CONTROL DEL TIPO ESPORAL FUSARIUM EN DIfERENTES CONDICIONES DE ALmACENAmIENTO DE LA PATATA

4.1 Levels of Strategies of Barclays

Modes of strategic management are the approaches adopted by managers in formulating and implementing strategies. The approach addresses the issues of who has the major influence in the strategic management process and how the process is carried out. Managers generally use one of the three major approaches to strategic management. Entrepreneurial, adaptive and planning (Mintzberg, 2005)

Strategy refers to course of action. Strategy gives direction to the organizational plans to achieve its goals. Based on the nature and level of strategy implementation, the strategies can be classified into:

1. Functional level strategies 2. Business level stratifies 3. Corporate level strategies

Each of these strategies operates at respective levels. After analyzing the environment and assessing the internal environment (SWOT analysis), the next step in the strategy is making process is to develop strategic alternatives to help the organization in achieving its objectives.

Alternative Strategy helps clients address the issues that have the biggest impact on their business' value. Organization approach focuses on a fact- based analysis of the market and competitive drivers of value creation. It generates strategic insights into the business thanks to our expert knowledge of the links between strategy, finance and performance.

Organization have experience of supporting senior executives allows them to translate insights into pragmatic strategies delivering tangible performance improvements. It also facilitates the alignment of the team behind the strategy and ensures that it is rapidly translated into action. Previous engagements helps to focus on strategic position assessment, profitable growth strategy, organizational structure, resource allocation, strategic cost reduction, due diligence and strategic management process.

Barclays can use various types’ strategy like stability where the firm can maintain its status quo and sustainable growth. The firm can grow on various aspects. Barclays is one of top companies in UK. So they may require various alternative strategies in various dimensions. The growth may be internal growth. Organization may select growth strategy to reduce cost of production per unit. Growth strategies involve a significant in performance objectives.

4.1.1 Retrenchment strategy

Retrenchment strategy is a defensive strategy followed by a firm when its performance is disappointing or when its survival is at stake for a variety of reasons. In case of Barclays it does not require retrenchment strategy as almost in all sectors it is showing a consistent growth.

Barclay as a large organization generally can use a mixture of stability, expansion or retrenchment strategies either simultaneously, or sequentially. Example Barclays can achieve growth through acquisition of new business or divesting itself of unprofitable ventures. Depending on the situational demands, therefore, Barclays can employ various strategies to survive and remain profitable.

4.1.2 Horizontal Integration: Horizontal integration refers to owing or

controlling a number of similar but separate activities in the same kind of business.

4.1.3 Vertical Integration: It allows the firm to enlarge its scope of

operations within the same overall industry.

We know all strategies we implement have to fall under the SMART criteria. This means that we have to know exactly what we want to execute to the point to make sure our actions are detailed and specific. We have to be able to quantify our data and make sure we know how much we have to put-in in regards of inputs and know how much we’re getting back to ordain them measurable. We have to know we have resources as of now or will be readily available in the future to guarantee they’re attainable. Based on this the results provided will be relevant. All this should be completed in a certain time-frame or have a dead line making it timely. This is the SMART criteria and this is the basis of us using the Ansoff Matrix and Porter’s five forces theory. Understanding this and applying it to all the strategic options Barclays have outlined is a good way of keeping sure that our options are intelligent choices. We already have our inputs in order considering we can measure hem using the 4 P’s (Product: Credit cards, Debit Cards and other

technological advancements with similar and additional features, Place: The UK and smaller segments, Promotion: the advertising schemes and other strategies we choose to promote our products. Finally Price: which is the value we set based on the demand we forecast and the production costs of our product and services).

Barclays cannot only look externally to analyze if these goals are achievable, but they can also look internally. The difference is that the external analysis deals with outside the company as was discussed, Competitors, Customers, Political, Environmental, Social, Technological etc. Internal analysis, however, is the opposite of it comes from within the company itself, sales figures to see how it is performing, past promotions strengths and weaknesses. Therefore, Barclays can look at itself in order to pin point exactly where they get their most operations and try to gain as much as they can from it.

CONCLUSION

Thus Barclays can see where they make their losses and try to develop strategies in order to strengthen these. Some of these can be the company’s sales sheet or its balance sheet at the end of the previous years; by taking these into consideration, the strategies they are using can either be good or bad, in terms of they can keep using them or try to figure out other means and ways to make profits.

Chapter 5

5. Outline an implementation plan for the chosen strategies in