Part 1) A critical review of the current strategic position of an organisation of your choice,
reflecting on past and current antecedent activities and providing an analysis of emergent
strategies and/or strategic perspectives. (Approximately 45% of the proposal.)
In effect, this means an analysis of the industry the organisation operates in, and an analysis of the
position of the organisation in the industry. You need as much hard data as you can get. This section
should form the main part of your proposal. Divide Part 1 into two elements:
a) Analysis of the industry (the industry that the organisation operates in):
– industry boundaries (it is not always straightforward to define the industry the potential
client organisation operates in)
– five forces
– analysis of key players (a competitor analysis)
– KSFs (key success factors) needed to be successful in the industry
– industry status (is it growing, stable, in decline, evolving, profitable)
b) Analysis of the organisation:
– brief history of previous changes that the organisation has made to address changes in the
industry, and the changes that have been made to the organisation’s mission and strategies.
(What changes has the organisation made in the past to fit better with external changes in
– current situation, for example:
– stated mission
– stated vision and current plan/ploy
– position in industry value chain
– brand, reputation among customers
– outline of the main company structure
– products and services, and the value proposition offered to customers
– customers, segments served
– main competitors, competitive position (cost, differentiation, broad/narrow focus, blue
ocean) and % of market held
– organisational culture
– performance (profitability, and/or mission achievement)
The above is a long but not complete list of concepts and tools you should consider using; you may
use other concepts and tools as well.
Some of the above may be answered in a single sentence, while others may be worth paying more
attention to. It is your job to determine the most appropriate structure of the analysis and the
degree of detail to go into. Your choice will be based on the hard data you have readily available to
you and what you believe will convince the client to engage further with you.
The assignment requires you to take a ‘critical’ approach. This means you should:
– weigh up the quality of the data you have available to you before reaching any conclusions
– identify when the data is conflicting, and use your judgement to reach a considered
– evaluate the potential client organisation’s performance – for example, to what extent is it
meeting its mission? To what extent is it creating value? How does it compare with
competitors? Are its strategies working? Answering these questions requires sensitivity.
You might think that your client will know all of the above. Maybe they will know a lot, but often
they will have the knowledge but they will not have organised it to turn knowledge into
understanding. You, as the potential consultant, can help them a) by organising all the bits and
pieces into a clear and coherent view of the organisation and the world it operates in, and b) by
bringing some fresh insight or new knowledge. (Look at the Belbin team roles – a strategic
consultant is often expected to be a resource investigator and plant –
Part 2a) A critical analysis (using a method, or methods, of your choice) of the organisation’s
strengths, weaknesses, opportunities and threats and the determination of possible strategic
options for the future direction of the organisation. You should justify any recommendation for
strategic posture(s). (Approximately 25% of the proposal.)
You might as well use the SWOT/TOWS matrix. If you have done a thorough analysis of the industry
and the organisation in Part 1, you will have much of the data needed to fill in the SWOT.
Remember, if there are gaps in your knowledge or you have uncertainties, you must say so.
Do some reading about how to produce an effective SWOT/TOWS to make sure you don’t make the
usual mistakes. You must avoid producing a long list of factors. You must identify the ‘critical few’
factors that are the most important and urgent, perhaps following the 80/20 Pareto rule, and you
You should provide a brief commentary giving your reasoning for the results.
You should then use the SWOT results to outline a number of possible corporate and business level
strategic options; you are NOT expected to go into great detail about each one. The TOWS
framework is good for addressing the specific findings in the SWOT. You can use it to define a
number of business level strategies to address the most important Ss, Ws, Os, and Ts. Bundled
together, this may form a sufficient corporate level strategy in which the internal aspects of the
organisation ‘fit’ with the external environment. (Achieving ‘strategic fit’ is one approach to
strategy.) But, you should also be proposing options identifying alternative future states of the
organisation, alternative visions of what the organisation should be doing, what it should look like in
the next 3-5 years or so.
You can also use one or more other strategy frameworks for identifying strategic options, for
example, Reeves et al’s 5 approaches to strategy, Porter’s generic strategies, scenario planning,
Miles and Snow’s aggressiveness, Kim and Mauborgne’s blue ocean, Ghemawat’s AAA framework,
etc. Your choice of framework(s) will depend in part on the situation and what you think will be
attractive to the potential client.
How many options to identify? You need at least two options to choose from; more than five options
is difficult to handle.
You should make a brief assessment of the options; this will be an approximate assessment only. To
make the assessment more systematic and objective, you should apply a framework, for example,
SAF – Suitability, Acceptability, Feasibility, de Bono’s 6 Thinking Hats, a risk analysis model, etc.
Part 2b) A proposal outlining your recommendations/general approach to further develop a future
strategy. (Approximately 10% of the proposal.)
In this part of your proposal, you are NOT making a recommendation for a particular strategy; you
are making recommendations for what needs to be done by you and the client to ‘further develop a
You need to address questions such as:
– Which aspects (‘problems’) of the organisation are the priorities to be addressed first?
– What uncertainties identified in the proposal need to be addressed?
– What further information needs to be collected to make the analysis in the proposal of the
current situation, the SWOT and the identification of options accurate and complete?
– What process of strategy development could be followed (who, how, what, when and
– What type of consulting relationship you can offer the client?
Part 3) A critical reflection on the concepts and tools used. (Approximately 20%)
In this Part, you are no longer writing a Proposal to a client; instead, you are required to ‘step back’
and look objectively and critically at the concepts and tools you used in Parts 1 and 2. This is an
‘academic’ piece of writing. You should look for research articles which have identified their
strengths and weaknesses in practice, and compare what they say to your own experiences. You
should make proper references to the research in your discussion.
As a result, if the client asks you as a consultant to explain why you have used the concepts and tools
that you have, you will be able to do so.
Part 4) A consulting CV (résumé) as an appendix, highlighting specific projects and experience that
evidence the skills you have to develop your strategic recommendations. (Part 4 does not count in
the word count, and is not graded, but it MUST be included for the assignment to be passed.)
Executive Summary. When you have finished, write an Executive Summary. You place this at the
start of your proposal. It should summarise what is in your proposal. It should be written in such a
way to make the client want to read in more depth what you have to offer. In the Executive
Summary, add a statement saying why you are making your proposal. For example, something like,
“Company X has been growing rapidly but it is facing capacity limits in a number of areas. It needs to
make a choice about the next steps, for example to continue rapid growth, which will entail risk of
overstretching itself, or to take a break and consolidate its gains. Other options identified in this
proposal are also available for consideration.” This is a form of ‘problem statement’.
Compelling correspondence is essential to the achievement all things considered but since of the changing idea of the present working environments, successful correspondence turns out to be more troublesome, and because of the numerous impediments that will permit beneficiaries to acknowledge the plan of the sender It is restricted. Misguided judgments.In spite of the fact that correspondence inside the association is rarely completely open, numerous straightforward arrangements can be executed to advance the effect of these hindrances.
Concerning specific contextual analysis, two significant correspondence standards, correspondence channel determination and commotion are self-evident. This course presents the standards of correspondence, the act of general correspondence, and different speculations to all the more likely comprehend the correspondence exchanges experienced in regular daily existence. The standards and practices that you learn in this course give the premise to additionally learning and correspondence.
This course starts with an outline of the correspondence cycle, the method of reasoning and hypothesis. In resulting modules of the course, we will look at explicit use of relational connections in close to home and expert life. These incorporate relational correspondence, bunch correspondence and dynamic, authoritative correspondence in the work environment or relational correspondence. Rule of Business Communication In request to make correspondence viable, it is important to follow a few rules and standards. Seven of them are fundamental and applicable, and these are clear, finished, brief, obliging, right, thought to be, concrete. These standards are frequently called 7C for business correspondence. The subtleties of these correspondence standards are examined underneath: Politeness Principle: When conveying, we should build up a cordial relationship with every individual who sends data to us.
To be inviting and polite is indistinguishable, and politeness requires an insightful and amicable activity against others. Axioms are notable that gracious “pay of graciousness is the main thing to win everything”. Correspondence staff ought to consistently remember this. The accompanying standards may assist with improving courtesy:Preliminary considering correspondence with family All glad families have the mystery of progress. This achievement originates from a strong establishment of closeness and closeness. Indeed, through private correspondence these cozy family connections become all the more intently. Correspondence is the foundation of different affiliations, building solid partners of obedient devotion, improving family way of life, and assisting with accomplishing satisfaction (Gosche, p. 1). In any case, so as to keep up an amicable relationship, a few families experienced tumultuous encounters. Correspondence in the family is an intricate and alluring marvel. Correspondence between families isn’t restricted to single messages between families or verbal correspondence.
It is a unique cycle that oversees force, closeness and limits, cohesiveness and flexibility of route frameworks, and makes pictures, topics, stories, ceremonies, rules, jobs, making implications, making a feeling of family life An intelligent cycle that makes a model. This model has passed ages. Notwithstanding the view as a family and family automatic framework, one of the greatest exploration establishments in between family correspondence centers around a family correspondence model. Family correspondence model (FCP) hypothesis clarifies why families impart in their own specific manner dependent on one another ‘s psychological direction. Early FCP research established in media research is keen on how families handle broad communications data. Family correspondence was perceived as an exceptional scholastic exploration field by the National Communications Association in 1989. Family correspondence researchers were at first impacted by family research, social brain science, and relational hypothesis, before long built up the hypothesis and began research in a family framework zeroed in on a significant job. Until 2001, the primary issue of the Family Communication Research Journal, Family Communication Magazine, was given. Family correspondence is more than the field of correspondence analysts in the family. Examination on family correspondence is normally done by individuals in brain science, humanism, and family research, to give some examples models. However, as the popular family correspondence researcher Leslie Baxter stated, it is the focal point of this intelligent semantic creation measure making the grant of family correspondence special. In the field of in-home correspondence, correspondence is normally not founded on autonomous messages from one sender to one beneficiary, yet dependent on the dynamic interdependency of data shared among families It is conceptualized. The focal point of this methodology is on the shared trait of semantic development inside family frameworks. As such, producing doesn’t happen in vacuum, however it happens in a wide scope of ages and social exchange.
Standards are rules end up being followed when performing work to agree to a given objective. Hierarchical achievement relies significantly upon compelling correspondence. So as to successfully impart, it is important to follow a few standards and rules. Coming up next are rules to guarantee powerful correspondence: clearness: lucidity of data is a significant guideline of correspondence. For beneficiaries to know the message plainly, the messages ought to be sorted out in a basic language. To guarantee that beneficiaries can without much of a stretch comprehend the importance of the message, the sender needs to impart unmistakably and unhesitatingly so the beneficiary can plainly and unquestionably comprehend the data.>