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Evaluation of BMC’s Strategic Management Planning (Other (Not Listed) Sample)


The task is about the BMC’s strategic report. The sample paper evaluates strategy for BMC to cope with a new business environment post the COVID-19 pandemic.


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Executive Summary
The report’s purpose is to implement a new organizational strategy for BMC to cope with a new business environment post the COVID-19 pandemic. The report’s purpose is to develop a new strategy that BMC should implement to boost its performance in a new business environment after the pandemic. The report applied credible secondary sources to gather vital information to develop a new strategy. The current business strategy that BMC applies is ineffective and requires adjustment to enable the firm to cope in a new business environment during and after the COVID-19 pandemic. BMC should transform into a public limited company to access capital for its business development. The company should adopt an online ordering system and the HR business partnership model to improve its performance and survival in a new business environment.
Table of Contents
 TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc72092316" Executive Summary  PAGEREF _Toc72092316 \h 2
 HYPERLINK \l "_Toc72092317" Introduction  PAGEREF _Toc72092317 \h 4
 HYPERLINK \l "_Toc72092318" Literature Review  PAGEREF _Toc72092318 \h 4
 HYPERLINK \l "_Toc72092319" Organizational Structures  PAGEREF _Toc72092319 \h 4
 HYPERLINK \l "_Toc72092320" Organizational Strategy 4
 HYPERLINK \l "_Toc72092321" External Factors and Trends affecting BMC 5
 HYPERLINK \l "_Toc72092322" Priorities within Organizations 6
 HYPERLINK \l "_Toc72092323" Impact of People’s Practices 6
 HYPERLINK \l "_Toc72092324" Impact of Technology 7
 HYPERLINK \l "_Toc72092325" Research Method 7
 HYPERLINK \l "_Toc72092326" Findings, Analysis, and Discussion 7
 HYPERLINK \l "_Toc72092327" Reference List 9
 HYPERLINK \l "_Toc72092328" Appendix 12
 HYPERLINK \l "_Toc72092329" Appendix One: UK unemployment rate 12

The report’s purpose is to discuss a new business strategy implementation. The report addresses the organizational structure, business environment, and strategy to enable BMC to cope with a new business environment that results from the COVID-19 pandemic. The report covers organizational structures, organizational strategy, external factors and trends, people’s practices, and technological development. BMC’s CEO expressed the need to adjust the current organizational strategy to align with changes that emerge from the COVID-19 pandemic. The CEO believes that the current strict and centralized policy will be ineffective in the business environment post-pandemic crisis. The report’s objective is to improve BMC’s success by introducing a new organizational strategy.
Literature Review
Organizational Structures
BMC should be a public limited company to achieve its growth objectives. A public limited company is effective because it can raise capital to expand its businesses by issuing shares to the public, particularly in a recognized stock market. Additionally, a public limited company has a large shareholder population, which spreads risk. However, a public limited company should adhere to more regulatory requirements developed to protect shareholders’ interests (Korchak 2016). If BMC chooses to become a public limited company, it should provide a wide product variety to generate more profits to satisfy its shareholders. Alternatively, BMC can register as a private company to facilitate its operations. A private limited company separates management and ownership while holding management responsible for its successes and losses. Nonetheless, a private company restricts share transferability, which limits capital sources (Dharti 2021). If BMC opts to become a private company, it should limit its product range and target the most profitable customer segments to maximize its profitability. Therefore, BMC should choose between private and public limited companies, depending on its capital requirements.
BMC should compare the most appropriate organizational structures that can suit its organizational purpose. BMC can select a functional structure that divides departments based on functions like marketing, production, and procurement. The structure has a narrow control span because of its hierarchical nature. Functional organizational structure is beneficial because it categorizes employees based on their specialization. However, the organizational structure weakens the coordination between different departments and affects effective communication and carrying out interdepartmental tasks. Alternatively, BMC can adopt a divisional organizational structure for its operations. The divisional structure has a narrow scope because it is hierarchical. The structure promotes coordination between divisions and facilitates product specialization. Nevertheless, the divisional structure promotes resource duplication and contributes to companies’ efficiency loss. The organizational structures can improve BMC’s operational efficiency and promote divisions of labor that influence organizational performance and profitability (SHRM 2021). Indeed, BMC can select either a divisional structure or a functional structure to achieve its goals.
Organizational Strategy
BMC links its organizational strategy with services, products, revenues, and customers. BMC’s mission is to “provide customers with quality and delicious meals exceeding their expectations.” BMC’s vision is to be “a global leader in providing quality services and delicious food to meet customers’ satisfaction.” Equally, BMC’s values include honesty, hospitality, charity, efficiency, quality, customer commitment, trust, and passion. The mission and vision statements demonstrate BMC’s determination to satisfy customers’ needs and provide quality foods and services. Vision and mission statements provide directions for stakeholders to follow to meet the developed organizational objectives (Open Growth 2020). BMC’s values depict its organizational culture and employees’ expectations to meet the set organizational objectives and serve consumers. The corporate strategy will improve BMC’s relationship with customers and promote its products and services.
BMC will adopt various strategies to generate revenues and boost its success. The firm will apply a customer value proposition by providing a wide variety and high-quality foods. Additionally, BMC will provide clients with unique and quality hospitality services to improve its market position. According to Payne, Frow, and Eggert (2017), the customer value proposition demonstrates reasons for customers to select a product and forego the competing brands. Moreover, BMC will generate more revenues through expansion in the existing and new markets. The company is using the acquisition strategy to expand its business in the United Kingdom. The acquisition strategy reduces the market barrier if companies gain entry by acquiring a recognized brand (CFI 2021). To this end, BMC will apply the acquisition strategy and customer value proposition to generate revenues.
BMC will apply the emergent strategy to adjust to the unintended changes linked to the COVID-19 pandemic. Organizations apply the emergent strategy to develop new behaviors, actions, and patterns absent in the original strategic planning if an occurrence interferes with a pre-planned pattern and actions (Neugebauer, Figge, & Hahn 2016). BMC will apply the emergent strategy to learn how to cope with the environment post the COVID-19 pandemic. For instance, the organization will adopt an online ordering system and food delivery strategy to target clients unable to visit its restaurants. Firms adopt the emergent strategy to manage their direction and align new actions with their objectives (Neugebauer, Figge, & Hahn 2016). BMC will adopt the emergent strategy to realign its actions with remote food ordering to target a wider audience.

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