Busm 3200 Strategic Management
BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY………………………………………………………………..2
2. INTRODUCTION……………………………………………………………………....…3
3. MARCO-ENVIRONMENT ANALYSIS…………………………………………………4
4. COMPETITIE ANALYSIS……………………………………………………………….7
5. STRATEGIC CAPABILITIES…………………………………………………………..11
6. GENERIC BUSINESS STRATTEGY…………………………………………………..15
7. EVALUATION OF THE SUSTAINABIILIITY OF THE FIRM’S BUSINESS
STRATEGY……………………………………………………………………..….……17
8. CONCULSION…………………………………………………………………………..19
9. REFERRENCES………………………………………………………………………....20
10. APPENDIX………………………………………………………………………………24
BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation
-1-
T his image cannot currently be display ed.
1. EXECUTIVE SUMMARY
The purpose of this report is to examine the strategic analysis and evaluation of RWS.
Firstly, the PESTEL framework will be used to examine RWS’s macro-environment analysis. Secondly, the Porter’s Five Forces model will be used to examine RWS’s industry competitive.
In this report, sustainable competitive advantage of the business will be identified and discussed through the strategic resources and competences used in the organisation.
Lastly, we will evaluate and analyse how RWS’s business strategy is sustainable by implementing its business strategy.
BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation
-2-
T his image cannot currently be display ed.
2. INTRODUCTION
2.1. Ownership
Resorts World Sentosa (RWS) is a wholly-owned by Genting Singapore Public
Limited Company (PLC) which is part of the Genting Group and listed in Singapore
Exchange (Genting Annual Report, 2011).
2.2. History
Construction in the 49-hectare of Resorts World Sentosa Singapore began on 16
April 2007. On 20 January 2010, it opened in a record time of less than 3 years of construction (RWS
Strategic Analysis and Strategic Evaluation
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY………………………………………………………………..2
2. INTRODUCTION……………………………………………………………………....…3
3. MARCO-ENVIRONMENT ANALYSIS…………………………………………………4
4. COMPETITIE ANALYSIS……………………………………………………………….7
5. STRATEGIC CAPABILITIES…………………………………………………………..11
6. GENERIC BUSINESS STRATTEGY…………………………………………………..15
7. EVALUATION OF THE SUSTAINABIILIITY OF THE FIRM’S BUSINESS
STRATEGY……………………………………………………………………..….……17
8. CONCULSION…………………………………………………………………………..19
9. REFERRENCES………………………………………………………………………....20
10. APPENDIX………………………………………………………………………………24
BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation
-1-
T his image cannot currently be display ed.
1. EXECUTIVE SUMMARY
The purpose of this report is to examine the strategic analysis and evaluation of RWS.
Firstly, the PESTEL framework will be used to examine RWS’s macro-environment analysis. Secondly, the Porter’s Five Forces model will be used to examine RWS’s industry competitive.
In this report, sustainable competitive advantage of the business will be identified and discussed through the strategic resources and competences used in the organisation.
Lastly, we will evaluate and analyse how RWS’s business strategy is sustainable by implementing its business strategy.
BUSM3200 Strategic Management – SEMESTER 1, 2013
Strategic Analysis and Strategic Evaluation
-2-
T his image cannot currently be display ed.
2. INTRODUCTION
2.1. Ownership
Resorts World Sentosa (RWS) is a wholly-owned by Genting Singapore Public
Limited Company (PLC) which is part of the Genting Group and listed in Singapore
Exchange (Genting Annual Report, 2011).
2.2. History
Construction in the 49-hectare of Resorts World Sentosa Singapore began on 16
April 2007. On 20 January 2010, it opened in a record time of less than 3 years of construction (RWS