Strategic Plan Report for MacVille: Analysis, Implementation, Review

This report provides a comprehensive strategic plan for MacVille, encompassing an organizational review, environmental analysis (PEST and SWOT), and the identification of competitors and allies. It includes a revised mission and vision, strategic objectives, and corresponding strategies. The report further analyzes implementation progress, detailing KPI achievements, milestone completions, and overall effectiveness. Finally, it offers recommendations for improvements to ensure the continued success of the strategic plan. The analysis considers factors like political, economic, social, and technological influences, as well as competitor and ally dynamics. The report evaluates the progress of key performance indicators (KPIs), milestones, and overall effectiveness, and suggests necessary refinements to the implementation process. This analysis is based on case study information and aims to provide a clear path forward for MacVille's strategic objectives.

Develop and implement strategic plans

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Contents
Assessment Task 1 - Organisational review..............................................................................2
Assessment Task 2: Environmental analysis.............................................................................5
1. PEST Analysis....................................................................................................................5
2. SWOT Analysis..................................................................................................................5
3. Existing and potential competitors and allies:....................................................................7
4. Potential allies tender submissions show...........................................................................9
Task-3: Strategic planning -MacVille......................................................................................11
Strategic objectives for MacVille.........................................................................................11
Task - 4: Reviewing Implementation.......................................................................................14
I. KPI Progress......................................................................................................................14
II. Milestone Progress:..........................................................................................................16
III. Overall Progress:............................................................................................................18
IV. Improvements.................................................................................................................19
References................................................................................................................................21
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Assessment Task 1 - Organisational review
To,
The key stakeholders for review,
Subject: Mission and Vision Review of MacVille
1. Existing vision and mission:
The Macville existing mission as per the case study is to improve the business by delivering
the espresso coffee machines that can meet up the sustainability, reliability and efficiency
needs of the customers related to hospitality who can result into generating more profits to
the business. The existing mission statement of Macville is also written while considering
the community or the stakeholders who can help in the environment of Macville in which it
currently operates.
The Macville existing vision as per the case study is to become a reputed and well-known
brand in Australia within the next five years while providing best cafe going experience to
the customers and this can be accepted as a core element of the hospitality industry and
prominent element in the attainment process of establishments of hospitality sector, both in
small as well as large scale.
2. Current approaches
The current understanding of the organization and the enactment of the vision and mission
statements are:
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Strategic Alliances: It is required by the Macville organization to follow the strategic
alliances and aim to strive at building long term business partnership that promote and
support the mission of Macville, its desired results in terms of profit generation while
aligning effective strategies.
Incorporate Innovation: It is required to adapt innovation into the mission statement of
Macville because from the mission statement the desired outcome can be get from the self-
directed team.
Community: The Macville is required to have good corporate citizen that lead to have more
recognized responsibility to take active participation in the local communities, and motivate
them to fund some profit percentage to the non –profit organizations or the communities
annually.
3. Revised vision and mission:
Business review of the MacVille assists in getting the insights on the revised vision and
mission statements. The modifications have been made to the mission and vision statement
depending upon the result of review. Thus, depending upon the outcomes of the review, it can
be stated that at the revised statement implement the requirement for determination of the
society and the community that the company serves. Further, the modifications in the mission
and vision statements of MacVille have been made by taking into consideration the
requirement of the business to become good corporate citizens. This assisted in the
recognition process of distinct responsibilities to become an active participant in the society.
The revised statements comprise of the prominence of implementation of Sustainable
practices for taking into responsibility the corporate citizens that can assist in the
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improvement of community and its people. The creation of growth potential of the
organisation along with the society helps in increasing the profitability of the business as well
as can assist in distinct community as well as non-funding organizations.
4. Organisational values: The MacVille review provided the insights that the business value
has not been improved over time and the concerns has remained still for very long time.
However, the company's stewardship and adherence to different regulations as well as
standard in performing the different business activities is considered as prominent for the
stakeholders of the organisation. The company is committed towards the different self
directed team encouragement, maintenance of top level, and motivate the eco friendly
business practices as well as managing their distinct customers value.
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Assessment Task 2: Environmental analysis
1. PEST Analysis
a. Political: There is a planning to eliminate the changes in the tariffs, trade plans on imported
products so as to align the free trade policy aspects with the government.
b. Economic: It has been anticipated that the Macville business has increased growth than the
expected value. Therefore, the Macville resources may lead to regular boom. Further, it has
been determined that the Australian currency or dollar strength against the trading partners of
the Macville can be considered as a concern for the next few years.
c. Social: It has been analyzed that the Australian Government has imposed the carbon taxes
for society welfare and therefore, there is a probability that the introduction of such taxes may
lead to launch the products related to the intensive energy. This is because such product types
are mostly used in the commercial industries. Also, it has been analyzed that the population
growth in Australia might increase by 14 million by 2050 as the population in 2010.
d. Technology: The new commercial espresso machines, has led to approx 30 percent less
energy consumption per the case study. Thus, the era of technology can be considered as
much more efficient and innovative thing in the market. Therefore, the new technology
implementation within the MacVille may lead to impact the market as well as the country in a
positive way.
2. SWOT Analysis
a. Strengths: As per the case study, it can be said that the Macville operations, marketing and
sales and after sales service are the strengths of the company. The main intention of the
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company is to cover the potential market for espresso machines. It has also been analysed that
the espresso machines provide a full range to the target audience especially in the commercial
market.
b. Weaknesses: The main weaknesses of the Macville are the logistics related to the inbound
and outbound strategies. Further, the company is presently working with strategic partners
who are not solely emphasized on the hospitality market. Therefore, it can be considered as a
core weakness for the company.
c. Opportunities: The main opportunities which have been studied through the case study for
the Macville are the strategic alliances and the new Sydney market. The modifications made
by the management and directors of Macville on the vision and mission statements as per the
demand and requirements of the customers can be considered as the opportunity for the
Macville business. Further, it has also been analysed that Macville pays attention to the
potential target market and the customer in Sydney and sells the home espresso machines
while implementing the home entertainment products. Therefore, the Macville has varied
opportunities as the company provide different services and products, have large customer
base, and large targeted and potential market (Mintzberg, 2013).
d. Threats: The entrance of global Corporation to the market and rise in the Australian Dollar
can be considered as the potential threats to the Macville business. There are the threats or the
risks which are regarded to the company because of the specified business partner who are
not committed related to the financials. Furthermore, the link of non industry partner can be
considered as putting negative influence on the target users of Macville espresso machines.
The other risk or threats to the regulations and the operations of the Maxwell are the access to
the secrets of the trade of Maxwell business.
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3. Existing and potential competitors and allies:
a. Competitor 1: NewFix Inc.
i. Strengths: The main strength of the New Fix Incorporation is the access to the
resources. The company has shifted from selling the coffees to the coffee and
espresso machines and possess strong human resources, finance, and marketing
skills.
ii. Weakness: The weakness of New Fix Incorporation is the lack of client
allegiances and complexity in implementing the requirement of niche market
b. Competitor 2: BeanEx
i. Strengths: The main strength of BeanEx is the ease to market entry and sales of freshly
imported espresso machines to distinct customer base.
ii. Weakness: The main weakness of BeanEx is failure to establish the maintenance
department in order to offer after sales services to their wholesale customers.
c. Ally 1: Home Espresso Traders
Strength: The strength of home Espresso traders comprises of the consumer market that
covers the range of customers for espresso machines that require commercial machines to be
implemented in their company. The joint business with home Espresso trade with MacVille
helps in sharing the space in four different trade fairs.
Weakness: The weakness of the alliance with Home Espresso Trade is the company does
not emphasize on the hospitality industry. This includes the risk of making the alliance with
the company that is partnering with the Home Espresso Trade. It does not fulfil the financial
commitment and comprise of the risk related to the trade secret as link with non hospitality
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sector partner may negatively influence on the target consumer base (Eden & Ackermann,
2011).
d. Ally 2: Ambrosia Coffee Roast
Strengths: The Ambrosia coffee roast sells all types of coffee beans and the joint venture of
the Ambrosia Coffee Roast with Macville business helps in sharing the advertising cost at
different outlets of Cafe in Australia
Strength: The strength of making an ally with Ambrosia coffee roast is, it helps in sharing
the customer base.
Weaknesses: The weakness comprises of the image of the product which is especially based
on commodity and not on the quality. That is, there is a risk behind the ally which is the
linked with poor quality brand and the long term contract of the business partnership with the
company.
e. Ally 3: Java Estate
The Java estate sells the Arabica coffee beans of high quality in almost all states of Australia.
The joint venture of MacVille with Java estate helps in providing the espresso machines to
the customer base at minimal or no charge
Strength: The strength of making an ally with Java estate is that it helps with 100%
commitment to the hospitality industry as well as The Coffee Bean market. That is, it helps in
providing the MacVille with more exploration to the customer base
Weaknesses: The weakness with this is that the other suppliers of coffee beans may not
suggest or recommend the implementation of MacVille coffee espresso machines with this
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strong partnership. This leads to the issues related to the outstanding amount (Ackermann,
2011).
4. Potential allies tender submissions show
a. ALLY 1: Home Espresso Traders
The alignment of the business values and the mission/vision statement is too narrow because
of its existence in Sydney only rather than the entire Australia. Also, it is too diverse as it
implements and provides services and products like home entertainment. The financials of
home espresso traders are fine and provide a positive net worth buy fairly minimal equity.
The home espresso traders are prepared to supply diligence materials to their customers or
existing client but is not over all good because it comprises of the association with the brands
which possess risk and also the partners of espresso traders are not financially that strong
which can help in making great profits. The tender needs which are demonstrated in the joint
venture of Macville with the home espresso traders can assist in targeting the entire market
for espresso machines and can assist in partnering with related strategic partners that are not
certainly focused on the hospitality sector. The trend analysis related to the venture provide
the insights on the sales that can help in increasing the profit margins.
b. ALLY 2: Ambrosia Coffee Roast
The alignment of the organisation values, vision and mission statements are fine as they are
in the same business domain but are more diverse towards the different market, Industries as
well as selling the products to the supermarket with different product qualities. The trends in
financials of Ambrosia coffee roast are not provided and the company is not prepared to
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deliver due diligence material. It can be concluded that the company is overall poor fit as an
ally because of the bad brand Association risk and lack of information provided. The venture
with the Ambrosia coffee roast assisted in outdoor advertising and the trend analysis
demonstrates that the company was able to increase the sales profit by $ 3.3 million in the
five years calculated from year 2007 to year 2011 (Silver, Harel, Weizman, & Thomas,
2016).
c. ALLY 3: Java Estate
The ally with the Java estate is positive as the alignment of the organisation values, vision,
and mission statement are perfectly incorporated. There is wide outlook of the company in
Australia and the company focus on quality products only. The trends in financials are mostly
supplied and thus, it provides significance to the net asset to the company which further leads
to strong sales growth continually coupled with strengthened cost benefit analysis. The Java
estate is also prepared to supply all diligence materials and thus is overall good fit because of
the association with the quality, sales strength, and brand and financial position of the
company in Australia wide Outlook. The venture with the Java estate can assist in meeting
the entire hospitality market and the trend analysis helps in evaluating the sales of the
company which has been increased in 5 years from $8.2 million to $16.3 million calculated
from the year 2007 to year 2011.
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Task-3: Strategic planning -MacVille
Strategic objectives for MacVille
Objective 1: The first objective of the company is to sell the MacVille espresso machines
and provide the services in every state of Australia. For this, the company has decided to
follow the following strategies:
a) Opening operations in every state: The first strategy is to expand the territory by
setting the warehouse in other states of Australia.
b) Establishing Agents’ Network: The second strategy is to implement joint venture
program by accepting the tender notice from Java estate.
c) Outsourcing Maintenance: The third strategy is to outsource the maintenance by
making the agreement for maintenance and agent contract
Objective 2: The second objective of the company is to increase the sales profit by 5% from
the 2010 benchmark and setting it for the next 5 years. For this, the company has opted for
the following strategies:
a) Bulk Buying: The first strategy is for the bulk buying which will help in negotiating
the price of the purchase and providing the discount on the purchase in order to
decrease the cost of the operations. The key performance indicator in this strategy is
to make the load of container 100% within the three months.
b) Operate at optimum capacity: The second strategy is to operate at optimum capacity
in order to improve the productivity and the key performance indicator in this strategy
is to turn over the wage ratio of 12. 5% within one month (ICMA, 2017).
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