A Seminar Paper on an Assessment of Strategic Management and Its Effect on Organization Performance (a Case Study of Coca-cola Group of Companies Limited Kano)
CHAPTER ONE
Objectives of the Study
The objectives of this study are as follows:
- To assess the strategic management practices employed by the Coca-Cola Group of Companies Limited in Kano.
- To evaluate the impact of these strategic management practices on the organizational performance of the Coca-Cola Group in Kano during the same period.
- To identify areas of improvement and provide recommendations for enhancing strategic management effectiveness in the Coca-Cola Group of Companies Limited in Kano.
CHAPTER TWO
LITERATURE REVIEW
Conceptual Review
Strategic Management in Multinational Corporations
Strategic management in multinational corporations (MNCs) is a multifaceted concept encompassing the formulation, implementation, and evaluation of organizational strategies to achieve long-term goals and objectives (Andrews, 2021). The components of strategic management within MNCs involve the systematic identification of opportunities and threats, the allocation of resources to effectively capitalize on these opportunities, and the establishment of internal processes for continuous adaptation (Branislav, 2014). Additionally, strategic management in MNCs includes the development and deployment of competitive strategies to navigate the complexities of global markets (Andreeva & Kianto, 2022). This definition encapsulates the dynamic and comprehensive nature of strategic management in MNCs, emphasizing its role in guiding organizations through a rapidly changing global business environment.
The importance of strategic management in MNCs becomes particularly pronounced when considering their global operations and the inherent challenges associated with operating in diverse markets (Chevalier-Roignant & Trigeorgis, 2021). In the context of the Coca-Cola Group in Kano, being a global beverage giant, strategic management plays a pivotal role in harmonizing operations across different regions while accounting for local variations in consumer preferences and market dynamics (Camison & Fores, 2015). Strategic management enables MNCs to synchronize their global objectives with regional intricacies, ensuring that the organization remains agile and responsive to the unique challenges presented by each market (Bagnoli & Megali, 2021). The adaptability afforded by strategic management is critical for MNCs like Coca-Cola to establish a cohesive global presence while tailoring their strategies to the specific demands of local markets.
CHAPTER THREE
METHODOLOGY
Introduction
The methodology chapter serves as the blueprint for conducting the research, outlining the research design, population, sampling technique, sources and methods of data collection, data analysis, and considerations of validity, reliability, and ethics. This chapter details the systematic approach employed in this study, aligning with the research objectives and drawing upon established research methodologies (Saunders et al., 2019; Creswell & Creswell, 2018).
Research Design
In this study, a quantitative survey research design was chosen to systematically gather data on the assessment of strategic management and its impact on organizational performance within the Coca-Cola Group of Companies Limited in Kano. The choice of a survey design is justified by its ability to collect data from a large sample efficiently, providing statistical insights into the research questions (Saunders et al., 2019). A survey instrument, in the form of a structured questionnaire, was deemed appropriate for capturing the diverse perspectives of employees within the organization. This aligns to assess the strategic management practices and their effects on organizational performance.
CHAPTER FOUR
RESULTS AND DISCUSSION
Results
CHAPTER FIVE
CONCLUSION AND RECOMMENDATIONS
Conclusion
The one-sample t-test results, with a critical table value of 2.92 at a 5% level of significance, reveal that the perceived effectiveness of strategic management practices, their impact on organizational performance, and areas of improvement are significantly different from a hypothetical mean of 0. These findings indicate that employees hold positive perceptions about the strategic management practices employed by the organization.
Specifically, the mean values for strategic management practices, impact on organizational performance, and areas of improvement are 85.00, 85.50, and 81.75, respectively. These high mean values suggest a consensus among respondents regarding the effectiveness of strategic practices and their positive impact on organizational performance. The identified areas for improvement, while scoring slightly lower, still indicate a generally favourable view. Overall, the results affirm the organization’s strategic initiatives and provide a foundation for continued efforts to enhance and refine strategic management practices within the Coca-Cola Group of Companies Limited in Kano.
Recommendations
The following recommendations were proposed:
- Enhance Communication Strategies: Improve communication channels for strategic objectives within the organization. Consider incorporating more interactive and transparent communication methods, such as regular town hall meetings, to ensure that employees at all levels fully understand and align with strategic goals.
- Strengthen Environmental Scanning Processes: Address concerns about the organization’s proactive approach to environmental scanning. Invest in training programs to enhance employees’ understanding of the importance of environmental scanning, fostering a culture that values continuous monitoring and adaptation to external factors.
- Refine Strategic Decision-Making Processes: Acknowledge the perspectives of those who expressed dissent regarding the positive impact of strategic decisions on market share and competitiveness. Conduct a thorough review of decision-making processes, ensuring they are inclusive, data-driven, and reflective of diverse viewpoints within the organization.
- Improve Strategic Alignment: Act on the feedback related to the alignment of strategic goals with the dynamic external business environment. Develop targeted initiatives to enhance the organization’s adaptability, possibly through regular assessments and adjustments to strategic goals based on evolving external factors.
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