Bibm678 Strategic Planning For Small Assessment Answer



Competitive food industry: In this industry, there are some strong competitors, who are already well-established and doing well. It is very difficult to establish a new business with the same products in the New Zealand fast food market. 

These weaknesses of current participants can be avoided by using effective strategies. The organization must implement the creative business models and there must be product differentiation. They should make market research for knowing the needs of customers, and then they must introduce new products. 

Conclusion

Thus, the strategic planning for each and every business is essential, whether it is small or big. The discussion includes the strategic plan for the Spicy Hut Restaurant, which is located in Lower Hutt, Willington. The business environment has some economic and political factors for the new initiative. In the food industry, the company may have various trends, which pose threat on it. It may have some opportunities and strengths by developing business in New Zealand fast food industry. Furthermore, the business system of this business initiative is explained in the paper. The organization can grow using the prospecting business system. The business life cycle of the restaurant includes 5 stages, i.e. establishment, growth, expansion, maturity and decline. There are some critical factors, which may lead the organization towards the success in fast food industry.

References

Agarwal, R., Grassl, W.  & Pahl, J. (2012). SWOT: introducing a new strategic planning tool. Journal of Business Strategy, 33 (2), pp. 12.

Birt, I. (2013). Writing Your Plan for Small Business Success. Allen & Unwin Publishers.

Clemens, R. (2009). “Environmental Scanning and Scenario Planning: A 12 month Perspective on Applying the Viable Systems Model to Developing Public Sector Foresight”. Systems Practice and Action Research 22. Springer: 249-274.

Deloitte. (2017). Consumer Trends in Food Industry. Retrieved from https://www2.deloitte.com/us/en/pages/consumer-business/articles/us-food-industry-consumer-trends-report.html. 

Harmer, W. (2014). Business Planning for Small Business: A step-by-step guide to the what, why, when and how of business planning. Balboa Press. 

Jones, P, Hill, C, Comfort, D & Hillier, D. (2008). Marketing and Sustainability, Marketing Intelligence and Planning, Vol.26, No.2, pp.123-130. 

Lynn, M. (2011). Segmenting and Targeting Your Market: Strategies and Limitations. Cornell University School of Hotel Administration.

Nelson, R.A.  & Alkhafaji, A. (2013). Strategic Management: Formulation, Implementation, and Control in a Dynamic. Routledge Publishers.

New Zealand Medical Association. (2014). Healthiness of Popular fast Food Items in New Zealand: Plenty of Room for Improvement. The New Zealand Medical Journal, Vol. 127.

New Zealand Food Technology, (2013). New Zealand fast Food Industry: a trend industry. Retrieved from https://www.foodtechnology.co.nz/content/new-zealands-fast-food-industry-trend-analysis/.

Pinson, L. (2008). Anatomy of a Business Plan: A Step-by-step Guide to Building the Business and Securing Your Company's Future. Aka Associates. 

Steiner, G.A. (2010). Strategic Planning. Simon and Schuster Publications. 

Spicy Hut. (2017). Spicy Hut Limited- Lower Hutt- New Zealand. Retrieved from https://www.companiesnz.com/company/2313529/spice-hut-limited. 

Thompson, J.L. & Martin, F. (2010). Strategic Management: Awareness & Change. Cengage Learning.Upton, N., Teal, E.J. & Felan, J.T. (2010). Strategic and Business Planning Practices of Fast Growth Family Firms. Journal of Small Business Management. 

Wang, C., Walker, E.A. & Redmond, J. (2006). Ownership Motivation and Strategic Planning in Small Business. Journal of Asia Entrepreneurship and Sustainability.

Warner, A.G., (2010). Strategic Analysis and Choice: A Structural Approach, Business Express Book.

Zareil, M. & Paghaleh, M.J. (2011). Strategic Management of Business in Food Industry: By an Integrated Deployment of AHP and Freeman Model. Business Management Dynamics Vol.1, No.3, pp. 47-52.


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