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The first Lid l stores were opened in 1973, and by the 1980s Lidl was a household name in Germany. During the 1990s Lidl started branching outside of Germany and today the grocer can be found across Europe. In 1994 , Lidl opened its first retail shop in the UK, just two decades later, they now have over 600 stores with a simple vision of providing ‘high quality at low prices’. However, for better understanding of the organisation you are required to research the given organisation including its challenges and strategic m anagement approach to expand in the Asian Market. • Applying the knowledge of relevant strategic management frameworks, you need to • Carry out the external analysis • Address the internal analysis • Identify key issues, evaluate alternatives and make conclusions based on thorough analysis Make appropriate strategy recommendations for the organisation(s) given in the case study, in today’s business environment. Note: All these must be completed by accessing, selecting and utilising a variety of business informatio n sources Assessment Task s Your individual strategic management report will need to identify the internal and external opportunities and threats facing the organisation (s) given in the case study, and present appropriate frameworks that inform the development of strategic options 2 and recommendations for the organisation(s) in terms of future strategic directions and methods of expansion in Asian markets. The report should therefore be comprised of areas for consideration that address the following questions: 1. Appraise the current st rategic positioning of the given organisation. The following will need to be carried out to address this question: Undertake a critically evaluated strategic audit, using appropriate models & frameworks, of the firm’s existing strategy in relation to its a bility to exploit new global opportunities to create a more competitive advantage In order to prepare report for the board of directors you are required to scan Micro and Macro environment of the company where it operates. This will need to include an crit ical assessment of the external MACRO environment (using the PEST or PESTEL framework); external MICRO environment (using Porter’s 5 Force framework) and internal analysis of the organisation (applying Jay Barney’s VRIO or Michael Porter’s Value Chain Anal ysis) to identify opportunities and threats in both these external and internal environmental layers. 2. Propose strategic recommendations for the organisation given in the case study to strengthen its current position in the given Market . The following will need to be carried out to address this question: This will need to include an analysis and evaluation of orga nisation competitive strategies in a critical and informed way. Evaluating best alternatives and make possible recommendation and conclusions based on thorough analysis and consideration of their future competitive strategies, applying either Porter’s Gene ric Strategies of Competition framework or Bowman and Faulkner’s Strategy Clock. Assignment Outline • Executive Summary • Introduction (Company & industry background, key challenges faced by the selected company) • External environmental analysis for identifying opportunities and threats: Macro (PEST or PESTEL) & Micro (5 Forces Framework for analysing industry structure and the nature of competition) • Internal environmental analysis for identifying strengths and weaknesses: VRIO or value chain analysis • Identification of Competitive Strategies (Bowman’s Clock or Porter’s Generic Strategies) • Strategic directions (Markets, Products, Services ) & methods of expansion • In -text citations and list of references using Harvard Referencing 3 Marking allocations: Sections Maximum Marks Awarded Executive Summary ( not part of word count) Introduction (Company & industry background, key challenges faced by the selected company) 10 External analysis Macro (PESTEL or STEEPLE) & Micro (5 Forces Framework) 25 Internal analysis (VRIO or value chain analysis) 15 Identification of Competitive Strategies (Bowman’s Clock or Porter’s Generic Strategies) 20 Strategic directions (Markets, Products, Services) & methods of expansion 20 Writing and Harvard Referencing 10 4 Elements (100%) (≥ 70%%) Distinction 60% - 69% Merit 50% - 59% Good 40% - 49% Fair <40% Poor This range is reserved for work of high quality which shows evidence of a deep understanding of and insight into the full range of ideas, principles, themes and/or techniques in question and independence of thought. It demonstrates a full and systematic understanding of knowledge, and a critical awareness of current problems and/or new insights, at or informed by the forefront of the discipline, field of study, or area of professional practice This range is for work which shows evidence of a very good understanding of the main ideas, principles, themes and/or techniques in question coupled with some insight and the expression of some independent thought. It demonstrates a systematic understanding of knowledge, and a critical awareness of current problem s and/or new insights, much of which is at, or informed by, the forefront of the discipline, field of study, or area of professional practice. This range is for work which shows evidence of appropriate study, presented clearly and adequately marshalled to illustrate the most significant of the main ideas, principles, themes and/or techniques in question and to demonstrate a sound grasp of them. It demonstrates a good understanding of knowledge, and a critical awareness of current problems and/or new insights, some of which is at, or informed by, the forefront of the discipline, field of study, or area of professional practice. The range is reserved for work that is lacking in some respects or contains flaws which are noticeable and serious enough to warrant the award of a failing grade, but nonetheless essentially approaches the criteria necessary for the good category sufficiently for it of itself not to prevent the award of an overall pass. This is a failed category. It is for work which fails to m eet or in significant ways does not approach the criteria described for a good grade. Introduction (10%) (Company & industry background, key challenges faced by the selected company) Understand the role of strategic management within an organisation (≥ 7.0) (6.0 – 6.9) (5.0 - 5.9) (4.0 - 4.9) (<4.0) Demonstrate highly comprehensive level of understanding Demonstrate robust level of understanding Demonstrate adequate level of understanding Demonstrate a fair level of understanding Demonstrate a very limited level of understanding External analysis (25%) Macro (PESTEL or STEEPLE) & Micro (5 Forces Framework) Critically analyse an organisation’s competitive environment (≥ 18.0) (15.0 – 17.9) (13.0 – 14.9) (10.0 - 12.9) (<10.0) Demonstrate ability to provide comprehensive, lucid analysis; Demonstrate highly developed critical skills Demonstrate ability to provide detailed and coherent analysis and demonstrate consistently sound critical skills Demonstrate adequate ability to analyse and some sound critical skills demonstrated Demonstrate some ability to analyse and some sound critical skills demonstrated Demonstrate little ability to analyse and some sound critical skills demonstrated Internal analysis (15%) (VRIO or value chain analysis) (≥ 11.0) (9.0 – 10.9) (8.0 – 9.9) (6.0 - 7.9) (<6.0) 5 Evaluate the resources, capabilities and core competences of an organisation Provide a consistently strong assessment with well -reasoned and original assumptions; All ideas are highly coherent Provide a generally strong assessment with some well - reasoned assumptions; Ideas are consistently coherent Provide a reasonable assessment of the subject; Ideas are generally coherent Provide some assessment of the subject; Ideas are generally coherent Provide little assessment of the subject; Ideas are generally coherent Identification of Competitive Strategies (20%) (Bowman’s Clock or Porter’s Generic Strategies) Understand the impact of competition on the strategy of an organisation (≥ 14.0) (12.0 – 13.9) (10.0 – 11.9) (8.0 - 9.9) (<8.0) Demonstrate highly comprehensive level of understanding Demonstrate robust level of understanding Demonstrate adequate level of understanding Demonstrate a fair level of understanding Demonstrate a poor level of understanding Strategic directions (20%) (Markets, Products, Services) & methods of expansion Understand the formulation and implementation of organisational strategy based on Markets, Products, Services Understand the effect of business ethics and social responsibility on strategy of methods of expansion (≥ 14.0) (12.0 – 13.9) (10.0 – 11.9) (8.0 - 9.9) (<8.0) Demonstrate highly comprehensive level of understanding Demonstrate robust level of understanding Demonstrate adequate level of understanding Demonstrate a fair level of understanding Demonstrate a poor level of understanding Writing and Harvard Referencing (10%) Understand the use of referencing. Various credible and up -to-date sources are used (≥ 7.0) (6.0 – 6.9) (5.0 - 5.9) (4.0 - 4.9) (<4.0) Demonstrate highly comprehensive level of understanding Demonstrate robust level of understanding Demonstrate adequate level of understanding Demonstrate a fair level of understanding Demonstrate a poor level of understanding