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Table of Contents

Executive Summary............................................................................................................................. i
1.0 Introduction................................................................................................................................... 1
1.1 Strategic Management...................................................................................................................1
1.2 Product Life Cycle..........................................................................................................................2
2.0 Corporate Strategic Plan............................................................................................................... 4
2.1 Corporate Vision Statement..........................................................................................................4
2.2 Corporate Mission Statement.......................................................................................................4
2.3 Corporate Objectives.....................................................................................................................4
3.0 Internal Factor Analysis................................................................................................................ 8
3.1 Synthesis of Internal Factors – IFAS...........................................................................................12
4.0 External Factor Analysis............................................................................................................ 14
4.1 PESTEL Analysis.........................................................................................................................14
4.2 Synthesis of External Factors – EFAS........................................................................................17
5.0 Corporate Strategy Formulation............................................................................................... 18
5.1 Directional Strategy.....................................................................................................................18
5.1.1 Growth Strategies.................................................................................................................19
5.1.2 Stability Strategies................................................................................................................19
5.1.3 Retrenchment Strategies.......................................................................................................20
5.2 BCG Growth-Share Matrix.........................................................................................................21
6.0 Conclusions and Recommendations......................................................................................... 23
6.1 Strategy Implementation Issues...................................................................................................23
6.2 Stakeholder Measures and Value Analysis.................................................................................24
7.0 References.................................................................................................................................... 26

1
Executive Summary

Includes – vision, mission , objective, strategic tools adopted stakeholder’s role, future
actions……

1.0 Introduction

Includes – company description, industry analysis, current status in the industry, core
competencies, competitive advantage, ……

1.2 Product Life Cycle

EXAMPLE Manufacturing new products progress through a sequence of stages from

introduction to growth, maturity, and decline. This sequence is known as the product life cycle
and it is associated with changes in the marketing situation (Stark, 2015), thus impacting the
ABC Manufacturing marketing strategy and the marketing mix.

The product revenue and profits is plotted as a function of the life-cycle stages as shown in the
graph below.

Sales

Introduction Growth Maturity Decline

Time

Figure 1: Product Life Cycle Stages

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Introduction Stage

ABC Manufacturing Sdn Bhd is seeking to build product awareness and develop their market for
the product. There are few impacts on the marketing mix as follows:

• Product branding and quality level is established, and intellectual property defence such
as patents and trademarks are obtained for Phyto Fibre which is the most sellable product.
• Pricing of product may be low to increase market share rapidly in short period.
• Distribution is monitored until consumers show acceptance of the product.
• Promotion is seeking to build product awareness and consumers product learning.

Growth Stage

ABC Manufacturing is seeking to build brand preference while increase market share.

• Product quality is maintained, value-add features and customer support services are
established.
• Pricing is maintained and enjoys increasing in product demand with minimal
competition.
• Distribution channels are well established and customers accept the product.
• Promotion strategies are rapidly used to aim for large group of customers.

Maturity Stage

A strong growth in sales will be weaken at maturity stage. There is arising in competition with
similar product. The key objective at this stage is to protect market share while capitalize on
profits.

• Product features are enhanced to differentiate the product from its competitors.
• Pricing is low to compete in competitive market.
• Distribution becomes more intensive and encourage preference over competing products.
• Promotion is rapidly change for product diversity.

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Decline Stage

ABC Manufacturing is having few options in decline stage.

• Finding new customers, new design and features.

• Reduce costs and maintain the product for a loyal niche segment.
• Promotion and continue to offer product and maintain at certain level of market share.

2.0 Corporate Strategic Plan

2.1 Corporate Vision Statement

“To become the market leader with innovation, added creativity and together with
empowerment”

2.2 Corporate Mission Statement

“To offer the customers with the best product in a more innovative way than the rivals”

2.3 Corporate Objectives

• Profitability and productivity – the ultimate objective of any business is to obtain profits
and to increase its productivity over time. Profit maximizing becomes one of the most
important objectives for ABC Manufacturing and they aim to obtain 25% increment of
profits within the next 2 years. The management should take necessary actions to increase
the labour productivity by providing them with more and better training, a better and
happy environment to work and all the necessary resources to achieve their targets
(Spender, 2015).
• Employee relation and retention – one theory adopted at ABC Manufacturing is that
more the employees are kept happy and motivated, the easier for the organization to
achieve its objectives. Both the vision and mission states about empowerment and the
organization have been empowering its employees (Strickland, Gamble, & Thompson,
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2001). ABC Manufacturing needs to build up a good relationship between the

management and the employees and to retain them.
• Growth – the organization is planning to expand its operation in the coming two years.
Few plans have been laid down and the decision needs to be implemented properly. The
management is planning to set up new manufacturing plant and also planning to introduce
new products.
• Marketing and customer relations – one main objective of ABC Manufacturing is to
market their products by giving an important message to its customers. Marketing is
about understanding consumer buying trends, being able to get ahead product distribution
needs and developing business partnerships that help organization to improve market
share (Williams, 2002).

3.0 Internal Factor Analysis

This internal factor must be first understood before one goes about understanding the external
factor in ABC Manufacturing . When internal factor is understood, the points that emerge include
its strengths, weaknesses, resources needed and competencies that must be built. An
understanding of a firm’s resources is a prerequisite to formulation of business strategy.

Internal factor analysis is usually done around traditional functions: production, marketing,
finance, human resources, technology and so on. Each of these functions is further broken down
to identify critical sub-functions, and their strength is also determined in terms of their
contribution to organizational goals (Pahl & Richter, 2007).

DISCUSS STRENGTH AND WEAKNESSES

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3.2 Synthesis of Internal Factors – IFAS

Internal Factor Analysis Summary (IFAS) is to evaluate the worth of each identified strength to
determine which strength is more critical than others. This tool furnishes both an enumeration of
strengths and weaknesses in the functional areas of ABC Manufacturing , and the value of each
of them, thus the weighted score of strengths and weaknesses is calculated. This can be
compared with those of the rival firms or industry standard. This tool also facilitates the
understanding of the relationship among functional areas, and the degree of such relationship
(Wheelen & Hunger, 2015). More specifically, a thorough understanding of the factors included
in the IFAS is highly important to identified correct resources for ABC Manufacturing .

Table 1: Internal Factor Analysis Summary (IFAS Table)

Weighted
Internal Factors Weight Rating Comments
Score

Strengths
Competent and 0.25 4.2 1.05 Strong in strategic planning
experienced staff
Innovative ideas 0.20 3.6 0.72 Competitive advantage
High products quality 0.15 3.0 0.45 Recognized and stand out
High capacity production 0.10 2.5 0.25 Capable of reducing
facility production cost

Weaknesses
Marketing expertise 0.15 3.8 0.57 Weak marketing and business
development function
Raw materials from 0.05 1.8 0.09 Dependence and subject to
oversea exchange rate fluctuations
Lack of an effective 0.10 4.1 0.41 New recruitment and training
middle management policy
Total Scores 1.00 3.54
Notes:
1. Each factor is weighted from 1.0 (most important) to 0.0 (not important). The total weights are sum to 1.00.
2. Each factor is rated from 5.0 (outstanding) to 1.0 (poor), based on the company’s response to that factor.
3. Multiply each factor’s weight and its rating to obtain each factor’s weighted score.
4. Add up all the weighted scores usually works out between 1 (at its low) and 4 (at its highest). A score of less
than 3.0 indicates a weak internal organization whereas that above 3.0 represents a stronger one.

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The sum of the IFAS weighted scores of ABC Manufacturing works out to 3.54 which is above
the average of 3.0. It can be inferred that its internal factors are strong enough.

4.0 External Factor Analysis

External factor analysis is a strategic management tool which allows the management of
organization to examine the cultural, social, economic, demographic, political, legal, and
competitive information. It indicates whether the organization can effectively take advantage of
existing opportunities along with minimizing the external threats (Wheelen & Hunger, 2015).
Similarly, it will help ABC Manufacturing to formulate new strategies and policies on the basis
of existing position of the organization.

4.1 PESTEL Analysis

It is a common fact that the organization carry out external environmental audit to identify their
strengths and capabilities within the organization and to have an understanding about what is
happening in the outside world. External environmental audit or scanning a PESTEL analysis
could be carried out by detecting early signs of opportunities and threats that may influence its
current and plans. There are six factors in PESTEL analysis which stand for Political, Economic,
Social, Technological, Environmental and Legal (Porter, 1998).

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 Political Economic

The
Legal Organization Social

Environmental Technological

Figure 4: PESTEL Analysis Factors

4.1.1 Political

Political factors play a huge role for an organization and it influence on its decisions. It might
place obligations and duties on an organization. Some factors are tax policies, safety regulations
issued by government and international regulations. ABC Manufacturing produce products per
given standards and adhered to trade agreements, tariffs or restrictions.

4.1.2 Economic

The market condition or the economy of the country is bound to change from time to time. The
economy might be in a boom, in a recession or in a growing inflation problem. These can
influence an organization and it will change the plans set up by ABC Manufacturing . They must
cope up anything because depending on the economic condition, they might not get to market
their products well and sales may not increase. It is clearly understood that if an economy is in a
recession, then it will have high unemployment levels, low spending power and lower
stakeholder confidence.

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4.1.3 Social

This mainly considers people’s lifestyles and behaviour. Different people have different choices
and their taste and preferences differ. ABC Manufacturing should always try to produce a
product and market it effectively which can capture a wider customer range. Factors such as
mood and demographics should be considered. The company should always consider the
population changes in the country. Changes in the structure of a population will affect the
demand and supply of goods and services. ABC Manufacturing must produce products that will
suit to different segments in the market.

4.1.4 Technological

An organization use modern technology to manufacture products and market their products. By
moving on technology, it exchange of information faster and help the business to react quickly to
changes. To be more competitive in the market, ABC Manufacturing use machineries in modern
technology to produce its products and use modern techniques in production of products. With
modern technology in production, ABC Manufacturing is able to increase its output and produce
high quality products which able to compete in the competitive market.

4.1.5 Environmental

Organization should always pay high concern to the environment impact. Products should be
produced, that will minimize the environment pollution. To keep the environment clean, it should
comply with government’s policies and legislations. Other factors such as floods, should be
considered as it will disrupt production and supply operations.

4.1.6 Legal
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Organization should always adhere to certain rules and regulations which are set up by
government. Labour laws is important and must consider to ensure the effectiveness of human
resource management. It is also important to produce products per certain standards, and
implemented legally.

4.2 Synthesis of External Factors – EFAS

Table 2: External Factor Analysis Summary (EFAS Table)

Weighted
External Factors Weight Rating Comments
Score

Opportunities
Expansion into regional 0.25 4.0 1.00 Increase sales volume and
markets improve market share
Technological 0.20 3.0 0.60 High output and efficient
advancements production
Strategic partnership 0.10 2.5 0.25 A reduction in raw materials
with vendors price and lead time

Threats
High competition 0.25 4.0 1.00 Increasing in new competitors
Changes in customer 0.10 3.2 0.32 Service comparative and high
demands and preferences customization
Government policies and 0.10 3.0 0.30 Impact on foreign workers’
legislations costs
Total Scores 1.00 3.47
Notes:
1. Each factor is weighted from 1.0 (most important) to 0.0 (not important). The total weights are sum to 1.00.
2. Each factor is rated from 5.0 (outstanding) to 1.0 (poor), based on the company’s response to that factor.
3. Multiply each factor’s weight and its rating to obtain each factor’s weighted score.
4. Add up all the weighted scores usually works out between 1 (at its low) and 4 (at its highest). A score of less
than 3.0 indicates a weak internal organization whereas that above 3.0 represents a stronger one.

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The sum of the EFAS weighted scores of ABC Manufacturing works out to 3.47 which is above
the average of 3.0. It can be inferred that the organization is taking advantage of existing
opportunities along with minimizing the potential adverse effects of external threats.

5.0 Corporate Strategy Formulation

Strategy formulation is a continuing process to develop and review forthcoming strategies that
allow ABC Manufacturing to achieve its objectives, seeing its competences, limitations, and the
environment in its operation. In the strategy formulation process, produces a clear set of
recommendations, with supportive reasoning, that review as essential the mission and objectives
of the organization, and supply the strategies for realising them (Lehmann, 2012). Thus, ABC
Manufacturing is trying to adjust the current objectives and strategies in the ways to make the
organization more effective.

5.1 Directional Strategy

ABC Manufacturing vision and mission are the most fundamental forms of directional strategy.
A mission statement defines its business purpose and sets the overall tone for business strategic
direction. A vision statement outlines what they hope to achieve as work toward its mission and
helps to focus on strategy toward reaching specific business goals (Hoskisson, Hitt, & Ireland,
2009).

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 GROWTH STABILITY RETRENCHMENT

Concentration Pause/Proceed with Caution Turnaround

- Vertical Growth No Change Captive Company
- Horizontal Growth Profit Sell -Out/Divestment
Diversification Bankruptcy/Liquidation
- Concentric
- Conglomerate

Figure 5: Corporate Directional Strategies

5.1.1 Growth Strategies

ABC Manufacturing growth strategies can be classified into two categories:

• Concentration within existing industry: vertical and horizontal growth

• Diversification into other lines of business or industries: concentric and conglomerate

Vertical Growth

The strategy taken by ABC Manufacturing is taking over functions earlier in the value chain that
were previously provided by suppliers. Some outsourced processes are returned to internal
production that have advantages like in cost, stability and quality of products, that making
operations more difficult for competitors.

Horizontal Growth

ABC Manufacturing is involving in expanding existing products into East Malaysia to extend its
market segments. The product range is increase to support new market segments with different
demand and needs.

Concentric Diversification

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ABC Manufacturing is venture into packaging production which is having synergy with the
organization’s existing lines of business. It is creating a situation to gain special advantages from
commonalities such as technology, customers, distribution, and location.

Conglomerate Diversification

There are no strategy alternatives for ABC Manufacturing for growth involves diversifying into
a line of business unrelated to the current ones.

5.1.2 Stability Strategies

There are several circumstances in which the most appropriate growth stance for a company is
stability, rather than growth. Three alternatives as below, in which the actual strategy actions are
similar, but differing primarily in the circumstances motivating the choice of a stability strategy
and in the intentions for future strategic actions (Strickland, Gamble, & Thompson, 2001).

Pause and Then Proceed

ABC Manufacturing wait and look at the market conditions before launching the full-fledged
grand strategy. Also, the organization that has intensely followed the expansion strategy would
wait till the time the new strategies seeps down the organizational levels and look at the changes
in the organizational structure before taking the next step.

No Change

There are certain market segments in low sales that may require to remain as to compete with
few competitors. This is happening in few small towns in West Malaysia.

Grab Profits

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ABC Manufacturing aimS to maintain the business profit by whatever means possible. When the
profitability is low, it may cut costs, reduce investments, raise prices, increase productivity or
adopt any methods to overcome the temporary difficulties. The profit strategy can be followed
when the problems are temporary or short-lived and will go away with time.

5.1.3 Retrenchment Strategies

The retrenchment strategy is adopted when ABC Manufacturing aimS at reducing its business
operations with the view to cut expenses and reach to a more stable financial position.

Turnaround

The need for a turnaround strategy arises because of the changes in the external environment,
change in the government policies, saturated demand for the product, a threat from the substitute
products, changes in the tastes and preferences of the customers, etc (Kaplan & Norton, 2001). In
2006, ABC Manufacturing announced the cost-cutting measures by downsizing its production
facility and capacity, but unfortunately, it suffered huge losses in market share. Then in 2007,
ABC Manufacturing come back with centralized production and warehousing strategy. Today, it
is one of the largest Phyto Fibre manufacturers in Malaysia.

Liquidation

The liquidation strategy is the most unpleasant strategy adopted by the organization that includes
selling off its assets and the final closure or winding up of the business operations. It is the most
crucial and the last resort to retrenchment since it involves serious consequences such as a sense
of failure, loss of future opportunities, spoiled market image, loss of employment for employees,
etc (Kaplan & Norton, 2001). PHHP Manufacturing Sdn Bhd is doing their very best to avoid
such strategy become reality in its organization.

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5.2 BCG Growth-Share Matrix

An organization is most likely to engage in the production of large number of products and it is
the duty and the responsibility of ABC Manufacturing to identify and decide which products
should focus more on investment. Simply this means that the business needs to allocate its
investment on each product to make things easier for the organization a BCG growth-share
matrix could be prepared (Marren, 2007).
High

STARS QUESTION MARKS

Rapid growth & New ventures, few

Market Growth Rate

expansion become stars

CASH COWS DOGS

Ability to fund the Low market share &

Question Marks & Stars growth
High Market Share Low

Figure 6: BCG Growth - Share Matrix

As shown in Figure 6, two key terms used in BCG growth-share matrix is ‘Market Growth’ and
‘Market Share’. Products in ABC Manufacturing can be categorized as Stars, Question Marks,
Cash Cows and Dogs. The number of products could be categorized into these four segments are:

• Stars – Phyto Fibre

• Question Marks – Phyto Aloe Vera, IG-Rich Colostrum
• Cash Cows – Phyto Greens, Ophira Collagen
• Dogs – Alijaga Coffee, Green Tea

The following diagram clearly shows the characteristics of BCG growth-share matrix in ABC
Manufacturing .

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 STARS QUESTION MARKS
High market growth High market growth
High market share Low market share
Cash neutral Cash absorbing

CASH COWS DOGS

Low market growth Low market growth
High market share Low market share
Cash generating Cash neutral

Figure 7: Characteristics of the Segments of BCG Growth-Share Matrix

6.0 Conclusions and Recommendations

It is important that the main motive of any organization is to achieve the goals and objectives
which are set up before operations and to grow over time, but the question is whether this is
always possible. Will ABC Manufacturing end up in its desired place? Some strategy might
work out but some might decline. UPON SCANNING THE STATUS OF YOUR CHOSEN
CORP/COMPANY, FORM YOUR CONCLUSIONS AND YOUR
RECOMMENDATIONS

6.1 Strategy Implementation Issues –IDENTIFY ISSUES AND CHALLENGES

ENCOUNTERED, STRATEGIC SOLUTIONS AND RECOMMENDATIONS

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6.2 Stakeholder Measures and Value Analysis

Stakeholders could be recognised as the group of people who are interested or affected by the
decisions taken by ABC Manufacturing . Stakeholder analysis is the review and consideration of
the impact of stakeholders in businesses. This is becoming increasingly important as non-
shareholder entities, including customers, employees, communities and business partners, have
become more key to business success (Westland, 2017). ABC Manufacturing needs to
understand the interest of each stakeholder and strategize on how to address them in business
practices.

Organization should understand that it is not all about generating sales and obtaining higher
profits, they should also operate or take actions in the way that could or should satisfy many
people, which keeping all the stakeholders satisfied at once and their needs (Marren, 2007). ABC
Manufacturing have identified many stakeholders who are interested or affected by their
decisions. The following table shows possible stakeholders and their concerns.

Table 3: Stakeholder and Stakeholder Concerns

Stakeholder Stakeholder Concerns

Shareholders Return on investments, income and profits, strategic plans

Employees Wages and salaries, job security, compensation, respect

Customers Value-add, quality, customer care, ethical products

Suppliers Business opportunities, fair and equitable treatment

Community Jobs, environmental protection, truthful communication

Government Taxation, GST, legislation, employment, truthful reporting, diversity,

legalities, externalities

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ABC Manufacturing prioritized the stakeholders into four parts as high influence low interest,
high influence high interest, low influence low interest, and low influence high interest.
The following diagram clearly shows the method of prioritize its stakeholders.

Keep Satisfied Manage Closely

Power

Apathetics Defenders

Interest

Figure 8: Prioritization of Stakeholders

The four groups of stakeholders identified by management of ABC Manufacturing as follows:

• Keep satisfied – High influence and low interest

▪ Government, major customers, and media
• Manage closely – High influence and high interest
▪ Shareholders, existing and potential investors
• Apathetics – Monitor
▪ Small customers, small shareholders
• Defenders – Keep informed
▪ Employees, local community, suppliers

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7.0 References

Dawar, N. (2013). Tilt: Shifting Your Strategy from Products to Customers. Boston, MA: Harvard Business
Review Press.

Ensign, P. C. (2001). Value Chain Analysis and Competitive Advantage: Assessing Strategic Linkages and
Interrelationships. Journal of General Management, 27(1), 18-42.

Hitt, M. A., Duane, I. R., & Hoskisson, R. E. (2015). Strategic Management: Competitiveness and
Globalization. Canada: Cengage Learning Editores.

Hoskisson, R. E., Hitt, M. A., & Ireland, R. D. (2009). Business Strategy: Theory and Cases (2nd ed.). Mason,
OH: South-Western Cengage Learning.

Kaplan, R. S., & Norton, D. P. (2001). The Strategy-Focused Organization: How Balanced Scorecard
Companies Thrive in the New Business Environment. Boston: Harvard Business School Press.

Kotter, J. P. (2014). Accelerate: Building Strategic Agility for a Faster Moving World. Boston, MA: Harvard
Business Review Press.

Lehmann, C. F. (2012). Strategy and Business Process Management: Techniques for Improving Execution,
Adaptability, and Consistency. Boca Raton, FL: CRC Press.

Marren, P. (2007). High‐functioning Business Strategy. Journal of Business Strategy, 28(6), 37-39.

Pahl, N., & Richter, A. (2007). SWOT Analysis: Idea, Methodology and a Practical Approach. Munchen:
GRIN Verlag.

Pearce, J. A., & Robinson, R. B. (2015). Strategic Management: Planning for Domestic & Global
Competition (14th ed.). New York: McGraw-Hill.

Porter, M. E. (1998). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New
York: Free Press.

Spender, J.-C. (2015). Business Strategy: Managing Uncertainty, Opportunity, and Enterprise. Oxford:
Oxford University Press.

Stark, J. (2015). Product Lifecycle Management. Decision Engineering, 2, 37-45.

Strickland, A. J., Gamble, J., & Thompson, J. A. (2001). Cases in Strategic Management (12th ed.). Boston,
Mass.: Irwin/McGraw-Hill.

Thompson, J. L., & Martin, F. (2010). Strategic Management: Awareness and Change (6th ed.). Andover:
Cengage Learning.

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Westland, J. C. (2017). Business Models and Strategy. Global Innovation Management , 54-79.
Wheelen, T. L., & Hunger, J. D. (2015). Strategic Management and Business Policy: Globalization,
Innovation, and Sustainability. Boston: Pearson.

Williams, S. W. (2002). Making Better Business Decisions: Understanding and Improving Critical Thinking
and Problem Solving Skills. Thousand Oaks, CA: Sage Publications.

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