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- Mr. John Francois, the owner of John Francois Stores has been operating asuccessful business since 1977. However, he is not fully aware of whatstrategic management and planning entails. As a trust worthy employee, Mr.Francois has asked you to host a weekend retreat with him, his familymembers, and selected members of staff so that you can advise them aboutwhat strategic management and planning entails as well as how important itis for the organization to engage in strategic management and planning.What would you say to the members present at the retreat so that they canhave a very good understanding of what strategic management and planningentails, and why they should engage in the process so as to maintain thecompetitive advantage of John Francois Stores?1. State vision and mission statement of your chosen organization, highlight their keyfeatures. Suggest any changes in vision or mission statement if you deem necessary.2. Conduct a SWOT Analysis and develop a Strengths-Weaknesses-OpportunitiesThreats (SWOT) Matrix.3. Analyse long-term objectives and specific strategies of your organization.4. Analyse people, their capability, organization structure and corporate culture issues of your chosen organization, if you think they impacted on its successful strategyexecution.5. Offer recommendations for successful strategy formulation and implementation in yourchosen organization.be specific ..Discuss what is the most typical cause as to why a delegator may indeed fail in the delegation of authority when it comes to executing a strategic plan?
- Please answer all 3 subparts Question 1 (i) Which of the following criteria is NOT provided by NCCG 2016 to determine board size?A. Size of the organisation in turnover or headcountB. Extent to which activities are subject to regulationC. The right gender proportion with appropriate skills.D. The extent of public scrutiny to which the organisation is subject (ii) A board charter provides forA. The vision, mission and values of the organisationB. The terms of reference for the Board and describe how it operates.C. A written description of the major accountabilities within the companyD. Description of acceptable and unacceptable behaviours within the company (iii) The objective of the Mauritius Institute of Directors is to:A. Enhance the credibility of financial reporting; and improve the quality ofaccountancy and audit services.B. Be the voice of Directors, through training and certification programmes, workshops and networking events, advocacy, research and thought leadership,C.…Select an organization/business of your choice and apply the followinginstructions:1. Provide a one-page description of the organization/business in terms of its strategyand the products and services it offers.2. Provide a one-page description, determine whether or not the organization/business has an explicit relationship management-based strategy.2. "Strategic management is a very complex process" Explain
- 4. (a) Discuss the difference between mission and vision of a corporation. (b) Briefly describe the main steps of the strategic management model.(Strategic Management) a) Mike and Henry both work in the same company, while Mike holds a much higher position in management where he is in charge of formulating strategies and Henry’s work mostly involves implementing. Discuss how their jobs are different. describe briefly. b) Despite playing different roles in the strategic management process both of them are equally responsible for ensuring that the culture of the company is cooperative and everyone is interested in managing and welcoming strategic changes. What can be done to ensure this? describe briefly.Describe the steps in strategicplanning. pp. 95–101
- Board of directors today are more confident in their knowledge of the companies they serve and more strategic intheir approach than they were in 2011, according to the latest McKinsey global survey on governance. They say agreater portion of their boards’ time is now spent on strategy, while they are spending less time than before onMergers and Acquisitions (M&A). The share of time spent on strategy is even greater at private-company boards thanat public companies, which tend to spend more time on compliance. While directors now report a more completeknowledge of various company issues than they did before, they say their boards struggle to understand and maketime to manage business risks—one of several areas where directors indicate room for further improvement. Anotheris the clear need for directors to spend more time on their role: the total number of days per year respondents saythey spend on board work has not increased much since the previous survey. At boards where directors…1. In a paragraph, formulate an analysis about the big lie in strategic planning by Roger L. Martin. 3. What is the big lie in “The big lie in strategic planning” by Roger L. Martin. 3. What is the importance of strategic planning in an enterprise.Subject: Strategic Management *** Need Asap pls. Thank you. If a firm succeeds in making the customers switch from the competitor's brands to the firm's brands while maintaining its existing customers intact, there will be an increase in the firm's sales. Why/why not?