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SBM3203 Strategic Planning

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SBM3203 Strategic Planning

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Course Code: SBM3203
University: Asia Pacific International College

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Country: Australia


The unit is designed to provide a sound grounding in organisational design and strategies that can respond to the numerous challenges currently faced by the majority of contemporary organisations. These challenges including shrinking budgets, increasing competition or stakeholder expectation, tougher legal and statutory provisions and rising staff turnover. The business environment, customers, markets and the information available plus complexities of the underlying fiscal and legal systems fundamentally influence the structural design and dynamic management of business units and organisations. Changing the uncertainty is the hallmark of the present-day organisations.
This unit is a core unit in the BBUS program and an elective unit in the BBIS program.
Design an optimal and adaptive organisation unit to produce and deliver target goods and services in a competitive manner.
Develop business networks of suppliers, partners and collaborators.
Design, implement and review appropriate governance structures.
Initiate and promote communication with customers, including assessing satisfaction and receiving feedback.
Development of Course Learning Outcomes and Graduate Attributes This unit assures the learning required to deliver the following Course Learning Outcomes:
Broad and coherent knowledge of a range of business and related disciplines including accounting, project management, economics, statistics, general management, and marketing.
Communication skills to work effectively with people and teams and to present clear and coherent information in business, professional and academic formats.
Through the resolution of problems and decision making in a range of business and related disciplines including accounting, project management, economics, statistics, general management, and marketing.


Background of the company
Woolworths is a supermarket or grocery chain which has its origin in Australia. The chain of stores is owned by the Woolworths Limited. The organization was founded in the year 1924, which forms a duopoly in the Australian retail market along with Coles. The company mainly specialises in the selling of groceries and other major products like, DVDs, beauty and health products, household products, baby supplies, pet supplies and various stationery items. The organization operates around 1000 stores all across Australia which includes, 975 supermarkets and the rest are convenience stores. The company has also started a store on the ecommerce platform which is known as Woolworths Online. Woolworths did not have any plan for international expansion after its formation in the year 1924. The interest of the consumers started growing about Woolworths after the year 1924 (Woolworths.com.au., 2018). The company has been able to form the forefront of the innovation based activities in Australia with the help of different types of services and products.
Defining the strategy of Woolworths
The role that is played by the strategy that has been implemented by Woolworths Group in Australian retail industry mainly indicates that the organization has been able to achieve a dominant position in the market. The organization has growth strategies that are related to the operations and the growth plans of Woolworths Group. The growth is based on increasing the shareholder value, enhancing the overall growth of the company and maintaining the track record of growing business. The strategy that has been implemented by Woolworths Group is also related to satisfaction that is provided to the customers and the employees to the maximum levels. The company also aims at providing the employees with a positive working environment and good pay for the work that is performed by them (Daspit et al., 2017).
The marketing strategy of Woolworths Group is thereby based on the fundamental goal which is related to the achievement of increase in sales and achievement of sustainable competitive advantage in the industry. The main competitor of Woolworths in the retail industry is Coles which has its operations in the country. Another major threat that to the operations of Woolworths in the industry is Aldi. The strategies that have been implemented by Woolworths recently has been helpful in increasing the profits of the company and further providing the top position in the retail market (Ethiraj, Gambardella & Helfat, 2018). The three principles that are related to the operations of Woolworths Group in the industry are, improving the core offer for the purpose of ensuring that the customers are put first, the second principle is based on the ways by which innovation is used to meet the needs of the customers and the third principle is based on creating customer value with the help of organising for the success and executing the lean retail model.
Key dimensions of the strategy of Woolworths
The main goal of the strategy of Woolworths is based on placing the customers first. The five major priorities that are related to the strategy that is implemented by Woolworths are as follows,

Building a store-led culture and a customer centred service process.
Generating the sustainable momentum of sales in the Food sector.
Evolving the drinks based business of the organization and providing more value to the customers.
Empowering the portfolio business for the purpose of pursuing strategies so that shareholder value can be delivered.
To become a lean retailer with the help of end-to-end process and excellence of the systems (Hill, Jones & Schilling, 2014).

Mission and the value statements of Woolworths
The mission statement of Woolworths is based on the stated aim of the company to at the heart of a community and be loved retailer for the kids, family leisure and home. The major objective of the organization is related to the improvement of stocks and the optimization of the network based efficiency. The company ensures that the customers are provided services by more than 800 stores in Australia. The business of Woolworths Group is based on the mission of the organization to deliver best services to the customers with respect to value, convenience and the quality for the customers. The major business partners of the organization include, the local farmers and the manufacturers as well (Meyer, Neck & Meeks, 2017).
Woolworths has been able to create its position as the most valuable organization in Australia. The company has been constantly trying to maintain its position with the help of making changes in the marketing based strategies and enhancing the supply chain based activities as well. The suppliers of the company are now given huge importance so that Woolworths is able to maintain its position in the industry easily (Michael, Storey & Thomas, 2017).
Impact of strategy on the performance of Woolworths 
The strategy that is formulated and implemented by Woolworths in the different organizational processes have affected its operations in the retail industry. The three-year strategy that has been developed by Woolworths Group is based on the ways by which the organization can totally be transformed to a customer-centric business which can further neutralise the competitors. The three-year strategy that has been developed by Woolworths Group is based on enhancing the core offer of the company, innovating the services and products so that the customer needs can be met in an effective manner (Morschett, Schramm-Klein & Zentes, 2015). The prices that are offered to the customers is also an important part of the strategy that has been implemented by the company. The strategy was based on providing lower prices to the customers and further enhance the performance of Woolworths Group in the Australian retail market. The loyalty system that is developed by Woolworths Group further helps in increasing the loyal customer base of the company. The data related to customers is also used by the company to create a position in the industry with the help of effective strategies. Therefore, it can be stated that the strategies that are implemented by the company affect its performance to a great extent (Wheelen et al., 2017).
Daspit, J. J., Chrisman, J. J., Sharma, P., Pearson, A. W., & Long, R. G. (2017). A Strategic Management Perspective of the Family Firm: Past Trends, New Insights, and Future Directions. Journal of Managerial Issues, 29(1).
Ethiraj, S. K., Gambardella, A., & Helfat, C. E. (2018). Theory in strategic management. Strategic Management Journal, 39(6), 1529-1529.
Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: theory: an integrated approach. Cengage Learning.
Meyer, G. D., Neck, H. M., & Meeks, M. D. (2017). The entrepreneurship?strategic management interface. Strategic entrepreneurship: Creating a new mindset, 17-44.
Michael, S., Storey, D., & Thomas, H. (2017). Discovery and coordination in strategic management and entrepreneurship. Strategic entrepreneurship: Creating a new mindset, 45-65.
Morschett, D., Schramm-Klein, H., & Zentes, J. (2015). Strategic international management (pp. 978-3658078836). Springer.
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2017). Strategic management and business policy. pearson.
Woolworths.com.au. (2018). Retrieved from https://www.woolworths.com.au/

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