SG7001 Managing Strategy & Operations and Partnerships Assignment Sample 2024
Introduction
Managing strategy is indispensable step that helps in leading the organisation towards attaining its vision and mission. In this regards, it becomes essential for the management to identify and analysed both the external and internal environment to make effective strategies. Therefore, the report will shed light on the managing strategy and operation of the Atelier Chiang Mai, a clothing brand in Thailand. The report will provide analysis of the implication of vision on the organisation. The report will also identify the opportunities and threats posed by the megatrends. The reports will also present the external analysis of the industry. At last, report will provides evaluation of B2B relationship of the company with other businesses in the market.
Activity 1
An analysis of the implication of the vision of the organisation
| Vision | Atelier Chiang Mai is clothing brand which in which establishes its operation in Thailand. The main aim of the organisation is to provide supreme quality of clothes to its customer and tries to provide the product with social and ethical importance. Hence, the vision of the organisation is “to be creative an expressive yourself and the company will take care of the rest”. | ||
| Quality | Evaluation | Description and Justification | Implication |
| Volume | The organisation give prime importance in the manufacturing of the clothes that our latest in trend and of supreme quality. Organisation has high volume in fashionable clothing manufacturing. | Being a great manufacturer, the volume of their operation includes the ability of the company to manage it is a different operation. In this regard, the volume of the output helps organisation to focus on their vision and move forward to be more creative (Chan et.al. 2017).
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The main purpose of the organisation he is to increase their creativity and provide expressive clothing to customers. In order to fulfill this requirement the company possesses the environmental friendly practices and also in for sizes to spread awareness dear customer related to accept socially and economically.
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| Variety | The organisation has large amount of variety. As the company offers premium range of clothing, It states that the company has wide variety of services and offers a wide variety of products to its customers.
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As the company is highly engaged in providing fashionable products to its customer therefore it can be said that the company in which sizes in new innovative and creative variety of products.
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The best practices that the company has adopted included the spreading the practices that are related to the awareness of ecological protection (Bertola and Teunissen, 2018). Though, the company offers a wide range of products with customer the main focus of the company remains in maintaining ecological practices of manufacturing.
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| Variation | It can be said that the variation of the company in providing clothing as per fashionable trend is moderate.
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The organisation is highly competitive as a fashion industry is itself it’s a highly competitive industry in the world. In this regard, to be competitive the organisation requires adopting Advanced technology and different tools that assist in increasing the quality of the product with reducing the cost of manufacturing. The element of variation is all about implementing different techniques in existing products and services. However, making changes in the existing variation will assist organisation in a positive manner.
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The element of the variation is beneficial for the existing employees in the organisation to learn different interpersonal skills. Further, any changes in the organisation and its management lead the employees to be more adaptable and learning new ways in the business world. However, the performance quality of the management and employees is not measurable that is crucial in making strategic directions. However, the cited organisation emphasises more on expressiveness and creativeness and its products and services, the implication of variation no operation will eventually leads to the performance characteristics (Wen et.al. 2019). The performance traits are an important factor that helps organisation to reflected strategy in an appropriate manner.
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| Visibility | The element of visibility of the organisation has high evolution within its operation | Factor of visibility describe the way in which the customer of the organisation sees its products and services. It is an associated with the quality of services and product that the organisation offers its potential customers in the market. In this regard decided organisation offers high-quality of fashionable products to its customers and also assisted the customer to overcome with the different issues. However, it is a sensual for the organisation to have highly experienced employs insert of workers that possesses the skills that helps in communicating the customers to help them with their different issues (Barnes, 2018). Atelier Ching Mai has strength of highly qualified an experienced employee that helps in providing supreme customer’s services.
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It requires a set of skills an effective teamwork in order to provide an effective and desirable performance attribute of the company. In order to maintain the constant visibility of the organisation, it is a essential for the organisation to focus on the fundamental skills of its employees. In this regard, operational department of the organisation requires providing effective training and development to its employees that will eventually assist the management in maintaining the visibility dimension.
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References
Books and Journals
Barnes, D., 2018. Operations Management. Macmillan International Higher Education.
Bertola, P. and Teunissen, J., 2018. Fashion 4.0. Innovating fashion industry through digital transformation. Research Journal of Textile and Apparel.
Chan, A.T., Ngai, E.W. and Moon, K.K., 2017. The effects of strategic and manufacturing flexibilities and supply chain agility on firm performance in the fashion industry. European Journal of Operational Research, 259(2), pp.486-499.
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