b) Evaluate how the size, and type (private sector, public sector, not-for-profit) is likely to influence the balance of intended and emergent approaches to strategy formation in organisations. 10
c) Critically assess to what extent has there been a combination of intended and emergent approaches to strategy formation at Victorinox. 13
Question 2
a) Assess the likely benefits to an organisation, of undertaking an analysis of its business environment. 8
b) Propose THREE (3) analytical frameworks for undertaking an analysis of an organisation’s business environment, and what would be the specific purpose of each one? 15
c) Making use of appropriate analytical frameworks, identify and justify what you consider to be the FIVE (5) most important issues facing Victorinox arising from its business environment.
Question 3
a) Explain FOUR (4) benefits to an organisation of gaining an understanding of its strategic capability. 8
b) Briefly outline the concepts and frameworks you would use to gain an understanding of the strategic capability of an organisation such as Victorinox, and explain why you would use them. 15
c) Identify and justify what you consider to be the THREE (3) major elements of strategic capability that Victorinox possesses.
Question 4
a) Identify and explain the FOUR (4) alternative strategic directions for achieving growth included within the Ansoff matrix. 8
b) Briefly identify and explain the major benefits, and risks, associated with each of the four alternative directions within the Ansoff matrix. 15
c) Discuss the four alternative strategic directions and identify which Victorinox appears to have pursued, and explain whether or not you believe each was appropriate.