your decision
MANDATORY REQUIREMENTS FOR THE BSR ASSIGNMENT
CHOICE OF COMPANY
-You MUST discuss your choice of company with your seminar leader. If you decide to swap companies after your proposal feedback, this MUST be discussed with your seminar leader.
Students making their own choices without their seminar leader input was a leading cause of fail marks last year.
COMPETITIVE ANALYSIS
You must decide who the competitor set is for your company, and say why you think this set is the right competitor set. You then must produce pie charts over time for your company and its competitors, showing the total market value at each time point. You should also produce bar charts of turnover and profit MARGIN for your company and its competitors over time.
-What is needed is a good COMPETITIVE analysis. You MUST provide interpretation of every visual you provide.
-You should provide an executive summary which states the major competitive and strategic issues for your company, and your main recommendations.
USE OF STRATEGIC ANALYSIS TECHNIQUES
-You must not put facts inside each sector of any of these. What is needed instead is a full discussion, which should relate to the elements of analytical techniques that are relevant (marks will be lost for use of elements that are not relevant). What is needed is an understanding for the reader of what is important, what is less, and how these elements interact.
-We do not want reproduction of any technique, this is not appropriate for a report. What we want is your application of the relevant parts of these to the business.
Students mechanically filling in sections of analytical structures was a leading cause of fail marks last year.
GENERATION OF STRATEGIES
-Remember that the role you are adopting in doing this BSR report is that of a consultant to the main board. So you need to provide specific recommendations that are backed up by evidence. They need to fit very closely with the analysis you have done.
Students providing generic recommendations (M&S should differentiate, diversify etc) was a major cause of fail marks last year.
IMPLEMENTATION
-You must provide a discussion of how you are going to make sure your recommendations are implemented. This discussion must include a discussion of blocks in your way, and how you are going to mitigate these or deal with them if they arise. You must provide a detailed GANTT chart detailing this implementation work.
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Introduction
Sainsbury Supermarket was established in 1869, and it is one of the biggest supermarket chains in the UK (Sajid et al, 2015). Since inception of the supermarket, it introduced the self-service strategy to shopping in UK supermarkets, an approach that enhanced its position in the industry since 1991, before a near collapse (Emerson, 2006).
The strategic plan of Sainsbury faces many challenges that need mitigation to enhance efficiency. (Frenie, Fernie & Moore, 2015). This paper represents a strategic analysis of the environment of Sainsbury.
Financial KPI of Sainsbury
Internal Environment of Sainsbury
Sainsbury operates both physical and online stores across the UK and has an estimate of 161,000 employees who have managed the company deliver services and products to its customers (Karim, Huda & Khan, 2012). Some of the competitor companies that influence the company’s internal operations include ASDA and Tesco.
Sainsbury’s 2017 operating income stood at £1128, and was realized from revenues amounting to £639 million. This indicates that the company is competitive in the industry. Tesco realized a net income amounting to £5.766 billion during that time, hence showing the great competition it offers Sainsbury. The different investments that the company engage in has also boosted its operations by minimizing risks since it rebranded in 2003 (Barratt, 2015).
The company focuses on creating formidable leadership credentials that ensures the implementation of strategies. Justin King, created effective leadership that pushed the company before he resigned in 2004. Due to the long-term success attained by the strategies created by King the company believes in effective leadership.
However, when Sainsbury first entered the market it failed to establish strategies and ideas that would assert its number one position and fell to number two to Tesco in 1995 and later fell number three after ASDA took the second place. Lack of creativity in branding affected its growth. Moreover, unlike Tesco that has stores in UK and across Asia, Sainsbury has been reluctant to expand. (Barratt, 2015).
The key stakeholders that have been affected by operations at Sainsbury include the surrounding communities, suppliers, shareholders and customers. So afar shareholders are impressed by the company’s gains.
External Environment of Sainsbury
This analysis involves the use of porter’s five forces and PESTEL to analyze Sainsbury’s external environment.
Analysis of Porters Five Forces
Established by Michael Porters, it covers aspects like buyer power, threat of substitutes, entry barriers and competitor rivalry.
Barriers to Entry
Due to the high amount of capital needed while entering the retail food market, new opportunities for new entrants are limited hence this implies that Sainsbury has considerably secured its position.
Threat of Substitutes
The UK fo...
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