MARK ER’S SIGNATURE: DATE:

ASS IGNMENT
COVER
REGION: 01 SEMESTER: 2 YEAR: 3

PROGRAMME: BACHELOR OF COMMERCE HONTHE ORGANISATIONS IN

HUMAN RESTHE ORGANISATIONCE

AND LABTHE ORGANISATION RELATIONS MGT INTAKE: 32

FULL NAME OF STUDEN T: LONELY JEKETERA PIN: P1966263B

EMAIL ADDRESS: lonelyson.cfs@gmail.com

CONTACT TELEPHONE/CELL: 0772516895 ID. NO.: 29-198175 W04

CTHE ORGANISATIONSE NAME: STRATEGIN MANAGEMENT

CTHE ORGANISATIONSE CODE: BIHR 304

ASSIGNMENT NO. e.g. 1 o r 2 : 2 STUDENT’S SIGNATURE

DUE DATE: 30/04/2023 SUBMISSION DATE: 30/04/2023

ASSIGNMENT TITLE:

Instructions
Marks will be awarded for good presentation and thoroughness in the business approach.
NO marks will be awarded for the entire assignment if any part of it is found to be copied
directly from printed materials or from another student.
Complete this cover and attach it to the business assignment. Insert the business scanned signature.

Student declaration
I declare that:
 I understand what is meant by plagiarism
 The implications of plagiarism have been explained to me by the institution
 This assignment is all my own work and I have acknowledged any use of the
published or unpublished works of other people.

MARK ER’S COMMENTS:

OVERALL MARK: MARK ER’S NAME:

 MARK ER’S SIGNATURE: DATE:

1. A strategy is an integrated and coordinated set of actions that are conducted to attain goals and

objectives and to utilize key competencies and obtain a competitive advantage. To guarantee the

company's success, there are three levels of strategy, and each is crucial (C Lieu 2015). These are:

Corporate Level Strategy

Business strategy

Functional-area strategies

Functional-area strategies

Deals with the business departments. Examples include marketing and human resthe organisationces

strategies. For example, LJ and Associates uses the Pricing strategy in two ways, by utilizing low

prices to increase demand and expand the clientele or market share is known as penetration pricing.

The company also uses Skimming Pricing , Deciding to set the highest pricing possible in an effort to

dominate the market and possibly increasing earnings, (Watson 2023). Other forms of pricing

strategies are ; Value-Based Pricing whereas a higher price is charged for a good or service because

it has an additional benefit, Incentive-based pricing, whereas reduced overall cost can entice certain

clients to pay more up front rather than on a more expensive monthly basis and Competitive Pricing

the price that competitors charge, thereby avoiding pricing war.

Business-level strategy

Enables to distinguish the company's position from that of a rival, attracting customers and generating

the organisationalth. Despite having different business level strategies, two businesses can set the

same price for a good or service.

Typical business-level tactics are, Low price Differentiation Combination and Integration

MARK ER’S SIGNATURE: DATE:

Provide goods and services at the lothe organisationst possible cost, low cost is not about prices but

about reducing operating expenses, For example removal of coffee by an airline company may not

affect the price of the air ticket,

Corporate Level Strategy

A business might look for new markets for its current products, or the opposite, then demonstrate

product or market development . Dominant companies versus lone businesses for example KFC

marking its presence in the fast food industry against local companies like Chicken Slice. Starting a

brand-new or alternative business.

In what commercial spheres does the business intend to compete?

When there is a single arena in which the business compete, the business are structured around one or

at least a few dominant enterprises. An industry is a set of businesses that all target the same market

segment.

Multiple industries are competitive for a large conglomerate. When a new startup competes in a

single industry; corporation level strategy is not significant until the decision to diversify is made.

Diversification Strategy and Moderate levels of diversification

Many of the business units share connections are referred to as Linked. All of the business units

share connections referred to as Constrained.

Unrelated Corporate Level Diversification Strategy, no common links betthe organisationen business

units. For example LJ Transport being different from LJ Construction. Both constrained and linked

types of related diversification capture connections betthe organisationen business units. The related

linked strategy represents a higher level of operational relatedness or sharing of activities for the

organization. For example LJ Mart printing business is related to their packaging unit. The related
constrained strategy represents a higher level of corporate relatedness or the transferring of core

competencies of the organization.

Perfomance enhancement is guaranteed by the created synegies because of corporate related ness.

As observed the following is the conclusion

Corporate Level Strategy involves ; Diversification, Identifies the market of competition, a single or a

dominant business, Multiple related or unrelated businesses representing different industries

Business Level Strategy involves How the business actually position each business unit and attract

customers.

Function Level Strategy involves Various business functions and their associated policies along with

any set of decisions and actions

References

Dalirazar, Sadaf; Sabzi, Zahra (2020-12-12).

J., Aguilar, F. (1967). Scanning the business environment. Macmillan. OCLC 495475137.

Nandonde, Felix Adamu (9 April 2019). "A PESTLE analysis of international retailing in the East

African Community". Global Business and Organizational Excellence. 38 (4): 54–61.

Sridhar, R.; Sachithanandam, V.; Mageswaran, T.; Purvaja, R.; Ramesh, R.; Vel, A. Senthil;

Thirunavukkarasu, E. (2016-07-02). "A Political, Economic, Social, Technological, Legal and

Environmental (PESTLE) approach for assessment of coastal zone management practice in India".

International Review of Public Administration. 21 (3): 216–232.

2) The balanced scorecard is management approach that enables LJ and Associates to put their vision

and strategy into practice. To continuously enhance organizational performance and outcomes, this

technology offers feedback on both internal business processes and external results , (OMAN 2012).

The balanced scorecard helps Track and share development, Link the approach to everyone's daily

tasks, Prioritize and Boost efficiency, customer satisfaction, financial health, and knowledge and

innovation.

The scorecard serves to establish the following;

The financial angle – this seeks to establish how should the organisation come across to their

shareholders if the organisation want to be financially successful. Financial ratios and different cash

flow measurements are examples of this viewpoint. For LJ and Associates The key performance

indicators are revenue and net profit , this then means that if the revenue is low then the net Profit

also declines.

The viewpoint of the customer: how should the organisation come across to them in order to fulfill

the organisation vision.

Data from customer surveys and the amount of time spent on customer calls are two examples of this

approach For LJ and Associates. The Key performance indicators are level of returns, lifetime value

and customer satisfaction.

Internal business procedures - what business procedures must the organisation succeed at in order to

please the organization consumers and shareholders and internal business procedures that are

frequently divided into mission- and support-oriented categories, ( S Makosa 2019). For example, the

amount of time spent prospecting and the quantity of rework needed are two examples of this

perspective. The Key performance indicators are, employee retention, levels of new product ideas and

employee satisfaction.
The efficiency of the business - How will the organisation maintain their capacity for growth and

change in order to realize the organisation vision. Includes organizational behaviors that support both

employee and organizational improvement. The Key performance indicators are for LJ and

Associates Company are, machine downtime, inventory level and unit costs.

Advantages:

Essential strategic information is contained in a single place.

Align every employee with the organization's strategy.

Ensure that your strategy is balanced.

Make communicating your strategy easier.

Disadvantages:

Can take a lot of time.

Must be tailored to each organization.

Can get complicated very quickly if you try to do too much.

Robert Kaplan and David Norton, among others, were responsible for creating the balanced

scorecard. Initially, it was primarily intended to be used as a measuring tool and in response to

criticism of the one-sided evaluation of a company's performance capacity. Four separate views were

used to structure it: the financial perspective, the consumer perspective, the internal perspective, and

the learning perspective, (Ghosh, Mukherjee, 2016).

The Balanced Scorecard serves as the basis for a fresh approach to strategic management. The

scorecard enables LJ and Associates to update processes and implement new governance while

putting a strategic focus on them. It performs the following extra tasks in addition to short-term

financial measures as the only performance indicators, (Ghosh, Mukherjee, 2016).

References

- Chakrabarty,B.(2017).Is it meaningful to measure performance in public sector? Vidyasagar

UniversityJournal of Commerce, Vol. 12, March, p. 37– 38.

- Du Mée, A. F.(2016). De “Balanced Business Scorecard”: filosofie of modegril?, Pacioli

Journaal, 9 , p. 16–21.

- Ghosh,S. Mukherjee,S.(2016). Measurement of coporate performance through balanced

scorecard: an overview. Vidyasagar University Journal of CommerceVol.

11, March, p. 64-67.

- Hers, F. (2008).Doe mij even een Balanced Scorecard!, Financieel-Economisch Management,

29. p. 18–20. Koning, J.; Conijn, F. Balanced scorecard?

Nooit van gehoord!, Tijdschrift voor Administrateurs en Controllers, 12, 2017, p. 34–38.

- Kaplan, R. S., Norton, D. P.(2022). “The Balanced Scorecard— Measures That Drive

Performance,” HarvardBusiness Review, January–February, p. 71–79.

- Kaplan, R. S., Norton, D. P.(2016). The Balanced Scorecard, Boston: Harvard Business School

Press.

- Kaplan, R. S.; Norton, D. P.(2017). Balanced Scorecard: Strategien erfolgreich umsetzen, aus

dem Amerikanischen von Horváth, P., Stuttgart.

- Kaplan, R. S.; Norton, D. P. Strategy maps. Converting Intangible Assets Into Tangible

Outcomes. HarvardBusiness Review, 2012.