped teach business planning and change management after ownership is changed. One of the
most important things I learned from this game was how vital it is for a company to understand its clients.
Having things on hand has also been useful. Staff training improved the organization's value chain.
Market research and a motivated workforce made strategic planning straightforward. If given another
chance, each member of the squad would perform better if they had learnt from previous mistakes. This
game taught us the value of teamwork.
References
Azar, A., 2020. Applying PANDA Decision Making Strategy in Crisis: Focusing on the Corona Crisis in
Iran. Management Research in Iran, 23(3), pp. 27-49.
Bolland, E. J., 2017. The Importance of Strategy. s.l.:s.n.
Buriak M, T., 2018. Methods of analysis of the external environment of business activities. Repository
Simon Kuznets Kharkiv National University of Economics , 39(12), p. 22.
Goyal, A., 2021. A Critical Analysis of Porter’s 5 Forces Model of Competitive Advantage. Critical
Analysis of Porter’s, 5, p. 4.
HeleneAhlborg, 2018. Powering institutions for development—Organizational strategies for decentralized
electricity provision. Energy Research & Social Science, 38(4), pp. 77-86.
Heppelmann, M. P. a. J. E., 2017. Why every organization needs an augmented reality strategy. HBR’S,
10(2), p. 85.
JacoboAntona-Makoshi, 2018. Accident analysis to support the development of strategies for the
prevention of brain injuries in car crashes. Accident Analysis & Prevention, Volume 117(3), pp. 98-105.
KS, K., 2018. Method of Evaluation of the Classification Possibilities Imply with the Model of M. Porter
in a Competitive Environment Created in Light Industry. International Journal of Economics &
Management Sciences, 7(1), p. 11.
Kudriavtceva, A., 2019. SWOT-analysis of digital technologies for an industrial enterprise. IOP Conf.
Ser.: Mater. Sci. Eng., 3(1), p. 497 .
Tawse, A. a. T. P., 2021. Strategy implementation: A review and an introductory framework.. European
Management Journal, 39(1), pp. 22-33.
Zhang, J., 2017. Value chain building and business model in the mobile device healthcare industry - the
case of China. International Journal of Healthcare Technology and Management, 1(2), pp. 59-76.
Qazi Ibrar Increase brand awareness and Social media and Untapped customers
(Sales & make sure maximum people know marketing efforts should and markets will be
Marketing about the products of the be launched. identified.
Director) company. Manage elements like
branding, pricing and market
research.
Adjust stock and purchasing Stock at all times will help in satisfying
level. the needs of unpredicted customers.
Overseeing overall Logistics will manage the way to
Taufil Khan organization’s procedures, Manage logistics and finalize the
deliver the product to customers.
means for transporting the
(Operations handling purchasing products to customers. Dismissing will help in cutting costs
Director) components and enhancing and hiring will help in producing more
Hire or dismiss contractors
quality of products. depending upon the needs of the
products.
manufacturing its products. department. Profits will be increased
Ensure increased profits.
Ensure to stay one step ahead to Competitive edge will help in any way
Increase brand awareness competitors by offering a better possible.
Qazi Ibrar and make sure maximum service Discount removed and profit
and loss identified. Enhanced exposure.
people know about the
(Sales & products of the company. Manage sales channels and go
international. Publicity and spotlight will be
Marketing Manage elements like increased.
Director) branding, pricing and market Manage as many small and web
retails as possible.
research. Increased price because of enlarged
Increase the price but offer another customer based and a discount so that
attractive discount to increase the customers stick to the company like
sales. glue.
Y6 Q1:
Y6 Q2:
Y6 Q3:
Y6 Q4:
Y7 Q1:
Y7 Q2:
Y7 Q3:
Y7 Q4:
Y8 Q1:
Y8 Q2:
Y8 Q3:
Y8 Q4: