Senior Director

3. Strategic Management Workshop

Assessed Group and Individual Presentation Guidelines

Team 3: Unit 2 CC&S Application : Individual Write up by Ian Millar 0590298 (Singapore 27th to 30th March)

Introduction

Our team had the questions relating to CC&S financial position, both as a company and in relation to their competitors. We then dug deeper by looking at individual portfolio issues and what the Growth/Share matrix looked like and on what areas of their business they should focus on in order to regenerate their portfolio.

Group Dynamics

The group was split between Finance and Engineering members and fundamental differences on the approach to the assignment were apparent as the team went through the forming, norming, storming and perhaps we never quite made the performing! The main differences came from the analysis of the data and the analytical approach which in my opinion was too time consuming and led to leaving little time to concentrate on the actual strategy review. The presentation reflects this in being heavily weighted to the data �inputs’ with only 2 slides on the output. No leader was chosen and the approach to data review was fragmented with the portfolio review not given the same level of attention as the finance review. It became clear to me very early that CC&S were in a strong financial position which at that point we should have moved on to in depth portfolio review and strategy considerations.

CC&S Position

CC&S are in an enviable position; they have financial strength, good market position, are outperforming their competitors and with a reasonable debt /equity ratio should be able to put a compelling business plan in place to raise capital for extensive and aggressive growth into the Aluminium and other substitutes in order to become a one stop shop packing provider.

Both domestic and international arenas are open to significant market share capture to the first company moving into Aluminium. CC&S are well placed due to their existing geographical changes made earlier. Despite the domestic market being dominated by 4 players the real opportunity may lie