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Baluchistan University of
Information Technology Engineering &Management Sciences.
SEHER OrganizationNGO
STRATEGIC MANAGEMENT
PREPAREDBY
Ateeq Ur rehman
Hidayat khan
Sardar Husain
Sanaullah tareen
Arsalan Aziz khan
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Imran khan
Table of Contents
PageTopics
3Introduction
3Vision, Mission
4The Five Forces Framework
5External Audit
6CPM-Competitive Profile Matrix
7External Factor Evaluation (EFE) Matrix
8Internal Audit
9Internal Factor Evaluation (IFE) Matrix
10SWOT Matrix
11SPACE Matrix12The Boston Consulting Group (BCG) Matrix
13The Internal-External (IE) Matrix
14The Quantitative Strategic Planning Matrix
(QSPM)
16Recommendations
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Introduction:
Society for Empowering Human Resource (SEHER) established on May, 28th
1998 and registered 1under Society Act 1860, by a group of youth sharing a
common aim and commitment to address human misery with a special focus on
vulnerable segment of society i.e. women, children, minorities, refugees,disable/abused and the poorest of the poor. SEHER, being a right based social
reformatory organization, adopts a holistic approach towards right based
development initiatives upholding the human rights.
SEHER uses rigorous approach by analyzing the various aspects that contribute
to oppression, injustice, violence, vulnerability, discrimination, abuse and
poverty in the society while treating the survivor (s) as subjects of the change
process.
SEHER is guided by a vision of a society where poorest of the poor,
marginalized, socially excluded and never reachable are empowered toovercome their miseries/poverty, social, political and economic burdens and
enjoy equal human rights and opportunities to lead a life of dignity and self-
fulfillment. To achieve such a gigantic task and multi-dimensional vision
SEHER as an NGO may not be the sole remedial force, it would need to pursue
the strengthening of intra-organizational capacities through partnerships,
alliances building, advocacy efforts, campaigns and program cooperation at
operational as well as policy levels.
SEHER believes in right based culture where norms and values of social justice,
guarantee of self-respect, availability of equal rights with equal opportunitiesand uniform road to the destination of development process for all segments of
society prevails. SEHER consistently adhere to make its contribution in
development of such culture.
Vision
A Prosperous and Violence Free Society
Mission
To empower the marginalized segment of the society to assert for their social,
economic and political rights
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The Five Forces Framework
The Threat of Entrants
Large established NGOs with strong Services identities such as United Nations,
MSF, ICRC, and some others do make it more difficult to enter and succeed
within the marketplace; new entrants find that they are faced with Service
competition from existing chain NGOs.
Utilizing Power of users
Low utilizing power of buyers due to cultural deference and law & order.
4
Suppliers
Substitutes
Buyers
Potential
entrants
Competitive
rivalry
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Bargaining power of suppliers
Bargaining power of suppliers within the Services industry would be relatively
small, unless the main things are easily available.
Threat of Substitutes
This could range from competitive rural areas to urban areas to door to door
services.
Competitive RivalryThe strength of competition in this industry is very high; the main rivals are
United Nations, MSF, and ICRC. They compete with international, national,regional, local.
External Audit:
Opportunities Threats
1. Growing health trends among
consumers
2. Globalization, expansion
in other countries (especially in
Afghanistan & India).
3. Diversification and
acquisition of other quick-service
NGOs.
4. Growth of the Services
industry.
5. Worldwide deregulation.
6. Free of cost Services that
will attract the customers (people).
1. There is big cultural
deference.
2. Peoples have
misperception about NGOs.
3. SEHER competitors
threatened market share of the
company both internationally and
domestically.
4. Anti-American sentiments.
5. Global recession and
fluctuating foreign currencies.
6. Low knowledge and lack
of awareness among the masses
about there economic and socialrights.
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CPM-Competitive Profile Matrix
SEHER ICRC MSF UN
Critical Success
Factors
Weight Rating Weighted
Score
Rating Weighted
Score
Rating Weighted
Score
Rating Weighted
Score
Charges 0.15 4 0.45 3 0.45 3 0.45 3 0.60
FinancialPosition
0.08 4 0.16 3 0.32 3 0.24 2 0.32
Consumer
Loyalty
0.10 4 0.20 3 0.40 3 0.30 2 0.40
Advertising 0.10 3 0.25 3 0.30 4 0.40 2 0.30
Service Quality 0.10 4 0.35 3 0.40 4 0.40 2 0.40
Innovation 0.15 3 0.30 3 0.45 3 0.45 2 0.45
Market Share 0.10 4 0.20 2 0.20 3 0.30 2 0.40
Management 0.07 4 0.26 3 0.21 3 0.21 3 0.28
Global
Expansion
0.15 4 0.15 2 0.30 3 0.45 1 0.60
Total 1 2.32 3.03 3.20 3.75
External Factor Evaluation (EFE) Matrix
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Key External Factors Weight Rating Weighted Score
Opportunities
Growing health trends among consumers 0.08 3 0.24
Globalization, expansion in other countries
(especially in Afghanistan & India).
0.12 4 0.48
Diversification and acquisition of other quick-
service NGOs.
.04 3 0.12
Growth of the services industry. .10 3 0.30
Worldwide deregulation .04 2 0.08
Low cost services even free services to attract
the customers (people).
.08 2 0.16
Workshops and seminars. .08 1 0.08
Threats
Cultural deference. 0.10 3 0.30
SEHER competitors threatened market share of
the company both internationally and
domestically
0.09 3 0.27
Peoples have misperception about NGOs. 0.12 4 0.48
Anti-American sentiments. .07 2 .14
Global recession and fluctuating foreign
currencies.
.04 3 .12
Low knowledge and lack of awareness among
the masses about there economic and social
rights.
.04 2 .08
Total 1.00 2.85
Internal Audit
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Strength Weakness
1. Provide best services, for good
cause and best reputation.
2. Have market share.
3. Strong global presence.
4. Specialized training formanagers and employees.
5. SEHER Plan to win focuses on
people, products, place, price and
promotion.
6. Strong financial performance
and position.
7. Creating of new branches.
8. Customer focus (centric).
9. Strong SEHER performance inthe global marketplace.
1. Some government restrictions.
2. High Staff Turnover including
Top management
3. Location is in unsafe area.
4. Legal actions related to health issues,
violence issues and Inco-operations from
police.
5. Lack of infra structure In Baluchistan.
6. Lower level employees are totally un
skilled.
Internal Factor Evaluation (IFE) Matrix
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Key Internal Factors Weight Rating Weighted Score
Strengths
Provide best services, for good cause
and best reputation.
0.12 4 0.48
Have market share. 0.10 4 0.40Strong global presence. 0.04 3 0.12
Specialized training for managers
and employees.
0.04 3 0.12
SEHER Plan to Win focuses on
people, products, place, price and
promotion
0.12 4 0.48
Strong financial performance and
position.
0.08 4 0.32
Creating of new branches. 0.06 4 0.24
Customer focus (centric). 0.06 4 0.24
Strong performance in the global
marketplace.
0.08 4 0.32
Weaknesses
Some government restrictions. 0.08 1 0.08
High Staff Turnover including Top
management
0.04 1 0.10
Location is in unsafe area. 0.04 1 0.04
Legal actions related to
health issues, violence
issues and Inco-operations
from police.
0.04 2 0.08
Lack of infra structure In
Baluchistan.
0.04 2 0.08
Lower level employees are
totally un skilled.
0.06 1 0.06
Total 1.00 3.16
SWOT Matrix
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10
Strengths Weaknesses
Provide best services, for
good cause and best
reputation.
Have market share.
Strong global presence.
Specialized training formanagers and employees.
SEHER Plan to win
focuses on people, products,
place, price and promotion.
Strong financial
performance and position.
Creating of new branches.
Customer focus (centric).
Strong SEHER performance in
the global marketplace.
Some government
restrictions.
High Staff Turnover
including Top
management
Location is in unsafe
area.
Legal actions related to
health issues, violence
issues and Inco-operations
from police.
Lack of infra structure In
Baluchistan.
Lower level employees
are totally unskilled.
Opportunities S-O Strategies W-O Strategies
Growing health trends
among consumers
Globalization,
expansion in other countries
(especially in Afghanistan& India).
Diversification and
acquisition of other quick-
service NGOs.
Growth of the
Services industry.
Worldwide
deregulation.
Free of cost
Services that will attract the
customers (people).
1. Focus on Plan to win to attract customers
and expansion in other countries.
2. Expansion in market share by more
investments in Asia especially Pakistan and
Afghanistan.
1. Minimize customerslosses by provide high value
of services on door step.
Threats S-T Strategies W-T Strategies
There is big
cultural deference.
Peoples have
misperception about
NGOs.
SEHER
competitors threatened
market share of the
company both
internationally and
domestically.
Anti-American
1. More control on branchesto maintain SEHER's reputation
and quality.
2. Make new projects andkeep innovation.
1. Serving the humanity
but with the help of
government to obey rules and
regulations.
2. hand shake with thetribal leaders to serve more
easily in tribal areas.
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SPACE Matrix
Financial Strength Rating Environmental Stability Rating
Return on investment 4 Rate of inflation -3
Leverage 4 Demand Changes -3
Net funding 6 Price Elasticity of demand -1
Investments 5 Competitive pressure -3
ROE 5 Barriers to entry new markets -3
Cash Flow 4 Risk involved in business -2
Average 4.67 Average -2.5
Y-axis 2.17
Competitive Advantage Rating Industry Strength Rating
Market share -1.00 Growth potential 5
Service Quality -1.00 Financial stability 5
Customer Loyalty -1.00 Ease of entry new markets 4
Control over other parties -2.00 Resources utilization 4
funds potential 5
Demand variability 3
Average -1.25 Average 4.33
X-axis 3.08
Directional vector point is :( 3.08, 2.17)
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Conservative Aggressive
CompetitiveDefensive
FS
IS
C
A
ES
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The Boston Consulting Group (BCG) Matrix
The Internal-External (IE) Matrix
Strong Average Weak
3.0 to 4.0 2.0 to 2.99 1.0 to 1.99
High
3.0 to 3.99
Medium
2.0 to
2.99
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Question Marks
Cash Cows Dogs
Relative Market Share Position
Industry
Sales
Growth
Rate
Stars
SEHER
I IIIII
IV V VI
VII VIII IX
SEHER
The IFE Total Weighted Score
e EFE Total
ighted Score
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Low
1.0 to 1.99
The Quantitative Strategic Planning Matrix(QSPM)
Strategy 1
Expand further in
Asia by adding 100branches
Strategy 2
Serving peoples
especially children,old and poor at there
door steps.
Key Internal Factors Weight AS TAS AS TAS
Strengths
Provide best services, for good cause and best
reputation.
0.12 4 0.48 4 0.48
Have market share. 0.10 4 0.40 2 0.20
Strong global presence. 0.04 4 0.12 2 0.08
Specialized training for managers and
employees.
0.04 - - - -
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SEHER Plan to Win focuses on people,
products, place, price and promotion
0.12 4 0.48 4 0.48
Strong financial performance and position. 0.08 4 0.32 4 0.32
Creating of new branches. 0.06 - - - -
Customer focus (centric). 0.06 1 0.06 4 0.24
Strong performance in the global marketplace. 0.08 3 0.24 1 0.08
Weaknesses
Some government restrictions. 0.08 1 0.08 4 0.32
High Staff Turnover including Top
management
0.10 - - - -
Location is in unsafe area. 0.04 3 0.12 1 0.04
Legal actions related to health issues,
violence issues and Inco-operations
from police.
0.04 1 0.04 4 0.16
Lack of infra structure In Baluchistan. 0.04 - - - -
SUBTOTAL 1.00 2.34 2.40
Strategy 1
Expand further in
Asia by adding100 branches.
Strategy 2
Serving peoples
especially children,old and poor at theredoor steps.
Key External Factors Weight AS TAS AS TAS
Opportunities
Growing health trends among consumers 0.08 1 0.08 4 0.32
Globalization, expansion in other countries
(especially in Afghanistan & India).0.12 4 0.48 1 0.12
Diversification and acquisition of other quick-
service NGOs.
0.04 - - - -
Growth of the services industry. 0.10 4 0.40 4 0.40
Worldwide deregulation 0.04 4 0.16 1 0.04
Low cost services even free services to attract the
customers (people).
0.08 - - - -
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Workshops and seminars. 0.08 - - - -
Threats
Cultural deference. 0.10 1 0.10 4 0.40
SEHER competitors threatened market share of the
company both internationally and domestically
0.09 4 0.36 1 0.09
Peoples have misperception about NGOs. 0.12 4 0.48 4 0.48
Anti-American sentiments. 0.07 - - - -
Global recession and fluctuating foreign currencies. 0.04 - - - -
Low knowledge and lack of awareness among the
masses about there economic and social rights.
0.04 1 0.04 4 0.16
SUBTOTAL 1.00 2.10 2.01
SUM TOTAL ATTRACTIVENESS SCORE 4.44 4.41
Recommendations
Expand further into Asia over a 2-year period by adding 50 branches peryear at a cost of $40 million annually, and serving children, old and poorpeople at their door step.
References1. www.seher.com.pk
2. Data provide by SEHER ngo.
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http://opt/scribd/conversion/tmp/scratch6265/www.seher.com.pkhttp://opt/scribd/conversion/tmp/scratch6265/www.seher.com.pk -
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3. Strategic Management concepts and cases by Fred David 12
edition
4. Exploring Corporate Strategy text & cases 8th edition.
5. Under guidance of Sir Zahid majeed.
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