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Assessment description and marking criteria. Assessment: STRATEGIC REPORT 3000 WORDS Devise a viable EMERGENT strategy for an organisation, which takes account of the reality of strategic decision...

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Assessment description and marking criteria.
Assessment: STRATEGIC REPORT 3000 WORDS
Devise a viable EMERGENT strategy for an organisation, which takes account of the reality of strategic decision making and make appropriate recommendation.
Company Chosen: CADBURY DAIRYMILK CHOCOLATE
Your strategic plan should be written in report style. Your audience is the management team
oard of the organisation. Your aim is to “provide the data and argument in support of a strategy for… [an] organisation” (Johnson et al., 2014, p. 521).
STRUCTURE OF REPORT:
1. Cover Page
2. Contents/Index
3. Introduction to organisation and cu
ent challenge(s) – 15 points (approximately 600 words)
• Title and short paragraph introducing the organisation and the purpose of the work. Provide a “summary of the organisation’s cu
ent situation and the challenge it needs to overcome” (MacIntosh & McLean, 2015, p. 189).
• Include any existing purpose statements the organisation has (citing references). Discuss how the statements inform the challenge(s) of the selected organisation. Statements can be critically analysed.
• You do not have to address all statements – select those that are available for your organisation, or the most relevant. If no statements are available: Reflect on purpose based on other types of information (e.g., the ‘About us’ section of the organisation’s website; CEO/director’s interview, etc.).
4.Environmental analysis – 25 points (approx. 800 words)
• Macro trend analysis focused on explaining 3 PESTEL key drivers of change (based on level of impact), and what they represent in terms of opportunities and threats.
• Short explanation of 2 highly uncertain key drivers of change, followed by
ief scenario analysis (focused on outlining opportunities and threats).
• Industry analysis (choose 1 of the following analyses: 5 Forces, strategic groups, strategy canvas
lue oceans). The analysis should conclude with the identification of opportunities and threats for the organisation.
5. Capability analysis – 25 points (approx. 800 words)
• Identify strategic capabilities (choose 1 of the following frameworks: capabilities in the context of the value chain; or capabilities that link to critical success factors in the industry).
• Apply the VRIO criteria to any distinctive capabilities or to the value chain.
• Discuss the competitive implications of the above analysis, by providing a summary of strengths and weaknesses.
6. Proposed strategy and conclusion – 25 points (approx. 800 words)
Based on the SWOT that resulted from your previous analyses, consider the different strategic options that your selected organisation could adopt. These options will be either business-level strategies or corporate-level strategies (or a combination of both – it depends on your context).
SELECT 1 STRATEGIC OPTION ONLY AND EXPLAIN WHY THIS IS THE PREFERRED OPTION FOR THE ORGANISATION.
- If you are suggesting changes in business strategy (look at Porter’s generic strategies or Faulkner & Bowman’s strategy clock), give examples of strategy elements and organisational requirements. You can also use the value chain framework to support your arguments.
- If you are suggesting new corporate strategy directions, you can use the following to build your argument: Porter’s ‘better-off’ test, economies of scope, transaction costs, and the costs of corporate complexity. You may also use the Ansoff matrix to show potential strategy directions, and comment on potential strategic methods (organic development, mergers and acquisitions, strategic alliances) if a diversification strategy is proposed.
Link back the proposed strategy to the content of the introduction. Does your strategy address the challenge(s) you identified? How does the proposed strategy exploit the opportunities in the environment and/or avoid the threats? How does the proposed strategy capitalise on the organisation’s strengths and/or avoid or remedy the weaknesses? Do the resources and competences cu
ently exist to implement the strategy effectively? If not, can these resources and competences be obtained, and how? Does the proposed strategy align with the purpose of the organisation?
7. Appendices
Appendices should be used sparingly. The detailed analyses (such as PESTLE and SWOT) should be included within the main body of the assignment. Tables, figures and diagrams are excluded from the word count.
If you do make use of any appendices, be sure to identify them with specific headings and to mention these in the actual report.
8. References
• Use Harvard Referencing style. This will count towards your Presentation marks.
Final notes
• Remember this is a practical assessment – you should use academic references to support your analyses and arguments, not to explain theories and models.
• The word limits for each section are a general guidance – you have some flexibility to adapt this as you see fit.

Assessment description and marking criteria.
Assessment: STRATEGIC REPORT 3000 WORDS
Devise a viable EMERGENT strategy for an organisation, which takes account of the reality of strategic decision making and make appropriate recommendation.
Company Chosen: CADBURY DAIRYMILK CHOCOLATE
Your strategic plan should be written in report style. Your audience is the management team
oard of the organisation. Your aim is to “provide the data and argument in support of a strategy for… [an] organisation” (Johnson et al., 2014, p. 521).
STRUCTURE OF REPORT:
1. Cover Page
2. Contents/Index
3. Introduction to organisation and cu
ent challenge(s) – 15 points (approximately 600 words)
• Title and short paragraph introducing the organisation and the purpose of the work. Provide a “summary of the organisation’s cu
ent situation and the challenge it needs to overcome” (MacIntosh & McLean, 2015, p. 189).
• Include any existing purpose statements the organisation has (citing references). Discuss how the statements inform the challenge(s) of the selected organisation. Statements can be critically analysed.
• You do not have to address all statements – select those that are available for your organisation, or the most relevant. If no statements are available: Reflect on purpose based on other types of information (e.g., the ‘About us’ section of the organisation’s website; CEO/director’s interview, etc.).
4.Environmental analysis – 25 points (approx. 800 words)
• Macro trend analysis focused on explaining 3 PESTEL key drivers of change (based on level of impact), and what they represent in terms of opportunities and threats.
• Short explanation of 2 highly uncertain key drivers of change, followed by
ief scenario analysis (focused on outlining opportunities and threats).
• Industry analysis (choose 1 of the following analyses: 5 Forces, strategic groups, strategy canvas
lue oceans). The analysis should conclude with the identification of opportunities and threats for the organisation.
5. Capability analysis – 25 points (approx. 800 words)
• Identify strategic capabilities (choose 1 of the following frameworks: capabilities in the context of the value chain; or capabilities that link to critical success factors in the industry).
• Apply the VRIO criteria to any distinctive capabilities or to the value chain.
• Discuss the competitive implications of the above analysis, by providing a summary of strengths and weaknesses.
6. Proposed strategy and conclusion – 25 points (approx. 800 words)
Based on the SWOT that resulted from your previous analyses, consider the different strategic options that your selected organisation could adopt. These options will be either business-level strategies or corporate-level strategies (or a combination of both – it depends on your context).
SELECT 1 STRATEGIC OPTION ONLY AND EXPLAIN WHY THIS IS THE PREFERRED OPTION FOR THE ORGANISATION.
- If you are suggesting changes in business strategy (look at Porter’s generic strategies or Faulkner & Bowman’s strategy clock), give examples of strategy elements and organisational requirements. You can also use the value chain framework to support your arguments.
- If you are suggesting new corporate strategy directions, you can use the following to build your argument: Porter’s ‘better-off’ test, economies of scope, transaction costs, and the costs of corporate complexity. You may also use the Ansoff matrix to show potential strategy directions, and comment on potential strategic methods (organic development, mergers and acquisitions, strategic alliances) if a diversification strategy is proposed.
Link back the proposed strategy to the content of the introduction. Does your strategy address the challenge(s) you identified? How does the proposed strategy exploit the opportunities in the environment and/or avoid the threats? How does the proposed strategy capitalise on the organisation’s strengths and/or avoid or remedy the weaknesses? Do the resources and competences cu
ently exist to implement the strategy effectively? If not, can these resources and competences be obtained, and how? Does the proposed strategy align with the purpose of the organisation?
7. Appendices
Appendices should be used sparingly. The detailed analyses (such as PESTLE and SWOT) should be included within the main body of the assignment. Tables, figures and diagrams are excluded from the word count.
If you do make use of any appendices, be sure to identify them with specific headings and to mention these in the actual report.
8. References
• Use Harvard Referencing style. This will count towards your Presentation marks.
Final notes
• Remember this is a practical assessment – you should use academic references to support your analyses and arguments, not to explain theories and models.
• The word limits for each section are a general guidance – you have some flexibility to adapt this as you see fit.
Answered Same DayFeb 18, 2022

Solution

Deblina answered on Feb 18 2022
39 Votes
CADBURY DAIRYMILK CHOCOLATE
Table of Contents
Introduction    3
Cu
ent Situation    3
Cu
ent Challenges Faced    4
Purpose Statement of Cadbury Dairy Milk    4
Environmental Analysis    4
PESTLE Analysis    5
Key Drivers of Change    7
Capability Analysis    7
VRIO Analysis    7
SWOT Analysis    8
Proposed Strategies    10
Conclusion    11
References    12
Introduction
Cadbury Dairy Milk is a chocolate
and manufactured by Mondelez Company. Production of chocolates by the started in 1905 in the city of Birmingham in England by George Cadbury junior. He made Cadbury's first bar with a very high proportion of milk than the chocolate bars that was already in the market. The company was first introduced in 1905 in United Kingdom and now produces a large number of products in line of confectioneries and chocolates. Cadbury is one of the leading confectionery
ands in the world by its revenue and Cadbury Dairy Milk is the most popular chocolate bird worldwide by the search volume. The company operates in the Euro zone, US, Central and Southern America, Australia and other parts of Asia Pacific. The company has its largest business unit in Britain and Ireland. Cadbury Dairy Milk is one of the famous
ands now operating in the field of confectionery and chocolates and it has its products in almost all over the world. Right now, it is operating as a
and under Mondelez International.
Cu
ent Situation
The company presently distributes its products in 150 countries and operates in more than 80 countries. Cadbury Dairy Milk has 133 manufacturing and processing facilities in 45 countries across the globe. The part of the net revenue outside the United States was 73.2 % in 2021 which was a slightly lower than the previous periods. Cadbury Dairy Milk generates 31% of the total revenue of Mondelez international as of 2021. According to the present figures the company generous net revenue of $26.6 billion net earnings was $ 3.6 billion in 2020. The company presently generates 66% of its revenues from the developed markets and 34% of its revenue from the emerging markets (McKersie, 2021). The company has faced a certain reduction in its revenue and sales due to uncertain economic impact in the pandemic period. The out
eak of pandemic has resulted in lower revenues in some of the emerging markets that have a high concentration of traditional trade outlets of the company. According to the financial reports the company it was stated that the company is unable to predict about how longer this trend shall continue. Moreover, the cu
ent scenario projects that the pandemic has disrupted its global supply chain operations and routes to market.
Cu
ent Challenges Faced
The effective challenges that are faced by the Cadbury Dairy Milk in recent times is the economic crisis due to the spread of the pandemic. The impact of COVID-19 has amplified the economic uncertainties on the business growth, reputation, financial condition and operating results of the company. The company in the recent times is also facing a decelerated consumer centric growth. It is also expected to enhance the operational excellence and continuous improvement for optimizing its sales and marketing (Shrivastava, 2021). The company is also facing lower revenues and decided growth in the emerging markets. Uncertainties and impact of the pandemic out
eak has effectively resulted in lower business and financial conditions, cash flows and liquidity. Recent climate changes have also impacted on supply chain because the products are sensitive to the climate and extra cost needs to be incu
ed for effectively transporting the Cadbury Dairy Milk products from the manufacturing unit to the market.
Purpose Statement of Cadbury Dairy Milk
The company believes in good ethics and good business and therefore designs its policies responding to the needs of the customers. The company focuses in developing effective approaches to identify consumers reaction to different emotional and functional needs and occasions (HIDIROĞLU, 2019).
The company is also focusing on sustainability aspects and working to reduce their end-to-end environmental impacts by innovating their packaging and processing. The purpose of the company also addresses to support the expansion of their growth and become more focused towards digital and local consumer forecast (Jayasathya & Hemasri, 2018). It is also focusing on giving the local bodies more autonomy in order to drive the commercial and desires of the customers.
Environmental Analysis
The environmental analysis examines the various external factors that impact on the business. It highlights the different extrinsic scenarios that impact the business of the Cadbury Dairy Milk in the Global market. The environmental analysis shall include a PESTEL analysis, determine and evaluate the key drivers of change in the market for Cadbury Dairy Milk and comprehensive industry analysis.
PESTLE Analysis
PESTEL analysis helps to understand the market dynamics and the key element that can improve the business continuously.
Political Analysis
Cadbury Dairy Milk is an international chocolate manufacturing company. It has a large-scale operation across the globe. Approximately 75% of its business is outside the United States with a strong presence in the emerging markets that comes up with approximately more than 30% of the total revenue for the company. Thereby it has wide scale of operations in various countries. Tariff, trade ba
iers are some typical restrictions on the sale of its commodities in different countries across the globe. Any changes in the trade relations with the other countries can also have a deepening effect on the operations of the company. For instance, the trade war between China and US has affected the sale of the commodity in the Chinese markets (NAGAR et al., 2021). The changes in the tax regulations and policies in India has accelerated the sales and profitability in India. Without Brexit, Cadbury had increased its capabilities in the first quarter of 2019.
Economic Analysis
Economic conditions of the Global market have experience of fall in the recent years due to the out
eak of the pandemic. These events resulted in lower revenue and sales in the present years. Event of cu
ency devaluation and fluctuations in the cu
ency values in the emerging...
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