MGT300 Strategic Planning Worksheet

The assignment focuses on conducting a gap analysis of an organization's strategic strengths and weaknesses compared to competitors. It includes a detailed examination of various factors such as market position, employee capabilities, organizational processes, technology, financial position, marketing strategies, and procurement. The worksheet encourages reflection on the organization's greatest strengths and weaknesses, emphasizing the importance of adapting to technological changes and managing costs effectively.

Strategic Planning Worksheet #3
Resources and Capabilities Gap Analysis
What are our strategic strengths and weakness that will determine our future?
Internal capability analysis, resources are both our tangible and intangible assets. Capabilities are the processes, systems or ways
of coordinating and combining resources to gain a competitive advantage.
Complete the table below by describing our strengths and weaknesses compared with our competitors.
Factor Strengths relative to competitors
Provide evidence and examples
Weaknesses relative to competitors
Provide evidence and examples
Market
position
(History,
reputation,
brand, market
share, sales,
product
offering)
 The company has the strength that it is the only
organization manufacturing traditional products in
the market
Like, the company used its position in the market
to create the demand of traditional cruisers in the
market.
 The current market position of the company
is degrading and losing its market share.
The reason of degraded position in the
market is due to slower speed of the
company to adapt changes (MacGillivray,
2014).
People
(recruiting and
selection,
retention,
performance
management,
rewards, skills
and
knowledge)
 The employees of the company are well trained
and efficient in creating specialized traditional
products.
The company being ancient family owned
business due to which the employees of the
company are efficient in understanding the needs
of the customers; and they fulfil them accordingly.
 In employees of the company are not
adaptable to faster technology change.
Apart from using traditional techniques, it is
mandatory for the employees to adapt
innovative technology in order to grow in the
market.
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Factor Strengths relative to competitors
Provide evidence and examples
Weaknesses relative to competitors
Provide evidence and examples
Organisational
processes
and systems
(core process
identified,
mapped,
measured and
being improved
 The company uses traditional management
process which helps the company in creating
formal organizational structure resulting in
restriction along with flexibility (Wieczorek, et. Al.,
2013).
 Due to less acceptable to innovation, the
employees get dissatisfied with the services
of the company resulting in high employee
turnover rate.
Technology
(Research
facilities,
creativity and
innovation)
 The company manufactures creatively
specialized products in the market.
Thus, it is demand by premium customers
 Company is less inclined towards
technology due to which it lost the race
because of not applying innovative
technology in manufacturing process.
Financial
position
(access to
funds, ratios
and cash flow)
 The company has preserved shares and
reserves which shall be used in case of
emergency.
Due to which reserves were liquidated to meet
market share.
 The financial position of the company is not
stable and it is depleting with time, resulting
in liquidation of assets.
Marketing and
sales
(market
research,
product
 Manufacturing traditional product has become the
USP of the company which helps it in marketing
and sales, resulting in specialization also.
 Less competitive strategies used of the
company leading Tudor to lose its market
position.
Due to which cheap substitutes gained the
market share (Morrissey, & O’Donoghue,
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Factor Strengths relative to competitors
Provide evidence and examples
Weaknesses relative to competitors
Provide evidence and examples
development,
pricing,
advertising and
promotion)
2013).
Procurement
(Sources of
obtaining
resources,
lease-buy
decisions,
relationships
with suppliers)
 Environmental friendly sources are being used by
the company to initiate production.
 Raw material used in manufacturing
traditional products incurs heavy cost for the
company. This increased cost of production.
Other
(structure,
culture,
strategy,
management)
 There is formal and fixed structure of the
company initiating efficiency in management
process.
The organization structure of the company is rigid
due to which it is existing in the market.
 The company do not align with the culture
and management of the industry.
The management required by the company
to gain advantage is not accepted by them
resulting in losses (Dowling, 2016).
Question for discussion and reflection: what are the organisations two greatest strengths
and weaknesses?
Strength:
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 Sole manufacturer of Traditional products in the industry: Tudor company being single seller of traditional cruiser in the
market provides a competitive edge to the company. It became the strength of the company to flourish their customer centric
premium product.
 Produces creative traditional products according to the choices of customers: although very few but highly richer section of
the market demands for their premium quality product which gives advantage to the company.
Weakness:
 Slow in adapting technological change: The drawback due to which the company is lacking in the market is due to their
inefficiency to compete and adapt changes present in the market.
 Uses high costing raw material for production: The company manufactures products which require coslier raw material due
to which the manufacturing becomes cost ineffective.
References
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MacGillivray, A., Jeffrey, H., Winskel, M., & Bryden, I. (2014). Innovation and cost reduction for marine renewable energy: A
learning investment sensitivity analysis. Technological Forecasting and Social Change, 87, 108-124.
Morrissey, K., & O’Donoghue, C. (2013). The role of the marine sector in the Irish national economy: an input–output analysis.
Marine policy, 37, 230-238.
Wieczorek, A. J., Negro, S. O., Harmsen, R., Heimeriks, G. J., Luo, L., & Hekkert, M. P. (2013). A review of the European offshore
wind innovation system. Renewable and Sustainable Energy Reviews, 26, 294-306.
Dowling, R. (2016). Australia's Cruising Phenomenon. Tourism in Marine Environments, 11(2-3), 178-184.
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