Strategic Analysis and Planning: Moana New Zealand

Running head: STRATEGIC ANALYSIS AND PLANNING
Strategic Analysis and Planning: Moana New Zealand
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STRATEGIC ANALYSIS AND PLANNING
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................3
Task 1: Organizational Performance......................................................................................3
1.1 Collaboration of Two Internal and External Key Stakeholders for Providing
Solutions to Four Issues and Challenges Affecting External Environment of Moana......3
1.2 Analysis of Appropriate Professional, Ethical, Social and Cultural Behaviour for
Moana while Management of Impact of External Environment........................................6
Task 2: Application of Analytical Techniques and Models...................................................7
2.1 Two Models for Evaluating Appropriate Innovative and Change Strategies for
Managing Business Organization and Performance..........................................................7
2.2 Application of an Analytical Technique for Performing Stakeholders with Details...8
2.3 Eight Ways for Consulting Stakeholders with Details...............................................10
Task 3: Professional Development Model for Employee Engagement and Productivity....11
3.1 Critical Evaluation of Three Motivational Models for Professional Development in
Employee Engagement and Productivity.........................................................................11
3.2 Suggestion and Explanation of One Motivational Model Appropriate for Leadership
Behaviour.........................................................................................................................12
3.3 Suggestion and Explanation of One Motivational Model for Continuous
Improvement with Justification........................................................................................12
Conclusion................................................................................................................................13
References................................................................................................................................14

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STRATEGIC ANALYSIS AND PLANNING
Introduction
Strategic analysis is a significant procedure to conduct research on an organization
and their operating environment for formulating the strategy (Grant, 2016). This process of
strategic analysis includes few common factors like identification and evaluation of relevant
data to the strategy of the company, definition of internal as well as external environments
that are to be analysed and utilization of various analytic methods like SWOT analysis, value
chain analysis and Porter’s five forces analysis. Strategy can be referred to as a plan of
actions that are being taken by managers for the purpose of achieving several goals and
objectives of any company. This strategy is responsible for determining the overall success
factor of that particular organization (Rothaermel, 2015). A proper planning is eventually
required to analyse every strategy to develop the shared vision of organization’s future and
even to decide on the important steps that are to be considered for moving the company
within a direction.
The following report outlines a brief discussion on strategic planning and analysis on
a Maori owned organization, namely, Moana New Zealand. It is the largest Maori owned
Fisheries Company in New Zealand (Moana.co.nz. 2018). This report collaborates two
internal and two external key stakeholders for examining solutions to four challenges and
issues that affect the external environment of this organization. A proper analysis of proper
professional, ethical, social and cultural behaviour of this company during the management of
impact of the external environments. Models of innovative and change strategies and
motivation within this company will also be provided here.

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STRATEGIC ANALYSIS AND PLANNING
Discussion
Task 1: Organizational Performance
1.1 Collaboration of Two Internal and External Key Stakeholders for Providing
Solutions to Four Issues and Challenges Affecting External Environment of Moana
Stakeholder can be stated as any person, organization or group, which has concern or
interest within any organization. These stakeholders could even affect or be affected by
several policies, objectives and actions of an organization (Bolisani & Bratianu, 2017). The
most significant examples of these stakeholders are employees, creditors, unions, suppliers,
owners or shareholders, directors and government. The resources are easily drawn within the
business by these stakeholders. The customers of that organization are entitled to the fair
trading practices; however they are not henceforth entitled to the similar consideration like
organizational employees. They could even negatively impact on the overall growth and
success of the organization. The internal stakeholders are people, who are eventually
committed to serve any specific company as staffs, volunteers and board members.
Moreover, shareholders are also considered as one of the major example of internal
stakeholders (Hawkey, 2017). On the other hand, the external stakeholders are certain groups,
organizations and individuals outside of a company like customers, creditors and suppliers.
There is always an ongoing business with these external stakeholders.
Moana New Zealand is the largest Maori owned fisheries organization in Aotearoa,
New Zealand. They fish and harvest majorly from the coastal regions of Aotearoa, New
Zealand is one of the most sustainably managed and pristine fisheries. They have brought
several species of sea like lobster, oyster, fin fish, wild abalone and blue abalone
(Moana.co.nz. (2018). They have become extremely popular and successful due to the
excellent business strategies, made by them. The stakeholders of this particular organization
can be divided into two types, which are internal and external stakeholders. In spite of having