A Case Study of Leadway limited
Leadway limited started out as a small consulting business whose mission is to create value for their customers. It was founded in 2010 and since that time the company has grown to become a medium size business with a yearly turnover of £100,000.00. It has also diversified into new business areas, such as financial services and asset management services, as well as logistics. An important feature of Leadway's culture is inclusiveness. It is recognised that everyone who works for the organisation has an important contribution to make. This emphasis on building a family-based business is reflected in the company's main aim:
'The fundamental aim of the business is to invest in and develop a diverse portfolio of companies - the diversity is there to manage risk and create growth opportunities - which will be handed onto the next generation, and we're currently with the family's sixth generation".
Leadway Limited has very strong traditions and values. At the heart of these values lies a belief in trusting employees and enabling them to make decisions. The company culture has enabled it to be creative in looking for new opportunities. The company focus is on being close to customers. Armed with this understanding of customers and their requirements, Leadway limited has been able to grow organically building on core expertise. These drive everything a business does.
In ensuring a sustainable business, Leadway is developing business strategies that will enhance opportunities for development and achieving its mission. This requires understanding the environment and carrying out resources audit and environmental audit and take into consideration, the contribution as well as impact on different stakeholders within the group
LO1: 1.1, 1.2, and 1.3 [P1, P2, P3]
LO2: 2.1 and 2.2 [P4, P5]
P1. Assess how business missions, visions, objectives, goals and core- competencies inform Leadway's business planning or any other organisation of your choice (AC 1.1).
(You may consider filling the box below to provide your answer).
Strategic contexts and terminology Define Importance on Businesses Planning
Missions
Visions
Objectives
core- competencies
P2. Analyse the factors that Leadway limited or any other organisation of your choice have to be considered when formulating strategic plans (AC 1.2).
(You may consider filling at least to two rows in each section of internal and external factors in the box below to provide your answer).
Internal Factors Analysis
Human Resource
Organisational Culture
Organisation Structure
Management
Assets
External Factors Analysis
Political
Economic conditions
Socio-Cultural
Technological
Legal
Environmental
P3. Evaluate the effectiveness of techniques used when developing strategic business
Plans (AC 1.3).
P4. Analyse the strategic positioning of a given organisation by carrying out an organisational
audit (SWOT analysis) (AC 2.1)
P5. Carry out an environmental audit for a given business organisation (Porter's Five Forces) (AC 2.2)
To achieve M1, you will have to assess how business mission, vision, objectives, goal and core competencies inform strategic planning [P1].
To achieve M2, you must use analyse factors that have to be considered when formulating strategic plans and evaluating the effectiveness of techniques used when developing strategic business plans process, or organisational and environmental audit [P2-P5].
LO 2: 2.3 2.4 [P6 ,P7]
LO3: 3.1 and 3.2 [P8, P9]
LO4: 4.1, 4.2 and 4.3 [P10, P11, P12]
Learners are required to answer the listed task questions using the Leadway limited case study above or any organisation of their choice. The students could present their answers in essay format; the use of short and concise sentences should be given priority.
P 6. Assess the significance of stakeholder analysis when formulating new strategy
P 7. Present a new strategy for a given organisation (AC 2.4).
P8. Analyse the appropriateness of alternative strategies relating to market entry, substantial growth, limited growth or retrenchment for a given organisation (AC 3.1).
P 9. Justify the selection of a strategy (AC 3.2).
P10. Assess the roles and responsibilities of personnel who are in charged with strategy implementation
(AC 4.1).
P11. Analyse the estimated resources requirements for implementing a new strategy for a given organisation (4.2).
P12. Evaluate the contribution of SMART targets to the achievement of strategy implementation in given organisation (AC 4.3).
To achieve M3, you must show evidence of research, present and communicate your findings appropriately in significance of stakeholders (P6.)
To achieve D1 you will have to use critical reflection to draw realistic conclusions on appropriate alternative/future growth strategies (P8).
To achieve D2 you will have demonstrated an effective approach to independent research including evidence of appropriate citations and reference list.
To achieve D3 the learner will have met the deadline to submit the tasks and achieve all the unit assessment criteria [P1-P12].
Evidence checklist Summary of evidence required by student Evidence presented
Task 1 Essay on understanding the process of strategic planning Essay
Task 2 Essay on being able to formulate a new strategy Essay
Task 3 Essay on how to understand approaches to strategic evaluation Essay
Task 4 Essay on understanding how to implement a chosen strategy Essay