RBP020L056A Strategy in Practice Assignment Sample

Module code and Title: RBP020L056A Strategy in Practice Assignment Sample

Company: GSK UK

Industry and context: Pharmaceutical industry

PESTEL and 5 Forces table (both must fit on one page!)

PESTEL

(In total list 6 to 8 external issues in the business environment. Each issue should be named andconcludedasanOor a T.Noneed toaddresseach category.)

*Political*	Changes in governmental rules and regulations Brexit policy and “Intellectual property protection” Risk of military invasion (De Vries et al. 2021) “Offering economic revival in the Covid-19 context” Provisions in “oral care medicines” Trade regulations (De Vries et al. 2021) “Industrial safety regulations in the Healthcare sector”
*Economic*	Higher inflation rate by 0.4% (Codagnone et al. 2020) Discretionary income and unemployment rate “Infrastructure quality in Drug Manufacturers” (Codagnone et al. 2020) Higher exchange rate
*Socio-cultural*	Hierarchical structure and class division in the society Leisure interests Educational standards and Entrepreneurial spirit (Zittoun, 2020) “A broader nature of the society”
*Technological*	Advancement in Technology Higher rate of technological diffusion “Value chain structure” is affecting the UK healthcare sector (Augello et al. 2020). Technology is impacting product offerings.
*Ecological*	Climate change Increasing waste in the Healthcare sector Endangered species (Granja and Machado, 2019) “Laws regulating environment pollution” Recycling
*Legal*	“Anti-trust law in Drug Manufacturers” Copyright, patents and Data Protection (Sánchez-Monedero et al. 2020) Discrimination law “Consumer protection and e-commerce”

Table1: PESTEL 200word max.

Organisation’s resources

Resources(human,physical,intangible)

Identify 5 specific and unique resources for the firm (from the following categories: human, physicaland intangible) naming each and concluding it as a Strength (S) or a Weakness (W) for theorganisation.Providea shortdiscussion/explanation foreach (why doyouthinkit isan Sora W).

*Resource*	*Explanation*
“Pharmaceutical and biotechnology company”	GSK is a “pharmaceutical and biotechnology company” established in 2000 and headquartered in London, England (Gsk.com, 2022). It is important to build good interaction with employees and motivate them to do work with efficiency. Therefore, resources in GSK plc are a good perspective and important factors for business growth.
Machine learning and automation	GSK uses “Artificial intelligence, machine learning and automation” to utilise its “data platforms and solutions”.
Tracking of medicine records	GSK’s medicine records keeping form helps to track medicine records and answer questions (Jiang et al. 2020).
key performance indicators	Resources help to improve customer satisfaction and optimise the cost in GSK company. Managing resources can help to track the company’s “key performance indicators” and improve decision-makers.
Presence in international market	It helps the company to earn a competitive advantage and build a good brand image in the international market (Gsk.com, 2022). it can help to build a global presence and take necessary action for the well-being of the company.

Table3: Resources 200wordsmax.

Financial resources

Calculate each ratio (or provide references if obtained from elsewhere) and provide interpretation 50words for each ratio max. (what does it mean for the financial position of the organization. Isfinancialpositionita Strength or a Weakness for the organization?).

Ratio	2021	2020	Interpretation
ROCE(%)	10.14% 6,201𝑥100% 79,103− 1,008	29.32% 3217.51𝑥100% 108.775 −24.678	Stable performance, with a constantly hiking ROCE
Currentratio(times)	0.89 895 1008	0.97 23.849 24.678	Low risk for the years 2021 and 2022
Gearing(%)	10.07% 28.28𝑥100% 79,103− 1,008	3.7% 22.757𝑥100% 108.775 −24.678	Gearing and the related risk is low as per 2021 and 2022.
Interest Cover (times)	8.26 43.78 5.3	4.66 32.18 6.9	The current assessment of borrowing proficiency can be at risk.

Table4: Financial analysis

Organisations distinctive activities/competences

ValueChain:List 7-10distinctiveactivities(competences)of the organisation

Infrastructure

Provision of IT infrastructure
System planning and controlling by using technology
Standardisation of technology used by users

Human Resource

Management

Employee Training
New recruitment
Attendance and payroll

Technology Development

(R&D)

Information Technology
Technological advancement

Procurement

Operations for supporting equipment and services
“Production support equipment”

Supportactivities

Primaryactivities

Inbound

Logistics

“Receipt of raw materials from suppliers”

Product return facility

Distribution of raw materials from the market

Operations

Product Implementation

Maintenance in machines

Employee Recruitment process

Raw material order

Building maintenance (Malik and Kanwal, 2018).

Outbound

Logistics

“Goods delivery between two branches”

Product storage with

Marketing

And sales

Promotion of products

“Receive orders from distributors”

Services

Providing Customer loyalty

Good interaction with customers

Product Availability in the market

Table5: Value Chain (nodiscussion)

VRIO: Select5activitiesfromValueChain andapplyVRIOto these

Competence /activity (All Strengths)	Valuable	Rare	Inimitable	Supported by the Organisation	Implications(distinctive or Corecompetence)
Brand Equity	Yes	Yes	Yes	Yes	“Sustainable Competitive advantages”
Distribution Network	Yes	No			Competitive equality
Leadership and HRM	Yes	Yes	No		“Temporary competitive advantage”
Plant Facility	Yes	Yes	No	No	“Competitive parity”
Marketing	Yes	Yes	Yes	Yes	“Sustainable Competitive advantages”

Table6: VRIO (no discussion). You can copy the tick symbol: 🗸

TOWS (must fit on one page with Suitability)

There should not be new issues in blue fields (those are issues identified before and listed on previous pages). Your recommendations (at least one, max 3) should be listed in one or more beige/yellow fields. Clearly demonstrate what issues have been linked while contemplating each recommendation(e.g.S1,S2,S5,S6-O1,O4).

TOWS

Strengths

1. Strong efforts in research and development

2. Efficient distribution network and sales

3. Global presence

4. Customer relationships

5. Training and development

6. New market performance

Weaknesses

1. Uprising of frauds and allegations in healthcare

2. Generic competition

3. “Bad Product demand forecasting”

2….

Opportunities

1.. Growth by acquisition and collaboration”

2. New product launching

3. Demand increase and quality assurance

4. New technology

S-O

Strong efforts in development can help to improve new product launches in the market. It has an opportunity to increase product demand. New technology can help to enhance productivity (Mohammed and Al-Janabi, 2022).

W-O

GSK should use its future opportunities to lower its weaknesses. It can help to transform weaknesses into strengths. It should fulfil customers’ demands to increase competition in the market

Threats

1. Intense competition

2. Government Regulations

3. Price controls

4. Market fluctuataions

S-T

Intense competition is hampering GSK’s business but New market performance can help to maintain its business. It also can help to increase its Global presence and competition.

W-T

GSK can control its price by using a good pricing strategy and maintaining market fluctuation. It can help to tackle its threats and mitigate issues (Moras, 2021).

Table7: TOWS (no discussion)

Select one recommendation (from the beige fields – clearly state which one you selected) and evaluate it (Suitability, Acceptability, Feasibility).

Suitability (of the selected recommendation): Explain your reasoning behind the recommendation (explicitlydiscussissueslinkede.g S1,S2,S5,S6-O1,O4).

References:
1. Augello, G., Emma, M.R., Cusimano, A., Azzolina, A., Montalto, G., McCubrey, J.A. and Cervello, M., 2020. The role of GSK-3 in cancer immunotherapy: GSK-3 inhibitors as a new frontier in cancer treatment. Cells, 9(6), p.1427. 2. Gsk.com, 2022, Getting ahead of infectious diseases, Available at: https://www.gsk.com/en-gb/, [Accessed on 31/12/2022] 3. Jiang, J., Bai, J., Qin, T., Wang, Z. and Han, L., 2020. NGF from pancreatic stellate cells induces pancreatic cancer proliferation and invasion by PI3K/AKT/GSK signal pathway. Journal of Cellular and Molecular Medicine, 24(10), pp.5901-5910. 4. Malik, M.S. and Kanwal, L., 2018. Impact of corporate social responsibility disclosure on financial performance: case study of listed pharmaceutical firms of Pakistan. Journal of Business Ethics, 150(1), pp.69-78. 5. Mohammed, G.S. and Al-Janabi, S., 2022. An innovative synthesis of optmization techniques (FDIRE-GSK) for generation electrical renewable energy from natural resources. Results in Engineering, 16, p.100637. 6. Moras, S.T.D.M., 2021. Equity research-GlaxoSmithKline PLC (Doctoral dissertation, Instituto Superior de Economia e Gestão). 7. De Vries, C.E., Hobolt, S.B. and Walter, S., 2021. Politicizing international cooperation: The mass public, political entrepreneurs, and political opportunity structures. International Organization, 75(2), pp.306-332. 8. Codagnone, C., Bogliacino, F., Gómez, C., Charris, R., Montealegre, F., Liva, G., Lupiáñez-Villanueva, F., Folkvord, F. and Veltri, G.A., 2020. Assessing concerns for the economic consequence of the COVID-19 response and mental health problems associated with economic vulnerability and negative economic shock in Italy, Spain, and the United Kingdom. Plos one, 15(10), p.e0240876. 9. Zittoun, T., 2020. Imagination in people and societies on the move: A sociocultural psychology perspective. Culture & Psychology, 26(4), pp.654-675. 10. Sánchez-Monedero, J., Dencik, L. and Edwards, L., 2020, January. What does it mean to’solve’the problem of discrimination in hiring? Social, technical and legal perspectives from the UK on automated hiring systems. In Proceedings of the 2020 conference on fairness, accountability, and transparency (pp. 458-468). 11. Granja, R. and Machado, H., 2019. Ethical controversies of familial searching: The views of stakeholders in the United Kingdom and in Poland. Science, Technology, & Human Values, 44(6), pp.1068-1092.