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Unit 12

This document provides information about a unit on strategic planning. The unit aims to provide learners with an understanding of how to review current organizational strategies and develop a strategic plan. It will cover understanding the external environment, reviewing existing business plans, developing strategic options, constructing a strategy plan, examining factors affecting the plan, and planning implementation. The unit is worth 15 credits and includes 45 hours of guided learning.

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Syedmunimejaz Ejaz
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46 views

Unit 12

This document provides information about a unit on strategic planning. The unit aims to provide learners with an understanding of how to review current organizational strategies and develop a strategic plan. It will cover understanding the external environment, reviewing existing business plans, developing strategic options, constructing a strategy plan, examining factors affecting the plan, and planning implementation. The unit is worth 15 credits and includes 45 hours of guided learning.

Uploaded by

Syedmunimejaz Ejaz
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Unit 12: Strategic Planning

Unit code: H/602/2330


QCF Level 7: BTEC Professional
Credit value: 15
Guided learning hours: 45

Unit aim
This unit provides the learner with an understanding of how to review current Organisational
management strategies and the skills to develop a strategy plan in an organisational
context.

Unit introduction

A Chinese proverb states that if you are planning for one year, grow rice. If you are
planning for 20 years, grow trees. If you are planning for centuries, grow men. This unit
focuses on how organisations undertake strategic planning and its importance in a fast
changing, turbulent marketplace. Learners will understand why it is important to develop a
strategic vision and mission, establish objectives and decide on a strategy. Strategy and
strategic plans map out where the organisation is headed, its short- and long-range
performance targets, and the competitive moves and internal action required to achieve
targeted business results.
Learners will understand that a well-constructed strategic plan is essential for organisations
to cope with industry and competitive conditions. In this unit, learners will discover how
important it is for an organisation to understand what is happening in their external
environment and how the environment is changing. This will then enable learners to review
an organisation’s existing business plans, using appropriate tools and techniques.
Having explored the competitive environment, learners will understand how to develop
strategic options using modeling tools and then develop a strategic plan, giving due
consideration to the core values, vision and mission of the organisation. Learners will then
look at planning the implementation of a strategic plan and the creation of monitoring and
evaluation systems to measure progress.
Learning outcomes and assessment criteria

In order to pass this unit, the evidence that the learner presents for assessment needs to
demonstrate that they can meet all the learning outcomes for the unit. The assessment
criteria determine the standard required to achieve the unit.

Learning outcome and Assessment criteria

1 Understand the external environment affecting an organisation


1.1 explain the importance of external factors affecting an organisation
1.2 analyse the needs and expectations of stakeholders of an organisation
1.3 analyse the major changes taking place in the external environment that will affect
strategy
2 Be able to review existing business plans and strategies of an organisation
2.1 use appropriate tools to analyse the effects of current business plans
2.2 review the position of an organisation in its current market
2.3 evaluate the competitive strengths and weaknesses of an organisation’s current
business strategies
3 Be able to develop options for strategic planning for an organisation
3.1 use modeling tools to develop strategic options for an organisation
3.2 develop a comparative understanding of activity from organisations in the market
3.3 create options to form the basis of future organisational strategy
4 Be able to construct a strategy plan for an organisation
4.1 propose a suitable structure for a strategy plan that ensures appropriate participation
from all stakeholders of an organisation
4.2 develop criteria for reviewing potential options for a strategy plan
4.3 construct an agreed strategy plan that includes resource implications
5 Be able to examine factors affecting an organisational strategy plan
5.1 compare core organisational values (ethical, cultural, environmental, social and
business) with the current business objectives of an organisation
5.2 develop appropriate vision and mission statements for an organisation
5.3 produce agreed future management objectives for an organisation
5.4 develop measures for evaluating a strategy plan
6 Be able to plan for the implementation of a strategy plan
6.1 develop a schedule for implementing a strategy plan in an organisation
6.2 create appropriate dissemination processes to gain commitment from stakeholders in an
organisation
6.3 design monitoring and evaluation systems for the implementation of a strategy plan in
an organisation
UNITS CONTENTS

1 Understand the external environment affecting an organisation


External environmental factors: needs and expectations of customer groups, shareholders,
suppliers and sub-contractors, the workforce and the community as a whole; review the
success and direction of competitors and the market sector as a whole; effects of potential
longer-term changes – in politics, and legislation, technology, product design, trends and
expectations; use of external surveys and statistics; use of appropriate tools; SWOT
(strengths, weaknesses, opportunities, threats) analysis, STEEP (social, technological,
economic, environmental and political) analysis; market research; primary and secondary
information; customer complaints and feedback; feasibility; competitor analysis; customer
analysis; market analysis
2 Be able to review existing business plans and strategies of an organisation
Business plans and strategies: use of appropriate tools eg value chain analysis, Porter’s Five
Forces, Boston growth-share (BCG) matrix, SWOT analysis; internal surveys and statistics;
product life; strategic drift; market share; measures for monitoring and evaluating;
unrealised and emergent strategy; life cycle analysis; effects of globalisation; sustainable
competitive advantage; pricing strategies; resources analysis; economies of scale and
scope; core skills and competences; organisational culture analysis; market equilibrium;
experience curves; comparative analysis
3 Be able to develop options for strategic planning for an organisation
Strategic planning: Ansoff matrix strategies; vertical, backwards and forwards integration;
horizontal integration; differentiation; cost leadership; Mintzberg’s strategies (deliberate,
emergent); leadership and differentiation; strategic alliance; merger, acquisition;
competitive strategies; value-based strategy; contingency strategy; market niche; market
segmentation; adding value; market share; workforce competence development; product
portfolio; reconfiguration; gap analysis; profitability; niche markets; present portfolio
analysis; benchmarking
4 Be able to construct a strategy plan for an organisation
Management strategy: reviewing options; attractiveness to stakeholders; stakeholder
participation; criteria for judging options; feasibility studies; risk assessment; reviewing
additional recent material; cost-benefit analysis; consistency with organisational values;
effects on market position and share; costs and investments; opportunity costs; scenario
planning; simulation modelling; sensitivity analysis; balanced scorecard approach; potential
globalisation and internet advantages; resources issues eg financial, workforce

5 Be able to examine factors affecting an organisational strategy plan


Vision versus mission: core organisational values eg ethical, cultural, environmental, social and
business; growth; profit; customer orientation; workforce expectation; management style
Objectives and measures: SMARTER (specific, measurable, achievable, realistic, time-based,
evaluate, reevaluate) objectives; business ethics; raising awareness; promoting good
practice; role modelling; stakeholder involvement; managing diversity; spiritual and cultural
issues; environmental considerations
6 Be able to plan for the implementation of a strategy plan
Planning: gaining general organisational agreement; communication with stakeholders;
organisational development; timetable for implementation;
Business Process Re-Engineering (BPR); management by objectives; action planning,
performance appraisal; structure and strategic fit; developing policy; communication
systems; guidelines; focus and realignment; contingency planning; monitoring and
evaluation control systems; dissemination and cascading processes

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