CRITICAL EVALUATION OF THE STRATEGIC CHOICES OF NANDO’S TABLE OF CONTENTS 1 INTRODUCTION 3 2 MODELS OF STRATEGY 4 1. Porter's Generic Strategies 4 2. Mintzberg's 5 P's of Strategy 5 3 OVERVIEW OF STRATEGIC DECISIONS 7 4 CONCLUSION 8 INTRODUCTION “Decisions, whether explicitly or implicitly arrived at, precede every action.” Ansoff 1965 Our choices or decisions precedes everything, from day to day operations to the direction we steer our organisations in. According to Mintzberg and Walters strategy is “a pattern in a stream of decisions”. Strategy can be planned or deliberate but also emerge as we go along and adapt to internal and external influences. In this study we will evaluate …show more content…
From the struggling 3 or 4 restaurants Nando's has developed in the UK to more than 100 franchisee. Ploy ← As plan, a strategy can be a ploy too, really just a specific manoeuvre intended to outwit an opponent or competitor. ■ Nando's has found a niche. It has been able to find weakness in the competitors' strategy and exploit it. Their ploy has been to not take competitors on directly. Pattern ← Strategy is a pattern - specifically, a pattern in a stream of actions. Strategy is consistency in behaviour, whether or not intended. Where plans may go unrealised, patterns may appear without preconception. ■ Nando's have deliberate strategies, their intention has always been to establish the Nando's culture wherever they go. This is one pattern that has formed worldwide and has realised. There are however some emergent strategies as well. Nando's could not foresee that the model that was so successful in South Africa will not work in the United Kingdom. The emergent strategy for the United Kingdom to cater for sit-down customers is a very good example of an emergent strategy. Position ← Strategy is a position - a means of locating an organisation in an "environment". ■ Nando's has positioned itself as the best not necessarily the biggest. ■ Position strategy tries to find a "match" between organisation
‘Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through it’
What changes (if any) would you recommend Dr. Durand make in CompuCo's global NPD strategy and organizational capabilities to ensure that it can achieve its worldwide NPD objectives?
Mintzberg (1984, pp. 69) suggests “the notion strategy is something that should happen way up there far removed from the details of running an organisation on a daily basis and is one of the great fallacies of conventional strategic
consistent identity (Ketchen, Boyd and Bergh, 2008). It is no doubt that there are still many
Nucor has created a company that is both internally and externally fit to the environment. The firm responds well to the driving forces of the industry and has opted to take a low-cost strategy with the relentless pursuit of innovation and strong employee productivity in order to combat the issues of the steel industry. In 2000, Nucor decided to expand its operations by acquiring new firms and new factories while continuing with its low-cost operations. The competitive strategy of Nucor has helped it become one of the leading manufacturers of steel and steel products in the United States.
According to Meyer, (2010), strategy is the action that company can take to achieve its desired goals. When it comes to a company, thinking can be said to be either long-term or short-term. When translated into action, it is what is called operations or projects. However there are differences between operations and
For this Business Strategy Report, I have selected a restaurant chain named Nando’s. It was established in 1987 by two friends, Fernando Duarte and Robert Brozin (Nando’s.com, 2017). Although being a South African brand it has Portuguese influence and the restaurant chain depicts these designs. Nando’s specialty is flame-grilled chicken spiced with their unique selection of marinade sauces and spices ranging from mild to extra hot and for those individuals not into the hot stuff, there’s a lemon and herb option. It also has other selected food options to choose from in their attractive menu. Its niche market is working middle class male and female customers who enjoy spicy food and casual dining. It also caters for kids and families.
Because a strategy indicates what an organization’s key executives hope to accomplish in the long run, every firm, large or small, needs strategic plans for survival and as a road map for the future. Strategic planning sets the mode for the difference between survival and failure.
An organisation’s strategy plays an important role of providing direction of where company wants to be and how best to allocate the company’s resources to meet its objectives. The formulation of business strategies has evolved over the years and has been made more difficult in recent by the uncertain operating environments and global financial crises.
Alfred Chandler(1963) defines strategy as ‘ the determination of the long-run goals and objectives of an enterprise and the adoption of courses of action of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals’. And Michael porter(1996) sees it as ‘Competitive strategy is about being different. It means deliberately choosing different set of activities to deliver a unique mix of value’.
* Strategy exists in the mind of the leader in the form of a vision of the organization’s future.
‘Strategic Management’ is a very complex term as many eminent researchers and scholars have had different views and conclusions on strategy. According to White (2004), “Strategic Management involves both systematically developing an idea together with its implications and testing the empirical validity & usefulness of that idea against the real world.” Thus strategy is not only about planning for future but also about confirming the validity of the hypothesis considered and implementing it successfully. Strategy formation may take various forms such as implicit, explicit or emergent. Implicit strategy is a strategy formed by intuitions of an individual. As per implicit strategists, strategic management is about reading the environment
A strategy is said to be a plan that is made for the long term success of a product or brand. It is extremely important to have a strategy in order to figure out a direction towards which any company is able to focus all its resources efficiently and achieve desired outcomes. Formulating effective strategies is a considerably long process in itself that combines analysing several factors, situations and issues that are already present in a company and looking to improve on them alongside trying to implement various innovations and ideas to collectively create a direction towards which they can move and direct the resources available to them.
Johnson, Wittington, Scholes, Angwin and Regnér (2014, p. 3) defines strategy as ‘the long-term direction of an organisation’.
A strategy, according to Robbins and Barnwell (2002, p. 139) is “the adoption of courses of action and the allocation of resources necessary to achieve the organisation’s goals”.