Business Strategy

This document provides a comprehensive study on business strategy, focusing on the impact and influence of macro business environment, internal environment and capabilities, Porter's five forces model, and more. It explores various strategies for competitive edge and market position. The document is relevant for students studying business strategy or related courses.

Business Strategy

TABLE OF CONTENT
INTRODUCTION......................................................................................................................3
LO1.............................................................................................................................................4
P1 Impact and influence of macro business environment......................................................4
M1 Analysis of macro environment to determine strategic management decisions..............6
M2 Internal environment to assess strengths and weaknesses of company internal
capabilities, structure and skills..............................................................................................6
D1 Environmental and competitive analysis..........................................................................6
LO2.............................................................................................................................................7
P2 Internal environment and capabilities...............................................................................7
LO3............................................................................................................................................8
P3 Porter five force models....................................................................................................8
M3 Appropriate strategies for competitive edge and market position...................................9
LO4..........................................................................................................................................10
P4 Theories and models........................................................................................................10
M4 Management plan with tangible and tactical strategies.................................................12
CONCLUSION........................................................................................................................12
REFRENCES...........................................................................................................................13
Books and journals...............................................................................................................13

INTRODUCTION
Business strategy can be understood as widely essential for pacing functional
expertise, stringent innovation and also for promoting active larger goals formulation within
competitive industry domains. Oriflame is one of the best cosmetics company originated
from Sweden, Europe and also having wide range of products and services within functional
innovation and best quality factors. With growing competition within global cosmetics,
beauty products industry Oriflame aims to evolve on various new market strategies, leverage

focus on grown innovation and also to yield focus on best promotional strategies. The report
will be analysing internal factors and external industry factors within global competitive
domains , with use of various models and theories which builds efficacy standards. The report
will be also discussing focus of external competitive domains are widely analysed by using
analytical tools. Report will be also analysing various new strategic management plans for
introduction of various new strategies which will be also promoting vision forming stringent
creativity among consumers targets market.
LO1
P1 Impact and influence of macro business environment
Mission, vision and objectives: Oriflame has mission to sell best cosmetics services and
personal care products, globally and also has been serving on digital platforms with
various online services. Vision is to gain various informative new functional paradigms of
efficacy among business objectives and goals, along with strategic planning and
functional innovation techniques. Business objectives and goals have strongly understood
as widely growing strategic planning emphasis on varied new avenues, leveraged synergy
in longer competitive industry domains and also to develop longer goodwill horizons
(Agnihotri, 2016).
The impact and influence of macro environment is widely strong on business domains
within company where Oriflame is one of the best company within global cosmetics
industry having large products and services. Macro environment business factors are
widely strong for gaining functional innovation, active new competitive expertise and
also widely grow on larger aspects where quest horizons are widely grown. Impact of
business environment can be analysed by Pestle model analysis where all factors can be
understood as follows:
 Political factors: Oriflamisee has high business expansion among global countries
where there are various domains expertise exercised and it focuses on gaining
political stability aspects where there are larger factors of strengthened new functional
horizons. Increased tariffs and changing political stability factors are understood to
be widely impacting business scenarios, also to categorise new large vision to form
evoking goals among business expansion into various paradigms

 Economical factors: Oriflame has to also focus on stable economic rates which are
widely important for generating stable new functional leverage of new competitive
price structures, to manifest innovation and also to keenly generate larger functional
expertise.
 Social factors: Consumers globally look for best quality beauty products and personal
care varieties where new domains such as organic range of products, customised
beauty chain and also for generating new functional goals widely. The consumers
products preferences are widely varying among new quest horizons and variable new
products standards innovation which develops larger goals efficacy.
 Technological factors: Oriflame shall use new capital range for further investments
on technology factors where the company shall bring on variable new technical
advancement and also to develop new competencies widely. Technology shall be
widely used for larger marketing, promotion scenarios for active reach among
customers and also to technically being competitive (Bäckstrand and Engström, A.,
2019).
 Legal factors: Oriflame shall focus on keeping legal stability within business
scenarios factors where there are legal factors and determinants to be taken care of,
also management shall focus on keeping production standards effective. Every
country legal obligations in business have been working as larger new working
aspects where Ortiflame shall monitor larger vision.
 Environment factors: Sustainable new innovative environmental friendly cosmetics
and beauty products shall be built up within business scenarios among varying
operational goals and also to be active towards contributing for climate change.
Ansoff Matrix is one of the best strategic planning tool which provides various framework
for helping executives, senior managers and various devising strategies for future growth
goals. Tesco within external business environment has larger goals efficacy operations where
there are 4 main strategies which are market penetration, products development, market
expansion and diversification factors along global industry.
● Market penetration will enable Oriflame to penetrate widely in new industry market
factors where there are high demands for larger goals and larger new domains
expertise, where various untapped market penetration enables business to grow wider.

This has high importance to spread widely on various phenomenon aspects and also
for active enlargement among consumer’s preference market scenarios.
● Products development: Oriflame products development will enable varied new
products development by bringing on larger functional innovation and technical
innovation in competitive industry paradigms. The products development factor has
been analysed as largely growth aspects where consumers also await new products
varieties (Berghoff. and Rome, eds., 2017).
● Market expansion: Oriflame will be able to work on market expansion factor by
working on opening up new valuable brand chain, which shall also built functional
approach among wider arenas.
● Diversification: The diversification factor also explains functional approach where
Oriflame shall be focusing towards developing larger goals expansion, stronger
effective market reach and also to potentially gain functional innovation.
M1 Analysis of macro environment to determine strategic management decisions
Oriflame faces extensive macro environment within strategic management decisions
where there are various new company scenarios worked on, for determining strategic
management decisions to evolve larger goals efficacy standards and also promote larger
vision and diversity standards. The macro environment within global standards is widely
stronger for gaining functional innovation on major new decisions, where Oriflame has to
actively also focus on diversification of new informative paradigms.
M2 Internal environment to assess strengths and weaknesses of company internal capabilities,
structure and skills
The strengths of internal structure is that Oriflame quality of products and services is
strong where consumers goodwill is also high within brand image parameters, promotion
strategies are nice and also company expands new domains widely Weakness of Oriflame is
based on the fact where competition in industry is widely growing and largely also there is
excessive consumers demands shift worked on (Cohendet, Parmentie and Simon, 2017).
D1 Environmental and competitive analysis
The business environment within external competitive factors is widely growing
towards innovation where Oriflame has to focus on extensive competition factors where
industry produces various innovative services and products. Oriflame has to also productively

work towards growing new workforce structural operations and also evolve on larger quality
aspects, where new standards are widely shifting.
LO2
P2 Internal environment and capabilities
The internal business environment has important business strategy me analyzed for
structural efficiency and competitive development where there are various goals to be
analysed where competitive analysis can be done.
Strategic capabilities: The strategic capabilities are widely essential and highly crucial to
form new growth technical demands within businesses among customers new growth
synergy, also to work for larger new growth concepts where latest new quest horizons are
analysed. The key components of strategic capabilities are highly detrimental for governing
new functional advancement, and also to promote new larger vision forming which develops
stringer standards of efficacy. Key components of strategic capabilities are resources and
competences based where resources are assets that company has at work in present, widely
also there are wider visions formed among corporate vision. Competencies are the ways
assets are used for effective development (Crowley and Jordan, 2017). To obtain long term
success these strategic cap abilities are widely worked on, for gaining larger new quest goals
among company operations and also to evolve in longer term.
Value chain analysis: The value chain analysis is a strategy tool which is used for analyzing
internal firm activities where goals are stressed on primary activities which are inbound
logistics, operations, outbound logistics, marketing and sales and services which deliver
quick growth paradigms. The support activities are firms infrastructure, human resource
management, procurement and technology aspects which are widely essential for gaining
functional work synergy. It can be also understood that there are varied profit goals and new
strengths worked on by enabling larger support activities paradigms, to keenly bring on wider
larger goals advancement. Oriflame under value chain analysis has been developing new
growth competencies and functional work synergy which enhances larger goals advancement
paradigms. Oriflame will be able to enrich productivity within longer run, by enhancing new
quest horizons widely and also for gaining scope for leveraging wider innovation to develop
new larger vision composing larger goals.

The value chain analysis has been also actively exploring new functional demands
among primary activities and new larger domains expertise which enhances new functional
scope for new growth competencies in longer run and also to keep up productive
enlargements (Dvorak and Razova, 2018).
VRIO framework: The framework of internal factors analysis is widely important for
analysis where the model has brought focus towards growing vision with creative innovation,
enlarged growth and also for promotional revenue which in longer run enhances new revenue
standards. The VRIO explains valuable, rarity, imitable, organised which has been worked on
for new functional analysis which can be understood for analysis at Oriflame where it has
governed larger vision and forming of sustained competitive advantage paradigms:
 Valuable: Oriflame brand products and services are valuable when it comes to quality
aspects of beauty products and also for growing valuable innovation which enhances
goodwill, larger aspects of innovation. Company aims to be innovative and also for
technical innovation among larger aspects in longer time run and for growing
determining synergy.
 Rarity: The company do not posses rarity as company faces excessive competition
from external new brands coming in industry where there are larger vision forming
paradigms and also to grow larger vision there should be use of new innovative
technical evolution aspects (El-Helaly, Ntim,. and Al-Gazzar, 2020).
 Immitable: The company do not has immitable factors where products and services
are lacking innovation, growth of new products is lacking efficiency marks and also
the paradigms to keep up efficacy marks are widely motivating.
 Organised: The organised factor enables us to explain that there is large factor for
new functional innovation, new competitive excellence worked on and also there are
wide new customer services innovation which builds new growth scenarios widely.
LO3
P3 Porter five force models
The porter five force analysis is one of the new innovative business model where
focus is governed on various parameters of innovation and also grow widely focus towards
new competitive domains, to yield focus on larger vision and perspectives within external
business environment are competitively analysed.

 Threat of new entrants: Oriflame posses medium threat of new entrants within global
industry where there are various new brands coming on among customers from global
levels scenarios, and also various companies new products, services are growing up
widely. This threat is also primitively impacting functional scenarios where demands
of new innovative quality standards shall be worked on, and also keen growth aspects
shall be built on within competitive strategies.
 Threat of substitutes: The threats of substitutes factor is also actively essential for
Oriflame where consumers have various other brand choices, and also they look for
new organic and natural beauty products. This factor has actively analysed to be
worked on as highly important where diversity among products variety range shall be
enhanced widely. This will also promote new equal growth objectives and also raise
larger competencies (GAIKWAD and KATE, 2016).
 Threat of industry rivalry: This factor actively explains that Orifllame has threat of
industry rivalry where various new brands, quality standards and varied online
markets are coming on within global industry for active communication among
consumers market scenario. There are also larger new effective aspects worked on
where business industry is also potentially worked on, larger effective work synergy
is analysed which also composes new functional active scenarios.
 Bargaining powers of suppliers: The bargaining powers of suppliers enables to
analyse that Oriflame has individual suppliers and active functional channels within
global networks where consumer’s market reach is defined. There are larger focuses
to keep bargaining powers of suppliers strong where new technology standards are
used for gaining effective business goals within longer run (Bromiley and Rau, 2016). Bargaining power of buyers: Bargaining power of buyers is less as company do not
is totally reliable for gaining functional innovation as majorly there is competency
focused on and also to build larger efficiency standards. The bargaining power of
buyers is limited due to quality aspects as working innovation is wide and also for
gaining functional innovation within larger efficacy parameters.
M3 Appropriate strategies for competitive edge and market position
There are various new functional strategies for competitive edge and market position
parameters where Oriflame will be able to enhance wider functional scope among company
goals, new quality stretch among diversification factors and also to evolve on larger domains.
With analysis of Porter five forces external environment has concluded that competition within

external industry scenarios are widely growing where new technology aspects shall be
actively used, also larger promotional techniques shall be used to functionally enhance new
positional metrics Competitive edge and market position is widely understood as largely
strong scenarios within new domains , specialised competitive aspects where new creativity
shall be focused on.
LO4
P4 Theories and models
Strategic management plan can be understood to be the most important and new
devisable strategic plan aspect where new functional strategies are widely grown within new
active domains and also productive strategies such as expansion into larger untapped areas
shall be focused on. Various innovative strategies and new quality within technology aspects
shall be done for gaining functional scenarios, larger competitive arenas and also to leverage
goals enhancement within larger goals. The strategic management plan of Oriflame will
enable strategic tactical priorities to be worked on among vision formation, new quest
operational innovation and also to build new growth leveraged paradigms within larger
domains.
Vision: Oriflame has vision to develop strong marketing and promotional standards of best
beauty products range with high quality metrics, new functional wide range of personal care
products and also deploy larger focus towards competitive industry domains (Madi,, 2017).
Aims and business objectives: The company has aim to bring in new range of organic
beauty products varieties where range will be introduced among market, also there is larger
domains expertise where corporate scenarios are analysed. Aim is to widely enhance
functional scope among working with marketing innovation and also to be active towards
targeting consumers, based on strategies for promotion.
SMART goals:
 Specific: The specific goals of marketing will be based on introducing organic beauty
products and personal care products among customers market, where specifically
targeting of various services are worked on.

 Measurable: By measuring the new strategies there will be target growth worked on
where new functional scope shall be leveraged on, and new revenue growth shall be
measured on by introducing larger active strategies.
 Attainable: The goals will be attainable by introducing new targets customers market
scenarios and also focus on developing varieties of innovation, using consumers
market attainable strategies and also develop larger governance goals (Choi, Wallace
and Wang, 2018).
 Realistic: The goals are formed to be highly realistic and also focused for working
with new growth potentialities, where goals are developed to be realistic and also
primitively focused to be more digitally active for new marketing standards.
 Target period: The target period of bringing new products in market industry is
largely focused on gaining informative focused results and also enriches larger vision
for gaining higher revenue goals.
STP:
 Segmenting: Customers will be segmented based on their preferences and functional
demands among business scenarios, where Oriflame will be also potentially focusing
on innovation. Targeting: Customers will be targeted based on their specific beauty products
preferences and target demands, also for practical innovation and larger active
business expansion.
 Positioning: The positional factors will be done by bringing on new enlarged vision
and forming strategies based on efficacy standards.
Porter generic strategies:
 Cost and price leadership strategies: Oriflame by developing cost and price
leadership strategies will be able to gain stronger positional metrics, develop various
attractive cost strategies by leading industry within global level. Differentiation strategy: This strategy will be building differentiation based on varied
innovation factors and also functionally exploring new work horizons where various
best quality standards can be worked on. Focus strategy: The focus strategy shall be built towards goals formulation
determinants where Oriflame shall monitor growth factors within building varieties of

quality efficacy competitive domains and also to productively work towards new
goals formulation.
Monitoring and controlling:
The monitoring and controlling of new strategies will be done by generating focus
towards revenue from customers and also developing functional innovation, gaining
goodwill analysis and also to productively work towards quests within competitive industry
(Hilbolling. and et.al., 2020).
M4 Management plan with tangible and tactical strategies
The strategic management plan will be focusing towards building strategies of
competitive excellence and tactical strategies such as bringing new range of organic beauty
products among consumers market. Targets will be strategically forming pace among
business horizons where new working operational paradigms are wide, also to deploy larger
efficacy standards within businesses. Tactical strategies such as consumers goodwill
expansion has wide importance for growth on new working aspects , and also for gaining
larger revenue profits.
CONCLUSION
The report has concluded wider competitive aspects of new growth business scenarios
among larger domains of Oriflame internal and external factors for analysis of consumers
oriented services with best quality aspects. Study has concluded Oriflame has to build new
competitive analysis paradigms where new innovation in technology has for growing revenue
standards, keen scenarios within larger goals. Study has also concluded varied functional
domains of expertise where there are quick aspects such as keen growth paradigms worked
on, with introduction of organic beauty products range with strategic management planning.
The report has also concluded in analysis that best segmenting, targeting strategies shall be
analysed to compose new working horizons widely for larger goals efficacy parameters and
also to built innovation widely (Fettermann, Cavalcante and Tortorella, 2018).

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Books and journals
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Cohendet, P., Parmentier, G. and Simon, L., 2017. Managing knowledge, creativity and
innovation. In The Elgar companion to innovation and knowledge creation.
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Madi, M. A. C., 2017. Global business models and labor challenges. Cambridge Journal of
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