Strategic Business Analysis Report: SWOT, BSC & Action Plan

This report presents a strategic business analysis for 'The Business,' focusing on enhancing its performance post-acquisition by XYZ Grocery and Retail Pvt. Ltd. The analysis includes a SWOT assessment identifying strengths, weaknesses, opportunities, and threats, followed by strategic recommendations encompassing financial and marketing improvements. A balanced scorecard is proposed to align organizational goals, enhance employee motivation, and track performance across financial, customer, internal processes, and learning & growth perspectives. The report concludes with an action plan detailing specific steps to achieve the outlined strategic objectives, emphasizing the importance of goal congruence and employee engagement. The aim is to guide the new Operations Manager, John Clarkson, in driving strategic improvements and achieving the company's growth targets.

Running head: A REPORT ON STRATEGIC BUSINESS ANALYSIS
A REPORT ON STRATEGIC BUSINESS ANALYSIS
Name of the Student
Name of the University
Author note

1A REPORT ON STRATEGIC BUSINESS ANALYSIS
Table of Contents
A Memorandum to John Clarkson.............................................................................................2
Section A: SWOT Analysis of The Business.............................................................................5
Section B: Overall Strategy for The Business............................................................................9
Section C: Balance Scorecard for The Business......................................................................13
Strategy Map........................................................................................................................14
Action Plan...........................................................................................................................16
Promoting Goal Congruence and Employee Motivation through this Balanced Scorecard 18
References................................................................................................................................20

2A REPORT ON STRATEGIC BUSINESS ANALYSIS
A Memorandum to John Clarkson
To: John Clarkson
From: We Will Make Your Business Great Again
Date: 07/10/2018
Subject: Strategic Improvement in internal Management of The Business
Dear John,
It is a pleasure on behalf of the entire staff of The Business to welcome you on board as
the new Operations Manager. Recently, we have joined hands with XYZ Grocery and Retail
Pvt. Ltd. with a view to expand the horizon of our company’s business growth. Your
exemplary contribution in your previous organisation have convinced us that you are capable
of taking our venture to newer heights. The board of directors have put much effort into
revising the organisation goals, post this acquisition. The three main aspects of the new
objectives consist of the following:
1. Up-surging the sales volume by 5% in each of the coming years
2. On this enhanced sales volume, achieving a positive operating income with return
3. Increasing the total value of market share by 11% within the next five years.
It needs to be mentioned here that our company, The Business, is still the strategic head in
charge of major decision making, post-acquisition. Hence, with your co-operation, we wish to
engage in few major revisions in our marketing and sales approaches that could let us achieve
higher financial returns. Kindly go through the below mentioned ideas and opinions
regarding the stated problem. Apart from these measure, we would welcome any new insight
that you are willing to share with us.
Financial Recommendations

3A REPORT ON STRATEGIC BUSINESS ANALYSIS
I. Positive Variable Contribution- this can be ensured by fixing such a price for our
product that exceeds the cost of producing an incremental unit of that product.
II. Attaining Efficiency through Cost-Cutting- Cost efficiency is being planned around
eliminating most of the discretionary spending. This is relatively a difficult decision
as it requires ample support from the employees. This is where you, our new
operations manager come in.
III. Prioritizing payables- The salary structure of our employees would be restructured
keeping it inclusive of the new commercial taxes levied upon by the Government.
Apart from the salary there are other payables concerning new product launches and
promotional expenditure.
IV. Planning Cash Flow- This mainly concerns balancing the payables appropriately with
the savings and receivables, thus understanding the inventory cost required to sustain
the business.
V. Communicating with Creditors- Strict policies regarding payment to all creditors in
due time and proactively communicating with the bank regarding any discrepancy in
the said issue.
Marketing Recommendations
As per the new mission and vision of this joint venture, The Business aspires to achieve a
nation with maximum self-sustainability in home improvement. The major part of this
aspiration rests on forming concrete strategies of competitive pricing. However, there is
another parameter which the company has considered within the purview of business
improvement. It consists of the sales and marketing strategies like:
I. Focussing more on innovative marketing tactics like Guerrilla marketing.

4A REPORT ON STRATEGIC BUSINESS ANALYSIS
II. Interactive product promotions in public places like malls which generally have huge
crowd pull of potential shoppers.
III. Social media marketing is another new age marketing innovation whereby target
customers are brought together at a common forum where they can explore the
products based on its utility and their necessity as well as compare prices with similar
products delivered by the competitor brand.
IV. Discounts, coupons and mobile promotion is yet another mean by which the company
plans to keep its loyal customers updated about the new launches and provide them
with shopping benefits.
These is the primary draft. The strategies are subjected to revision till the optimum
deadline set at 2 months from now. All the other managers and team leads in each department
would be consulted and their valuable inclusions need to be duly noted down. You would be
in charge of supervising these meetings and act as a bridge between the staff and the board of
directors. The plan of action need to be presented at the end of the deadline, and it needs to be
the final blueprint of the mandatory strategies needed for the overall improvement of The
Business.
We, at The Business, hope that this memorandum is able to cater to your understanding
about the company’s developmental requirements. We also hope that your association with
The Business is mutually beneficial and that you would be competently discharging the
responsibilities during your tenure with us.
With best regards,
Student’s Name,
Senior Manager,
HRD.

5A REPORT ON STRATEGIC BUSINESS ANALYSIS
Section A: SWOT Analysis of The Business
As highlighted in the Case Study, the entire company structure of The Business is
about to undergo transformational improvement with effect from its acquisition by a Grocery
and Liquor retail chain. In order to introduce the necessary modifications, it is imperative on
part of the acquiring company to conduct an objective analysis regarding the market share of
its products, net financial value, its operational assets, infrastructural facilities, sales team and
customer relations. This objective is achieved through SWOT analysis which portrays a clear
view of the internal and external liabilities of The Business along with its potential to
overcome those liabilities (Gupta and Mishra 2016).
Strengths:
1. The Business has 23 stores across Victoria, New South Wales and Queensland. The
Company was able to make 1 billion Australian Dollars in sales in its last financial
year. New South Wales and Victoria happen to be the major centres for hardware and
STRENGTHS
1 . Large number of existing stores
2. Planned future investment towards expansion
3. Financial investment towards infrastructural
improvement
4.Post acquisition, management decisions still
rested on the parent company
WEAKNESSES
1. Inconveniently located
2. Outdated products at unreasonably high prices
3. Unskilled and untrained staff
4. Had little or no competitive advantage
OPPORTUNITIES
1. The home improvement and hardware industry is a
relatively fragmented, hence competitive industry
2. Being recently acquired by a grocery and liquor chain,
The Business has been able to diversify.
3. Home improvement items have a consistent demand in
developed nations like Australia
4. The Business would be able to offer extra service like
grocery retail, along with home improvement, after
aquisition.
THREATS
1. Slow growth of hardware and building supply retail
industry.
2. Highly competitive market
3. The competitors offer more discounts on reasonable
marked price
4. Better after-sales service of competitor firms
SWOT

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building supplies. With 23 stores across such major locations definitely provides the
company with an upper hand in attracting customers and increasing its annual revenue
through bulk sales.
2. The Business, after its acquisition by a Grocery and Liquor Retail chain has come up
with a structured 5-year plan for expansion. It has planned to open more stores in
addition to its already existing 23 stores in Victoria, Queensland and New South
Wales. By increasing the number of stores, the company plans to accelerate its sales
by 5% from the succeeding years thereby proposing to increase its market share value
to approximately 11% in the 5 years duration.
3. Along with its future forecasts on improving the sales and annual returns, The
Business plans to invest around 2 Billion Dollars for improving the existing stores.
Infrastructures that cater to enhanced aesthetic and systematic administrative values
often aid in attracting more customers. Having an organised arrangement also
facilitates the sales team to take the customers through a varied range of their
requirements without wasting time in looking for it in the store. Therefore, the
company through this investment, has decided to achieve a positive operating income
with a Return on Sales of 5%.
4. Even after acquisition, The business still hold power with respect to most major areas
like decision making with regards to expansion, the range of products sold and other
basic activities associated with business process.
Weaknesses:
1. The prime stores of The Business were located quite inconveniently in the market
place where there was hardly any space for car parking, much to the disadvantage of
customers. Also, it failed to offer the customers an aesthetic appeal with dark rooms
and disorganised arrangement. The disorganisation caused too much trouble to the

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sales team as they had difficulty in searching for the necessary product, without a
price tag, in a dark room.
2. The products that were sold in these stores were outdated and practically valueless to
the customers when compared to those of the competitors’ products. Moreover, those
products were sold at a rate of 20% discount and those which were relatively in a
better condition were sold at 5% discount. The customers perceived this a misguided
advertisement and it led to lesser sales figures.
3. One of the major weaknesses of The Business corresponded to its lack of quality staff
to attend the customers. Most staff were either unskilled or untrained with lack of
proper knowledge about the product. They were also quite resentful towards the top
management and their employer in general.
4. Lack of proper infrastructure, product knowledge of the staff members, and low
quality after sales service made The Business the least sought after company for home
improvement products and hardware supplies. This also caused the firm to have low
competitive advantage which had adverse effect on its operating income.
Opportunities:
1. The home improvement industry is a relatively fragmented industry, which is why all
firms involved in delivering such products have considerable opportunity with respect
to customer acquisition. These firms are small, employing less than 20 staff and
having an annual revenue of approximately 2 Million Australian Dollars.
2. Being recently acquired by a Grocery and Liquor Retail, The Business was able to
diversify its product range and also, set up a proper future forecast regarding
improvement in internal structure and the company’s finances. It was able to get an
outline for a much necessary systematic plan for transformation.

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3. Home Improvement products have a consistent demand in all regions especially that
in developed nations like Australia. This is an important indicator for growth of this
industry. Also, the products are not subjected to immense technological advancement.
As a result, frequent up-gradation is requited only in external structure.
4. Being able to diversify, The Business acquired scope of growth by keeping more than
one kind of product available in the store. Through this diversification, customers
were able to avail more than one kind of service, such as advice on the use and
instalment of the new products as well as about the availability of related items.
Threats:
1. The major thereat for The Business was the high competition from other companies
within the same region. Victoria, New South Wales and Queensland happened to be
the foremost centres for home improvement and hardware supplies. As such there
were a large number of fragmented stores all set up nearby to each other, selling
similar goods at competitive prices.
2. The Business had not gone through any transformation, with respect to its business
structure for a very long time. As such, the goods it sold were mostly outdated and
overpriced. This lent it little or no competitive advantage against the better quality
cheap products sold by its major competitors like Bunnings, Mitre 10, Home Timbre
and Hardware.
3. The annual growth of The Business was relatively slower in the last five years due to
lack of innovation and adequate publicity through seasonal offers and discounts.
4. The sales team of The Business is untrained and do not possess the necessary
customer skills to acquire huge sales volume.

9A REPORT ON STRATEGIC BUSINESS ANALYSIS
Section B: Overall Strategy for The Business
Post-Acquisition, The Business plan to introduce organisational strategies with
respect to each of its major segments. This strategic reformation begins with stating a firm
Mission and Vision towards laying the foundation of a sustainable future.
(a) Mission: The mission statement of The Business aims to unfold its company goals in
the shortest format that serves to attract the stakeholders. It seeks to emphasise on
fulfilling its initial purpose of achieving the target conditions of a successful
organisation which is attainment of customer loyalty through superior quality
products and competitive pricing.
(b) Vision: It indicates the long term goals that The Business wishes to be recognized by.
The vision focuses primarily on deliverance of excellent customer service and
creating a nation that is self-sufficient in terms of regular home-improvement needs.
Other than that, the company also draws reasonable attention towards maintain
corporate values such as honesty, integrity and respect through building a workforce
that can contribute productively to mankind.
(c) Corporate Level Strategy: The Corporate level strategies enable to provide the
organisation with the fundamental objectives of Growth, Stability and Renewal
Strategies (Kuo 2013). A business is primarily driven by distinct market needs and
aims. Fulfilment of these needs help in determining how stably the company would be
surviving in a competitive environment. Growth strategies are impacted by how
innovation in the products and services are able to familiarise potential customers
about their latent needs and thus help the organisation in earning considerable
financial returns on the promotional investments towards attracting the customers.
Larger the revenues earned, better the scope becomes for acquiring greater market
share. When the company has acquired a reasonable market position, it aims at

10A REPORT ON STRATEGIC BUSINESS ANALYSIS
expanding through horizontal or vertical integration or diversification. Successful
strategies in the past are likely to be used again with infusion of technological
advancement and innovation. It helps to ensure stability in its business operation.
(d) Business Level Strategies: It can be explained through Core Competencies,
Porter’s Generic Strategies to gain competitive advantage, Value Chain Analysis
and Competitors Analysis.
The core competencies of an organisation like The Business lies in the following—
 Efficient supply chain management
 Purchasing operations that are centralised
 Brand Image
 Customer service
 Several competitors giving the customer a hoard of options to choose from
 Strong distribution chain helping in expansion from being a regional store to a global
store
 Brand loyalty in domains such as plumbing, electrical fitting, paintwork, flooring,
hardware appliances
 Achieving cost efficiency through competitive pricing.
The harmonized combination of these above resources help in positioning a company
involved in home improvement and hardware supplies gain the necessary competitive
advantage needed to sustain its growth and acquire stability.
Porter’s Generic Competitive Strategy aims to provide a company an insight on its
relative position in the industry or market. This position is essentially determined by the
firm’s profitability in light of its competitive advantage over firms delivering similar products
which it achieves either through low cost or differentiation. The Business being acquired by

11A REPORT ON STRATEGIC BUSINESS ANALYSIS
another firm that specialises in grocery retails, there is a huge scope for differentiation.
Customers are usually attracted by such business that can provide for multiple utility based
services. The three aspects of Porter’s Competitive Advantage consist of:
 Cost Leadership- It is achieved by a company by being the lowest cost producer. The
company pursues this strategy by means of several factors such as economies of scale,
preferential access to the important raw materials or proprietary technology. To attain
this competitive advantage, the company needs to exploit one or all of these above
factors. When it successfully achieves cost leadership, the company is able to
establish itself as an above average performer in the industry (Rothaermel 2015).
 Differentiation- This strategy is utilised by the company in its pursuit to become a
unique supplier of distinguishable products that is able to cater to the consumer’s
needs. However, to avail these unique products the customers have to buy it at
premium prices.
 Focus- This particular strategy includes competitive scope within a narrower segment
of both cost and differentiation whereby either the customers have unusual needs or
the delivery system catering to those needs is unique.
Value Chain Analysis consists of a tool that aids a firm in identifying its primary and
secondary activities that contribute in formation or materialisation its final product. After the
activities have been identified, it proceeds with the analysis of these activities that either set
cost reduction strategy or enhancing the differentiation strategies. Therefore, Value Chain
Analysis is primarily an analysis-based tool that engages a firm to identify and develop its
internal resources that can bring about a transforming effect on the inputs and result in quality
assured outputs. Through value chain analysis, an organisation is able to develop a concrete
understanding about which resources to prioritise that can yield high productivity. In its
pursuit to identify such resources, the organisation also acquires knowledge about developing

12A REPORT ON STRATEGIC BUSINESS ANALYSIS
the necessary strategies to aim competitive advantage (Eadie et al. 2014). The cost and
differentiation, yet again play an important role in this analysis. The organisation makes
considerable effort in understanding the cost related factors, such as the price levels at which
the raw materials or core resources were bought, that yield its competitors with cost
advantage. Likewise, the organisation which wants to go with differentiation as its
competitive strategy, tries to evaluate by which factor or factors does its competitive firm
acquires advantage or face disadvantage.
Through Competitors’ Analysis, an organisation aims at evaluating all such relevant
sources by which it can gain valuable insights about its competitors’ strengths and
weaknesses and using those insights, it strives to provide strategic contexts towards forming
offensive and defensive approaches to identify their respective opportunities and threats. The
organisation achieves this goal through effective monitoring, adjustment and implementation
of formulated strategies to combat the challenges posed by the competitors’ market value
(Valmohammadi and Ahmadi 2015). This analysis forms and important component of the
business level strategies by which a firm gains valuable insights on its target customers, their
preferences, their own strengths and weaknesses with respect to price, inventory,
convenience, service. By assessing these strengths and weaknesses, the organisation
constructs a matrix that serves to rate each of the competitor’s success factor against their
own and thus provides them with a weighing too for strategy implementation.
(e) Market Level Strategies: The market level strategies are implemented based
customer
segmentation and product segmentation which form the two fundamental parameters for
judging the ongoing performance of an organisation. There are multiple factors that serve to
impact the productivity and thereby, performance of an organisation including, marketing and

13A REPORT ON STRATEGIC BUSINESS ANALYSIS
promotion of its products or services, customer satisfaction, effectiveness of distribution
channels, speed of delivery, after sales service, customer satisfaction and quality of the
product or service delivered (Kim and Mauborgne 2014). Higher performance also justify the
incremental investment made by the company to reach the heights of sustainable management
along with allocation of resources. Therefore, market level strategy and planning can be
regarded as that tool that helps the firm to determine what level of increment, with respect to
investment made, must be met with a certain level of performance so as to let the firm obtain
profitable outcomes. The quality indicators of the performing units forms the baseline to
evaluate the company’s current rate of progress with that of its previous years’. Therefore,
budget allocation and cross-unit optimisation forms the reference frame for evaluating which
input yields the opportunities to result in high performing outputs.
Section C: Balance Scorecard for The Business
The Balanced Scorecard was introduced to managers across the world as a useful strategic
tool for measuring the outcomes of the organisation (Zizlavsky 2014). The tool is constructed
on several unit objectives that are meant to create values for current and future customers.
These unit objectives are not only relevant in financial terms but also for improving the
overall internal capabilities of the organisation like its investment towards creating a
sustainable environment for both its employees and customers, its future long term financial
return earned through careful assessment of its present competitive advantage, its relation
with its stakeholders and the skill development programmes arranged for its employees. The
crux of all these unit objectives consist of the mission and vision of the organisation (Kazaure
et al. 2016). Through fulfilment of its mission and vision, the organisation aims at:
 Presenting such valuable propositions that would help in attracting and retaining its
target customers of a specific market segment

14A REPORT ON STRATEGIC BUSINESS ANALYSIS
 Producing such financial returns that would satisfy the expectation pf its valued
shareholders
 Deliver complete satisfaction of the business units’ performance in the targeted
segments.
Strategy Map
1. Financial Perspective:
 Productive strategy: It aims to provide a company an insight on its relative position in
the industry or market. This position is essentially determined by the firm’s
profitability in light of its competitive advantage over firms delivering similar
products which it achieves either through low cost or differentiation (Ross 2017). The
Business being acquired by another firm that specialises in grocery retails, there is a
huge scope for differentiation. Customers are usually attracted by such business that
can provide for multiple utility based services. There are multiple factors that serve to
impact the productivity and thereby, performance of an organisation including,
marketing and promotion of its products or services, customer satisfaction,
effectiveness of distribution channels, speed of delivery, after sales service, customer
satisfaction and quality of the product or service delivered (Mirchandani and Lederer
2014). Higher performance also justify the incremental investment made by the
company to reach the heights of sustainable management along with allocation of
resources.
 Growth strategy: The organisation achieves this goal through effective monitoring,
adjustment and implementation of formulated strategies to combat the challenges
posed by the competitors’ market value. This analysis forms and important
component of the business level strategies by which a firm gains valuable insights on
its target customers, their preferences, their own strengths and weaknesses with

15A REPORT ON STRATEGIC BUSINESS ANALYSIS
respect to price, inventory, convenience, service (David 2014). By assessing these
strengths and weaknesses, the organisation constructs a matrix that serves to rate each
of the competitor’s success factor against their own and thus provides them with a
weighing too for strategy implementation. It is achieved by a company by being the
lowest cost producer. The company pursues this strategy by means of several factors
such as economies of scale, preferential access to the important raw materials or
proprietary technology. To attain this competitive advantage, the company needs to
exploit one or all of these above factors. When it successfully achieves cost
leadership, the company is able to establish itself as an above average performer in
the industry.
2. Customer Perspective:
There are multiple factors that serve to impact the productivity and thereby, performance
of an organisation including, marketing and promotion of its products or services, customer
satisfaction, effectiveness of distribution channels, speed of delivery, after sales service,
customer satisfaction and quality of the product or service delivered (Sakas, Vlachos and
Nasiopoulos 2014). Higher performance also justify the incremental investment made by the
company to reach the heights of sustainable management along with allocation of resources.
3. Internal Perspective:
To achieve reliable information, the past and present performance records are taken into
consideration in order to outline the future strategies. The evaluation pf such internal
processes gives the organisation the necessary overview about employee satisfaction that
paves the way for customer satisfaction and the overall organisational effectiveness (Coleman
2013). Thus, the balanced score card tool goes beyond the financial perspectives and brings
the manager’s attention towards circumstances to ensure adequate employee motivation. It

16A REPORT ON STRATEGIC BUSINESS ANALYSIS
provides the manager with the necessary tactics develop, maintain and improve that
motivational level so that employees become efficient enough to make transitional decisions
that are aligned with the organisational goals (De Waal 2013).
5. Growth Perspective:
A business is primarily driven by distinct market needs and aims. Fulfilment of these
needs help in determining how stably the company would be surviving in a competitive
environment. Growth strategies are impacted by how innovation in the products and services
are able to familiarise potential customers about their latent needs and thus help the
organisation in earning considerable financial returns on the promotional investments towards
attracting the customers. Larger the revenues earned, better the scope becomes for acquiring
greater market share. When the company has acquired a reasonable market position, it aims at
expanding through horizontal or vertical integration or diversification (Campbell and Reyes-
Picknell 2015). Successful strategies in the past are likely to be used again with infusion of
technological advancement and innovation. It helps to ensure stability in its business
operation.
Action Plan
Objective
No.
Objectives
Critical Performance
Indicators
Responsible
Officer
Due Date
Related Plans,
Strategies and
Initiatives
1 Increase Sales
volume by 5% in
succeeding years
Trained staff in the sales
team who possess
adequate product
knowledge and are
motivated towards their
work
Training and
Development
Manager or the
HR Manager
Three
months
from the
present
date
The manager tries to
achieve this by first
allowing the workers
autonomy to make
decisions regarding their
areas of work. The
evaluation pf such

17A REPORT ON STRATEGIC BUSINESS ANALYSIS
internal processes gives
the organisation the
necessary overview about
employee satisfaction that
paves the way for
customer satisfaction and
the overall organisational
effectiveness.
2 Achieve positive
operating income
with huge return
Satisfied customers who
can avail products at
reasonable prices
coupled with offers and
discounts and feel
aesthetically
comfortable within the
stores or at the time of
purchasing. Added
facilities like proper car
parking, assistance for
elderly customers, sales
team competently
demonstrating product
utility also help in
ensuring customer
satisfaction.
Financial and
Operational
Head
Within the
next five
years
Along with its future
forecasts on improving
the sales and annual
returns, The Business
plans to invest around 2
Billion Dollars for
improving the existing
stores. Infrastructures that
cater to enhanced
aesthetic and systematic
administrative values
often aid in attracting
more customers. Having
an organised arrangement
also facilitates the sales
team to take the
customers through a
varied range of their
requirements without
wasting time in looking
for it in the store.
Therefore, the company

18A REPORT ON STRATEGIC BUSINESS ANALYSIS
through this investment,
has decided to achieve a
positive operating income
with a Return on Sales of
5%.
3
Increase the total
market share
Market share can be
achieved through
attaining competitive
advantage by means of
cost efficiency or
diversification.
Business Head
Within the
next five
years
The Business, after its
acquisition by a Grocery
and Liquor Retail chain
has come up with a
structured 5-year plan for
expansion. It has planned
to open more stores in
addition to its already
existing 23 stores in
Victoria, Queensland and
New South Wales. By
increasing the number of
stores, the company plans
to accelerate its sales by
5% from the succeeding
years thereby proposing
to increase its market
share value to
approximately 11% in the
5 years duration.

19A REPORT ON STRATEGIC BUSINESS ANALYSIS
Promoting Goal Congruence and Employee Motivation through this Balanced
Scorecard
The primary objective behind implementation of a balanced score card lies in
improving the employment conditions of the workers so that they are intrinsically motivated
to perform their individual duties (Box 2014). The first step by which balanced scorecard, as
mentioned above, tries to achieve this is by improving the financial aspect of the business. It
ensures that the necessary perspectives in this field are strategically executed to achieve the
bottom-line improvement. Proceeding further, this tool also carefully assesses the flaws
within individual resources of the organisation as their contribution is the most valuable
aspect. To achieve reliable information, the past and present performance records are taken
into consideration in order to outline the future strategies. The evaluation pf such internal
processes gives the organisation the necessary overview about employee satisfaction that
paves the way for customer satisfaction and the overall organisational effectiveness (Aguinis
2013). Thus, the balanced score card tool goes beyond the financial perspectives and brings
the manager’s attention towards circumstances to ensure adequate employee motivation. It
provides the manager with the necessary tactics develop, maintain and improve that
motivational level so that employees become efficient enough to make transitional decisions
that are aligned with the organisational goals. The manager tries to achieve this by first
allowing the workers autonomy to make decisions regarding their areas of work. This results
in initiating another concept which is that of goal-congruence. Goal congruence refers to
organising employee’s objectives in line with organisation’s values (Babnik et al. 2014). For
this purpose, it is essential that employees have clear knowledge about their own goals and
also that of organisation’s values and objectives. It highlights the fact how general human
perspective to achieve an objective is linked with self-interest and how far their efforts is
serving to pay off their investment in a particular task. In order to ensure that none of the

20A REPORT ON STRATEGIC BUSINESS ANALYSIS
organisational ethical means are breached in the employees’ pursuit to fulfil their self-
interest, it is critical for the organisation to develop strategies as per its present circumstances,
improve those of the past and make a clear forecast of its future endeavours (Baker 2014).
Organisational learning helps in enriching its valuable resources to become self-motivated
and align their pursuits of development through organisational values.
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