Strategic Analysis of Commerce Ballarat - ITECH2305 Report

This report provides a comprehensive strategic analysis of Commerce Ballarat, a leading business group in Australia. The report begins with an introduction to the strategic analysis, followed by an overview of Commerce Ballarat's current position, highlighting its services and role in promoting business activities. A detailed SWOT analysis assesses the company's strengths, weaknesses, opportunities, and threats. The report then explores the proposed future state of Commerce Ballarat using key performance indicators and identifies key stakeholders, including members and employees. Furthermore, the report identifies potential risks, such as low memberships and financial sustainability, and suggests mitigation strategies. The analysis concludes by summarizing the findings, emphasizing the company's strengths and opportunities, and highlighting the importance of fulfilling its mission and basic purposes. The report references the company's strategic plan and other relevant sources.

RUNNING HEAD: STRATEGIC ANALYSIS 1
The Business Model Canvas
Key
Partners Key
Activities
Value
Propositions
Customer
Relationships
Customer Segments
CLASS: Business class
None Provides advocacy in business matters Offers strong leadership
advocacy AGE: Adulthood
Fine OCCUPATION: Business
(Independent business group) Business excellence awards on business matters LOCTAION: Ballarat
Business events
Business Day Out
Key Resources Channels
HUMAN RESOURCE TEAM
DIRECT
BOARD OF DIRECTORS
Cost Structure Revenue Streams
CANNOT BE DETERMINED
(Number of activities are not fixed) MEMBERSHIP
BUSINESS EVENTS
ADVOCATING
Designed for: Commerce Ballarat Designed by: Student name Date: 11August
2019
Version:

RUNNING HEAD: STRATEGIC ANALYSIS 2
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer

RUNNING HEAD: STRATEGIC ANALYSIS 3
STRATEGIC ANALYSIS

RUNNING HEAD: STRATEGIC ANALYSIS 4
Introduction
The research report is prepared on the subject ‘Strategic Analysis’. It includes the analysis of the strategic plan of the ‘Commerce Ballarat’. It pours light on the current position of the company. In order to assess the competitive
position, it also comprises of the SWOT analysis. It includes the proposed future position of the company with the help of key performance indicators and determines the anticipated risk. The key purpose of the report is to enhance the
knowledge based on strategic analysis. Additionally, it provides an opportunity to practically apply the knowledge gained in respect of strategic analysis.
Current position
‘Commerce Ballarat’ is a recognized and leading business group in Australia. It offers multiple services to its members. It is also the controller of Ballarat Business excellence awards. It promotes business activities and helps the
other businesses by providing them leadership and encouraging them in their business process. It also provides knowledge in respect to the growth of the other business sectors (Committee for Ballarat , 2019). It solves the major issue
faced by companies. Additionally, it helps the new business to grow by providing them the required assistance. However, it attains the vision of recognizing as number one resource relevant for the business. Thus, it attains a fine
position in the market.
SWOT Analysis
It is a strategic tool that assists in determining the strengths, weakness, opportunities and threats of the business. It helps in evaluating the company position in the market. It assists the company in remaining competitive and
developing an effective strategic plan for the business (Gürel, 2017). Following are the possible strengths, weakness, opportunities and threats of Commerce Ballarat.
Strengths
1. The established goodwill of the Commerce Ballarat is considered as its strength. This is because it is offering the platform for building partnership since 2009.
2. It attains strategic thinking that helps the company in tackling business problems (Committee for Ballarat , 2019).
Weakness
‘Commerce Ballarat’ operates in Ballarat in Australia (Commerce, 2019). Thus, it suggests that it operates only at particular locations. Thus, it is considered as its major weakness as it might not be able to provide its services to
a large section of business operating globally.
Opportunities
1. Its organization's culture builds an opportunity for the company to willingly accept change.
2. It attains a chance of identifying current trends in the market by scanning its stakeholder’s data.
3. The aspect of conducting time-based and dynamic communication develops an opportunity for the business for the early delivery of essential information to the workforce and higher authority of the company.
4. Assembling required data on market and membership build an opportunity for the company for business growth.
5. Increasing member engagement and by generating an effective budget plan will brings a chance of fostering business development for the Commerce Ballarat (Commerce, 2019).
Threats
1. It develops a threat for the company from its competitors. Thus, it has to pay prior attention to the activities of rivals. It develops a duty for the company to assess information about rivals in respect to who they are collaborating
with.
2. It faces an issue in respect of environmental climatic changes and thus it develops a challenge for the business to fulfill its one of the objective of sustainable growth (Committee for Ballarat , 2019).
Proposed future state
In order to determine the success and growth of the business in the future, various key performance indicators are used. A key performance indicator is used to estimate the success of an organization in respect to meeting its
objectives (Parmenter, 2015). However, in order to determine the future state of there are not any key performance indicators but it can also be assessed on the basis of factors mentioned below:
Fulfilling the company’s mission
It is assessed that there are not any specific performance indicators that mark the success of the company. However, it attains the mission of providing strong, consistent, dependable leadership in respect of business matters.

RUNNING HEAD: STRATEGIC ANALYSIS 5
However, if it is able to fulfill its mission than it would be considered as its success (Commerce, 2019).
Accomplishing the basic motives
It is evaluated that ‘Commerce Ballarat’ attains multiple purposes in respect of its business practices. It is assessed it would be marked as the success of the company if it has the ability to fulfill the purpose of encouraging a high
number of business activities, delivering effective guidance and advocacy, effectively corporate with the government to advance business practices. Additionally, to simplify knowledge and skill improvement for the business concern
(Commerce, 2019).
Key stakeholders
A stakeholder is an individual or group of individuals that can be affected or may affect the company. It is a party that attains an interest in the business activity of a company (Freeman, 2010). Following are the key stakeholders of
‘Commerce Ballarat’:
1. Members (Commerce, 2019)
2. Employees
Members are considered as one of the significant stakeholders as it generates revenue for the company. The company earns by gaining the cost of membership from the members. Additionally, they form the part of its advocacy,
business weekly, members directory and networking events. It provides multiple services to its members like sponsoring their business through news, social media and events (Commerce, 2019).
The employee is represented as one of the chief internal stakeholders. It is analyzed that the ‘Commerce Ballarat’ workforce is involved in setting the current position of the company as well as will assist in leading the company
to the proposed future state. It attains a high level of involvement as it is responsible for performing the basic activities of the company.
Risk identification
1. Low memberships
2. Ineffective financial sustainability (Commerce, 2019)
It is evaluated that failure in developing a harmonious relationship with the potential members may develop the anticipated risk of attaining fewer memberships. However, it could be minimized by actively promoting the
benefits of a membership plan and by targeting all the key industry sectors to retain more memberships. Additionally, it could be done by developing a culture of ‘Must belong’ with its external environment to attract more individuals.
Failure in exploring funding opportunities, failure in maintaining fiscal reserves and reviewing member’s subscription charges develops the risk of ineffective financial sustainability for the ‘Commerce Ballarat ’. However, it
could be overcome by adopting thorough practices and approaches to achieve sound monetary sustainability (Commerce, 2019).
Conclusion
The research report is summarized in ‘Strategic Analysis’. It is assessed that ‘Commerce Ballarat’ current strategic plan offers a wide range of opportunity for the company to grow. It states that the company has a fine position
as per its business activities. Additionally, the SWOT framework states that the company attains several advantages and opportunity than weakness and threats in the Australian environment. It is evaluated that the fulfillment of the
company’s mission statement and basic purpose can be marked as the key indicators that determine the success of the company in the near future. Additionally, it is examined that ‘Members’ and ‘employees’ are significant
stakeholders. Moreover, it is evaluated that it has anticipated the risk of acquiring low membership and developing ineffective financial sustainability for the business process.

RUNNING HEAD: STRATEGIC ANALYSIS 6
Bibliography
Commerce, B. (2019, August 10). Commerce Ballarat. Retrieved from Commerce Ballarat: http://www.commerceballarat.com.au/
Commerce, B. (2019, August 11). Joining Commerce Ballarat. Retrieved from Commerce Ballarat: http://www.commerceballarat.com.au/cb_pages/joining-commerce-ballarat.php
Commerce, B. (2019, August 10). Strategic Plan 2017 -2020. Retrieved from Commerce Ballarat: http://www.commerceballarat.com.au/cb_pages/strategicplan.php
Committee for Ballarat . (2019, August 10). Commerce Ballarat. Retrieved from Committee for Ballarat: http://www.committeeforballarat.com/memberslist.php?itemID=177
Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge university press.
Gürel, E. &. (2017). WOT analysis: A theoretical review. Journal of International Social Research, 10(51).
Parmenter, D. (2015). Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.

RUNNING HEAD: STRATEGIC ANALYSIS 7
strategyzer.com