strategy question

Demand for made in Rwanda products grew dramatically after development of policy aimed at promoting consumption of locally produced products.

Made in Rwanda products are currently sold at local and international markets and to make them more competitive, producers are subjected to laws and regulations, and certification by Rwanda Bureau of Standards (RBS).

Most Businesses in Rwandan manufacturing industry are young. Preparing to cope with uncertainty is one of the biggest strategic challenges they are facing. To support them, Government of Rwanda through Rwanda Development Board (RDB) and Ministry of Commerce and Industry (MINICOM) provides information on social trends, economics, political and technological factors which may affect their businesses in different disciplines and interests. RDB and MINECOM always encourages them to develop projections about the direction, scope, speed and intensity of environmental change. They are also advised to analyse key factors which are particular to firms and the industry in which they compete.

Currently demand for made in Rwanda products is impacted to greater degree by prices of raw materials imported from abroad, limited skills of labour, technology, unemployment level, increasing global trade or competitors’ products, infrastructure and capital. As a reaction, Government of Rwanda is focusing on establishment of strong related and supporting industries, and strong relationship between suppliers and producers. TVET has been an important component within the Rwandan policy to produce competent human resources. Another emphasis is on stability and growth of Rwandan financial sector to facilitate entrepreneurs to easily access financial services. One of the Rwandan government key goals as part of its vision 2050 is to improve infrastructures to create conducive environment for both small and larger businesses.

To build the country and individual business competitive advantages, policy makers and managers of businesses are concerned with customers, employees and processes that bring about change. In additional to that, entrepreneurs are advised to choose models of organizational ownership taking into consideration corporate governance system impact on strategy. Entrepreneurs should ensure alignment of work, people and performance. Human Resource planning and integrated performance system lie at the heart of this effort.
REQUIRED:

i. Using information from the above case, analyse four key determinants which collectively define Rwandan market attractiveness. (12 marks)
ii. Analysing the above case, identify key actors who should be present in organization and work together in any firm to initiate a new idea and facilitate a company keeping on changing as well as adopting to new situations. (12 marks)
iii. Assume you have been hired as a management consultant by one of the manufacturing companies in Rwanda, analyse the above case and:
a) Identify key analysis considerations of human resource management that should influence positively Rwanda manufacturing industry operations and lead to competitive advantage. (5marks)
b) Explain reasons why companies should have specific human resource plans.

(9marks)

iv. Describe how to analyse the most important aspects of Rwandan strategic ability that

must be focused on to meet its goals and secure competitive advantages. (12 marks) (Total 50 Marks)