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I. Saa Answers: MA in Management - Strategic Analysis Module Analysing The Capabilities of The Organisation

The document summarizes a module on strategic analysis from a MA in Management program. It provides sample answers to four strategic analysis assessments (SAAs) related to analyzing the capabilities of an organization. SAA 1 involves conducting a resource audit of the University of Durham, identifying their physical, human, financial, and intangible resources. SAA 2 analyzes the value chain activities of Brasseries Kronenbourg brewery. SAA 3 discusses value chain linkages within Brasseries Kronenbourg and with other companies. SAA 4 examines the bases of advantage for Brasseries Kronenbourg in terms of economies of scale, scope, experience effects, and value added through their brand portfolio and marketing activities.

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80 views2 pages

I. Saa Answers: MA in Management - Strategic Analysis Module Analysing The Capabilities of The Organisation

The document summarizes a module on strategic analysis from a MA in Management program. It provides sample answers to four strategic analysis assessments (SAAs) related to analyzing the capabilities of an organization. SAA 1 involves conducting a resource audit of the University of Durham, identifying their physical, human, financial, and intangible resources. SAA 2 analyzes the value chain activities of Brasseries Kronenbourg brewery. SAA 3 discusses value chain linkages within Brasseries Kronenbourg and with other companies. SAA 4 examines the bases of advantage for Brasseries Kronenbourg in terms of economies of scale, scope, experience effects, and value added through their brand portfolio and marketing activities.

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© © All Rights Reserved
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MA in Management – Strategic Analysis Module

Analysing the Capabilities of the Organisation

I. SAA ANSWERS
SAA 1 – A Resource Audit of the University of Durham

Your answer may include some or all of the following:

 Physical - the departmental buildings and equipment in which teaching takes place;
college facilities for accommodation of students; the books and information contained in
the libraries.

 Human - the teaching and research staff; support staff like laboratory technicians and
administrators; and the most visible output of the University, its students.

 Financial - accumulated reserves; government grants; fees from students; research


grants and other income.

 Intangible assets - the University’s charter and crest; patents from research and staff
publications (all legally protectable). The University’s reputation is probably the main
intangible asset that is not legally protectable.

 Intangible resources – individual research expertise of staff is a key functional


capability. The ability to design, deliver and assure quality on the courses within the
University is a good example of a cultural capability, relying on relationships within and
between departments and across the University.

Many of these resources will also be available to other universities, that is to say they are
necessary resources for any academic institution. However, the unique resources on
which Durham is likely to build a successful strategy might rest largely with the quality of its
teaching/research staff and, particularly, its reputation. Intangible resources, like
reputation, which is largely the result of over 150 years of history, are frequently the most
important assets that an organisation can possess because their very nature is difficult to
copy by a competitor.

SAA 3 – Value Chain Linkages at Brasseries Kronenbourg

The value chain for Brasseries Kronenbourg points to a number of linkages. The “Pluton”
merchandising system provides a linkage between activities as well as a linkage with the
value chains of other companies – the retailers. The development of new packaging, in
conjunction with another division of Danone is an example of a linkage with the value
chain of another business unit within the group. The sponsorship of the Paris St Germain
and Strasbourg football teams demonstrates linkages with the value chains of other
companies.

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SAA 2 – Value Chain Activities within Brasseries Kronenbourg

Your analysis might include the following:

SAA 4 – Bases of Advantage at Brasseries Kronenbourg

Economies of scale – the concentration on large, efficient breweries and the development
of new distribution systems point to economies of scale in these areas. However, their
facilities are unlikely to be significantly different to those possessed by their major
competitors.

Economies of scope – the best example is the way in which the company produces and
distributes a range of brands using the same facilities. Again, the question is the extent to
which these bases will provide an advantage over the main competition.

Experience effects – it is difficult to identify particular experience effects where Brasseries


Kronenbourg would have an advantage over other major competitors.

Overall, bases of lower cost may confer some advantage to Brasseries Kronenbourg with
local, regional or national competitors, but their position vis-à-vis the other pan-European
brewers like Heineken and Carlsberg is probably a one of parity, at best.

Value added – the main source of advantage here rests upon the quality of the brand family
and the activities taken to support and develop it. The extent of the brand family, with 28
brands from the Kronenbourg/Kanterbraü stable, including the 1664 and Tourtel international
brands, along with local brands from its foreign partners is a possible strength. The ability to
develop new products to meet the needs of new segments points to an understanding of
customer needs. Image is also seen as a key factor, so the quality of the packaging (where
awards and the temperature-sensitive 1664 label are examples of competences), advertising
and sponsorship activities are important. It is also important to see that Kronenbourg’s
activities in this area involve channel development, such as increasing its strength of
presence with retailers by using Pluton, as well as focusing on the drinker.

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