STRATEGIC PLANNING

Organizational Environment to Support Strategic Planning

[Name of the Institute]

Organizational Environment to Support Strategic Planning

Executive Summary

Meggitt is engaged in the design and manufacture of systems and components for the aerospace, defence and energy markets worldwide. It offers aerospace equipment, sensors, defence training and combat systems. The group also transfers aero-engine technology to land-based gas and steam power plants to reduce fuel consumption and carbon emissions. The group operates in North America, Europe and Asia. It is headquartered in Dorset, UK and employs around 7,188 people.

The group recorded revenues of £1,162 million (approximately $1796.8 million) in the fiscal year ended December 2010, an increase of 1% over 2009. The group's operating profit was £220.1 million (approximately $340.3 million) in fiscal 2010, a decrease of 5.5% as compared to 2009. Its net profit was £138.8 million (approximately $214.6 million) in fiscal 2010, as compared to the net profit of £138.8 million (approximately $214.6 million) in 2009. After more than 150 years of delivering smart engineering for extreme environments, Meggitt Plc is to restructure and re brand the organisation to produce better results for their stakeholders / shareholders and to be the best in the market. In this report the main research tools used include Meggitt's published accounts, narrative reporting for the financial year ending 31st December 2018-10, Newsletters - 2008 to 2012 and related websites for customers' and competitors' information.

These documents will be used to investigate the company's strategic planning and benchmarking the performances in relation to PESTEL, SWOT organisational objectives, mapping and QICM. Following the findings, the report will critically analyse the reliability and usefulness of the sources used and will shows multivariate tools used in conjunction with narrative reporting.

1.1 Obtaining Information about Stakeholders, Customers and Competitors from A Variety Of Resources

Stakeholders

The sooner a company identifies its stakeholder, the better it is for a company. This is because the company's service managers would be more prepared to deal with the interests of the stakeholder and come up to their mark. To sum up, stakeholder are people who are impressed by the services rendered by the managers of a company. Stakeholder can have a direct impact or power over the enterprise or they may have an interest in the successful or failed conclusion.

Suppliers

This force tells about the suppliers that how they influence the grocery chains, like Meggitt. The suppliers also have a very strong impact on the sales decline of the company. Sometimes suppliers do not supply the product on the timely basis which has a strong impact on the company's sale; because of customer do not find products in the store, and then they will not come gain to buy the product form that store. It means that suppliers also create the problem for the Meggitt in term of sales decline.

Customers

The year saw significant progress in our transformation programme. The company strengthened the business by implementing a new divisional structure and concentrated key resources such as engineering and sales and marketing teams at a divisional level to improve customer ...