C714-BUSINESS STRATEGY-Task One Tip Sheet Competency 3063.1.1: Strategic Planning – The graduate analyzes the key components of strategic planning within industry as well as internal and external environments. Competency 3063.1.3: Organizational Environment – The graduate analyzes the organizational environment that supports the implementation of a strategic plan. Introduction: Based on the information in the case study (see Case Study Attachment 1 by accessing TaskStream or Evaluation Management Application (for students who activated the course on or after 8/28/18) from the Assessments tab and scrolling down past the Task directions), for this task, you will write an essay that discusses the necessary components for beginning the strategic planning process. You will discuss the culture, the structure of the strategic team, explain the appropriateness of the current mission and vision statements, discuss internal and external influences specific to the company in the case study, as well as explain advantages and disadvantages of the company’s current strategic plan. Scenario: The management at EZ-Pleeze, a chicken and beef distribution company, has tasked you with collecting and analyzing the information needed to formulate the strategic planning process for the company and provide strategic recommendations to senior executives. Using the “EZ-Pleeze Case Study” to guide your response (see Case Study Attachment 1 by accessing TaskStream or Evaluation Management Application (for students who activated the course on or after 8/28/18) from the Assessments tab and scrolling down past the Task directions), you will write an essay that contains the information (based on the task prompts below) required to show you have a firm understanding of the necessary components for beginning the strategic planning process. Requirements: Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. Use the Turnitin Originality Report available in Taskstream or Evaluation Management Application (for students who activated the course on or after 8/28/18) as a guide for this measure of originality. The rubric provides detailed criteria for evaluating your submission. It is expected that you use the rubric to direct the creation of your submission. A prompt may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course. Write an essay (suggested length of 3-5 pages) that references “EZ-Pleeze Case Study” (see Case Study Attachment 1 by accessing TaskStream from the Assessments tab and scrolling down past the Task directions) and contains the following sections: Company Description A. Describe the organizational culture of EZ-Pleeze. – Review Chapter 1 & Google search Competing Values Framework. For example, discussions can be found at http://www.thercfgroup.com/files/resources/an_introduction_to_the_competing_values_framework.pdf and at http://changingminds.org/explanations/culture/competing_values.htm Organizational culture refers to the complex set of ideologies, symbols, and core values that are shared throughout the firm and that influence how the firm conducts business. Select the appropriate culture from the four cultures in the competing values framework. Use examples from the case to demonstrate how EZ-Pleeze exhibits the culture you selected. 1. Discuss the appropriateness of the current mission statement for EZ-Pleeze. – Review Chapter 1 A mission statement describes the company’s current business and purpose. It addresses who we are, what we do, and why we are here. The ideal mission statement sufficiently: a. Identifies the company’s product or service b. Specifies the buyer needs it seeks to satisfy c. Identifies the customer groups or markets it is endeavoring to serve d. Specifies its approach to pleasing customers e. Provides the company its own identity 2. Discuss the appropriateness of the current vision statement for EZ-Pleeze. – Review Chapter 1 A vision statement should be distinctive and specific to a particular organization; avoid generic, feel-good statements. A winning vision provides organizations “where we are going and why”. An appropriate vision statement is forward-looking, aspirational, and specific enough to describe just one company. The vision statement should articulate the ideal description of the organization. An effective vision stretches and challenges. An appropriate vision reflects a firm’s values and captures the heart and minds of the employees. Strategic Decision-Making Structure B. Describe the structure of the strategic team at EZ-Pleeze. – Review Chapters 10 – 13, especially Chapter 11. Describe the members of the strategic team and their roles in detail. Strategy and structure have a reciprocal relationship, and if aligned properly, performance improves. Characterize the existing structure as simple, functional, or as multidivisional (see Chapter 11). Be sure to give the name and position of all 6 members of the strategic team. Include whether the team member formulates strategy, implements strategy, or does both. C. Internal and External Influences. 1. Discuss internal influences on the strategic decision-making process at EZ-Pleeze. – Review Chapter 3 Identify the forces, within the company’s control (internal forces), that are currently driving the company and the industry. Identify the relevant internal resources and evaluate how these forces or resources affect strategic decision-making for the company. Examples might include labor costs, access to financing, access to raw materials, existing distribution, logistics, or other advantages, technology, and the company’s core competency and competitive advantages. The strategic decisions managers make about their firm’s internal organization are non-routine, have ethical implications, and significantly influence the firm’s ability to earn above-average returns. These decisions involve choices about the resources the firm needs to collect and how to best manage them. 2. Discuss external influences on the strategic decision-making process at EZ Pleeze. – Review Chapter 2 Identifying opportunities and threats is an important objective of studying the general environment. An opportunity is a condition in the general environment that, if exploited effectively, helps a company reach strategic competitiveness. A threat is a condition in the general environment that may hinder a company’s efforts to achieve strategic competitiveness. Current Strategic Plan D. Advantages and Disadvantages. Review Chapter 4 – 9 1. Explain two advantages of the current strategic plan at EZ-Pleeze. 2. Explain two disadvantages of the current strategic plan at EZ-Pleeze. A business-level strategy is an integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets. Five business-level strategies (cost leadership, differentiation, focused cost leadership, focused differentiation, and integrated cost leadership/differentiation). Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the Evaluation Procedures section. Note: When using sources to support ideas and elements in an assessment, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the assessment. For tips on using APA style, please refer to the APA Handout web link included in the APA Guidelines section. EHP Task 1 (0116)a value: 1.00 value: 2.00 value: 3.00 Score/Level Articulation of Response (clarity, organization, mechanics) The candidate provides unsatisfactory articulation of response. The candidate provides weak articulation of response. The candidate provides adequate articulation of response. A. Organizational Culture The description is not provided, discusses cultural traits irrelevant to the company’s organizational culture, OR is otherwise fundamentally unacceptable. The description misidentifies the company’s type(s) of culture, includes no examples of specific cultural traits, or is not accurately aligned to the Competing Values Framework. The description maps cultural elements from the case study to the Competing Values Framework, identifies the type(s) of culture the company exemplifies, and supports the identification with specific cultural traits for the type(s) identified. A1. Mission Statement The discussion is not included, does not accurately identify the company’s mission statement, OR is otherwise fundamentally unacceptable. The discussion inaccurately identifies the components of an appropriate mission statement or does not logically justify the appropriateness of the company’s mission statement, based on components of an appropriate mission statement. The discussion identifies the components of an appropriate mission statement and justifies the appropriateness or inappropriateness of the company’s mission statement, based on its adherence to these components. A2. Vision Statement The discussion is not included, does not accurately identify the company’s vision statement, OR is otherwise fundamentally unacceptable. The discussion inaccurately identifies the components of an appropriate vision statement or does not logically justify the appropriateness of the company’s vision statement, based on components of an appropriate vision statement. The discussion identifies the components of an appropriate vision statement and justifies the appropriateness or inappropriateness of the company’s vision statement, based on its adherence to these components. B. Strategic Team Structure The description is not included, does not identify names or positions of any strategic team members, OR is otherwise fundamentally unacceptable. The description does not accurately identify names and positions of all strategic team members or does not logically discuss their roles and influences. The description identifies the names and positions of strategic team members and discusses each of their roles in the team, as well as the influence they have in strategic planning. C1. Internal Influences The discussion is not included, does not identify the company- and industry-specific driving forces or resources within company control that affect strategic decision-making, OR is otherwise fundamentally unacceptable. The discussion misidentifies forces or resources external to the company as internal or does not logically evaluate the effect internal forces or resources have in strategic decision-making for the company. The discussion identifies the company- and industry-specific driving forces or resources within company control and evaluates how these forces or resources affect strategic decision-making for the company. C2. External Influences The discussion is not included, does not identify the company- and industry-specific driving forces or resources outside company control that affect strategic decision-making, OR is otherwise fundamentally unacceptable. The discussion misidentifies forces or resources internal to the company as external or does not logically evaluate the effect external forces or resources have in strategic decision-making for the company. The discussion identifies the company- and industry-specific driving forces or resources outside company control and evaluates how these forces or resources affect strategic decision-making for the company. D1. Advantages The explanation is not included, does not identify any company-specific advantages, OR is otherwise fundamentally unacceptable. The explanation does not accurately identify 2 company-specific advantages or does not logically justify why the identified elements are advantageous. The explanation identifies 2 company-specific resource strengths, capabilities, core competencies, and/or business-level strategies and logically justifies how these elements are advantageous to the company’s strategic planning and industry competitiveness. D2. Disadvantages The explanation is not included, does not identify any company-specific disadvantages, OR is otherwise fundamentally unacceptable. The explanation does not accurately identify 2 company-specific disadvantages or does not logically justify why the identified elements are disadvantageous. The explanation identifies 2 areas in which the company has industry-specific deficiencies in relation to competitiveness and logically justifies how these elements are disadvantageous to the company’s strategic planning and industry competitiveness. E. Sources The submission does not provide both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized. The submission includes in-text citations for sources that are quoted, paraphrased, or summarized, and a reference list; however, the citations or reference list is incomplete or inaccurate. The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available. C714 Task One Tip Sheet.docx

 

EZ-Pleeze Food Company`s Strategic Planning

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C714-BUSINESS STRATEGY-Task One Tip Sheet Competency 3063.1.1: Strategic Planning – The graduate analyzes the key components of strategic planning within industry as well as internal and external environments. Competency 3063.1.3: Organizational Environment – The graduate analyzes the organizational environment that supports the implementation of a strategic plan. Introduction: Based on the information in the case study (see Case Study Attachment 1 by accessing TaskStream or Evaluation Management Application (for students who activated the course on or after 8/28/18) from the Assessments tab and scrolling down past the Task directions), for this task, you will write an essay that discusses the necessary components for beginning the strategic planning process. You will discuss the culture, the structure of the strategic team, explain the appropriateness of the current mission and vision statements, discuss internal and external influences specific to the company in the case study, as well as explain advantages and disadvantages of the company’s current strategic plan. Scenario: The management at EZ-Pleeze, a chicken and beef distribution company, has tasked you with collecting and analyzing the information needed to formulate the strategic planning process for the company and provide strategic recommendations to senior executives. Using the “EZ-Pleeze Case Study” to guide your response (see Case Study Attachment 1 by accessing TaskStream or Evaluation Management Application (for students who activated the course on or after 8/28/18) from the Assessments tab and scrolling down past the Task directions), you will write an essay that contains the information (based on the task prompts below) required to show you have a firm understanding of the necessary components for beginning the strategic planning process. Requirements: Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. Use the Turnitin Originality Report available in Taskstream or Evaluation Management Application (for students who activated the course on or after 8/28/18) as a guide for this measure of originality. The rubric provides detailed criteria for evaluating your submission. It is expected that you use the rubric to direct the creation of your submission. A prompt may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course. Write an essay (suggested length of 3-5 pages) that references “EZ-Pleeze Case Study” (see Case Study Attachment 1 by accessing TaskStream from the Assessments tab and scrolling down past the Task directions) and contains the following sections: Company Description A. Describe the organizational culture of EZ-Pleeze. – Review Chapter 1 & Google search Competing Values Framework. For example, discussions can be found at http://www.thercfgroup.com/files/resources/an_introduction_to_the_competing_values_framework.pdf and at http://changingminds.org/explanations/culture/competing_values.htm Organizational culture refers to the complex set of ideologies, symbols, and core values that are shared throughout the firm and that influence how the firm conducts business. Select the appropriate culture from the four cultures in the competing values framework. Use examples from the case to demonstrate how EZ-Pleeze exhibits the culture you selected. 1. Discuss the appropriateness of the current mission statement for EZ-Pleeze. – Review Chapter 1 A mission statement describes the company’s current business and purpose. It addresses who we are, what we do, and why we are here. The ideal mission statement sufficiently: a. Identifies the company’s product or service b. Specifies the buyer needs it seeks to satisfy c. Identifies the customer groups or markets it is endeavoring to serve d. Specifies its approach to pleasing customers e. Provides the company its own identity 2. Discuss the appropriateness of the current vision statement for EZ-Pleeze. – Review Chapter 1 A vision statement should be distinctive and specific to a particular organization; avoid generic, feel-good statements. A winning vision provides organizations “where we are going and why”. An appropriate vision statement is forward-looking, aspirational, and specific enough to describe just one company. The vision statement should articulate the ideal description of the organization. An effective vision stretches and challenges. An appropriate vision reflects a firm’s values and captures the heart and minds of the employees. Strategic Decision-Making Structure B. Describe the structure of the strategic team at EZ-Pleeze. – Review Chapters 10 – 13, especially Chapter 11. Describe the members of the strategic team and their roles in detail. Strategy and structure have a reciprocal relationship, and if aligned properly, performance improves. Characterize the existing structure as simple, functional, or as multidivisional (see Chapter 11). Be sure to give the name and position of all 6 members of the strategic team. Include whether the team member formulates strategy, implements strategy, or does both. C. Internal and External Influences. 1. Discuss internal influences on the strategic decision-making process at EZ-Pleeze. – Review Chapter 3 Identify the forces, within the company’s control (internal forces), that are currently driving the company and the industry. Identify the relevant internal resources and evaluate how these forces or resources affect strategic decision-making for the company. Examples might include labor costs, access to financing, access to raw materials, existing distribution, logistics, or other advantages, technology, and the company’s core competency and competitive advantages. The strategic decisions managers make about their firm’s internal organization are non-routine, have ethical implications, and significantly influence the firm’s ability to earn above-average returns. These decisions involve choices about the resources the firm needs to collect and how to best manage them. 2. Discuss external influences on the strategic decision-making process at EZ Pleeze. – Review Chapter 2 Identifying opportunities and threats is an important objective of studying the general environment. An opportunity is a condition in the general environment that, if exploited effectively, helps a company reach strategic competitiveness. A threat is a condition in the general environment that may hinder a company’s efforts to achieve strategic competitiveness. Current Strategic Plan D. Advantages and Disadvantages. Review Chapter 4 – 9 1. Explain two advantages of the current strategic plan at EZ-Pleeze. 2. Explain two disadvantages of the current strategic plan at EZ-Pleeze. A business-level strategy is an integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets. Five business-level strategies (cost leadership, differentiation, focused cost leadership, focused differentiation, and integrated cost leadership/differentiation). Note: For definitions of terms commonly used in the rubric, see the Rubric Terms web link included in the Evaluation Procedures section. Note: When using sources to support ideas and elements in an assessment, the submission MUST include APA formatted in-text citations with a corresponding reference list for any direct quotes or paraphrasing. It is not necessary to list sources that were consulted if they have not been quoted or paraphrased in the text of the assessment. For tips on using APA style, please refer to the APA Handout web link included in the APA Guidelines section. EHP Task 1 (0116)a value: 1.00 value: 2.00 value: 3.00 Score/Level Articulation of Response (clarity, organization, mechanics) The candidate provides unsatisfactory articulation of response. The candidate provides weak articulation of response. The candidate provides adequate articulation of response. A. Organizational Culture The description is not provided, discusses cultural traits irrelevant to the company’s organizational culture, OR is otherwise fundamentally unacceptable. The description misidentifies the company’s type(s) of culture, includes no examples of specific cultural traits, or is not accurately aligned to the Competing Values Framework. The description maps cultural elements from the case study to the Competing Values Framework, identifies the type(s) of culture the company exemplifies, and supports the identification with specific cultural traits for the type(s) identified. A1. Mission Statement The discussion is not included, does not accurately identify the company’s mission statement, OR is otherwise fundamentally unacceptable. The discussion inaccurately identifies the components of an appropriate mission statement or does not logically justify the appropriateness of the company’s mission statement, based on components of an appropriate mission statement. The discussion identifies the components of an appropriate mission statement and justifies the appropriateness or inappropriateness of the company’s mission statement, based on its adherence to these components. A2. Vision Statement The discussion is not included, does not accurately identify the company’s vision statement, OR is otherwise fundamentally unacceptable. The discussion inaccurately identifies the components of an appropriate vision statement or does not logically justify the appropriateness of the company’s vision statement, based on components of an appropriate vision statement. The discussion identifies the components of an appropriate vision statement and justifies the appropriateness or inappropriateness of the company’s vision statement, based on its adherence to these components. B. Strategic Team Structure The description is not included, does not identify names or positions of any strategic team members, OR is otherwise fundamentally unacceptable. The description does not accurately identify names and positions of all strategic team members or does not logically discuss their roles and influences. The description identifies the names and positions of strategic team members and discusses each of their roles in the team, as well as the influence they have in strategic planning. C1. Internal Influences The discussion is not included, does not identify the company- and industry-specific driving forces or resources within company control that affect strategic decision-making, OR is otherwise fundamentally unacceptable. The discussion misidentifies forces or resources external to the company as internal or does not logically evaluate the effect internal forces or resources have in strategic decision-making for the company. The discussion identifies the company- and industry-specific driving forces or resources within company control and evaluates how these forces or resources affect strategic decision-making for the company. C2. External Influences The discussion is not included, does not identify the company- and industry-specific driving forces or resources outside company control that affect strategic decision-making, OR is otherwise fundamentally unacceptable. The discussion misidentifies forces or resources internal to the company as external or does not logically evaluate the effect external forces or resources have in strategic decision-making for the company. The discussion identifies the company- and industry-specific driving forces or resources outside company control and evaluates how these forces or resources affect strategic decision-making for the company. D1. Advantages The explanation is not included, does not identify any company-specific advantages, OR is otherwise fundamentally unacceptable. The explanation does not accurately identify 2 company-specific advantages or does not logically justify why the identified elements are advantageous. The explanation identifies 2 company-specific resource strengths, capabilities, core competencies, and/or business-level strategies and logically justifies how these elements are advantageous to the company’s strategic planning and industry competitiveness. D2. Disadvantages The explanation is not included, does not identify any company-specific disadvantages, OR is otherwise fundamentally unacceptable. The explanation does not accurately identify 2 company-specific disadvantages or does not logically justify why the identified elements are disadvantageous. The explanation identifies 2 areas in which the company has industry-specific deficiencies in relation to competitiveness and logically justifies how these elements are disadvantageous to the company’s strategic planning and industry competitiveness. E. Sources The submission does not provide both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized. The submission includes in-text citations for sources that are quoted, paraphrased, or summarized, and a reference list; however, the citations or reference list is incomplete or inaccurate. The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available. C714 Task One Tip Sheet.docx
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EZ-Pleeze Food Company`s Strategic Planning

Introduction

EZ-Pleeze is a food company that is offering meat and chicken products and is based in the United States. The owner is stepping down due to family natters and the financial challengers the organization is facing are persistent besides the growing competitiveness from rivals in the industry. Per se, it is imperative for the firm to formulate a strategic plan to address such looming threats pronto. The firm which is one of the leading beef and chicken distributor in the US is in need of a well-orchestrated plan that will see the organization expand its product line, open up more stores in the local markets and at the same time explore internationalization mechanisms for sustainable growth and profitability. Therefore, in an attempt to ravel the puzzle, the paper seek to critically evaluate the mission, vision, organizational culture, strategic decision making culture, both internal and external influences, and the current strategic plan of the EZ-Pleeze Food Company.

Company Description

Organizational Culture

Alvesson 2016 state that an organizational culture refers to a set of ideas and principles that dictates the daily occurrences and the governance of an organization in terms of how work is conducted and the relationship among the employees. In the competing values framework, the culture that is advanced and is directly related to the organizational culture of EZ-Pleeze IS THE adhocracy (Cameron, n.d). The orientation of adhocracy is to create with the leadership under such a culture being one that is innovative, visionary and entrepreneur. Thus the value drivers of such a culture are agility, transformation and innovative output. Adhocracy operates under the theory of effectiveness that vision, innovation and continuous change results to effectiveness. Accordingly, it is essential to note that EZ-Pleeze shares such sentiments to a large extent. This is a company that seek to increase the market share, dominate the market and have a large customer base. To achieve such objective, the culture of the organization is dependent on innovation where they sponsor and relay heavily on research work. Additionally, the innovativeness of the firm is constantly improved to accommodate the concerns raised by the customers. The values of the organization can be said to transformative and innovative since the firm changes depending with the needs of the customers and according to the market trends.

Appropriateness of current mission statement

The current mission statement of EZ-Pleeze is appropriate to the extent that it adequately addresses the purpose and business the organization deal in. the mission of the organization identifies with beef and chicken as the product offered by the organization. The company strives to meet the buyers` needs of consuming healthy foods which have great tastes. To please customers, the company is offering good prices for their commodities and better customer experience. In addition, the company strives to be a brand image and identity of the beef and chick provider not just in the USA but also globally.

Appropriateness of Current Vision Statement

According to the EZ-Pleeze Case Study n.d, the vision statement of EZ-Pleeze Food Company`s vision statement is, “To become recognized as one of the top three chicken and beef producers in the United States and the world.” The vision statement of the organization is specific and states the ambition of the firm since it shows where the firm is headed and why it is headed there. It shows clearly that the firm intends to be in the top three chicken and beef providers both in the USA and around the world. The vision is also appropriate to the extent that it stretches the workforce and motivates them to move from their position five ranking in the USA to position three and above, but not just in the US but also globally.  

Strategic Decision-Making Structure

In the EZ-pleeze the leadership structure of the firm is hierarchical with the division heads reporting directly to the CEO and founder of the organization. The firm also has a board of directors and shareholders to which influence the management of the firm at different capacities.  The strategic team of the organization comprises of six members who include;

Brian Jansen as the Chief of Operations.  As the chief of operations, Brian is involved in policy design or formulation and making implementation strategies. It involves the management of overseeing various departmental activities.

John Kerrington as the director of marketing is in charge of formulating policies and strategies that would ensure the brand image of the company resonates well with the consumers. Besides, he is responsible for setting up implementation procedures even though the exact implementation would be done by various departments.

Mary Miller who is the director of research and development deals more police formulation and advisory to the organization with respect to technological advancement, innovation, and market trends from the consumer needs and preferences. The research positions are absorbed and implemented by different people under different departments.

Michael Orason the director for manufacturing and production would be in charge of implementation. That the goods produced comply with the quality assurance and other regulatory measures. The goods must also meet the consumer needs.

Karen Haley the chief finance officer would be helpful in the strategic team in implementing certain decisions and policies demanding financial input like cost cutting and resource utilization.

Lisa Tye the executive assistant is mostly in charge of policy formulation and a bit of supervision and coordination of departments and leaderships of the organization.

Internal and External Influences.

Internal Influences

There are various internal influences that affects the profit margin of the organization like the labor costs, conditions or work, research and development and a good corporate responsibility (EZ-Pleez Case Study, n.d). As such factors like labor cost has influenced the productivity of the firm in the sense that employees are given more benefits as rewards and retention methods. The objective of such is to increase productivity of employees to meet the mission and vision of the organization. Employees are awarded with tuition fees, promotions, and the employee credit union. Another internal factor is the corporate image which the firm builds with good reputation for better business practices. Such have helped in attracting consumers and employee recruitments hence consumer loyalty. The research and development department is another critical internal factor that is imperative in assisting the employees to improve their creativity and attract innovation. Additionally, the R&D department is leading in technological advancement that helps in reduction of genetically modified organisms. The aforementioned internal forces influence production, sales hence profits. They may create customers satisfaction, good image for the company, or damage profitability.

 

External Influences

Some of the external influences are competition and government regulations. The government passes regulations like taxation, minimal wage among other regulations that ultimately affects the consumer (Bryson, 2018). The competitiveness of the industry from the big players and the new entry firms that lower prices a lot to gain market shares. Conversely, some of the emerging firms go into acquisition with large firms hence making the competitiveness stiffer.

Opportunities

The opportunities which are available for the firm is such that their chicken production and sales are good in Mexico making the firm the second largest chicken distributor in Mexico.

Threats

The greatest threat to the business is the competitiveness of the business in the American industry. This condition is worsened by the acquisition of the beef producer rendering their beef chain to lose market share.  To mitigate such a threat, the firm would need to internationalize and expand to other markets like Mexico.

Current Strategic Plan

Advantages of the Current Strategic Plan

The current strategic plan has two key advantages. The strategic plan which encompasses lowering prices and the diversification of beef and chicken products are very critical. The first advantage is that the low prices gives a competitive advantage over rivals like the Yellow Down Foods and the Beefchix Industries (EZ-Pleez Case Study, n.d). Most clients would love natural and good food at a cheaper price, thus helping to have control of the market share. Secondly, the strategic plan is helpful to the extent that diversification of the beef and chicken products opens up the market and services to different commodities besides the beef and chicken as products.

Disadvantages of the current Strategic Plan

The first disadvantage of the current strategic plan is that it is too expansive to role in a number of programs thus eating on the profit margins. When lots of money is spent on the employees for instance in their motivation, it increases the cost of production hence will increase the cost of the commodities thus affecting the consumer price choice model in shopping. Secondly, the strategic plan was not done in faces where results can be measured accurately and adjustments made on a need be basis. It is more of a reactionary plan where profit is desired hence temporary measures taken to make it possible with no long-term plans.

 

References

Alvesson, M. (Ed.). (2016). Organizational culture. Sage.

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

Cameron K. (n.d). An Introduction to the Competing Values Framework. Haworth. Retrieved from http://www.thercfgroup.com/files/resources/an_introduction_to_the_competing_values_framework.pdf

EZ-Pleez Case Study

 

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