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Strategic Management in Kenya.

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Strategic Management BUS 4090 Ehtesham Mohammad 608092 Anjali Sisodia 607491 Lecturer: Dr. Peter M. Lewa Table of Contents Background 1 History 2 Why it started? 2 How did it start? 2 The Organization's Mission Statement 3 The Organization's Vision Statement 3 The Structure of the organization 3 Medium and Long Term Objectives 5 The Corporate, Business and Functional Strategies. 5 Long Term Planning 6 Studying the external environment 7 Challenges the organization faces 7 Strategies companies have used to increase competitiveness 7 Issues faced by the organization in terms of MICRO and MACRO environment. 8 MACRO ENVIRONMENT 8 MICRO ENVIRONMENT 9 Problems Faced By the Organization 10 Financial Report 11 Other Information 12 Background We interviewed Mr. Firoz Dharani. He is one of the three Top-Level management and entrepreneurs. He has been working in that position for the last fifteen years as an Administrator. He's level of education is Diploma. He, together with his brother and nephew make all the decisions and planning processes concerning the organization. He preferred us not to disclose the organization's' name. All he has learnt in this industry is mainly through experience and 'trial and error'. Contact Mr Firoz, call 0733 740672. P.O. Box 13800, Nairobi. History The organization was established in 1976, and has since experienced remarkable growth in its training activities. It was at that time located at Asili Co-operative House on Moi Avenue. ...read more.


Long Term Planning This organization does not take long term planning very important but it is relatively important. It is prepared every year for internal and external control purposes. The long term planning is carried out in relation to the student market. These plans are formal and are stated in the horizon of one to two years. Long-term formal objectives are set. These are:- * Student growth. * Profitability. * Systems efficiency. * Efficient control. * Reduced costs, routine and time. Long-term strategies are also developed in terms of student market and these are formal. Some of these long-term strategies are quality and affordability. In the last planning activity, the processes that were to be covered were 1. Upgrading of teachers and systems. 2. Stability in terms of circulation of employees. The stages that were followed to achieve the above are i. Outsourcing of more staff. ii. Increase the salaries of the existing staff. iii. Pay the salaries in time. The role of the Top-Level management is to make all the required decisions. This is because management has to confront strategic decisions, as they cannot be left to the junior officers. All the three Top-Level management have the key responsibility for planning in the organization. Studying the external environment In order to study the external and industrial environment, the organization uses mechanisms like newspapers, advertisements, media and information acquired from their students. The key factors for success are * Giving satisfaction to students. * Giving added value. * Retaining staff. ...read more.


This happened in the case of BTEC. Now two other educational services have started offering this course. Hence the organization is focusing on marketing to get the greater share of the market. Other problems faced in the organization at the business and functional levels are that there was no clear definition of authority. The organization is run by three family members, each having their own specific needs in terms of how and what must be done within the organization. This is known to create problems. This also affects the flow of communication in the organization. The Top-Level management have therefore engaged in several meeting to agree on certain routines and processes in the organization. Financial Report No financial information was disclosed due to the sensitivity of the data. Other Information A disadvantage of having a business of this nature is that since there are too many courses, there hasn't been a focus on a particular course, hence even if there was a capability of expanding a course if has not been undertaken. The only time when a course got attention is when there was a problem concerning it. More like the economies of scale where the more you produce the less the costs, the organization tries to get more than 20 students per class so that they can profit. 20 students is the break-even point. If a course has a low attendance, they just scrap it for that season. The organization doesn't really have a focus in the market but does target groups of people of the lower and middle class. ii ...read more.

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