Final Assignment

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Acknowledgment

I certify that this assignment is my own work, based on my personal study and/or research, and that I have acknowledged all material and sources used in the preparation of this assignment whether they be books, articles, reports, lecture notes, any other kind of document, electronic or personal communication.

I also certify that the assignment has not previously been submitted for assessment in any other course or at any other time in this Course, unless by negotiation, and that I have not copied in part or whole or otherwise plagiarized the work of other students and/or persons. I have read the policy on plagiarism and understand its implications.

Executive Summary

This particular report provides a critical insight over …………………….. and the primary objective of the strategic plan was to …………………….. The strategic plan had been developed through the aim of expansion of the company’s business at an international level and through understating the internal and ………………….. The strategy is meant to complement and analysed based on the revised strategic plan and the organisational capabilities had been understood strategic direction to emerge as a global

leader within the aluminium Manufacturing industry. The different factors impacting the organisational process such as internal factors have been analysed through ………………..

This provided clear and ………………….. model for ensuring organisational sustainability. The report has ………………….. chain. Based on the data available and information the global strategy had been developed and it can be recommended …………………..

Table of Contents

ExecutiveSummary 0

INTRODUCTION 5

Background 5

Aims/ Objectives 5

Scope 5

1. VISION & MISSION STATEMENTS 6
   1. Vision statement 6
   2. Mission Statements 6
   3. Organisational value Statement 6
2. STRATEGIC PLAN 6
   1. Company background and strategic movement 6
   2. Strategic Plan 7
3. STAKEHOLDERS 7
4. MEA’s COMPETENCIES 9
   1. MEA’s Core Competency 9
   2. MEA’s Distinctive Competency 9
   3. Porter’s Grand Competitive Strategy 9
5. Value chain 11
   1. Comparative advantage: 13
   2. organisational structure 13
6. External Environment Analysis 13
   1. SWOT Analysis 13
   2. PESTLE Analysis 14
7. Organisational strategy 15
   1. Diversification strategy 15
   2. Vertical Integration strategy 15
   3. Horizontal integration strategy 15

8.0 Global strategy 15

9. Strategy implementation 17
   1. Key elements 17
   2. Associated risks 18
10. Evaluation and control 18
    1. Evaluating the effectiveness of the implemented strategy 18
    2. KPIs 19
    3. Monitoring performance across business functions 19
    4. Strategic decisions 20

11. Organisational change 20
12. Change initiatives 20
13. Anticipated results 21

12.0 Conclusions and recommendations 21

References 22

INTRODUCTION

Background

The Middle East Aluminium (MEA) did not take much time to achieve significant

…………………… Behind this excellent development, the reason is the suitable size and nature of the company …………………… With this growth and by detecting the internal capabilities along with , the company has successfully captured the global

market through achieving competitive advantage over ……………………

Aims/ Objectives

The primary aims this research is constructing a and

help them to maximise the business through the effective operation and can extract the global market through Therefore, the overall aim is achieving

the As per this aim, the objectives of this report are as

follows

• Determine the statement regarding …………………..…………………..
• Defining the basic and significant competencies of

…………………..…………………..

• Analysing and describing the value chain, dealing with the supplier, internal process ad customer relationship of the organisation.
• Explaining the current and future diversification strategies

…………………..……………………

• Suggesting how the MEA can implement the proposed plan that can drive

…………………..……………………

• Reviewing the efficiency of the strategies that as per

…………………..…………………..Finance, Sales, Marketing, Human Resource, Operations, etc.

Scope

The current report considers the …………………..………………….. drive the company to achieve the goals and objectives and attract the For

this, respective objectives are defined in the above and that can be also considered within the scope of the study. In this report, the vision and mission of the statements of the company

…………………..………………….. of internal and external factors (Teeceet.al.1997). Besides, the process regarding the implementation of the strategy and KPI based analysis to review the ………………..…………………..be considered within the recommendation part of this report.

1. VISION & MISSION STATEMENTS
   1. Vision statement

The company as MEA intended to ensure significant growth in the Middle East and international ………………..………………….. to establish long-term growth and market share by maximising business in the global market as the largest multi-site aluminium products producer. Moreover, the ………………..………………….. manufacturers by ensuring the company operating its business functions as per the global regulations.

1. Mission Statements

The mission statement of MEA can be determined by following

………………..…………………… Therefore the mission statement the company is introducing as the largest ………………..…………………..

1. Organisational value Statement

By following the mission and vision of the organisation, the organisational value statement will be Establishing as …………………………………………… competitive advantage, social responsibility and ethical integrity along with high-end-customer support.

2. STRATEGIC PLAN
   1. Company background and strategic movement

The ………………..………………….. was founded five years ago and now they are multinational ………………..…………………..and have offices and divisions across Saudi Arabia, Jordan and Kuwait as well as in the market of Middle East. In the business journey, the company has achieved different manufacture grade as ………………..……………………

Besides, the company is involved in manufacturing a few customised products as per the requirements and suggestions of the consumers (Freeman,2010). In recent times, the MEA

acquire raw materials as As there is no Cast House in the

other operational divisions of the MEA, ………………..……………………

After the foundation, in between just 4 years that is a very short time, the organisation has successfully achieved significant growth that supported ………………..……………………

By looking at these aims and objectives, the company has ………………..……………………

They have also considered the relevant internal and external factors

………………..…………………..

1. Strategic Plan

The MEA has not only considered the significant growth in the Middle East market but also considered global expansion and the competitive ………………..……………………

However, to achieve the competitive advantage over the large organisations in the companies within the international market, the company should ensure sustainable advantage by offering emerging products When the organisation will detect the

proper context of competitive advantage, it will be easy for them to determine in which they need to focus such ………………..…………………… Therefore, the internal and external factors should be analysed and diversification of currently used strategies that help to add value in the product lifestyle (Pearce et.al. 2000). These defined parameters will assist to enhance their performance as they can ………………..……………………

3. STAKEHOLDERS

For the identifications of key stakeholders of the company, it is important to

………………..…………………… The key stakeholders of the company are described in

………………..………………… as per the stakeholder’s matrix and exceptions of them.

The interested people and parties in the development of the company are such as the owner of the company, ………………..…………………. The interest and expectations of these parties will help the organisation to archive its strategic goals and objectives, as well as global expansion and markets, ………………..…………………. Besides, the group of stakeholders are intended to focus on the long-term development of the company as they can

become a market. However, the owner of the organisation

and the equity holders have much interest in enhancing the core competencies of the organisation (Ansoff et.al. 2019). The employees as a main performance moderator, are looking for their intrinsic and extrinsic needs and that can be

………………..………………….

The stakeholder analysis in the above presents that their interest should be incorporated

………………..…………………. Thus, the strategic plan will be such that it can facilitate the process of achieving long-term development and expansion in the

………………..………………….

4. MEA’s COMPETENCIES
   1. MEA’s Core Competency

The fundamental competency of the company is locations of its offices and divisions across Saudi Arabia, Jordan Core competencies can be defined as

the features and activities that provide advantages over other companies in the same sector (Fleischmann et.al. 2006). The business functions and market of product selling not only limited in the above places but ………………..………………….

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