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论文题目：strategy plan
Srategy and Plan of Management task: Students are to imagine that they are a management consultant specializing in providing strategic consultancy services to business. A client has approached you and asked for a specific service to be provided. This service is to deliver a strategic plan that will move your client form their current position into a high demand and high value “space”
The client
MM is a company established in 2005 and based in Sydney. MM initially serviced the consulting obligations of one Director. The company objectives of MM were to use the Director’ core competencies of technical and technology to service client projects, these projects included assistance to establish partnerships between businesses with new technologies and processes that were looking to either partner with an Asian manufacturer, as in the case of the European and Australian Clients or emerging Asian manufacturing businesses that were looking to establish supply with Western companies.
Furthermore, the company also provided educational and training services to industrial clients and a series of higher educational institutions at post graduate level.
As the Global Financial Crisis (GFC) worsened, industrial contracts become fewer and clients were not honoring their commitments to MM. The educational contracts remained stable and grew modestly over the period.
#p#分页标题#e#Earlier analysis of the company showed that clients were “purchasing” the services of the Director. Any attempt to grow the organization and expand with more principle directors or partners did not work. As such, the company grew with a team of support staff who placed significant overhead into the business, but did not contribute directly to the revenue.
Business promotion has traditionally been based on referral and word of mouth, traditional brand and advertising mixes have not at any point proven successful and are unlikely to do so into the future.
MM has generated a large “following” where professionals want to seek time (professional socializing and guidance) but are not willing to pay for the advice/service provided.
Due to the GFC, competition is intense, because many good managers for other organizations have been displaced and are now trying to enter the space of MM and are confusing and devaluing the market.
Whereas the “product” (i.e the director) has proven to be robust even within the challenges of the GFC. The overall model does not allow for traditional growth. As such the organization is doomed to remain positioned as “a gun for hire” or “time of money contractor” that does not allow for value growth or maximization of the core competencies of the director or organization team.
The brief
Your task is to develop a strategy that recognizes the constraints on the business, but delivers a clear strategic (or roadmap) that delivers a concise value and revenue growth stream from exploiting the core competencies of the director and the support staff. Different scenarios must be analyzed as a part of this work and do not assume what worked before is likely and/or will be the only road to success.
This is an exercise in understanding the market conditions currently, potential future growth areas and performing critical analysis on opportunities for growth.
Relevant business models should be used and an innovative lanning is not acceptable.
Your document will be delivered as a business report. The following headings must be included,#p#分页标题#e#
Executive summary
Table of contents
Introduction
Terms of reference for scope of work
Background to the organization
Background to the current and future market
Analysis of the organization and its potential in the market
Description of the plan (roadmap)
Scenario evaluation
Recommendations
Conclusion
References
Report should be use www.turnitin.com to check copy rate is under 20%.
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