Strategic Planning

Strategic Planning is the systematic detection of potential opportunities and threats, which,
in conjunction with other relevant details, serves as the basis for a organization to make
better current decisions to take advantage of the opportunities and avoid the
threats[ CITATION Geo10 \l 17417 ].

Types of Strategies

There are two distinct approaches to strategic management: prescriptive approach and
emergent approach [ CITATION Les05 \l 17417 ].

Prescriptive approach
These are so-called since they believe that a logical process that includes identifying goals
and objectives in a sequential manner and delineating the appropriate steps to achieve
them will recommend ways of managing change[ CITATION Ton02 \l 17417 ].

Some theories recognize strategic leadership as an intentional, logical process. It is based on

the concept of organizations being able to formulate plans in advance and then thoroughly
implement them. Strategy is both prescriptive planning and positioning. In this approach,
the strategy is formulated and developed through a thorough analysis of the external
environment and internal resources using different methods and techniques, such as the
share matrix of the Boston Consulting Group’s (BCG’s) and the value chain of Poster and five
powers, which we will discuss later in this module. The strategy choice would depend on the
situation and circumstances of the company in relation to its industry. The strategy is
selected, implementation plans are drawn up and cascaded through the business.
Operational managers may participate to the planning process, but the implementation of
the decisions taken is their main task[ CITATION Les05 \l 17417 ].

Emergent Approach
These are based on the idea that the prescription of rigid, long-term change strategies in an
organization has limited utility, since the organization is subject to forces that are much too
difficult to be restricted to a predictable sequence of events. A new method will be
experimental and iterative in dealing with complexity and unpredictability. Strategies can
only be seen to have been effective retrospectively (Doherty & Horne, 2002).

Strategies that support emerging approaches argue that is difficult to prepare a strategy to
improve circumstances before any plan can be implemented in a turbulent environment.
Rather, strategy is a process that results from learning or a common cultural understanding
or simply as a result of ‘muddling through’ or events flowing through. Only with insight does
the plan become clear. Managers might see a consistent trend when looking back, and this
can be mistaken for an expected plan[ CITATION Les05 \l 17417 ].

Company Profile of Yakult Myanmar

Full Name: Yakult Honsha Co.Ltd.

Year of Establishment: 1935

Founder: Dr. Minoru Shirota

Current CEO: Sumiya Hori

Place of Origin: Japan

Paid-in Capital: ¥ 31,117million

Type of business: Public limited company

Nature of business: Product provider

Type of customer: business to customer

Type of Industry: Probiotic Drinks

Sector: Private

Type of product offered:

Headquarter: Minato-ku, Tokyo, Japan

Number of branches: 5 branches

Number of employees: 27,000 staff in 39 countries and over 81,000 “Yakult Ladies”
worldwide

In Myanmar,

Full name: Yakult Myanmar Co., Ltd.

Founder: Hideki Kawasaki

Year of entry: 2019

Date of entry: 31st July

Mote of entry: licensing

Vision

“Yakult pushes forward with the quest for new possibilities for probiotics in the academic
and medical fields” [ CITATION Yak20 \l 17417 ].

Mission

“To contribute to the health and happiness of very person around the world through the
pursuit of excellence in life sciences and the study of microorganisms. We continue to
spread the message of preventive medicine and the benefits of probiotics, such as
Lactobacillus casei Shirota. One by one, city by city, country by country, we deliver this
message in the shape of a small bottle-a bottle that contains billions of live and active good
bacteria”[ CITATION Yak20 \l 17417 ].

Goal

“To bring smiles to faces everywhere” [ CITATION Yak20 \l 17417 ].

Values

 No Fat
 No Gluten
 No Cholesterol

Current Objective of Yakult Myanmar

 To increase sale revenues by 4% within next six months

 To acquire new customers from new geographical areas by 15% by March,2021
 To develop the existing market share from 30% to 50% through creating the effective
product advertisement in online social media at the ends of 2021
 To create the effective financial rewarding systems which based on the results of key
performance indicators twice per year
 To reach our goal 85 percent awareness of Yakult Light in our target market within
2020

Includes access from 
Japan to advanced technologies

SWOT analysis

SWOT analysis is to consider whether or not it operates well enough for businesses. In
SWOT analysis, strengths and weaknesses are internal and opportunities and threats are
external environmental factors.

Strengths Weaknesses
S1: High brand awareness[ CITATION Ysa20 \l W1: It requires to be refrigerated, so
17417 ] certain
outlets are not appropriate
S2: It is well established in Asian countries

W2: Yakult’s small size assumes that in

S3: Good recognition of a brand with health
Benefits[ CITATION Dan20 \l 17417 ]
S4: Includes access from Japan to advanced
technologies[CITATION nat20 \l 17417 ]
Opportunities
O1: Health trends concerns
O2: To be used in hotels or fast-food
outlets
as part of the breakfast menu
O3: Rising the number of hypermarkets and
Convenience stores
O4: A revised form of the previous
legislation, the Consumer Protection
Law, will protect the safety and
interests
of consumers at a higher level, thus
improving consumer trust and
purchasing
S1+S2+O3
S1+S3+O1
S3+O2
refrigerators it is not visible among
other refrigerated items
W3: People are confused by the size of the
Packaging
W4: Limited Distribution channel[ CITATION
Abh20 \l 17417 ]
W5: Limited flavour
Threats
T1: A variety of other products with
probiotics are on the market in a way
that is more recognizable to the public
T2: A Thai corporation and a local company
have already applied vending
machine technology to
Myanmar[ CITATION nat201 \l 17417 ]
T3: Competitors offer many flavours,
packaging, and promotions
T4: Expiration of a patent on lactobacillus
providing rise to new
competitors[ CITATION yak20 \l 17417 ]
S4+T2

S3+T4

W5+O1

W4+O3

W2+W5+T4

W4+T3

References
Doherty, T. L. & Horne, T., 2002. Managing Public Services- implementing Changes: A Thoughtful
Approach to the Practice Of Management. London and New York: Psychology Press.

Partridge, L. & Sinclair-Hunt, M., 2005. Strategic Management. s.l.:Select Knowledge Limited.

Steiner, G. A., 2010. Strategic Planning. united State States of America: Simon And Schuster.

Yakult U.S.A. Inc., 2020. Yakult. [Online]

Available at: https://www.yakultusa.com/products/
[Accessed 1 11 2020].