Strategic Management for Sabmiller Individual Coursework Assignment on Sabmiller
CONTENTS
1.0 Introduction..............................................................................................................................3
2.0 Strategic position (SWOT, PEST and PORTER)……………………...................................................................3
3.0 Implications of future (BCG, Ansoff and Stakeholders) …………............................................................................5
3.1 Consumption of beer...............................................................................................................5
3.2 Growing economies.................................................................................................................6
3.3 Highly competitive industry....................................................................................................6
3.4 Effects on humans...................................................................................................................6
3.5 Devaluation in currency...........................................................................................................6
3.6 Product to market issue...........................................................................................................6.
3.7 Political issue...........................................................................................................................7
3.8 Government rules and regulations...........................................................................................7
3.9 Substitute drinks......................................................................................................................8
3.10 Cost pressure………………………………………………………………………………..8.
3.11 Brand management…………………………………………………………………………8
4.0 Limitations of tools…………………………………………………………………………..9
4.1 Limitations of SWOT Analysis………………………………………………………………9
4.2 Limitations of PEST Analysis………………………………………………………………..9
4.3 Limitations of PORTER FIVE FORCES
1.0 Introduction..............................................................................................................................3
2.0 Strategic position (SWOT, PEST and PORTER)……………………...................................................................3
3.0 Implications of future (BCG, Ansoff and Stakeholders) …………............................................................................5
3.1 Consumption of beer...............................................................................................................5
3.2 Growing economies.................................................................................................................6
3.3 Highly competitive industry....................................................................................................6
3.4 Effects on humans...................................................................................................................6
3.5 Devaluation in currency...........................................................................................................6
3.6 Product to market issue...........................................................................................................6.
3.7 Political issue...........................................................................................................................7
3.8 Government rules and regulations...........................................................................................7
3.9 Substitute drinks......................................................................................................................8
3.10 Cost pressure………………………………………………………………………………..8.
3.11 Brand management…………………………………………………………………………8
4.0 Limitations of tools…………………………………………………………………………..9
4.1 Limitations of SWOT Analysis………………………………………………………………9
4.2 Limitations of PEST Analysis………………………………………………………………..9
4.3 Limitations of PORTER FIVE FORCES
Bibliography: Haberberg, A. and Rieple, A. (2001) The Strategic Management of Organizations, Essex: Pearson Education Limited. Thurlby B (1998) “Competitive forces are also subject to change”, Management Decision London Macmillan, H. & Tampoe, M. (2000), Strategic Management, Oxford University Press. Johnson, G., et al. (2009) Fletcher, A., J. Guthrie, P. Steane, G. Roos and S Pike. (2003). "Mapping stakeholder perceptions for a third sector organization." Journal of Intellectual Capital 4(4): 505 – 527. Mitchell, R. K., B. R. Agle, and D.J. Wood. (1997). "Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What really Counts." Academy of Management Review 22(4): 853 - 888. Hitt, A.M. (2005). “Spotlight on strategic management”, Business Horizonts, 48: 371-377. 7.0 E- reference http://www.mindtools.com/pages/article/newTMC_90.htm http://www.marketingprofs.com/ea/qst_question.asp?qstID=7371