Competitive Strategy for Sydney Symphony Orchestra

Competitive strategy

COMPETITIVE STRATEGY 1
Executive Summary
The main aim of this paper is to analyse the strategy of an organisation. In this report, Sydney
symphony orchestra has been taken into consideration to analyse the strategies of the
company. With the help of different strategic analysis models, the general environment of the
company will be analysed to identify the strength and weakness of the company. Business
strategy and the others strategies are used by the company to achieve the objective. Although
the company has high brand value but it has to implement some new strategies such as
product development and promotion strategy; so that the company can earn high profit. The
company will achieve the success in the near future.
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COMPETITIVE STRATEGY 2
Contents
Part A.....................................................................................................................................................3
Overview...........................................................................................................................................3
Industry.............................................................................................................................................3
General Environment.........................................................................................................................4
PESTLE Analysis..........................................................................................................................4
Porter’s five forces model..............................................................................................................4
Competitive environment..................................................................................................................5
Opportunity and threat.......................................................................................................................5
Part B.....................................................................................................................................................5
Strength and Weakness......................................................................................................................5
Tangible and Intangible resources.....................................................................................................6
Tangible Resources........................................................................................................................6
Intangible Resources......................................................................................................................6
Capabilities........................................................................................................................................7
Core competency...............................................................................................................................7
Value chain analysis..........................................................................................................................8
Current Analysis................................................................................................................................8
ANSOF matrix..................................................................................................................................9
Integration strategy......................................................................................................................10
Formal Strategy...........................................................................................................................10
Recommendations...........................................................................................................................10
Conclusion...........................................................................................................................................11
References...........................................................................................................................................12
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COMPETITIVE STRATEGY 3
Part A
Overview
Business strategy is a plan to achieve the specific goals and objective of the company. The
strategic plan succeeds when the company leads to business growth and achieves the high
market position over the competitors. For making the strategy the company has to analyse the
environment of the company (Tang, and Hu, 2018). External and internal analysis helps to
identify the strength and weakness of the company. With the help of SWOT, PESTLE
analysis and Porters five forces framework, the company can easily analyse the environment
and make the business strategy to grab high market share and achieve the objective of the
company.
In this report, the case of Sydney Symphony Orchestra is taken into consideration to analyse
the internal and external environment to make decide business strategy for the company.
Sydney Symphony Orchestra is a symphony orchestra in Australia, it was founded in 1908.
The group of musicians came together to form an orchestra. It performs 150 concerts around
a year and more than 350,000 people came to enjoy its music. Its regular concerts are
performed at the Sydney Opera House.
Industry
It is a music industry in Australia. Australia has an extensive history in the music society. At
the beginning of the report, external analysis has been done to analyse the threat and
opportunity for the company. After that, the internal analysis will be discussed to analyse the
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