New Zealand Diploma in Business (Level 6) Course Title Strategic Management Course DBN603 Version 6 Title Assessment 2: Assignment (Case Study Based) Level 6 Credits 20 Total Marks [Weighting] 90...

Running Head: Strategic Management         1
Strategic Management         3
STRATEGIC MANAGEMENT
Table of Contents
Introduction    4
Section 1    4
T1: Business Objectives    4
1.1    Develop two strategic business objectives.    4
1.2 One strategic business objective for a non-profitable business of New Zealand.    5
T2: Business Objectives and Operations Management (LO3)    6
2.1 Impact of two operations management principles on the strategic business objectives.    6
2.2 Operational practices to help achieve two strategic business objectives.    7
T3: Business Objectives and Management Accounting (LO4)    8
3.1 Impact of two management accounting principles on the strategic business objectives.    8
3.2 Two management accounting practices for achieving two strategic business objectives.    9
T4: Business Objectives and Sales/Marketing Management (LO5)    11
4.1 A sales management principle and a marketing management principle in the setting of two strategic business objectives.    11
4.2 One sales management practice and one marketing management practice application for achieving the two strategic business objectives.    11
T5: Business Objectives and Human Resources/Risk Management (LO6)    12
Human Resources    12
5.1 Two human resource management principles in the setting of two strategic business objectives.    12
5.2 Two human resource management practices for achieving two strategic business objectives.    13
Risk Management    14
5.3 Two risk management principles in the setting of two strategic business objectives.    14
5.4 Two risk management practices for achieving two strategic business objectives.    15
Conclusion    16
References    18
Introduction
In the current business environment, the leading players constantly strive to equip themselves for surviving amid the high intensity market competition. The business organisations reach a point of making strategic decision on the grounds of customer feedback and expectation, evolving technologies and new innovations. In this context, Ansoff, Kipley, Lewis, Helm-Stevens and Ansoff (2018) have opined that strategic management demands planning of organisational goals and objectives; and framing the necessary initiatives to be undertaken by the authority on the basis of available resources and evaluation of external and internal factors that influence the organisational performance in the competitive market. In this assignment, the strategic management objectives of the New Zealand based businesses are focused that serve as an essential tool for the company owners to analyse and comprehend the current situation of the organisation, frame the appropriate strategies and assess the effectiveness ofthose executed strategies.
Section 1
T1: Business Objectives
1.1 Develop two strategic business objectives.
The selected New Zealand based profitable organisation that has developed two significant strategic business objectives for upgrading the business performance is Golden Bay Cement. In the words of Noe, Hollenbeck, Gerhart and Wright (2017), the company is recognised as the largest manufacturer of cement in New Zealand that is involved in supplying high quality cement products across the entire region. The first strategic objective that is developed by Golden Bay Cement to supply more percentage of cement in Auckland and surrounding areas to increase its sale of 20% be December 2022 involves chalking out new ideas for launching innovative products and related facilities for the target consumers. This would require the purchase and adoption of advanced machinery to upgrade the standard of products supplied to the market. Furthermore, it is necessary for the organisation to recruit highly skilled workforce to extract the best out of the new machineries. The strategic objective also calls forth the reduction of costs involved in maintaining out-dated machines and less skilled employees. This is, indeed, a lean production approach that helps the organisation to save capital and channelize it in other productive areas.
    The second strategic objective of the Golden Bay Cement is reaching out to the customers with the most innovative products and premium quality cement by developing widespread connection with multiple distributors and framing impressive marketing plans. According to Chang (2016), the distributors play a vital role in developing an effective linkage between the company products and the customers in the market. With the help of these distributors, the customers can seamlessly access the Golden Bay products, thereby, shooting up its market share. Furthermore, the high level of promotional activities of the Golden Bay products in Auckland and other cities of New Zealand via advertising and marketing significantly contribute towards pushing up the business performance. As a result, the profit margin of the Golden Bay would remain satisfyingly high.
1.2 One strategic business objective for a non-profitable business of New Zealand.
St. John Foundation is a well-established, non-profitable organisation in New Zealand that fundamentally upholds the principle of good health and well-being of humanity. Kasemsap (2018) has mentioned that the strategic objective of a non-profit organisation accentuates on the high quality of service offered to the target customers for improving their quality of life. In this context, it can be stated that analysis and understanding of the deficits, demands and necessities of the communities are substantial for the organisation.Accordingly, a non-profitable organisation can frame plans for satisfying those needs of the target customers.
Over the years of services, since St. John Foundation aims to focus on improving 20% of the health condition and wellbeing of the citizens of New Zealand, therefore, it is necessary for the organisation to reach out to more competent doctors along with arranging for increased count of ambulances. The organisation must engage in formal associations with more number of proficient healthcare experts for catering to the growing healthcare needs of the residents of New Zealand. Furthermore, the objective of the organisation to make healthcare needs seamlessly accessible to all New Zealand citizens can only be achieved by entering into tie ups with more agencies that can readily provide ambulances.
T2: Business Objectives and Operations Management (LO3)
2.1 Impact of two operations management principles on the strategic business objectives.
Spark is a New Zealand based telecommunication provider that deals with the supply of telephone services on fixed time basis, high speed internet connectivity, mobile network and Information and Communication Technology services. Firstly, Thompson, Strickland and Gamble (2015) have stated that it is important to comprehend that operations management is about conducting business practices in a manner that results in maximum efficiency and facilitates conversion of labour and raw materials into high quality services and products that proves to beneficial for the organisation. The company has focused on stepping up its 20% employee productivity by September 2020 by framing a strategic business objective of providing training and development sessions to the available human resources and organising on job training session. In this pretext, the operations management principles contribute towards further fostering the efficiency level of the organisational employee.
The first operations management principle is accountability where the managers of the organisation are entrusted with the responsibility to frame rules and regulations for the employees. According to Slack and Brandon-Jones(2018), these set of rules helps the organisational workforce to evaluate their performance and take them a step closer towards attaining their goals. The mentioned operations management principle will enable the workforce of Sparks to rightly perform their functions on the basis of the responsibilities vested upon them. Furthermore, it would provide them an opportunity to check their own efforts in meeting the final objective of increasing the productivity level by 2020. The second operations management principle includes variance that the organisation must necessarily accept to bring creativity in the services. Sparks Telecommunication, with this particular principle,...