Analysis of Strategic Management at Keystone Excavating Limited

This case study examines the strategic management of Keystone Excavating Limited, an excavation company with operations in Calgary and Edmonton. The assignment begins with an analysis of the company's mission to increase equipment utilization and standardize processes, and its vision to dominate the commercial and residential dirt management market in Western Canada by 2020. The study then delves into the company's strategic position and environment, detailing its strengths (e.g., equipment scale, employee retention, use of technology), weaknesses (e.g., audacious goals, lack of marketing), opportunities (e.g., environmental reclamation, partnerships), and threats (e.g., economic downturn, government changes). The analysis identifies key issues, including the company's reactive approach to daily problems, challenges from a tough economic climate, and struggles in articulating its organizational purpose. The conclusion summarizes the strategic management aspects, highlighting the mission, vision, and overall strategic positioning of Keystone Excavating Limited.

STRATEGIC MANAGEMENT

Table of Contents
INTRODUCTION ..........................................................................................................................1
PART 1............................................................................................................................................1
1) Mission statement with explanation where 'purpose' fit into this mission ........................1
2) Vision statement with explanation where 'purpose' fit into this vision .............................1
PART 2 ...........................................................................................................................................1
Analysis of strategic position and environment ....................................................................1
PART 3 ...........................................................................................................................................3
Identification of issue ............................................................................................................3
CONCLUSION ..............................................................................................................................3
REFERENCES................................................................................................................................4

INTRODUCTION
Strategic management is a process of planning, monitoring and evaluating the business
operations to achieve the goals and objectives of organisation. This case study is based on
Keystone Excavating Limited. The company has an excavation equipment fleet of over 100
pieces and 89 employees divided between offices in Calgary and Edmonton.
PART 1
1) Mission statement with explanation where 'purpose' fit into this mission
The Mission statement of Keystone Excavating Limited is to increase equipment
utilization and standardize the process. The purpose of this organisation is to actively participate
in improving the system in which the industry operate which can be achieved by standardizing
the process. Company by increasing its equipment utilization will be able to achieve its purpose
of bettering the industry and community in which they work and live (Ansoff and et.al., 2019).
Organisation by improving the efficiency of employees through training will be able to achieve
its mission. The firm by creating relationship with expertise can standardize its process and will
be able to increase its profitability.
2) Vision statement with explanation where 'purpose' fit into this vision
The Vision of Keystone Excavating limited is to own the market in commercial and
residential dirt management in western Canada by 2020. The vision can be achieved through the
purpose set by this company. Keystone Excavating limited by Improving its system through use
of innovation and technology will be able to achieve its vision. Moreover, The organisation by
creating values for the society will be able to gain trust and loyalty of public which will help the
firm in achieving its vision by 2020. Keystone Excavating limited can use corporate social
responsibility for creating social values of industry (Noe and et.al., 2017). Organisation by
improving the industry and community through use of technology and innovation. Moreover,
through use of teamwork the organisation is able to improve its system.
PART 2
Analysis of strategic position and environment
Strength
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Keystone Excavating limited have various strength which helps the firm in their growth
and success which consist of following :
 Size of feet allow Keystone to easily scale.
 It had the capacity to take major projects.
 High employee retention rates.
 Sound safety record made keystone to take complex infrastructure projects
 High sensitive environmental projects.
 Use of the latest technology and innovation.
Weakness
The Keystone Excavating Limited have various weakness which affect the growth and
success of business. It includes the following :
 The strategic goals were Audacious.
 Keystone excavating limited is not been proactive in branding or marketing its services.
 There is no management succession plan in place.
 They were so focused on growth that they did not participate in development
opportunities such as identifying new market.
Opportunities
 Entering the environmental reclamation industry with additional capital commitment.
 Placing the entire company in marketplace as a sale of a business as a going concern.
 Partnership with other trades
 Adopting retrenchment strategy will reverse their decline in revenues.
 Creating economic value for its shareholders.
 Using innovation and latest technology for standardising process.
 Relationship with expertise and consultants.
Threats
 There were many factors that compounded to create a very difficult operating
environment.
 The decrease in price of oil, the contraction of investment in the oil and gas sector and
rising unemployment rare created a negative economic outlook.
 Also, the changes in government that in provisional and federal level delayed
infrastructure spending.
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 The changed from progressive conservative party to the new Democratic party.
 There were changes in climatic polices including carbon tax.
 The keystone Excavating limited was having a threat of increase in corporate tax rate
from 10 per cent to 12 percent.
PART 3
Identification of issue
Recap of strategic position
The strategic position means the strategies adopted by firm to achieve their business goal
and objectives (Strategic Positioning, 2018). Keystone Excavating limited implemented mobile
workforce management solution which allowed company to gather real time information on
every piece of equipment including organisation equipment and employee time sheets. The
company had an employee base and number of equipment pieces exceeded its direct competitors
by 10 per cent. Th teamwork and there safety record are their strategic for achieving their goals
and objective and gain competitive advantage in the market (Moutinho and Vargas-Sanchez,
2018). Increasing efficiency was a prerequisite for keystone's goal of owing the market in
Alberta and British Columbia.
Primary issue facing the firm
There were various issues which was faced by Keystone Excavating limited. The firm
was reacting to day-to -day issues which did not allow mentoring of the next generation
manager. Moreover, the company was facing issues due to tough economic climate. Also, the
firm board, executives, and senior management struggled to articulate purpose of organisation.
CONCLUSION
From the above case study it has concluded about Strategic management of Keystone
Excavating Limited. The study has provided information about Its mission and vision which is to
increase equipment utilization and standardising process. Vision is to own market in Western
Canada by 2020.
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REFERENCES
Books and Journals
Ansoff, H. I. And et.al., 2019. Implanting strategic management. Springer.
Moutinho, L. and Vargas-Sanchez, A. eds., 2018. Strategic Management in Tourism, CABI
Tourism Texts. Cabi.
Noe, R. A., and et.al., 2017. Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education.
Online
Strategic Positioning. 2018. [Online]. Available through
:<http://www.dean.com/delta-model/strategic-positioning.html>
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