BAA Strategic Management Issues
1. Introduction
The following report has been undertaken to evaluate the strategic management issues concerned with the British Airport Authority (BAA). “Strategic management is concerned with the overall direction of the whole organisation.” (Finlay, 2000). With the aid of a provided case study the strategies which are currently in place have been recognized and evaluated and the evidence has been used along with research carried out in textbooks and online journals and the internet. The models provided by strategic management theorists have enabled possible future strategies to be evaluated by showing a range of strategic options and how they will be best suited to a large organisation in their industry. The report has been split into subsections due to the complex nature of BAA’s operations and because of the many different internal and external factors which can affect the organisation.
The first section of this report gives a general introduction to the BAA company with an evaluation of their mission statement and the various stakeholders involved. The second section concentrates on an internal evaluation of the environment and identifies the strengths and weaknesses of the organisation. The corporate culture is outlined and the resources are analysed by evaluating the company against models such as Porter’s Value Chain and the Cultural Web. Once an internal analysis has been carried out it is necessary to undertake an external analysis which constitutes the next section of this report. An external analysis is concerned with the environment in which BAA is operating, and therefore it is inevitable that the airline industry as a whole is evaluated. Porter’s five forces are used to analyse the competitive environment and the industry life cycle is evaluated in order to help suggest possible strategies to keep the organisation from going stagnant. The final section of the report looks at developing strategies and the problems associated with implementing
The following report has been undertaken to evaluate the strategic management issues concerned with the British Airport Authority (BAA). “Strategic management is concerned with the overall direction of the whole organisation.” (Finlay, 2000). With the aid of a provided case study the strategies which are currently in place have been recognized and evaluated and the evidence has been used along with research carried out in textbooks and online journals and the internet. The models provided by strategic management theorists have enabled possible future strategies to be evaluated by showing a range of strategic options and how they will be best suited to a large organisation in their industry. The report has been split into subsections due to the complex nature of BAA’s operations and because of the many different internal and external factors which can affect the organisation.
The first section of this report gives a general introduction to the BAA company with an evaluation of their mission statement and the various stakeholders involved. The second section concentrates on an internal evaluation of the environment and identifies the strengths and weaknesses of the organisation. The corporate culture is outlined and the resources are analysed by evaluating the company against models such as Porter’s Value Chain and the Cultural Web. Once an internal analysis has been carried out it is necessary to undertake an external analysis which constitutes the next section of this report. An external analysis is concerned with the environment in which BAA is operating, and therefore it is inevitable that the airline industry as a whole is evaluated. Porter’s five forces are used to analyse the competitive environment and the industry life cycle is evaluated in order to help suggest possible strategies to keep the organisation from going stagnant. The final section of the report looks at developing strategies and the problems associated with implementing
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