MBA501: Stakeholder Strategy and Portfolio Analysis Presentation

This presentation undertakes a detailed stakeholder analysis for Woolworths, identifying key stakeholders such as employees, shareholders, government, and suppliers. The stakeholders are categorized into swing, defensive, offensive, and hold groups, each with tailored strategic options and recommendations. For swing stakeholders (government), the presentation suggests staying updated with regulations and ensuring compliance. Defensive stakeholders (shareholders) benefit from a transaction-driven approach. The offensive stakeholders (employees) are best managed by changing current beliefs about the organization, while hold stakeholders (suppliers) require contract and supplier management initiatives. The presentation also performs a portfolio analysis using BCG, GE-McKinsey, and Synergy matrices, recommending that the sportswear segment be divested and investments be allocated to beverages, supplements, and snacks. The beverages segment is the market leader, while the supplements segment has high growth potential. This presentation provides strategic insights and practical recommendations for Woolworths to improve its stakeholder relationships and portfolio management.

S T A K E H O L D E R S T R A T E G Y
D E V E L O P M E N T A N D
I M P L E M E N T A T I O N
B Y

INTRODUCTION
• This presentation provides a detailed analysis of the
stakeholders identified in previous report where
Woolworths was chosen as the organisation.
• Stakeholders are key part of any firm and business
operations significantly affect their interest within the
organisation.
• The main goal of the presentation is to highlight the
key stakeholders in Woolworths, categorise them in
suitable groups and provide appropriate
recommendations.
• Stakeholders are individuals or groups having interest

STAKEHOLDER ANALYSIS
(SUMMARY)• Woolworths is one of the major retail brand
and consists of multiple stakeholders in the
market.
• The key stakeholders of Woolworths include
employees, shareholders, government and
suppliers.
• The previous report has evaluated all the
internal and external stakeholders of the
company to identify the above stakeholders.
• The key stakeholders are as follows:
Government
EmployeesShareholders
Suppliers

STAKEHOLDER ANALYSIS
(SUMMARY)• The analysis of the
stakeholders have
identified the
stakeholders having the
highest priority within
Woolworths. However, it
is essential to classify
these stakeholders into
different groups to
understand their position
in respect to Woolworths.
SWING
Government
DEFENSIVE
Shareholders
OFFENSIVE
Employees
HOLD
Consumers

SWING STAKEHOLDER:
STRATEGIC OPTIONS
• The government has been identified
as Swing stakeholders in the
stakeholder analysis.
• In order to ensure that Woolworth is
able to meet the needs of the
Government, following measures
have to be taken:
• To be up to date with the
government rules and
regulations
• Comply with the
environmental laws
• Comply with the health and
labour laws
• Pay appropriate taxes for

SWING STAKEHOLDER:
RECOMMENDATIONS
• The review of the Swing stakeholders have identified the
following option can be used as recommendation:
• Keeping track of the change in government rules and
regulations at regular intervals
– Woolworths need to continuously evaluate their current
practices to understand their relevance to the current
government policies. In order to achieve, the organisation
need their legal team to guide the other departments in
developing effective practices having compliance to the
macro rules and regulations.

DEFENSIVE
STAKEHOLDER:
STRATEGIC OPTIONS• The shareholders of Woolworths have been identified
as the defensive stakeholder as per the stakeholder
analysis.
• The different strategic options that are available to
deal with the stakeholders are as follows:
– Reinforcing current beliefs about the organisation
– Managing and Maintaining existing programs
– Letting stakeholders drive the process of

DEFENSIVE
STAKEHOLDER:
RECOMMENDATIONS• Defensive stakeholder options have already been identified in the
previous slide which has provided mainly three options which can
be used to manage the shareholders. Therefore, out of the three
options, letting stakeholders drive the process of transaction is the
appropriate option for Woolworths to manage their stakeholders.
• In order to do so, Woolworths should develop an online application
which helps them to vote and communicate on various matters of
importance using a digital application. It helps the shareholders to
drive the decision of investment and move towards the long term
goals effectively.

OFFENSIVE
STAKEHOLDER:
STRATEGIC OPTIONS• The offensive stakeholder for the firm has been
considered as the employees working in Woolworths.
Workforce is a key aspect of strategic success for global
organisations and the different strategic options has
been provided to understand possible options to
manage them effectively:
– Changing the current beliefs about the organisation
– Trying to make changes to the objectives of the
stakeholders
– Adopting the position of the stakeholders

OFFENSIVE
STAKEHOLDER:
RECOMMENDATIONS• The analysis of the options provided mainly four
options which can be used to manage the stakeholders
effectively. Among all the options, the most suitable
option has been provided as the recommendation for
the current study.
• The most appropriate strategic option for Woolworths
is to change the current beliefs of the organisations will
require repositioning of the brand and key values and
beliefs of the organisation. It will help in changing the
organisational culture and promote a better working

Hold Stakeholder: strategic
options
• The suppliers have been identified and classified as the
hold stakeholders. The contribution of hold
stakeholders are minimal for the organisation but it
does not means that they are insignificant for the
organisation.
• There are mainly three strategies which can be used to
manage the hold stakeholders and they are as follows:
– Monitoring of existing programs
– Reinforcing the present beliefs within the
organisation

HOLD STAKEHOLDER:
RECOMMENDATIONS
• Therefore, based on the analysis of the strategic
options mentioned in the previous section of the
presentation, developing a contract management
plan and implementing a supplier management
initiatives improves the supplier-organisation
relationship.
• It would ensure that changes in the rules and
processes within the organisation directly affect the
suppliers.

STRATEGY
IMPLEMENTATION• Effective implementation of
strategy is the key to developing
efficient strategic management
strategy within organisations.
• The strategic options have been
chosen but it is essential to
ensure that all the strategies have
been implemented appropriately.
Woolworths need to implement
the options identified to maintain
positive relationship with the
stakeholders.
• Implementation of dynamic
strategies has been depicted by
the following framework:
Resource
allocation
Commitme
nt
Interaction
Evaluation

SWING STAKEHOLDER:
STRATEGY
IMPLEMENTATIONGovernment Bodies
Resource
Allocation
The organizations need to set a team of legal associates
consisting of 10 employees with a budget of $10,000 to
develop compliance strategies.
Commitment The managers and employees assigned to support the legal
team have to be monitored and their commitment needs to
be ensured.
Interaction Implicit negotiations will be used to take the concerns of
the stakeholders into account to mitigate objections.
Evaluation The legal team will be monitored and status reports will be
developed to conduct meetings on regular intervals to
understand the interest of the stakeholders.

DEFENSIVE
STAKEHOLDER:
STRATEGY
IMPLEMENTATION
Stakeholders
Resource Allocation The study will require budget for developing a new application along
with a budget of $50,000. It will facilitate in developing an user
friendly approach.
Commitment In order to ensure commitment of the team, they will be provided
special training, incentives and facilities to ensure commitment
towards the project.
Interaction Implicit negotiation will be used to understand the concerns of the
stakeholders and develop a model based on it.
Evaluation An agile methodology will be used to develop a product in each
phase and add new features to the application based on the
stakeholder requirements.

OFFENSIVE
STAKEHOLDER:
STRATEGY
IMPLEMENTATION
Employees
Resource Allocation In order to change the organizational culture, rational allocation will
be used to separate the budget part from the operations part. It will
provide urgency and clarity to the new program.
Commitment In order to ensure commitment of the change management team,
they will be provided flexibility in decision making and working hours
for developing a better team.
Interaction Implicit negotiation will be used to understand the concerns of the
stakeholders and develop new organizational structure.
Evaluation Monthly reports will be developed and meetings will be conducted to
understand the progress of the project.

HOLD STAKEHOLDER;
STRATEGY
IMPLEMENTATIONSuppliers
Resource Allocation The organization needs to develop a new task force to assist all the
suppliers to develop an association and deal with the situation
effectively.
Commitment Participation and shared values are critical aspect of developing
commitment among the management.
Interaction Public relations approach will be used to freely interact with the
suppliers and ensure effectively incorporation of all stakeholders.
Evaluation Control measures will be used to evaluate the success of the
participants and understanding the progress of the strategy.

CONCLUSION
• The analysis of the different stakeholders has been able to
identify the key stakeholders in Woolworths and the way
they can be managed to gain competitive advantage in
the global market.
• The results has identified the four key stakeholders and
categorised them to understand their power and interest.
• It has helped in developing strategies that provides
competitive advantage for the organisation and the
quality of the processes.

PORTFOLIO
ANALYSIS
I N F O C U S B U S I N E S S S T A T I S T I C S

INTRODUCTION
• The Infocus group has been facing
issues and huge after the launch of
the vitamin C plus but the company
is quick to acknowledge their
mistakes and willing to change.
• The company wishes to identify the
products within their portfolio
providing highest profit margin and
has the potential for growth in the
market.
• The company hired Farnsworth &
Partners to examine the products
within the portfolio having bright
future prospects.
• The company has divided their
product portfolio into following
groups:
Infocus
Group
Beverage
s Snacks Suppleme
nts
Sportswea
r

BCG MATRIX
• Beverages
• Supplements
• snacks
• Sportswear

GE-MCKINSEY MATRIX
Growth
Competitive strength of business unit
High Med Low
Industry
attractiveness
High
Med
Low
Growth
Harvest
Selective Harvest
HarvestSelective
SelectiveGrowth

SYNERGY MATRIX
Threshold of
acceptance
Misfits
Incoming:
Benefits from belonging
to portfolio
+-
Fits
+
-
Outgoing:
Benefit to portfolio
Altruists
Givers
Parasites
Takers

BUSINESS
CATEGORISATION
BCG
Matrix
GE-McKinsey
Matrix
Synergy
Matrix
Beverages Star Growth Fit
Snack foods Cash cow Selective stage Givers
Supplements Question mark Selective stage Takers
Sportswear Dog Harvest stage Givers

FINAL ANALYSIS
• The analysis of the product portfolio suggest that sportswear
segment has to be sold off as it is in the dog category and the
outgoing benefits are extremely high.
• On the other hand, the company should invest in the ratio of
1:2:1 on beverages, supplements and snacks.
• The company is market leader in beverage segment so they
can be spent less amount as they are already leading
• In case of snacks, they are in a segment with low growth and
the products are at their maturity stage which means that
spending too much on this segment would not provide ant
significant increases in market share.
• Finally, the supplements is the one where majority of the
investment has to be made as it has high growth attributes

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