Business Analysis Report for MOOster: External & Internal Factors

This business analysis report examines MOOster, a dairy company, assessing its external environment using the PESTEL framework (Political, Economic, Sociological, Technological, Environmental, and Legal factors) and its internal capabilities through the MOST analysis (Mission, Objectives, Strategies, and Tactics) approach. The report evaluates political influences, economic conditions, sociological trends, technological advancements, environmental concerns, and legal regulations impacting MOOster's operations. It also analyzes MOOster's mission, objectives, strategies, and tactics to identify areas for improvement and strategic alignment. The analysis includes recommendations for addressing challenges such as conflicts with new residents, spillage and pollution issues, and the need for technological upgrades. Furthermore, the report emphasizes the importance of customer-centricity, stakeholder collaboration, and strategic planning to enhance MOOster's market position and ensure long-term success. The analysis includes recommendations for improving the company's performance, including technological upgrades, marketing, and employee management.

Marron Strategic Services Business Analysis Report 1
Marron Strategic Services Business Analysis Report: MOOster
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Marron Strategic Services Business Analysis Report: MOOster
i) External Business Environment and Internal Capabilities of MOOster
a) External Business Environment Using PESTEL Approach
In the following subsections, we will discuss the five pillars of PESTEL approach by evaluating
and providing recommendations on each case(Adeoye and Elegunde, 2012).
Political
In the recent past, some political events have emerged, which the MOOster organization’s board
executive and the board members are not able to control. The government has initiated policies to
increase and enhance housing affordability in Grippsland, hence the need to construct more houses
within the region. The emergence of new residential areas around the company means that the
operations are at risk due to the possible conflicts between the new residents and MOOster. Therefore, it
is very important for the CEO and the executive members to liaise with the government and political
leaders to develop long-lasting solutions to the emerging conflicts. These solutions would involve
effective communications about any developments around the company premises just to ensure that
there are no more conflicts in the future(Newton, Paul; Bristoll, 2013).
MOOster should stay in constant consultations with the political class to ensure that all the new
policy developments affecting their area of operations will be captured to allow inputs and contributions
from the organization. Also, the MOOster should make sure that all their operations are streamlined to
avoid conflicts with the created policies that govern the region. Therefore, adhering to all the rules and
regulation of the region, a good and favourable external political environment will be created to allow
better returns. Apart from the local politics in Australia, MOOster management should understand that
the stability of international and other specific national politics would directly affect their business

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operations. Therefore, they should be in constant watch of the progress of the political environments
especially in countries where investments have been set up like New Zealand, China, and the UK. For
instance, issues on BREXIT should be well analyzed to understand their effect on the future of the
business set up in the UK.
Economic
MOOster has been doing well by liaising with Victorian Dairy Marketing Board (VDMB) to
understand the current research findings on dairy products and marketing strategies. In this case,
MOOster is able to develop production policies according to the current expectations from the
consumers. MOOster has entered into collaborations with distributors in other countries such as
Singapore and China to manage their products in those markets. This decision was propelled by the
advice of VDMB through an interactive consultative process. Finally, more interactive and consultative
relationship should be developed between MOOster and the government to ensure an effective
contribution to the policy development to safeguard the interests of the organization(Newton, Paul;
Bristoll, 2013).
Sociological
Sociological factors affecting the external business environment include the characteristic of the
population such as age distribution, career attitudes and health consciousness among others. MOOster
has existed for some years in Bairnsdale, Victoria and it has been relating well to the community. It has
created employment for the local residents and acted in the corporate social responsibility (CSR)
duties(O’DWYER, 2009). However, the changes in population are making the business operation of the
organization challenging because of the complaints being received from the new residents. MOOster
should not miss the opportunity of using the changes of the population into their advantage. For
instance, more people means more consumers, which is a direct benefit to the producer. Also, this

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translates to more professionals which can be an outsourced local community, hence improving the
human resource of the company. Therefore, MOOster should focus on making the smooth relationship
with the community by meeting all the required CSR standards.
Environmental
The environmental factors have only been much considered in recent past as a result of
harmonizing the conflicts between the population and manufacturers. Generally, environmental
consideration was developed to evaluate and regulate the effect of manufacturing processes to human
beings, animals and the environment as a whole(Hervani, Helms and Sarkis, 2005). The spoilage of the
dairy products being shipped to the northern area of Western Australia has led to air and water pollution,
hence affecting the local residents. These issues have been ignited by the poor relationship between
MOOster and Long Haulage – the logistics company which have been in delivering the dairy product
within Australia(Schaltegger and Burritt, 2000).
Legal Issues
MOOster should focus on healthy and safe operations for the local residents and the employees.
This pillar should be effectively implemented as a form of respect to the human life who are ultimate
stakeholders. Also, any other stakeholder collaborating with MOOster should be informed of the
standards of MOOster’s business operation. Policies on safe disposal of waste products should be
adopted to avoid endangering the lives of the residents and the environment. For instance, more research
can be performed to understand whether more products can be developed from the wastes, which will be
beneficial to both the organization and the environment(Nasir, 2004).
Technological factors
MOOster needs to improve the productions, distribution and communication methods by
strengthening and using up to date technologies. Knowledgeable and experienced human resource is

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needed to implement and install the best technological systems to ease the task of business operations at
MOOster. Therefore, a technology company should be contracted to perform this tasks, which will
reduce costs of production, increase the efficacy of operations and improve the quality of the products
and services(Comacchio, Scapolan and Bonesso, 2007).
b) Internal Capabilities using MOST Analysis Approach
This approach is designed to provide and create targets for all the team member to ensure that
every process within the organization is running towards one focus. The core concerns of MOST
analysis approach are discussed in detail in the case of MOOster.
Mission
It is very important to elaborate and outline the mission of the organization as it helps in
streamlining the business processes. Therefore, having a mission is streamlined to serving the customers
would lead to the long-term success of the business. Establishing the mission statement and actualizing
it jumpstarts the other M-O-S-T analysis values(Yeates et al., 2006).
Objectives
The defined objectives should be SMART – Specific, Measurable, Achievable, Realistic and Timely. In
this case, the CEO should facilitate the development of SMART objective within MOOster, which will
help in working towards the mission of the organization(Cadle, Paul and Turner, 2006). The objectives
might include:-
 Solving issues such as spillage and pollution from dairy products.
 Resolving the conflict between MOOster and the new residents at Bairnsdale, Victoria.
 Designing concrete advertisement plan

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 Improving the production, distribution and communication process by incorporating ICT
technologies.
 Streamlining the decision-making process by building up a strong executive team.
 Acquiring resourceful personnel.
Strategies
After defining the objectives, strategies are to be set which outlines the criteria and approaches.
For instance, the issues of spillage and pollution should be handled within a short period by ensuring
that the tankers are well maintained and there is an effective method of handling the wastes. This
process will require effective communication among the stakeholders and provide a rationale for
meeting the objective. Also, since MOOster has not been using technology effectively for its operations,
an objective of upgrading the systems for better business operations. Another objective should be
targeted marketing of the products to the local and international markets because of the emerging
competition from Canada and New Zealand(O’DWYER, 2009; Indris and Primiana, 2015).
Due to the effectiveness of the internet, social media platforms should be highly used to advertise
the products with effective strategies to ensure that the target population is reached. Also, the media and
billboards are effective ways of advertisements. Employees who are not working effectively are to be
demoted or laid off to allow for more competent personnel(Lee, Lee and Pennings, 2001). Also, for the
case of the improvement of the ICT, the organization can decide to employ new personnel to achieve the
objective or advertise a contract for an established firm to install and recruit personnel to run and
maintain. The CEO is supposed to bring the board members together, hence streamlining the governance
and decision-making process.

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Tactics
The methods to be used in implementing the strategies should be small and SMART. In these
cases, the personnel will be able to follow the clearly defined step to actualize the strategies in order to
meet the objectives. The management should not develop complex strategy implementation plans
because they might lead to failure of the defined objectives(Pearce, 2011). Troubleshooting tactics
should also be defined to assist in cases of failures, hence creating a smooth way to re-align processes.

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ii) MOOster Business Analysis Plan
i) Inputs
MOOster business needs
MOOster needs to improve the quality of their products to make sure that the customers are fully
satisfied, hence maintaining their market share. To achieve these objectives, it is important to partner
with several stakeholders for consultations on production quality and marketing strategies. VDMB is a
stakeholder in the decision and policy-making process regarding the marketing and distribution of dairy
products within Australia and exportation. As a result, MOOster has been benefiting from advice on the
new and emerging export markets. Also, based on the changes in the business environment, the
cooperation and working together between the organization and VDMB allows consultations on
sensitive policy changes regarding production and marketing policies.
There should be a strong relationship between these distributors and the management from the
headquarters and local coordinators within those markets to ensure that there are no lags within the
collaborations. Also, more B2B collaborations should be developed to ease the task of doing business,
hence improving the possibilities of making more returns by creating favourable working conditions for
all the employees, especially the executives because they will not be controlling and supervision every
operation within and outside Australia. Audits should be commissioned frequently to allow early
detection of possible operational and decision-making issues which might drag the progress of the
business.
Performance objectives
According to the new CEO Janet Kingdom, she is concerned that the actions of the organizations
should be centred on the interests of the customers and MOOster itself. This indicates that the customers

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are on the front line and any decision and action should be based on the views and options of the
customers. Since the company is focused on foods & beverages, the customers have the final word and
the success of the company depends on the perceptions of the end user(Liu, 2006).Vested interests have
been dragging development of MOOster. It has been observed that board members who owned dairy
companies have been focusing on them, hence leading to decreased committed to MOOster.
I recommend that MOOster take legal steps to making it a fully merged enterprise to avoid
personal interests on the management and executive level, which threatens the general progress. This
can be achieved by dissolving all the previous cooperatives and signing a substantive memorandum to
accommodate all the stakeholders. This will improve the decision-making process among the board
members because the stakeholders accepting to merge and dissolve the businesses into one concrete
enterprise will lock out the issues of vested interests.
The new CEO – Janet understands the ICT capabilities and the possible business opportunities.
We recommend that suitable technologies are to be installed by a reputable company to enhance the
local and international business operations(Baden-Fuller and Haefliger, 2013). For instance, having fast
internet would enhance tele- and video- conferencing to enhance the management of the businesses in
China, UK, Singapore, and New Zealand by holding meetings frequently to discuss the business
situations.
ii) Tasks and Outputs
Business analysis approach
We use predictive business analysis approach to ensure that firm and long-term business
operations solutions are provided. In this case, MOOster will create a firm base to gain a significant
market share by defining the strategies of processing and marketing their products.

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Stakeholders
The CEO & board members, distributors, customers and the business strategist firm conducting
the business analysis are the stakeholders. The effectiveness of the solutions and proposals to be
provided by Marron Strategic Services and any other external business strategists will depend on
adaptability and flexibility of the CEO and the board members. Therefore, all the board members should
avoid serving their personal interests, which might affect the effectiveness of the decision making and
implementation processes.
Governance
Good governance is which consultations are conducted among the stakeholders to ensure that
there are minimal conflicts for better decisions. MOOster consults in occasions of reviewing the
marketing initiative to allow sound decisions, which paves ways for new business ventures. Therefore, I
recommend that the existing memorandum of understanding between MOOster and VDMB should
continue and be strengthened for it dictates the success of the business(Kissinger, 2017).
Information Management
Data and information management professionals with ensuring that the data is stored well; no
manipulations and it can be accessed easily. Only the authorized personnel are to access the data from
the database for business analysis.
Performance Improvement
Performance improvements will be based on the sales rates and responses of the customers about
the quality of the products.

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Performance objectives
Improving efficacy of distribution of dairy products
Streamlining management and decision making process
Promoting customer interests
Inclusivity of the stakeholders
Improving communication
Implementation of ICT
MOOster needs
Production of quality dairy products
Effective distribution of the products in the local and
international market
Making returns
INPUT
3.1 Predictive approach
The board members to approve the
recommended strategies.
3.2 Stakeholders
The Board members, affiliate
companies, customers and the
community representatives to be
engaged as the stakeholders.
3.4 Information Management
The obtained information from the analysis
is to be managed by the CEO through the
data and information experts.
3.5 Performance Improvements
Sales rates will be used to measure the performance of MOOster
The relationships with the stakeholders will depict the performance
E.g. If the pollution is controlled, the new residents will stop
complaining.
3.3 Governance
Marron Strategic Services will perform
the business analysis according to the
recommendations from the Board
members through the CEO
TASKS
3.5 Performance Improvements
Indicators explained will be used for effective measure of
improvements.
The executives to use these indicators to evaluate the state
of the business at any point.
3.4 Information Management
Data and information management professionals with ensure that
the data is stored well; no manipulations and it can be accessed
easily.
Only the authorized personnel are to access the data
3.1 Business Approach
The risk of failing to succeed in the
business in minimized
Long term business solutions
developed
3.2 Stakeholders
Smooth operations among the
stakeholders leading to improved
performance.
3.3 Governance
No ambiguities because the top
management through the stakeholders
will make decisions about the Business
Analysis
OUTPUTS

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References
Adeoye, A. O. and Elegunde, A. F. (2012) ‘Impact of External Business Environment on
Organizational Performance on Food and Beverage Industry in Nigeria’, British journal of arts and
social sciences, 6(2), pp. 56–65. Available at:
http://www.academia.edu/download/36809779/interntional.pdf (Accessed: 27 March 2018).
Baden-Fuller, C. and Haefliger, S. (2013) ‘Business Models and Technological Innovation’,
Long Range Planning, 46(6), pp. 419–426. doi: 10.1016/j.lrp.2013.08.023.
Cadle, J., Paul, D. and Turner, P. (2006) Business Analysis, Techniques. Available at:
http://usir.salford.ac.uk/8445/.
Comacchio, A., Scapolan, A. and Bonesso, S. (2007) ‘Innovation, complementarities and
performance in micro/small enterprises’, International Journal of Entrepreneurship and Innovation
Management, 7(1), pp. 5–28. doi: 10.1504/IJEIM.2007.012171.
Hervani, A. A., Helms, M. M. and Sarkis, J. (2005) ‘Performance measurement for green supply
chain management’, Benchmarking: An International Journal, 12(4), pp. 330–353. doi:
10.1108/14635770510609015.
Indris, S. and Primiana, I. (2015) ‘Internal And External Environment Analysis On The
Performance Of Small And Medium Industries ( SMEs ) In Indonesia’, ijstr.org, 4(4). Available at:
http://www.ijstr.org/final-print/apr2015/Internal-And-External-Environment-Analysis-On-The-
Performance-Of-Small-And-Medium-Industries-smes-In-Indonesia.pdf (Accessed: 27 March 2018).
Kissinger, D. (2017) Tesla Motors, Inc. PESTEL/PESTLE Analysis & Recommendations -
Panmore Institute, Panmore Institute. Available at: http://panmore.com/tesla-motors-inc-pestel-pestle-