Strategy: Strategic Management and External Business Environment
Sustainable Strategy
Management Report 1 – Environmental Audit
Thorntons
Leyi Shen
4490029
Contents
1. Abstract
2. Introduction
3. External Business Environment 3.1 PESTEL Analysis of chocolate industry 3.2 Porter’s Five Forces 3.3 Industry life cycle analysis 3.4 S.W.O.T analysis (Opportunities and Threats)
4. Internal Business Environment 4.1 Internal capabilities: resources and competences 4.2 S.W.O.T analysis (Strengths and Weaknesses)
5. Conclusion
6. References
1. Abstract
This essay is a case study of analyzing the UK biggest chocolate company Thorntons’ existing strategy in current economic situation using different aspects from both external and internal business environments. In this report I will engage with the business frameworks that we learned in the first five weeks such as S.W.O.T analysis, Porter’s Five Forces, PESTEL analysis as well as Industry life cycle. Moreover the S.W.O.T analysis will be divided to tow parts, which are strength and weakness for internal business environment and opportunities and threads for external business environment. After the full analysis for the existing strategy, we can see whether the strategy is able to face many changes from macro environment or microenvironment in this ever-changing world.
2. Introduction
When a new player wants to have business in a new industry, it would better to make a strategy to direct the right way to success. Strategic planning is upward focused, looking at ensuring how tactics link up to corporate goals and strategies, strategic thinking is downward focused, looking to ensure that meaning and purpose are diffused throughout the organization so that appropriate goals and tactics can be developed to meet the real needs of the organization. (Shelton & Darling, 2001; Whitlock, 2003)
3. External Business Environment
3.1 PESTEL analysis of chocolate industry
As a matter of fact, a full PESTEL analysis can help organizations to protect or
Management Report 1 – Environmental Audit
Thorntons
Leyi Shen
4490029
Contents
1. Abstract
2. Introduction
3. External Business Environment 3.1 PESTEL Analysis of chocolate industry 3.2 Porter’s Five Forces 3.3 Industry life cycle analysis 3.4 S.W.O.T analysis (Opportunities and Threats)
4. Internal Business Environment 4.1 Internal capabilities: resources and competences 4.2 S.W.O.T analysis (Strengths and Weaknesses)
5. Conclusion
6. References
1. Abstract
This essay is a case study of analyzing the UK biggest chocolate company Thorntons’ existing strategy in current economic situation using different aspects from both external and internal business environments. In this report I will engage with the business frameworks that we learned in the first five weeks such as S.W.O.T analysis, Porter’s Five Forces, PESTEL analysis as well as Industry life cycle. Moreover the S.W.O.T analysis will be divided to tow parts, which are strength and weakness for internal business environment and opportunities and threads for external business environment. After the full analysis for the existing strategy, we can see whether the strategy is able to face many changes from macro environment or microenvironment in this ever-changing world.
2. Introduction
When a new player wants to have business in a new industry, it would better to make a strategy to direct the right way to success. Strategic planning is upward focused, looking at ensuring how tactics link up to corporate goals and strategies, strategic thinking is downward focused, looking to ensure that meaning and purpose are diffused throughout the organization so that appropriate goals and tactics can be developed to meet the real needs of the organization. (Shelton & Darling, 2001; Whitlock, 2003)
3. External Business Environment
3.1 PESTEL analysis of chocolate industry
As a matter of fact, a full PESTEL analysis can help organizations to protect or
References: Shelton CK and Darling JR (2001) The quantum skills model in management: A new paradigm to enhance effective leadership, Leadership and Organizational Development Journal 22(6): 264-273. Clark. A, , 8 May 2011 <Online> available from http://www.guardian.co.uk/business/2011/may/08/thorntons-chocolate-brand-goes-stale Whitlock JL (2003) 'Strategic thinking, planning, and doing: How to reunite leadership and management to connect vision with action '. Paper presented at the American Society for Public Administration 64th Annual Conference, March 15-18, Washington DC. Thorntons PLC, Annual Report and Accounts 2011, 2011