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PepsiCo is in a challenging predicament especially since all of the base drinks are focused on sugar, which hold strong followers, but as you mentioned other more affluent consumers turn to more healthy alternatives PepsiCo has to change with them. Have you seen much else difference except the decline of stock, which is effectively a great determiner, or have you seen significant changes in tv focus of managers there? I know with my own company, Marriott, my managers have become very aggressive in trying to retain the customers we already have while trying to expand the base of our company in other directions.
: My target organization is Marriott. According to Pearce and Robinson (2011) the major components of the strategic management process include:
Company Mission which for Marriott is to be the premier hotel chain in the world.
Internal analysis is another component of the strategic process. Marriott focuses on internal analysis by working with their associates to find better ways to do their work.
External Environment is one that makes strategic process very difficult to manage because the external factors are ones that can change from one hotel location to another.
Strategic Analysis is something Marriott works very hard to focus by ensuring that they remain the top hotel chains in their area. For instance in Dallas Marriott has lost customer preference from 2:1 to 1:1 which puts Marriott in the position to have to come up with solutions to get the customer preference back from the competitors. By focusing on strategic analysis the managers can take the information from customers to try and figure out ways to bring back the customers.
Marriott has a lot long-term objectives they focus on including one objective called BRIC, which stands for Brazil, Russia, India, and China, the objective is a rapid expansion in the next five years into those countries.
Some of Marriott’s generic and grand strategies come from the hotels themselves in which one hotel might have a process that works for them and they introduce it to other markets that might benefit from their process.
Short-term objectives come from corporate on specific promotions they may be offering for short periods to our guest in order to boost revenue.
Action plans for us come into play when we are not performing the way we should and plans we put into place to solve problems become our main focus.
Marriott tales a lot of pride in claiming the have functional tactics and policies in place that empower action because they have done a lot to ensure their policies are easy and make the associate want to make things happen.
Restructuring and reengineering has been in Marriott’s past numerous times as they left the fast food A&W stand behind, the airline food catering business behind and focused solely on the hospitality side of their business.
Sometimes I feel that our mangers have the toughest time dealing with strategic control and continuos improvement because they will start something that looks like it might take off then they start to slack on accountability and the process losses pace. This sometimes causes confusion and frustration amongst all associates.
Strategic management as a process within Marriott is sometimes considered tough especially in the depressed areas of the country because of the economy. It’s hard to focus on ways to fix things when the area around a hotel is failing.
Pearce, J.A., II, Robinson, R.B. (2011). Strategic management: Formulation, Implementation and Control (12th Ed). Boston, MA: McGraw-hill/Irwin.
The major components of a strategic management process include company mission,long-term objectives, strategic analysis and choice, strategic control, internal analysis, and external environment. Each of these components work together to help managers keep the business running smoothly.
I believe the component that challenges managers is the strategic control and continuous improvement. This component is dealing with the tracking of the strategic plan and the continuous improvement is a form of control used by managers.
My employer is Lipton Tea (Unilever) located in Suffolk, VA. We make all Lipton tea products for the United States ranging from single tea bags, family size tea bags, instant tea, and commercial size products. In the past three years we have been working on improving our product to align ourselves to receive corporate re-investment in our plant. During this time, we have implemented a continuous improvement project called Autonomous Maintenance. This project has been slow to fulfill due to the human element of the campaign. Some of the employees have been working against the process because of the increased work load. Our managers have been trying to keep the flow moving in the right direction while encouraging the employees to move with the process. We are currently preparing for stage three of the process. (We will be the only food plant in the United States within Unilever to achieve this goal.)

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