Some of how Starbuck’s activities are aligned to fulfill the needs of clients while achieving institutional goals include a strategic plan in place to increase the entire number of their stores hence changing the store mix. Its company is also planning to enhance their marketing capabilities in the outer edges of the suburban areas and urban (Zheng, Yang & McLean, 2010). Also, as part of the activities and strategies, the business is planning to come up with express chains that effectively operate as walk-through in Boston and New York cities. These are some of the activities initiated by Starbucks in meeting client’s needs while accomplishing the business goals.
Starbucks primary aim is to earn the most significant respect and product acknowledgment for its coffee and specialty drinks (Zheng, Yang & McLean, 2010). Some of the recommendations in aligning the businesses strategy to customer wants at a profit to the organization include increasing the industry’s locations, go on with the improvement strategy of modern coffee introduction, and expand the current consumer fulfillment levels to avoid losing market divide to the stiff competitors. Several chances are continually rising as other opportunities open in South America and Asia thus putting the organization at a higher level of increasing its brand name and market opportunities.
Planning engages prior thinking for all the actions that are yet to occur or take place while strategy is the best actions that are to be implemented in meeting the desired results. Also, planning is typically the roadmap used in fulfilling a particular duty or task while strategy is the path taken in achieving the objectives. A plan takes assumptions while strategy is centered on the practical experiences. Some of the recommendations for enhancing planning at Starbucks include coming up with strategic management that is effective in accomplishing the set long-term prices and goals (Van Weele, 2010). The industry must also plan on their suppliers, marketing strategies, competition in the industry and employees since a successful business strategy depends on proper planning and customer satisfaction. Strategic planning is essential for completing a master of business administration as this creates an opportunity for foreseeing long term goals. Master of business administration needs a strategic plan that is essential for scrutinizing the existing skills, expertise and personal qualities useful in completing the study. It will strategically enable the student to define what he or she wants after completing the coursework and the type of career to be expected after its completion.
Strategic goals are designed with the whole institution in mind and start with a business’s mission where topmost executives will construct and implement strategic plans with the aim of creating a picture of the preferred future and long-term objectives of the company. On another perspective, calculated goals sustain strategic strategy by translating them into particular plans appropriate to a separate area of the business. Tactical tactics are charged with the responsibility and functionality of lower-level divisions in meeting their duties of the calculated plan (Bashiri, Badri & Talebi, 2012). Lastly, operational goals are made by managers and concentrate on the precise steps and processes that arise within the lowest levels of the institution.
A specific, measurable, attainable, realistic and timely formula is essential is creating strategic, tactic and operational goals in advancing a particular career more so masters of business administration. A specific goal has a more significant chance of being fulfilled as compared to a general purpose as it assists one to identify people involved, things needed to accomplish the goals, the location, time frame, and the requirements. Measurable is significant in coming up with concrete steps for measuring the progress thus staying in track (Bashiri, Badri & Talebi, 2012). When evaluating goals that are most significant, it is vital that one finds out methods in which he or she can make them come true.
My mission statement is “to assist project manager’s change into useful project leaders in the future.” On the other hand, my vision statement is “to be an honest, impactful and empathetic project leader and to be acknowledged globally within my business. I am dedicated to enhancing as a leader and delivering value-added projects to consumers”. Some of the critical competencies include training and development that strategically ranges evaluating training and development opportunities through to helping project clients upgrade their knowledge of emerging technologies.
Some of the strategic goals include going International with project management and meeting all customers’ needs promptly thus increasing their satisfaction. Consequently, some of the strengths in achieving the international objective are strong customer base and the variety of project services offered. On the other hand, lack of enough finance and stiff competition are some of the weaknesses in achieving these strategic goals. The high customer base is an existing opportunity with negative trends in project management being a threat to its growth (Chaffey & Ellis-Chadwick, 2012). Lastly, strategic implementation will require the formulation of various policies that are significant in executing the laid down strategies. Maintaining strategic control needs the implementation of a vital control system that will aid in enhancing the structured plans.
Bashiri, M., Badri, H., & Talebi, J. (2012). A new approach to tactical and strategic planning in production–distribution networks. Applied Mathematical Modelling, 36(4), 1703-1717.
Chaffey, D., & Ellis-Chadwick, F. (2012). Digital marketing: strategy, implementation and practice (Vol. 5). Harlow: Pearson.
Van Weele, A. J. (2010). Purchasing & supply chain management: analysis, strategy, planning and practice. Cengage Learning EMEA.
Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research, 63(7), 763-771.