Strategic Map Marking Rubric High Distinction (80-100).docx

Strategic Map Marking Rubric
High Distinction
(80-100)
Distinction
(70-79)
Credit
(60-69)
Pass
(50-59)
Fail
(30-49)
Serious Fail
(0-29)
Correspondence
The ability to recognize
that one set of
connected information
(e.g. a map) has a
relationship to a second
set of connected
information (e.g. an
environment)

There is a strong, clear and direct
relationship between information
contained in the map and information
contained in the group document
including the presentation of the
internal structure (and linkages) of
the information.
There has been a
clear attempt to
organise the map in
such a way that the
relationship between
the information in
the map and the
information
contained in the
group document is
logical.
Information contained in the map
is also found in the group
document. Some attempt has
been made to develop a
relationship between the two
pieces.
Information contained in
the map is also found in
the group document.
There is information
in the map that is not
in the group
document.

There is no discernible
relationship between
information contained in
the map and information
contained in the group
document.
Visual Hierarchy
A clear indication of what
is important on the map.
This might be achieved
through the use of
colour, size, shapes etc.
A well developed and integrated
visual hierarchy exists that has been
used creatively to enhance the ability
of the map to communicate its
message. Work at this level is highly
sophisticated.
A well-developed
hierarchy exists and
has been applied
appropriately to help
communicate
relative levels of
importance of pieces
of information on the
map.

A developed visual hierarchy
exists. Here the method adopted
to articulate the visual hierarchy
(e.g. such things as size, colour
or shapes) have been used in a
manner that demonstrates the
map-makers understand and can
differentiate between relative
levels of importance if the pieces
of information.
A basic visual hierarchy
exists. Simple use of
size or colour or shapes
provide for a
straightforward or
unsophisticated map.
An attempt has been
made to design a
visual hierarchy,
however it is
incoherent and/or
inconsistent.
There is no discernible
visual hierarchy of the
pieces of information in
the map.
Narrative
A presented account of
connected events. A
story.

A sophisticated narrative exists that
includes all of the relevant points, is
original and utilises creativity to
highlight important insights.
A well-developed
hierarchy exists and
has been applied
appropriately to help
communicate
relative levels of
importance of pieces
of information on the
map.
A developed narrative exists. All
the main parts of the narrative
are present and some logic for
their inclusion is included.
A basic narrative can be
determined by the map
reader. Some aspects of
the narrative may be
missing or under-
developed.
The narrative is
incoherent or difficult
to understand.
discernable narrative
contained within the
map.

There is no discernable
narrative contained
within the map.
Presentation
The map is presented in
a professional manner.
The map has been constructed with
the intention of presenting these
maps directly to the executives of our
partner organisation in mind. Maps
awarded this category will be of a
high professional standard including
no spelling errors, clear
arrangements of type and graphical
elements. Extensive evidence of
care and attention to the construction
and presentation of the map is
obvious.
Maps awarded this
category will be of a
high quality including
no spelling errors,
clear arrangements
of type and graphical
elements. Evidence
of care and attention
to the construction
and presentation of
the map is obvious.
Well presented map. Evidence of

care and attention including the
careful arrangement of elements.
Basic presentation,
often constructed
quickly or in a
rudimentary fashion with
little evidence of care
and attention. Often
maps of this kind are
drawn by hand or have
used basic software
packages (e.g. “shapes”
within Microsoft Word.
Maps awarded this
grade are poorly
constructed, are not
of a professional
standard and have
had very little care or
attention paid to
them.
No map submitted or of
such a poor quality that it
would not meet the basic
standards of
presentation. Often
maps of this kind are
poorly drawn by hand,
have been
photographed/scanned
quickly and the resulting
image uploaded.

Assignment 2(b): Group Strategic Map
Dimensions: No larger than an A3 piece of paper
Assessment weighting: (10%)
Due date: Friday 8th April, 2016. 7:00pm (local time)
via myRMIT BlackBoard Electronic Submission
“To ask for a map is to say, “Tell me a story”” (Turchi, 2004,
p11).
The task: Visually represent in a compelling manner the
important elements
and their interrelationships within the strategy that you have
conceived in the
second assignment.
The rationale for this piece of assessment: Executives of
organisations
are busy people and they have to make decisions quickly based
upon a rapid
assimilation of information. Strategists are required to make
decisions in
complex and often dynamic environments. Strategy has to be
communicated
succinctly and in a way that stakeholders from various levels
within (and/or
external to) the business can understand and act upon.
For example:

“Journal of Strategy and Management (JSMA): Congratulation
on your
2008 performance – revenue up by 7 per cent, improved
margins, EPS
performance, and increased dividend payments. What are the
key
underlying reasons for such good performance in such a
difficult time?
Todd Stitzer: There are a number of factors that have led to our
success.
Great brands, great geographical and category footprints, a
detailed plan of
execution. This plan is what we call Vision into Action and it’s
a plan on a
page. This enables people to be focused and to link their annual
objectives
to the company’s overall strategic objectives” (O’Regan and
Abby, 2009,
p.406).
How to approach this assignment: As you begin to formulate
your strategy
within the second assignment, we recommend that your group
collectively
draws your strategy as it develops. The purpose of drawing it
together as a
group is that you can begin to discuss what each of you think is
important and
what should be kept in and what should be left out of the final
diagram. This
should mimic also what you think is important in the final
strategy. This will
help you to think through what you are proposing as a strategy.
Diagramming

the strategy as it develops helps you to understand which are the
important
elements within the strategy and what the important
relationships are between
those elements. The final diagram should represent a coherent
group
representation of the final strategy.
“Sketches are a useful tool for checking and conveying ideas,
for self and
others” (Tversky, 2002, p. 3). The process of drawing and re-
drawing the map
every week will help you to understand your own thinking and
it will help
others within your group to understand your point of view. We
strongly
recommend that you integrate the sketching process into your
weekly practice
and treat each version as a way to check your thinking. The
process of
drawing the maps is the most important aspect of this
assignment as it will
help you to improve the content of your second group
assignment. While you
are required to produce a map at the conclusion of the semester
along with
your second group assignment, only drawing the map once the
assignment is
completed is not the point of this piece of assessment. If you
draw/sketch as
you go, constantly adding and taking away elements until you
get to the core
understanding of what the strategy is really about, you will have

a much
stronger piece of work and this should be reflected in your
group assessment.
Remember, your final strategy map has to be intuitive and
easily
understandable by stakeholders from across the organization. To
this end
when drawing your map concentrate on the following aspects:
Correspondence: The ability to recognize that one set of
connected
information (e.g. a map) has a relationship to a second set of
connected
information (e.g. an environment). Don’t include new
information in the map
that is not in your report.
Visual Hierarchy: A clear indication of what is important on the
map. This
might be achieved through the use of colour, size, shapes etc.
You can’t
include everything in your map, so you have to choose which
information to
include and which information to exclude. Within this is an
inherent choice
about the relative importance of those elements that you have
chosen to
include in your map. It should be obvious in your map which
elements are the
important elements.
Narrative: A presented account of connected events; a story.
Your strategic
map needs to be able to be ‘read’ and understood by a wide
audience. Your

map needs to tell a story. You might consider structuring your
map around a
common metaphor (a metaphor is a figure of speech that regards
something
as representative or symbolic of something else to which it is
not literally
applicable e.g. “time is money”. In this example, time is not
actually money,
but we understand the symbolic relationship i.e. you can ‘save
time’, you can
‘spend time’. Time is like money.) What is the story that your
strategy is trying
to tell? Is it a story of growth? Is it a story of overcoming
challenge? Is it a
story of slow decline?
Presentation: Presentation matters. In the digital economy skills
such as the
production of data visualisation are increasingly important to
have. There are
many excellent and free software packages available to help you
to create a
professional looking map. Just as presentation counts in your
written pieces,
including having a good structure, logical ‘argument’, and
attention to detail, it
matters in this piece as well. Imagine you are presenting this
work to a board
of directors. Aim for a high level of quality.
Check the marking rubric on the BlackBoard site for details of
the marking
criteria.

References:
O'Regan, N. & Ghobadian, A., 2009. Successful strategic
re‐orientation:
lessons from Cadbury's experience. Journal of Strategy and
Management,
2(4), pp.405–412.
Turchi, P., 2004. Maps of the imagination: The writer as
cartographer, San
Antonio: Trinity University Press.
Tversky, B., 2002. What do sketches say about thinking? In
AAAI Spring
Symposium. pp. 1–4. Available at:
https://www.tc.columbia.edu/faculty/bt2158/faculty-
profile/files/2002_Tversky_Whatdosketchessayaboutthinking.P
DF.
Table of Contents
Executive Summary
3
1. Introduction 4
2. Review of Current Strategic Position
5
2.1 Review of External and Internal Analysis
5

2.2 Strategic Capabilities (Resources and Competencies)
5
2.3 Strategic Dilemma
7
3. Proposed New Strategy and Justification
8
3.1 Corporate Level Strategy
3.1.1 TOWS Matrix 8
3.1.2 Ansoff Matrix
3.2 Justification
3.2.1 Creating Values
3.2.2 Industry Life Cycle
3.2.3 Balanced Scorecard
3.2.4 Building Blocks of Competitive Advantage
3.2.5 Bad Strategy
3.2.6 Corporate Social Responsibility (CSR)
4. Implementation
5. Assessing the Success of the Proposed Strategy
5.1 SAFe Framework
5.1.1 Suitability
5.1.2 Acceptability
5.1.3 Feasibility
6. Conclusion
7. Appendix
8. References
Executive Summary
Have to be specific (highlighting the recommendations; feasible
or not feasible; however the SAFe framework was inadequate in
highlighting to us the need to build/establish the four building
blocks of competitive advantage)
Is it acceptable to the stakeholders?

1. Introduction
In the first report - Strategic Analysis report, Holcim
Singapore’s external environment analysis and internal analysis
were carried out. From these analysis, both the current
strategies of Holcim Singapore and threats to Holcim Singapore
were identified. This report is a continuation of the previous
report, which covers strategy formulation for Holcim Singapore
to overcome the current threats faced.
Formulation of relevant and effective strategy for Holcim
Singapore will be done by using various theories such as,
Ansoff Matrix, building blocks for competitive advantage and
vertical integration.
Lastly, the implementation process of the strategic plan, along
with its positive and negative consequences will be discussed in
the last section of this report.
2. Review of Current Strategic Position
2.1 Review of External and Internal Analysis
The macro and micro environment of Holcim was analysed
using PESTEL and Porter’s Five Forces. From the key points of
PESTEL, political and economic, and Porter’s Five Forces,

bargaining power of suppliers and competitive rivalry, it is
concluded that both the macro and micro environment of
Holcim Singapore are unfavorable at the moment.
2.2 Strategic Capabilities (Resources and Competencies)
After analysing Holcim Singapore’s resources and competences,
it is found that the company has a few strategic capabilities.
Firstly, in order to fully provide satisfactory customer service,
there is an aspect which Holcim Singapore has to excel in which
is quality assurance. This is also fundamental in building a
positive reputation. From Holcim Singapore’s corporate profile
(2014), the company strictly enforces a systematic and efficient
quality control system which is adopted throughout the
production process. This is further supported by the company
being awarded the certification of 3 integrated systems of ISO
9001:2008, ISO 14001:2004 and OHSAS 18001:2007. These
recognised management systems has provided assurance of the
company’s products. Apart from product quality, service quality
is also of equal importance. Recognising this, Holcim Singapore
has established a Customer Service Centre. The centre is set up
as Holcim Singapore’s single point-of-contact to place order,
checking delivery status and to give feedback. It also
successfully integrated the Telephony System, SAP, and GPS
Vehicle Tracking System, which allow customers to access real-
time information of their orders and delivery status at a call
away. With this and the sole hotline number, customers are able
to reach Holcim Singapore easily, allowing the company to
attend to them more effectively (Holcim Singapore 2016).
Secondly, Holcim Singapore has efficient distribution network
and effective inventory control. Holcim Singapore has eight
batching plants strategically located island wide, which allows
for easy accessibility for its 150 mixer trucks to fetch concrete
and ensure a timely delivery to its customers. Additionally,

batchers are able to make more trips as time taken for concrete
deliveries get shortened, increasing transport efficiency and
labour's productivity (Holcim Annual Report and Sustainability
Review 2011). A good inventory management strategy helps
save time and money for Holcim Singapore. This is so because
by keeping track of products you have on-hand or ordered,
inventory recount to ensure the records’ accuracy is
unnecessary. A good inventory management strategy also helps
save the company money that could otherwise be wasted on
buying inventories that are still available (Ernst & Young
2013).
Thirdly, the former CEO of Holcim Singapore has been awarded
the prestigious award of Green Innovator of the Year 2014
(Holcim Singapore 2014). From here, it is concluded that the
company encourages an innovative culture which contributes to
a creative workforce. The Centre of Excellence (CoE) was even
set up as part of its innovative strategies. The innovative culture
is further supported with 180 years of combined experience
through the merger which provides the fundamental
understanding of the industry, which is key to the development
of useful innovations. Furthermore, with the strong Intellectual
Property (IP) protection culture in Singapore, it promotes
innovation and serves as a means of competitive advantage.
Understanding that since Lafarge Holcim is funded by its
shareholders and investors (Lafarge Holcim 2016), this implies
that Holcim Singapore can be funded by its shareholder. In this
case, the shareholder of the company is its parent company as it
is a wholly-owned subsidiary (ecoWise 2008). Aided with the
blooming technological sector and capital from its parent
company, the company is well-resourced to develop innovative
solutions.
Lastly, Holcim Singapore utilizes its skilled workforce to
sustainably develop the company and build a respectable
reputation. Being reputable, Holcim Singapore is able to gain

favor from the governmental prospects in order to make it stand
out from its competitors and gain the trust of various
construction companies. Additionally, having skilled and
conversant workforce also signifies that the workforce have
years of proficiencies in the field, and these improve Holcim
Singapore’s productivity. Furthermore, Holcim Singapore offers
employee development programs to enhance their skills,
knowledge and abilities, as well as providing a conducive
working environment for its employees to thrive at work.
2.3 Strategic Dilemma
The strategic dilemma identified on the first report is whether
or not Holcim Singapore should continue its Research and
Development (R&D) taking into consideration both its macro
and micro environment (PESTEL and Porter’s Five Forces
analysis). Holcim Singapore established the Centre of
Excellence (CoE) in 2012 with the support of Singapore’s
Economic Development Board (Armitage 2013).
However, based on the SWOT analysis (Humphrey 1970),
Holcim Singapore’s weakness was identified as being its R&D
department has not been producing any new product innovations
since its establishment. This can be seen through the
information shared in Holcim Singapore’s website where there
has not been any recent news on new solutions developed in
recent years (Holcim Singapore 2016). In addition, through this
analysis the strength of Holcim Singapore is also identified as
its ability to motivate and engage its employees, which
contributes to its low employee turnover.
Additionally, based on our Porter’s Five Forces (Porter 1979)
analysis, it is determined that cement and concrete are
undifferentiated, hence, intensifying the competitive rivalry in
the building material industry. This is where Holcim
Singapore’s innovative strategy helps to differentiate Holcim

Singapore’s products from its competitors. However, the
downside of this innovative strategy is the extensive amount of
time taken and the huge funding required to develop new
products. Hence, the strategic dilemma on whether Holcim
Singapore should continue on its R&D efforts in order to
differentiate its products with innovation or to change its
strategy to cost leadership.
Furthermore, based on the political and economic factors of
PESTEL analysis, a secondary dilemma is identified. As seen
from news articles and researches done for these factors of
PESTEL analysis, it is seen that during economic downturn, the
building material industry is relying heavily on governmental
projects to earn revenue. For example, according to Channel
NewsAsia (2016), the construction of Changi Airport Terminal
5 and Thomson-East Coast Line are expected to improve the
scale of economic activity, leading to a significant rise in
cement demand (Channel NewsAsia 2016). In the long-run,
however, this will not be sustainable for the industry. This
secondary dilemma could raise a red flag for Holcim Singapore,
however, the primary strategic dilemma aforementioned will
remain as the principal focus of this report.

3. Proposed New Strategy and Justification
3.1 Corporate Level Strategy
3.1.1 TOWS Matrix
Figure 1: TOWS Matrix (Weihrich 1982)
Source:
https://www.mindtools.com/pages/article/newSTR_89.htm
According to Rumelt (2011), a good strategy is one that
identifies the challenges faced and offers a proposition to
address them. Therefore, in effort to propose a suitable and
effective strategy, the SWOT analysis of Holcim Singapore will
be studied with the macro-environment segments. This led to
the adoption of TOWS Matrix.
Based on the external and internal analysis in the first report,
most of the opportunities for the next few years are provided by
the government through its public infrastructure projects.
According to Building and Construction Authority (BCA)

(2014), the Inter-Ministerial Committee on Sustainable
Development (IMCSD) has set a goal 80 percent of Singapore’s
buildings to be certified green by 2030, with green being water
and energy efficient and constructed from eco-friendly
materials. The government recognises that it is imperative to
sustainability, which is essential for a city of limited space and
natural resources. Hence, in order to tap onto the governmental
opportunities, Holcim Singapore can steer towards the direction
of producing eco-friendly building materials.
This brings to the issue of innovation. According to the first
report, Holcim Singapore’s weakness is that its Research and
Development (R&D) department has not been come up with any
new green or enhanced quality solutions since 2010 when it
launched its latest product (Holcim Singapore 2010), indicating
its lack of efficiency in R&D. Its current green products did not
aid the company in achieving a competitive advantage. For
instance, Pan United Corporation Ltd also has a self-compacting
concrete similar to Holcim Singapore’s self-compacting
Easecrete (Pan United 2013). In order to tap on the
opportunities from the government, it is vital that the company
will need to improve on its R&D. In addition, the company
acknowledges the need to differentiate itself in order to meet
demands and manage competition (Holcim Singapore 2016).
With the factors considered, the strategy proposed derives from
taking advantage of the opportunities by overcoming the
weakness, adopted from the WO quadrants.
3.1.2 Ansoff Matrix

Figure 2: Ansoff Matrix (Ansoff 1957)
Source:
https://www.mindtools.com/pages/article/newTMC_90.htm
From the analysis done through TOWS Matrix, the strategy
proposed should aim at targeting the advantages by overcoming
the weakness. Hence, it is recommended that Holcim Singapore
should come up with new products for the construction industry.
With this, using the Ansoff Matrix (refer to Figure 2), the
company should adopt product development.
According to the first report, Holcim Singapore is adopting
Differentiation Leadership, under Porter’s Generic Strategies
Model, as their current strategy. This strategy is deemed
beneficial to the company as it addresses the issues of high
competitive rivalry and high bargaining power of suppliers.
Furthermore, the company has the available resources such as
Centre of Excellence (CoE) and skilled workforce to support the
implementation of this strategy. As the current strategy
complements the proposed strategy of product differentiation,
this further supports the recommended strategy as the current
strategy is deemed suitable for the company.
Under the product development, Holcim Singapore is
recommended to adopt new technology to produce new product.

The technique Holcim Singapore can adopt is the method of
producing carbon dioxide neutral cement. This production
method is derived from the basis of reusing the carbon dioxide
released during cement manufacturing. The research on this new
technique is carried by a team of scientists from University of
California Los Angeles (UCLA). According to the research
team, the carbon dioxide released during the process can be
captured and combined with calcium hydroxide to recreate
limestone (University of California Los Angeles 2015). This, in
turn, initiates a continuous cycle in which no carbon dioxide
will be released into the air. Apart from the decreased use of
heat by about 50 percent, this production method uses a much
shorter duration of merely 3 hours to complete a cycle as
compared to 28 days using the conventional method. According
to Concrete News (2015), the method of introducing calcium
hydroxide at the calcination phase, proven in a lab environment,
can in time be scaled to commercial levels.
While this technique is chosen for Holcim Singapore due to its
relevancy, there are other new technologies available for the
building material industry. An example is 3D printing which
was pointed out in the previous report. While this method is
much more cost effective and speeds up the construction
process, it brings about the risks of obsoleting the current
conventional products and meeting local safety standards.
According to Gramazio and Kohler (2016), another concern
includes intellectual property.
The intention behind producing carbon dioxide neutral cement
is to address the issue of greenhouse gases, which is one of the
concerns of the United States and several other nations.
According to UCLA (2015), carbon taxes which can potentially
increase the cost of cement production are proposed in a few
nations. There is a possibility that Singapore government is
inclined follow suit. In addition, facing a worldwide issue of
global warming, this environmentally beneficial technique is

likely to be of interest to Singapore government, who is
initiating going green. As mentioned. the building material
industry is provided with opportunities from the governmental
projects for the next few years. Thus, if the technique is
supported by the local government, Holcim Singapore is able to
achieve a competitive advantage among the industry players and
the possibility of funding. It also addresses the issue of high
bargaining power of suppliers as Singapore lacks the raw
materials. As this technique recreates limestone, the reliance on
suppliers is greatly reduced which decreases production costs.
The shorter production duration is also crucial in the highly
competitive industry.
3.2 Justification
3.2.1 Creating Values
Golub et al (2000) defines a good strategy to be one that
consider customers’ needs and creates value proposition for its
customers. Value creation taps on multiple perspectives from
the company’s capabilities to design a strategy that aligns with
the company’s values and improves customers’ satisfaction.
Grant (2013) added that customers are one of the key
determinants for a firm’s profitability and survivability.
Figure 3: Review and Outlook for Construction Demand (Year
2014 - 2019)
Source:
http://www.bca.gov.sg/Newsroom/pr08012015_BCA.HTML
Singapore government is identified to be a key stakeholder to
Holcim Singapore as it plays a major role as a customer, as well
as a regulatory body for the construction industry. In 2016, 65%
of the construction demands in Singapore are driven by
demands from governmental projects and it is expected to

remain moderately consistent as compared to the forecast in
private sectors over the next 4 years (Figure 3; Reuters 2016).
Hence, the proposed strategy is set to be in alignment with the
government’s vision to reduce the carbon emission intensity by
36% by 2030 to address the global climate issue in Committee
of Paris (COP21) (Fogarty 2015). Additionally, Singapore
government has came up with various incentives to provide and
reward companies with R&D solutions that mitigate carbon
impact (National Climate Change Secretariat 2015).
This value-added strategy will allow Singapore government to
foster stronger bilateral ties with politicians who participated in
COP21 with a shared vision. This will also create a favorable
image towards Holcim Singapore’s ability to innovate and
address carbon issues to clinch potential projects not only from
Singapore government, but also to attract foreign investors and
world leaders to work with Holcim Singapore. According to The
Institution of Engineers Singapore (2012), Holcim Singapore
was funded by the Construction Productivity and Capability
Fund (CPCF) of BCA for its innovation on Easecrete as it met
the Singapore government values in promoting productivity
enhancement initiative.
The strategy also meets Holcim Singapore’s mission and goals
where it aims to be the world’s most respectable company in
setting the highest standards of customer satisfaction and
demonstrating its commitment to sustainable development
(Holcim Singapore 2016). Hence, value creation from the
proposed strategy not only meets the interest of Holcim
Singapore’s customers, but also addresses the interests of its
other stakeholders, such as its shareholders.

3.2.2 Industry Life Cycle
In reference to report 1, Holcim Singapore is identified to be in
a mature industry as the industry is dominated by a few bigger
players. Cole (2006) emphasized on key strategies such as
product differentiation, market segmentation and cost reduction
in order for companies to have a competitive edge over its
competitors. This helps companies to manage its competitions,
extend its life-cycle in the industry and build up its market
share.
The proposed strategy is focused on cement product
development through the adoption of new technology and
process in the existing market. This allows Holcim Singapore to
differentiate itself while improving its economies of scale as the
reduction in production time will lower the production cost for
each unit (Carbaugh 2009). Singapore’s economic growth rate is
forecasted to remain stagnant at less than 3% until 2020 (Tay
2015), hence, the strategy provides cost effectiveness to address
the issue on slow economic growth over the next 5 years.
3.2.3 Balanced Scorecard
Figure 4: Balanced Scorecard (Kaplan & Norton 1992)
Source:
http://maaw.info/ArticleSummaries/ArtSumKaplanNorton2001.h
tm
Kaplan and Norton (1992) invented the balanced scorecard as a
performance measurement structure, and it enhanced strategic

non-financial performance channels to traditional financial
metrics in providing a better ‘balanced’ assessment of
organizational performance. It also guards against sub-
optimization (Balanced Scorecard Institute 2015). Furthermore,
Kaplan (2010) has emphasized that the balanced scorecard
should provide an outlook of the organization based on the four
major perspectives, as well as developing metrics, collecting
data and analyzing it relative to each of these perspectives.
The balanced scorecard by Kaplan and Norton measures
organisational performance across customers, finance, internal
processes and learning (Kettunen 2004). It emphasizes the
successful implementation of the traditional strategic
management (Middlewood & Lumby 1998; Bush & Coleman
2000; Kettunen 2004). The measures are balanced between the
external measures for customers, the measures of finance that
result from past efforts, the measures of internal processes, and
the learning measures that drive future performance. The
balanced scorecard provides information from many
perspectives, but it also minimizes information overload by
limiting the amount of measures included (Kettunen 2004).
There are advantages and disadvantages of using balanced
scorecard in an organization as well. For instance, for Holcim
Singapore, it is significant to gain consumers’ loyalty in order
to be sustainable. Hence, the balanced scorecard aids the
assessment of consumer satisfaction and develop various
services to meet the consumers’ demand (Balanced Scorecard
Institute 2015). On the other hand, it is necessary for Holcim
Singapore to advance the corporate performance management
system according to its business process. This is because
different balanced scorecards are developed by diverse
requirements of the organization, and the metrics will be
ineffective if it is not executed in an appropriate manner
(Kaplan 2010).

Firstly, the financial perspective emphasizes on how the
sustainable product development strategy contains the
shareholders’ financial expectations in fostering growth,
profitability and productivity (Kaplan and Norton 1992). Aside
from the shareholders of Holcim Singapore that influence the
company’s main decision-making, they are also accountable for
most capital contributions. Despite attaining higher
profitability, financial perspective leads to an enhance
safeguarding of business sustainability, consequently Holcim
Singapore will have to constantly uphold a high level of
customer satisfaction (Holcim Singapore 2016). Holcim
Singapore’s objectives of financial perspective are to increase
its market share and lowering of cost structure. Measures can be
taken with revenue growth by attracting existing and potential
clients of Holcim Singapore, as well as having a joint venture.
Comment by Lily Daryanto: Where are the KPIs?
Comment by Lily Daryanto: What data/evidence do you
have?
Secondly, the customer perspective expresses the value
proposition that the organization will practice to satisfy
customers and produce additional sales to the targeted
customers sectors (Kaplan and Norton 1992). This perspective
is significant as it affects the service usage, thus adding to the
growth of the cement division of Holcim Singapore. According
to Bolton and Lemon (1999), customers select future service
usage levels based on the basis of their evaluations of present
service experiences, and these usage levels have an important
impact on the long-term profitability of the organization.
Holcim Singapore’s objective is to review customers
satisfaction and responsiveness (Holcim Singapore 2016).
Through understanding the requirements of the customers assist
Holcim Singapore to determine what is lacking in the building
material industry. This further aids in the choice of the kind of
products that the company should develop. With the strategy of
producing carbon dioxide neutral cement, the construction

companies will gain advantages from this particular strategy
(Jha 2008). Subsequently, this environmentally-friendly
technique is likely to be of interest to Singapore government
who have already shown their support towards the ‘green
movement’, as well as bidding for projects when using eco
friendly materials (UCLA 2015). As a result, with the
government support of going green, the customers of Holcim
Singapore will be able to achieve a competitive advantage
among the industry players.
Thirdly, the internal business process perspective focuses on all
the activities and major procedures required for the company to
strive at delivering the value projected by the customers
(Corporate Life Centre International 2016). Moreover, internal
business processes are the significant factors where
organization involvement is potential enough to affect both the
financial and customer outcomes. These metrics have to be
carefully planned by individuals in the organization who know
these processes to a large extent, because these unique missions
should not be developed by others easily. Holcim Singapore’s
objectives on internal process perspective include having
business growth through joint venture, and providing logistic
operational excellence. Furthermore, there are certain initiatives
such as enhancing innovative culture with R&D efforts, and
sharing resources and competences through strategic alliances
(Holcim Singapore 2014).
Lastly, the innovation and learning perspective serves to
represent some huge learning objectives, something that is
appropriate to the present business challenges (Savkin 2015).
By using one of the initial recommended product development
strategies as an example, this perspective allows the workforce
to have technology experience as according to the
communication and usage of 3D printing to replace cement for
greenhouse gas reduction. This specific initial recommended
strategy is environmentally friendly, which is the same as the

finalized strategy for this report of producing carbon dioxide
neutral cement. On this perspective, the recycled products can
be used to produce the construction materials used in 3D
printers (For Construction Pros 2015). However, there are only
a limited amount of materials that can be used, since the same
printer might not be able to print the required multiple
materials. As a result, this is one of the reasons why 3D printing
will not be used as a new strategy for Holcim Singapore, but
will focus on the strategy of producing carbon dioxide neutral
cement instead. This is due to having the innovation of reducing
carbon dioxide emissions to a large extent with its advantages
such as decreased the use of heat by about 50 percent and
having shorter production period.
Notably, the performance of the innovation and learning
perspective will eventually lead to the improvement of the
internal process perspective, so as to meet the strategies of
Holcim Singapore in terms of the financial and customer
perspectives. Holcim Singapore being a profit-seeking
organization, its analytical goal is to have a substantial growth
in economic values with two main approaches, which is revenue
growth and productivity.
Above all, through using the balanced scorecard approach, it
can evidently measure the effectiveness of Holcim Singapore by
detecting several significant issues, and support the new
proposed strategy of producing carbon dioxide neutral cement
for the company due to meeting the requirements of various
perspectives in the balanced scorecard.

3.2.4 Building Blocks of Competitive Advantage
Figure 5: Building Blocks of Competitive Advantage (Hill &
Jones 2009)
Source: http://www.slideshare.net/karventhanps/strategic-
management-unitii
The proposed strategy involves acquiring new technology to
provide Holcim Singapore with a sustainable competitive
advantage in a form of long-term investment. It is a good mean
for Holcim Singapore to gain better product innovation,
efficiency and product quality where they are the generic
building blocks of competitive advantage (Hill & Jones 2009).
The new technology can help Holcim Singapore to become
operationally efficient and more productive at once for newer
and more advance technology is more efficient. With capital
productivity and employee productivity increasing, efficiency
can help Holcim Singapore attains a competitive advantage
through lower cost structure (Hill & Jones 2009).
High product quality equates to excellence and reliability.
Quality can help Holcim Singapore differentiates its products in

the relatively undifferentiated building material industry, which
have already been achieved. Holcim Singapore’s products offer
both excellence quality and reliability quality. For instance,
Holcim Green SL, its low carbon footprints cement fulfills
Building and Construction Authority (BCA) of Singapore’s
Green Mark certification (Holcim Singapore 2016). This proven
that Holcim Singapore’s products have the attribute of quality
for both excellence and reliability (Hill & Jones 2009).
According to Hill and Jones (2009), innovation and efficiency
building blocks of competitive advantage are interrelated.
Holcim Singapore has already achieved innovation building
block of competitive advantage through its past continuous
efforts of R&D where it resulted in the launching of several new
innovative products. With the proposed strategy where
acquiring the new technology is planned, Holcim Singapore is
achieving efficiency through the use of this new technology
(innovation), further strengthening its innovative competitive
advantage (Hill & Jones 2009). With all these building blocks
of competitive advantage, Holcim Singapore is bound to have a
sustainable competitive advantage over its rivals.
3.2.5 Bad Strategy
Bad strategy can be defined as strategy that ignores the power
of choice and focus, trying instead to accommodate a horde of
conflicting demands and interests (Rumelt 2011). Some
hallmarks that made a strategy bad are when it fails to address
the problem, mistaking goals for strategy, having bad strategic

objectives and fluff (Rumelt 2011).
Another key hallmark that makes a bad strategy is ‘strategic
drift’ where according to Johnson, Scholes & Whittington
(2008), it occurs when an organisation’s strategy gradually
moves away from addressing the forces in the external
environment with no clear direction (Johnson, Scholes &
Whittington 2008), resulting in a temporary or even permanent
competitive disadvantage (Dwyer & Edwards 2009). The
evaluation of the proposed strategy will further discuss and
justify how the proposed strategy is not a bad strategy.
3.2.6 Corporate Social Responsibility
Corporate Social Responsibility (CSR) can be defined as a duty
of every corporate body to protect the interest of the society at
large (Holme and Watts 2000). According to Charles, Germann
and Grewal (2016), there are four CSR mechanisms and the one
that is most relevant for Holcim Singapore is good management
mechanism (Hillman & Keim 2001; Hull & Rothenberg 2008;
Charles et al 2016) where CSR is a part of good management
and thus, improves financial performance.
As global warming is caused by excessive carbon dioxide in the
atmosphere (EPA United States Environmental Protection
Agency 2016), Holcim Singapore has been putting more efforts

in innovating low carbon footprints concrete such as, Holcim
Green SL, which has 45% less carbon footprints than normal
concrete (Holcim Singapore 2016). Furthermore, Singapore
government has been participating in global efforts, Committee
of Paris (COP21) (Fogarty 2015) to address the global climate
change.
This shows that Holcim Singapore does practice good CSR and
it protects the interest of the society at large. Holcim
Singapore’s efforts in exercising good CSR has also proven
beneficial for its overall performance for BCA rewarded Holcim
Singapore with CPCF for its innovation on Easecrete (The
Institution of Engineers Singapore 2012).
4. Implementation
According to Pisano in 1989 and Oxley in 1997, alliances can
be defined as medium and long-term arrangements between
companies which comprises of mutual transference of intangible
resources such as technology and labour skills with or without
the setup of a committed administrative structure (Antonio,
Ulrike and Joaquin 2013). This entry mode is used to gain
access to global markets and resources. In addition, Cantwell
and Colombo had conducted a study which contended that of the
variables influencing the preference of equity and non-equity
arrangements between partners are technological competencies
and technological similitude with adjacent technological
specialisation contributing to the greater likelihood of non-
equity arrangements (Antonio, Ulrike and Joaquin 2013).
As the recommended technique to acquire is experimented by a
team of scientists from UCLA, a non-equity strategic alliance
with the university is proposed as a means to facilitate the

implementation of the strategy. Apart from the acquisition of
the technique to produce carbon dioxide neutral cement, the
strategic alliance also endeavors to boost the R&D aspect of
Holcim Singapore, addressing to its weakness. According to the
website, from its portfolio of almost 3,000 inventions and more
than 140 companies have been created based on the technology
developed at UCLA, among the many accomplishments, the
university has shown to be a strategic partner in the aspect of
R&D (UCLA 2008).
From the website, the hallmarks of the one of the world’s great
research universities are discovery, creativity and innovation
(UCLA 2008). As civic engagement is integral its mission as a
public research university, UCLA extends beyond the
boundaries of campus to form partnerships locally and globally.
It aims to integrate education, research and service so one
enriches and extends the others, in turn promoting academic
excellence and nurturing innovation and scholarly development.
Therefore, in order to provide better assistance to its students,
faculty and the community with their research needs, the
university is involved in partnership with corporate bodies and
foundations to offer expanded resources. In this case, Holcim
Singapore can fit into the role of a corporate funder and also
offers opportunities for complementary project collaborations.
The intention behind the creation of the carbon dioxide neutral
cement arises from the concern of the growing environmental
impact of portland cement production which has significant
contribution in the greenhouse gases (UCLA 2015). With this in
mind, Singapore’s reputation as a green city can help to bring
out the maximum impact of the intended message. By extending
its service efforts beyond the nation, this further supplemented
the university’s emphasis on public service, which it is
consistently ranked for by Washington Monthly, a magazine
publisher.

5. Assessing the Success of the Proposed Strategy
5.1 SAFe Framework
In the ‘Exploring Corporate Strategy’ textbook, Johnson,
Scholes & Whittington (2008) presented a strategy model where
strategic options are evaluated against three key success criteria
- suitability, acceptability and feasibility. In strategic
management, this strategy model is commonly known as the
SAFe framework.
5.1.1 Suitability
Suitability is concerned with whether a strategy addresses the
key issues that have been identified in understanding the
strategic position of the organisation (Holcim Singapore). It is
therefore concerned with the overall rationale of a strategy
(Johnson et al 2008). Under ‘suitability’ criteria, the strategic
options mainly come from the macro environment analysis
(PESTEL), micro environment analysis (Porter’s Five Forces),
SWOT analysis and TOWS Matrix, a variation of SWOT
analysis.
For Holcim Singapore, the strategic options are mainly derived
from TOWS Matrix, Porter’s Five Forces - Competitive Rivalry
and stakeholder analysis.
The strategic option chosen based on the analyses is product
development where Holcim Singapore exploits its knowledge of
customer needs, exploits its R&D and innovation knowledge,
exploits its in-depth knowledge of the building material

industry and lastly, its knowledge on what they need to excel in
in order to sustain competitive advantage in the long-run.
Earlier in the report, it is discussed that Holcim Singapore is in
the mature phase of the industry life cycle. The key
survivability factor for a company in the maturity stage is its
continuous efforts in differentiating itself from its competitors
by tapping into its competencies and opportunities in the market
potential.
The proposed strategy is set to improve Holcim Singapore’s
competitive standing through the exploitation of key
opportunity as identified in its external trends - governmental
projections for construction in Singapore in order to avoid the
threat it faces from the decreasing demand in private residential
sector due to the implementation of property cooling measure.
In addition, the strategy brings about economies of scale and
further reduces Holcim Singapore’s dependence on its suppliers
for limestone to address the sluggish economy and improve any
liquidity issues it may faces in the next 5 years.
As part of business ethics for CSR, the proposed strategy
incorporated sustainability principles that is in compliance to
Singapore’s legislative standards and efforts to achieve
environmental sustainability in the future and it is also aligned
with one of LafargeHolcim’s sustainability strategies of
innovating products and solutions with enhanced performance
(LafargeHolcim 2016).
5.1.2 Acceptability
Bujoreanu (2011) highlighted that corporation strategies should
also take into consideration of ‘sensitivity analysis’ where the

strategy should fit in the uncertainties of the future’s changing
parameters in order to mitigate risk. Johnson et al (2008)
further elaborated that the expected outcomes of a strategy
should meet the interests of its stakeholders and categorized
them into risks, returns and stakeholder reactions respectively.
The key risk involved in the proposed strategy is raised
primarily from the challenges of R&D. R&D is complex by
nature and requires a long timescale and hefty sum to maintain
the required resources for operational needs. Furthermore,
disruptive technologies that overwrites Holcim Singapore’s
R&D efforts can outbreak as competitors in the industry step up
its R&D efforts to implement new process to resolve carbon
emission issues (Lev, Radhakrishnan & Tong 2012). Desired
outcomes are also vague as R&D can fail to yield fruitful results
due to the difficulties in the anticipation of market trends and
customers’ needs from its long process. The hefty sum incurred
can also become financial burden for Holcim Singapore if it
fails to produce the expected results in its R&D.
In order for this proposed strategy to be acceptable to the
shareholders of Holcim Singapore, several Key Performance
Indicators (KPI) are needed to show the shareholders its
potential financial success.
KPIs needed: Earnings before EBITDA (Investopedia 2016),
Return On Equity, Profits,
Another concern includes
5.1.3 Feasibility
→ Acceptability:
· Stakeholders
· KPIs (financial indicators) → costs; gross margin; net profit
margin (to measure the success of the strategy) must link back

to CLS strategy (operating expenses)
· Key risks of choosing the strategy & Mitigation (R&D does
take time and if you ignore innovation you will no longer
become differentiated from its competitors)
· Strategic Alliance with UCLA (What does we have to offer for
them Why choose them?)
→ Feasibility:
· What SCs do you need to implement your recommended
strategy?
· If they don’t have the SCs needed what should Holcim do to
ensure they have the resources and competencies required?
→ ***WHY IS SAFe FRAMEWORK A GOOD FRAMEWORK?
*CRITICALLY ASSESS SAFe FRAMEWORK*; IDENTIFY
ITS POSITIVE AND NEGATIVE OF THE FRAMEWORK YOU
HAVE SELECTED. POSSIBLE LIMITATIONS THAT SAFe
HAS?
→ END RESULT OF YOUR STRATEGY (PROVIDE LONG-
TERM SUSTAINABLE COMPETITIVE ADVANTAGE FOR
HOLCIM SINGAPORE IN THE MATURE INDUSTRY OF
CONSTRUCTION MATERIAL INDUSTRY)
→ Why Product Development strategy? Because Holcim
Singapore is in a mature industry. Market penetration is not an
ideal strategy because it would mean that Holcim Singapore has
to re-penetrate the market (risks; may not be successful);
Hence, the next best strategy is product development (focus on
improving their existing product line)
→ Diversification helps reduce costs and increase
differentiation and at the same time, managing rivalry as it sets
yourself apart from your competitors. Sustainable competitive
advantage over its competitors (helps company becomes

profitable) and beneficial in the long-run.
→ Why is this strategy prevents bad strategy?
6. Conclusion
→ CONCLUSION: HIGHLIGHT THE KEY POINTS
(STRATEGY YOU CHOOSE; HOW IT HELPS HOLCIM SG TO
REMAIN COMPETITIVE)

7. Appendix
Jeanette’s Feedback:
You have used an extensive range of evidence with which you
have managed to connect with the strategic management
discipline.
Macro analysis is very good - Very good understanding of the
tool/s for analysis. Well developed analysis with good
supportive data. Discussion has some very good points but a
few key points could be better developed.
Internal analysis is reasonable - Reasonable understanding of
the tool/s for analysis. Reasonably well developed analysis but
some key resources/capabilities are missing. Discussion has
some good points but lacks insight into the strategic nature of
the internal resources and capabilities.
It's important to be able to connect the various sections of your
report. In strategy work, often the analysis that is undertaken is
tightly integrated and relies upon analysis that you have
undertaken elsewhere. Findings from one piece of analysis
informs analysis elsewhere in your report. In this instance, your
report does a good job of connecting the various sections.
Your report has been well edited. It is clear, logical and well
presented.
Your referencing is of a good standard. Good referencing allows
the reader to understand where you are sourcing your
information (allowing them to make a judgement as to the
quality of that information), and it helps the reader to
understand how you are developing your argument/discussion.

Reflection (500 words):
As we read the feedback given by our lecturer, Ms. Jeanette Ng
on our first report, we, as a group, decided to improve on our
strategic dilemma and improved on the current resources and
competencies (Strategic Capabilities).
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Strategic Map Marking Rubric High Distinction (80-100).docx