Reflective Report for Business Strategy

REFLECTIVE
REPORT FOR
BUSINESS STRATEGY

Table of Contents
EXECUTIVE SUMMARY.............................................................................................................3
INTRODUCTION...........................................................................................................................3
Mission:........................................................................................................................................3
Vision:..........................................................................................................................................3
Values:.........................................................................................................................................3
Corporate objectives:...................................................................................................................3
EVALUATION OF MAJOR STRATEGIC DECISIONS MADE BY THE ORGANIZATION
DURING SIX ROUNDS OF BSG SIMULATION AND THE ROUND STOOD OUT ALONG
WITH REASONS AND KEY LESSONS:.....................................................................................4
Performance in all six rounds and decisions made:.....................................................................4
Round that stood out:...................................................................................................................5
RELEVANT THEORETICAL FRAMEWORKS APPLICABLE TO UNDERSTAND
VARIOUS COMPONENTS:..........................................................................................................6
Internal environment:...................................................................................................................6
External environment:..................................................................................................................7
Competitive environment.............................................................................................................8
IMPACT OF ONE EMERGING TECHNOLOGY AND ITS IMPACT ON THE FUTURE OF
THE BUSINESS AND SOME RECOMMENDATIONS FOR FUTURE MANAGERS:............9
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

EXECUTIVE SUMMARY
The aim of this report is to present deeper insights of the performance of shoe making
company. The report has applied some models such as SWOT, PESTEL, and Porter's five forces
in order to reflect the prevailing circumstances of the organization. At the end, the impact of one
emerging technology has been articulated to evaluate the role it can play in context of the
organization and how some better practises could be installed with the help of making some
favourable shifts.
INTRODUCTION
The report will be discussing various aspects of the organization. The way it has
performed in the undertaken six rounds. With this regard, all the quantitative and qualitative
information are to be imparted (Cherunilam, 2021) Then external and internal environment of the
organization along with competitive environment will be discussed. Report articulates one
emerging technology and what could be potential impacts it can bring to the entity with some
recommendations for future management.
Mission:
The mission of the footwear company is “To bring motivation and higher innovation to our
clients across the nation”.
Vision:
The vision of the shoe wear organization is “We seen a nation where everybody has luxury but
cheap shoes which fulfil their different requirements in one short”.
Values:
The values of our organization are to bring the best set of practises to our customs,
offering them higher level of innovation in the form of our products, be honest, fulfil all legal
and ethical requirements and aligning with welfarism policy (Sołoducho-Pelc and Sulich, 2020)
Corporate objectives:
The corporate objective of our organization is to be number one in the shoe wear market
and becoming the most drastic organization for the customers who are not ready to sacrifice with
their choice.
The company is striving to have market share of around 15% which is not a small thing
to made. Yet with proper efforts and aligning with innovation the organization would be able to
curb it (Abu-Rumman, 2021)

EVALUATION OF MAJOR STRATEGIC DECISIONS MADE BY THE
ORGANIZATION DURING SIX ROUNDS OF BSG SIMULATION AND
THE ROUND STOOD OUT ALONG WITH REASONS AND KEY
LESSONS:
Performance in all six rounds and decisions made:
In the year 2012 the first year of the round, organization has made some key decisions in
order to be competitive and highly profitable in the market. To ace the vision of providing
something better to the customers in the first round the company has enhanced its compensation
by 1.25 per pair so can augment the morale of employees in North America facility(NAF) . The
number of models in NAF were jumped from 300 to 350. in Asia Pacific Facility(APF) the
fringe benefits raised form 1250 to 1500. These efforts are living testimony that the organization
has made great efforts in order to satisfy its customers and also taking their belief higher (Cepel,
2019)
The second year of the round 2013 is known for the jump in organizational efforts in term
of marketing. In this year the marketing expenses escalated form 13000 to 14500. this decision
of making more investments helped organization in many ways. Along with this decision, the
base wage in NAF also got hiked to 1%. and incentive payments on per pair were 1.25 but they
came to 2 per pair in the year 2013.
In the year 2014, again branded productions were reduced in its NAF units. Since it did
not find it lucrative so again the pair number which were earlier 6000 now came to 5600 which
was lowest in last two years. The incentive pay was kept as same as it was. The fringe benefits
were new closed in the all facilities such as NAF, EAF(Europe Africa Facility), APF, and
LAF(Latin America Facility).
In 2015, again some drastic changes were implemented by the organization. This time,
incentive payment turned down to 0 which had been always positive in last four years. The
prices which were hiked from last four years this time reduced to 85 per pair. One of the most
prominent change was made keeping the outcomes of the year 2014 was to reduce the wholesale
prices. This idea of keeping wholesale prices lower was intended since the organization wanted
to expand its operations and it was only possible with the hyper sales. On the other hands, the