Pamela Merritt, Assignment 2-1, MBA 741-H2WW, ProI.

Patrick, November 20, 2011

To: Director or Executive StaII oI Foto Hut
From: Pamela Merritt
Subject: Strategic Framework Ior Foto Hut
Date: 11/20/11

Business Brief
'Strategy is the process oI competing to be unique rather than competing to be the best. It
involves developing a diIIerent and tailored 'value chain or set oI activities that support and
help to diIIerentiate the organization`s strategy. Putting together a strategy is not an event but an
ongoing process (Formulating Strategy, n.d.). The Iollowing paper will present elements on
Foto Hut`s strategic Iramework including its` strategic vision, intent, Iinancial and strategic
objectives.

Foto Hut Vision

"Foto Hut: "See the world through your eyes; share it with ours."
ur vision is to CAMERA-008 your world by:
O ommitment to be a Iavored industry worldwide contender oI high quality cameras;
O spirate to exceed people`s expectations oI what a camera should be;
O otivate you to see what`s important to you;
O xpand our presence worldwide without Iootprints;
O eward our consumers and our shareholders/ investors; and
O chieve consistent perIormance objectives (Eric Miller).

Foto Hut Strategic Intent
ur strategic intent is to let the world know that we exist. I believe that our company needs to
concentrate on entry level camera sector and that we will have a continuous improvement oI
sales volume across all regions. We are banking on our high quality products and our
commitment to oIIer the best customer service in order to make us a best cost provider company.
Product diIIerentiation and our superior customer service will make our customers Ieel like they
are getting 'more bang Ior the buck.

Financial and Strategic Objectives
Foto Hut will implement into a balanced score card approach within 4 domains: 1) Iinancial; 2)
customer; 3) internal processes; and 4) growth. These objectives are written as a perIormance
outcome, which gives everyone in the company a clear insight oI where the company is currently
and where it wants to be in the Iuture. It is through this balanced scorecard that the company as
a whole, achieved through the appropriate levels oI management, can continually monitor and
evaluate the perIormance. ' As a model oI perIormance, the balanced scorecard is eIIective in
that "it articulates the links between leading inputs (human and physical), processes, and lagging
outcomes and Iocuses on the importance oI managing these components to achieve the
organization's strategic priorities (Wikipedia, n.d.).

onclusion
Foto Hut managers will be utilizing a number oI tools in decision making including:
a. The Balanced Scorecard
b. The six modules in Glo-Bus
c. The 11 sales-determining Iactors
d. Utilizing the best cost provider strategy
We are basing Foto Hut`s success in this heavy competitive market and ever changing economy
on these tools and pray that we make the right choices to be successIul in this game.
























REFERENCES

Formulating Strategy (n.d.) Retrieved on November 18, 2011 Irom
http://training.byu.edu/documents/t-strategy.pdI

Balanced Scorecard deIinition. Retrieved November 20, 2011 Irom
http://en.wikipedia.org/wiki/Balancedscorecard