Strategic Management Analysis of Fletcher Building Limited

MANAGEMENT
BUSINESS

REPORT 1
Table of Contents
Introduction................................................................................................................................2
Business Strategy and Strategic Objectives...............................................................................2
Critical appraisal of the organisation’s current resources and capabilities................................3
Overall conclusions about the entity’s performance and capacity against the strategic
objectives of the business...........................................................................................................4
Management Structure Analysis............................................................................................4
Economic Performance Analysis...........................................................................................4
Financial Performance Analysis............................................................................................5
Human Resource Analysis.....................................................................................................5
Analysis of Technological Reforms.......................................................................................6
Sustainability and Corporate Social Responsibility Analysis................................................6
Identification of crucial areas for attention of the entity............................................................6
Recommendations detailing realistic strategies for Fletcher Building......................................7
Conclusion..................................................................................................................................7
References..................................................................................................................................8

REPORT 2
Introduction
With the increasing global competition, the organisations are consistently facing the
pressure to devise the efficient set of organisational strategies and to deploy its resources in
the best means possible, to enable the entity achieve its objectives and serve its stakeholders.
The report is aimed at evaluating the various aspects of the strategic management functions
and components of the entity “Fletcher Building Limited.”
The company is a significant employer, home builder, manufacturer, and partner on
major infrastructure and construction projects (Fletcher Building, 2019a). The company’s
foundation was laid down in the year 1909, when James Fletcher had built his first house
with Albert Morris in Dunedin, New Zealand. Currently the company has its significant
operations in Australia, together in Europe, the USA, and Asia. The Fletcher Building is
dually listed on the New Zealand Stock Exchange and the Australian Stock Exchange and
operates through eight divisions.
Some of the aspect that would be analysed in the report would be the current
resources of the entity, including the human resources and performance and capacity on the
lines of the strategic objectives. Further, the crucial business areas would be identified. The
report will conclude with the recommendations based on the realistic strategies that can be
employed by the entity.
Business Strategy and Strategic Objectives
The entity states its chief strategic vision is to be the undisputed leader in New
Zealand and Australian building solutions markets, driven by the products and distribution of
the components.
Some of the chief elements of the strategic objectives of the company Fletcher
Building are listed as follows. Firstly the company follows a simple and lean decentralised
operating model and strategizes to make the said model to be even simpler and leaner.
Secondly to state, the company seeks to engage highly capable people who deliver results for
our consumers. The third chief element that comprises of the business strategy of the
company is the close affinity with the technological innovations and taking advantages of the
global trends on the same lines. Fourthly to state is that the company engages to direct its
capital investment in the strategically important, high-return businesses that are in the same
alignment with the overall vision of the company. Lastly, it must be noted that the company