Assignment Task
1. Introduction
Managing change in difficult times is seen as one of the core competencies a manager is obligated to have to due volatile and turbulent market conditions. The primary goal of every organisation is effectiveness, therefore companies should be considering if they are doing and focusing on the right things by aiming the right goals to increase competitiveness.
Since in practice many change projects fail, I conducted an analysis of the internal (SWOT analysis) and external environment (PEST analysis) Blue Marina works in and wants to expand to, as well as possible types of employee reactions, and recommendations of how to implement rather than only installing the change.
My analysis will support the management of Blue Marina while implementing the strategic change with a rather operational plan. The strategic plan gives a macro picture of the future restaurant chain, and my operational plan will give rather specific tasks and tactics for carrying out the strategy.
2. Internal and external drivers for change
Blue Marina faces a change in their current strategy to realign with the changing environment, hence searching for the strategic fit (Johnson, Scholes & Whittington,
2007).
Analysing the external and internal environment ensures long-term success of Blue Marina. By analysing the macro-environment (PEST analysis, Appendix III), it has been found out that the greatest external threat are competitors, which could arise within the area of Blue Marina. The barriers to enter this market tend to be rather low
making it an attractive business for entrepreneurs.
The SWOT analysis (Appendix I & II) suggests that Blue Marina’s main weakness is the slow customer service due to lacking coordination between the staff. From an
internal perspective they are not able to maintain the desired level of customer service, since they have to wait long, queues are arising outside the restaurant,
hence loosing customers.
Consequently, Blue Marina has to move out of the “red ocean” into a “blue ocean” to capture new demand and make current competition irrelevant by differentiation (Kim and Mauborgne, 2004).
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