Global Strategy for Framework of Bunnings

Question: Discuss about the Global Strategy for Framework of Bunnings. Answer: Introduction: The company needs to have a value creation strategy and under this, the horizontal and vertical alignment is created depending upon the value target. For the sustainable value creation, the company should make ethically responsible cooperative investment. The cooperative policies should have increased transparency and it should involve the strategy of innovating the products. Strategic entrepreneurship helps in contributing to the efforts of the company in generating value by identifying the opportunities that can be exploited in the marketplace. This will help in creating the competitive advantage. The environmental munificence provides the opportunity to exploit the resources to gain the competitive advantage sustainably. The Bunning can use the strategy of gaining sustainable advantage through the long-term management. The value across the business portfolio is created by acting sustainably. The company can adopt the approaches of value chain that are responsive to the wants and n eeds of the customers. The relevance of the global value chain with respect to the sustainability is seen it terms of various operations from procurement to customer services. The internal process of the company would be improved and this helps in sustaining and building the competitive advantage. The balance scorecard of the company is developed by implementing the strategies at all the level of organization. The totality of the company operation is monitored using the balanced scorecard. The various performance measures are linked in the balanced score card in relation to the customer perspective, internal business perspective, financial perspective, innovation and learning perspective. For each perspective, there is a measures and goals. Concerning the financial perspective, the measures are cash flow, sales growth and market share. The measures of customer perspective include sales from the new products, on time delivery. Yield, cycle time, actual schedule production versus plan are the measure for the process of internal business. Under innovation and learning perspective, the process time to maturity and developing next generation are the various measures. The measures of internal business process on the scorecard helps in the identification of the parameters that the co mpany considers in achieving competitive success. The innovation measures focus on the company to produce the standard products and the manufacturing improvement focuses on producing new products. The measures taken on innovating the product and process, the company would overlay specific improvement goals. The manufacturing learning is measured by processing time to maturity and the product percentage equivalent to sales. Balanced scorecard Framework of Bunnings Source: (created by author) The framework of scorecard represents the fundamental change in the performance measurement. The designs are such that the strategy and the vision of the company are at the center. The measures are designed to drive the people toward the established goals of the company. The design is consistent with the organization at the global level and it helps in removing the functional barriers and performing the activities sustainably. It helps in enhancing the strategic activities and the growth and learning through the framework developed improves the customer satisfaction, internal business process and financial improvement of the company. The developed balanced scorecard helps in transferring the strategy of the company into measurable objectives. If the organization fails to improve the financial performance by way of improved operational performance, then there arises the need to review the implementation plan. The developed scorecard represent the fundamental change in the assumptions of performance management. Reference: Barney, J. B. (2012). Purchasing, supply chain management and sustained competitive advantage: The relevance of resource?based theory.Journal of Supply Chain Management,48(2), 3-6. Boscia, M. W., McAfee, R. B. (2014). Using the balance scorecard approach: A group exercise.Developments in Business Simulation and Experiential Learning,35. Peng, M. W. (2013).Global strategy. Cengage learning. Postma, T. J., Zwart, P. S. (2015). Strategic Research and Performance of SMEs'.Journal of small business strategy,12(2), 52-64. Rothaermel, F. T. (2015).Strategic management. McGraw-Hill. Schaper, M. (Ed.). (2016).Making ecopreneurs: developing sustainable entrepreneurship. CRC Press. Turco, M. (2014). Development Perspective of Balance Scorecard through multi-dimensional value measurement.GSTF Journal on Business Review (GBR),3(3). West, D., Ford, J., Ibrahim, E. (2015).Strategic marketing: creating competitive advantage. Oxford University Press.