MacVille Strategic Plan Report: Analysis and Implementation

This report provides a comprehensive strategic plan for MacVille, covering the company's vision, mission, and values. It includes an analysis of the internal and external environments using PEST and SWOT analyses. The report outlines strategic objectives, such as expanding market reach and increasing profitability, and details the strategies implemented to achieve these goals. It also includes a progress report on the implementation of the strategies, evaluating their success and impact on the company's objectives. The document concludes with a bibliography of the resources used to create the report. This report is a useful resource for students studying business strategy and planning, offering insights into practical applications of strategic management principles.

STRATEGIC PLANNING AND
IMPLEMENTATION FOR
MACVILLE

Organizational Vision, Mission and Values
Vision: Become national brand in 5 years
Mission: Supply reliable, sustainable and
efficient coffee espresso machines
Values: leadership development, maintenance
of safety levels, providing environmental and
customer value.

Internal and External Environment
PEST Analysis
• Political: Carbon tax on energy intrusive goods.
• Economic: Resource boom, economic growth, home consumer market development.
• Socio-cultural: Lifestyle trend of eating out, population growth
• Technological: Efficient MIS, innovative heat exchanger
• Environmental: Using 30% less energy.
• Legal: Removal of tariff on imported merchandise.
SWOT Analysis
• Strengths: MIS, marketing, service
• Weaknesses: Inbound logistics, outbound logistics
• Opportunities: New market in Sydney, strategic alliances with suppliers
• Threats: Rising rates of interests, Nufix Inc., BeanEx

Competitors and Potential Allies
Competitors
• Nufix Inc.
• BeanEx
Potential Allies
• Home Espresso Traders
• Ambrosia Coffee Roast
• Java Estate

Strategic Planning
Objectives
• To sell MacVille products in every state of
Australia
• To increase marginal profit by 5% in 5 years.
• To be established as national brand in 5 years.
• To reduce waste and energy use by 10% in 5
years.

Strategic Planning
Strategies
• Forming alliance with Java Estate and other
network agents
• More efficient supplier Negotiations
• Development of innovative technologies
• Development of educational programs and
motivational rewards

Strategic Implementation
KIP Progress Report
• Strategy 1 implemented in time with 90%
success.
• Strategy 2 implemented in in time with 40%
success.
• Strategy 3 implemented in half time with 87%
success.
• Strategy 4 implemeneted in time with 80%
success

Strategic Implementation
Mission Progress
• 90% of objective 1 achieved.
• 40% of objective 2 achieved.
• 50% of objective 3 achieved.
• 80% of objective 4 achieved.
Overall Progress
• Impressive
• Implemented in time.
• High success rates
• Objectives fulfilled

Bibliography
• All Business, ‘Trend analysis’, viewed March 2018,
<http://www.allbusiness.com/glossaries/trend-analysis/4942247-1.html>.
• Ashe-Edmunds, S., ‘Business trend analysis’, eHow, viewed March 2018,
<http://www.ehow.com/about_5249746_business-trend-analysis.html>.
• Harvard Business School, 2009. Executing strategy, Pocket mentor series. Harvard
Business School Press, Boston.
• Hay, M. And Williamson, P. (1997) ‘Good Strategy; the View from Below’. Long range
planning, Vol 30, No.5, pp. 651–64.
• Hubbard, G. 2000 Strategic management – thinking, analysing and action. Pearson
Education Pty Ltd.
• Riley, J., ‘Benchmarking’, Tutor2u, viewed March 2018,
<http://tutor2u.net/business/strategy/benchmarking.htm>.
• Smith, C., ‘Stakeholder analysis – winning support for your projects’, Mind Tools, viewed
March 2018, <http://www.mindtools.com/pages/article/newPPM_07.htm>.
• Vaknin, S., ‘The process of due diligence’, Sam Vaknin, viewed March 2018,
<http://samvak.tripod.com/nm048.html>.