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U-12 Strategic Planning

U-12 Strategic Planning

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Published by: Malik Awan on Jan 06, 2012
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1
LONDON COLLEGE OF ACCOUNTANCY AND MANAGEMENT
Programme:
 BTEC Ext
ended
Dipl
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  Assignment Title: Strategic Planning and Implementation (Unit-12)Student Name: Malik K.S AwanStudent ID: LCMA/PB/10439Date Issued: 12 April 2011Final Submission Date: 22 April 2011
MODULE TUTOR
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Table of contents
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Task 1: Introduction 31.1 Introduction of FreshDirect 31.2 Mission and Vision statements 4Task 2: The external environment 52.1 Stakeholders expectations and needs 52.2 The general environment 62.2a PESTEL analysis 6-72.2b Porter¶s 5 force analysis 82.2c Industry life cycle 92.3 Comparative environment 10-112.4 Comparative analysis grid 12Task3: Internal Analysis 133.1 Resource base view (RBV) 13-143.2 Porter¶s value chain analysis 15-163.3 VIRO framework 17Task4: Problem diagnosis 184.1 SWOT analysis 18-194.2 Main problems and challenges of FreshDirect 20Task5: Generating and evaluating strategies options 215.1a Porter¶s generic strategy 21-225.1b The strategy clock 225.2 Ansoff¶s Matrix 235.3 TWOS Matrix 245.4 Stakeholder mapping 25-265.5 Success criteria of strategic options 275.6 Method of pursuing the FreshDirect strategy 285.7 Balance score card 29-30Task 6: Examine factors affecting the organizational strategy plan 316.1 Compare core FreshDirect values 316.2 Develop specific management objectives 326.3 FreshDirect resources management 33-34Task 7:Implementation plan for FreshDirect strategy 357.1 Develop outline timetable implementation strategy for FreshDirect 367.2 Design the FreshDirect to bring intended strategies to reality 37-38References 39-41
 
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FreshDirect was founded in 1999 by Jason Ackerman and Joseph Fedele founded thecompany in 1999 in the wake of others' failed attempts at an online grocer. Three yearslater its orange and green refrigerated trucks hit the Manhattan streets. Those truckshave become almost as ubiquitous as yellow taxicabs. According to reports, 15 per centof 1.6 million Manhattanites have used FreshDirect. The company delivers to more than250,000 customers in New York and New Jersey.The idea of FreshDirect is eliminate the middleman. By taking orders in advance,FreshDirect devised a made-to-order model. It prepares the foods, and as a result,according to Ackerman, this is a more cost-effective and less wasteful process than theregular grocery-store model. Ackerman and Fedele split up the responsibilities based on their expertise. In thatBloomberg interview, Ackerman said,
 
³Joe, having worked at -- and built -- Fairway wasresponsible for bringing in all of the supply.
 
 And I focused on how to actually take all thesupply and get it within the warehouse and actually get it to the customer.
G
oa
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s
 
and
Obj
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ves
 
y
 
Boost average order size by roughly 10%, to $110.
y
 
Deliver seven days a week, up from the existing six-day schedule.
y
 
Begin tracking speed and quality metrics, such as time to process order from rawmaterial to delivery.
 
y
 
 Allow managers to access metrics.
K
ey
St
akeho
l
der 
FreshDirect key stakeholders are investors or shareholders,customers, employees, suppliers, General public, New York City, and centralgovernment.

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