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Group member 5 to outline your commitment to sustainability, alongside key elements of your sustainability strategy.


Group member 4 to outline the key elements of your future strategic plan, laying out your company’s short- to medium-term objectives, targets, and ambitions.


Group member 3 to perform a SWOT analysis and outline the resource strengths and weaknesses of the company, showing external market opportunities for growth and increased profitability for the company.


Group member 2 to perform an industry analysis and evaluate how the degree of power in the different forces impacts your industry.


Group member 1 to provide an overview of your company, including, strategic vision, mission, values, objectives, and financial performance.


MOD003337 Practical - Group Strategy Simulation


L5: Demonstrate an understanding of key strategic management concepts, models and literature and apply knowledge of strategic decision making in a variety of `real world` contexts.


L2: Integrate business capabilities and functions in an analytical manner.


L1: Improve abilities of strategic problem identification, analysis, and solution.


MN5070QA – The Practice of Consultancy


You are a business analyst consulting for Oduntol, a UK retail company. It had invested in food and drink retailing but presently plans to enter into the packaged food manufacturing market.


The client is the CEO of Dusty Knuckle (DK), a bakery and café located in London’s Dalston and Harringey neighborhoods.


Oduntol’s revenue was £500,000 in 2022. Following its investment in the food and drink manufacturing market, the firm has set a revenue target of £1000,000 by 2025. By what percentage should revenue grow each year to reach the target?


UK food and drink manufacturing market is on the rise, being worth £120 billion in total revenue as of 2021 indicating an increase from £110 bn in 2020. In 2025 revenue for the sector is projected to reach £250bn


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