Strategic Operational Management

Running head: STRATEGIC OPERATIONAL MANAGEMENT
Strategic Operational Management
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1STRATEGIC OPERATIONAL MANAGEMENT
Table of Contents
Question 1:.......................................................................................................................................2
Part A: Australia and New Zealand Banking Group Limited (ANZ)..........................................2
Key issues of ‘Strategy Formulation’ and ‘Strategy Implementation’....................................2
Evaluation................................................................................................................................2
Part B: Toyota, Japan...................................................................................................................3
Key issues of decision-making in regards to ‘Supply Chain Management’ and ‘Human
Resource Management & Job Design’....................................................................................3
Impact of these issues on the strategic management practices of Toyota, Japan....................4
Question 2:.......................................................................................................................................5
a) A critical analysis of Porter’s Competitive Five Forces model............................................5
b) Application of Porter’s Competitive Five Forces model in the contemporary operational
environment at P&G Ltd.............................................................................................................6
c) Application of Porters’ value chain model to contemporary business environment...............6
d) Application of Porter’s Value Chain model to IKEA as an approach they can use for
strategic management practice in their contemporary operational environment.........................7
Question 3: Samsung Smartphone...................................................................................................7
a) A critical evaluation of analysis and assessment phase of Samsung Company......................7
b) A critical evaluation of strategy formulation phase of Samsung Smartphone........................8
c) A critical evaluation of strategy implementation phase of Samsung Smartphone..................9
d) A critical evaluation of strategy evaluation phase of Samsung Smartphone........................10
References......................................................................................................................................11

2STRATEGIC OPERATIONAL MANAGEMENT
Question 1:
Part A: Australia and New Zealand Banking Group Limited (ANZ)
Key issues of ‘Strategy Formulation’ and ‘Strategy Implementation’
Issues can be divided over four distinct stages such as ‘listening’, ‘aim’, ‘move’ and
‘claim’. During the listening stage, getting right people and their contribution is challenging. In
fact, potential opportunities are missed. The aim stage is comprised of issues like avoiding
common mistakes and not grabbing opportunities in low-probability areas. The move stage is
problematic because it faces difficulty identifying problems being faced by an individual. This is
also difficult to identify the appropriate time of innovating with ideas. Finally, during the claim
stage, empowering employees becomes a problem (Dess et al., 2019).
‘Strategy Implementation’ faces many issues like lack of resources, poor strategy
making, ineffective training, ineffective communication and poor monitoring of the
implementations (Dess et al., 2019).
Evaluation
ANZ is planning to enhance the digital payment experience for its customers. The bank is
offering ‘Apple Pay’ to its customers in Australia. With ‘Apple Pay’ customers will now be able
to make contactless transaction. ‘Apple pay’ is regarded as a highly secured payment platform.
ANZ is the first bank to innovate this way in Australia (CIO, 2019).
Now, assuming that a similar service will also be offered to its customers in New Zealand
and other parts of world. The experience gained from Australia should also be helpful in offering
‘Apple Pay’ for customers in other parts of world. However, it might come across a range of
barriers during the strategy formulation and strategy implementation stages. Poor strategy
making is one of those issues that can just ruin the entire project. For an example, WOW!
CHIPS, FRITO-LAY in 1998 failed to deliver the anticipated success. The failure could be
accounted to a poor selection of ingredients like Olestra. Olestra caused gastrointestinal side
effects. It ended with facing lawsuits (CB Insights Research, 2019).
The likely impact of the key issues of ‘Strategy Formulation’ on ANZ can be many.
Internal and external factors can also create the challenges. The bank needs to be aware of

3STRATEGIC OPERATIONAL MANAGEMENT
specific needs to counter the challenges of strategy formulation. These are coordination,
communication, staff motivations and planning. Training should essentially be the part of the
operations. This is required both at the employee and management level. ANZ should focus on
offering a conducive work environment as this will boost the organisational productivity. This
will also improve the employee satisfaction rate (Akaegbu & Usoro, 2017).
In regards to ‘Strategy Implementation’, it can be said that ANZ Bank should
appropriately manage a few factors to remain competent. The Bank must take care of political
turbulence, lack of support, poor planning, poor communication and coordination, non-
involvement, unclear strategic intentions, inadequate knowhow on all key stages, unaligned
organisational systems, conflicting priorities, uncontrollable environmental factors and change of
guideline policies (Akaegbu & Usoro, 2017).
Part B: Toyota, Japan
Key issues of decision-making in regards to ‘Supply Chain Management’ and ‘Human
Resource Management & Job Design’
Supply Chain Management:
Decision-makers find this difficult to prioritize between the different needs of supply
chain management. These needs are high sales, quick delivery, low cost and low carbon
footprint. For an example, implementing new and emerging technologies to increase the
efficiency of delivery service will impact the total logistics cost. On the other hand, if low-cost
strategy is given the preference over implementing innovative practices, the innovative
competency of the company will be hampered (Negi & Anand, 2015).
Human Resource Management & Job Design:
Decision-makers in the human resource department broadly faces two issues. These are
controlling the overall operations cost and doing innovation when it is required. Sustaining a
business has become challenging these days. New and emerging technologies are disrupting the
market as like Airbnb and Uber did it to the hotel and transport industry respectively. Using
innovation has become a necessity today. The ‘human resource’ of a reputed company is forced