1.1 Strategic context of Lafarge Tarmac 2 Introduction 2 Visions, Objectives and Goals of the company 2 1.2 Issues in Strategic Planning at Lafarge Tarmac 3 1.3 Planning Techniques in context with Lafarge Tarmac 4 Directional Policy Matrix 4 Space Matrix 5 Task 6 2.1 Organizational Audit for Lafarge Tarmac 6 Benchmarking Audit 6 SWOT Analysis 6 Value Chain Analysis 6 Scenario Planning 7 Strategic Positioning of Lafarge Tarmac 7 2.2 Environmental Audit for Lafarge Tarmac 8 PESTLE 8 Porter’s Five Forces
organisation weaknesses are, which area they can improve, finding new and different ways to do things, by developing new strategies for improvement. Benchmarking also show where the strengths are and how to maintain them. The main reason for benchmarking is for organisation to learn how to improve their business process, in order to increase their competitiveness. Lafarge Tarmac Lafarge tarmac choose Reliance Protect, this provide a more safer protection for lone operatives.
the market in order to be different from competitors; this is usually planned in the form of a strategy. A strategy is the means by which a business sets out to achieve its desired objectives. At its most basic it can be described as long-term business planning. Typically a business strategy will cover a period of around 3-5 years, but this can sometimes be longer. Johnson and Scholes (1941) define strategy as “the direction and scope of an organisation over the long-term: which achieves advantage for
and in particular, to its markets, customers and clients to meet stakeholder expectations. (Johnson, G and Scholes, K 1993. Exploring corporate strategy, prentice hall, Hemel Hempstead. BOOK, Human resource management practice). HUMAN RESOURCE MANAGEMENT: