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Strategic Management Assessment 1 Auckland International Campus Bachelor of Applied Management Graduate Diploma in Applied Management CX770020 Strategic Management Assessment 1 – Analysis Part a: Strategic Analysis – Group Part b: Stakeholder analysis – Individual Study Block 3: 2018 Due: In-class Assessments: To be determined in class in discussion Part (a) Report: Week 3, Friday, 11:59pm Part (b) Report: Week 6, Day 1 Weighting: 45% Part (a) Report: 30% Part (b) Report: 15% Type: Team assessment Length: Part (a) Report: 2,500 – 4,000 words Part (b) Report: 1,000 – 2,000 words Submit: Electronically (no hard copy) to the Moodle site for this paper. Note that only ONE member of your team should submit your team’s assessment (drafts and final submission). Auckland International Campus CX770020 Strategic Management Page | 2 OBJECTIVES Part a: This part is designed to guide your team through a detailed strategic analysis, both external and internal. Part b: This part is designed to allow you to demonstrate your understanding of the concepts, tools, and techniques fundamental to strategic management. You will undertake an analysis of key stakeholders in your business. LEARNING OUTCOMES 1. Think critically regarding the application of relevant concepts, tools, and techniques of strategy 2. Work with others to apply concepts, tools, and techniques fundamental to strategic management to develop an organisational strategy 3. Ensure the strategic plan complies with expectations of stakeholders by including a wide range of relevant issues, such as sustainability, and ethics 4. Evaluate aspects of ethical strategic leadership INSTRUCTIONS – ALL ASSESSMENTS This paper is done by means of a group project. This project will be used for both group and individual assessments. This requires you to study in groups of 3 to 4 and present your study results as if you were a group of strategic management consultants. Relevant material will be delivered in classes. It is also expected that you 1) read the relevant chapters in the textbook and other relevant sources, and 2) do research on the company being studied. You will undertake a strategic analysis and formulate a strategic plan, which will be done in groups and individually. Individual contribution to the group work Individual marks may be adjusted (to be lower or higher than the group mark), based on individual performance. This will be assessed by the lecturer. This assessment can be supported by any of the following: (1) peer appraisals, (2) assessing participation in group work through observation, and discussion with group members, (3) in-class assessments, and (4) other methods as required, for example any feedback from group members, or individual interviews of students. Class delivery During classes the key topics will be covered, but is it is expected from students to undertake reading on the different topics. During the classes you will also be expected to present regular progress work to the lecturer (usually once a week). Weekly/Regular in-class assessments The regular/weekly assessments will be decided at the start of each assessment section, and this will be at the discretion of the lecturer. The purpose of these weekly formative/summative assessments is to provide groups with an opportunity to discuss their progress and to get feedback. This will be carried out in group discussion during class. You will be assessed as a group on participation, quality of discussion, appropriateness of information presented, and topics focused on. Auckland International Campus CX770020 Strategic Management Page | 3 ASSESSMENT 1: PART A INSTRUCTIONS (GROUP) In this assessment you will conduct an external and internal analysis appropriate to the company you selected to study. This will be presented in the form of a final report, preceded by in-class assessments. Three in-class assessments – 10% of the total marks. These could be three different assessments, or one assessment prior to the final report whereby the group work of the three weeks prior to the final report is assessed. They will be judged using the following guidelines. • Participation: Each group member participated in discussion and explanation. • Quality of discussion: Explanation of how key topics that are the focus of the current discussion will be learnt and used. • Appropriate focus: Information and topics focuses on by the group are appropriate. The following is indicative of the focus and weight of these assessments: 1.1 Explanation of choice of business, team work approach, 2% 1.2 Progress Discussion/ Presentation/ Verbal Report 3% 1.3 Draft Report 5% Final Report – 90% of the total marks 1.4 Final Report The final report must include the following: • Introduction • External analysis • Internal analysis • Conclusions & Recommendations Your report could have the following structure: 1. Title Page (includes title of the proposal, names and student number of the team members, name of the person the report is for, date submitted) 2. Table of Contents 3. Introduction 4. External analysis 5. Internal analysis 6. Conclusion and Recommendations The External Analysis must give the reader a good understanding of the competitive environment in which the organisation operates, while the External Analysis must give the reader a good understanding of how the organisation is responding to the demand of the environment. Note: It may not always possible to find information to conduct an internal analysis of a company, since such information are often proprietary and confidential. The internal analysis should therefore be conducted by studying how typical companies in the industry (of your choice of Auckland International Campus CX770020 Strategic Management Page | 4 business) would conduct themselves. The report would therefore not necessarily reflect a company’ actual internal situation, but an ideal or typical situation. ASSESSMENT 1: PART A GUIDELINES The External Analysis should include an analysis of the industry (Industry Analysis using Porter’s Five Forces, and could include undertaking PESTEL, Task Environment, and SWOT analysis The Internal Analysis should describe how the organisation is meeting the demands of the competitive environment in which it operates. You should give a good insight into which competitive strategy the business is following. This insight could be provided by using any of the following: VRIO, Value-Chain, Core Competencies, CSF’s, SWOT (based on previous analysis). In both External and Internal analysis it is possible to use other tools, approaches or methodologies than the ones suggested and recommended. Word Count The word count EXCLUDES your reference list and APPENDIX. Auckland International Campus CX770020 Strategic Management Page | 5 MARKING RUBRIC FOR REPORT P e rf e c t E x c e lle n t V e ry G o o d G o o d A b o v e a v e ra g e S a ti s fa c to ry B e lo w p a r In a d e q u a te P o o r V e ry p o o r % 100 90 80 70 60 50 40 30 20 10 Percentages are indicative Introduction Purpose of the report, brief description of the organisation, scope and structure of report 5 Introduction judged by how well it prepares the reader for the content of the report – with indicative content provided in the instructions. External analysis (e.g. Porter’s five forces, PESTEL, SWOT, Task Environment, and other appropriate methodologies) 40 Key judgement is how well the reader understands the competitive environment in which the organisation operates. This would depend on the depth identification and analysis, and whether an appropriate variety of concepts, tools, and techniques were used. Internal analysis (e.g. VRIO, Value- Chain, Generic Competitive Strategies (Porter), Core Competencies, SWOT, and other appropriate methodologies) 40 Key judgement is how well the reader understands how the organisation is meeting the demands of the competitive environment in which it operates. This will require explaining what competitive strategy the organisation of following. This would depend on the depth identification and analysis, and whether an appropriate variety of concepts, tools, and techniques were used. Conclusion A summary of the key sources of competitive advantage, and how the organisation is responding to that. 10 The conclusion presents a summary of the External and Internal analysis results, which could be an indication of the SWOT (strengths, weaknesses, opportunities and threats), and any other information that helps the reader understand the competitive environment and how the organisation is meeting, or could meet, the demands of that environment. Presentation: Presentation supports understanding of the report. 5 How well does the presentation of the report support understanding of the report by a reader (e.g. a busy manager or CEO). Indicative aspects to consider could include: physical appearance, length, writing style, grammar, spelling and punctuation, referencing, use of figures, headings and summaries, use of appendices. Auckland International Campus CX770020 Strategic Management Page | 6 ASSESSMENT 1: PART B INSTRUCTIONS (INDIVIDUAL) Write an individual report that demonstrates critical reflection around the following: Stakeholders and wider issues 1. Consider the expectations of stakeholders by discussing a wide range of relevant issues, such as environmental sustainability, ethics, leadership, culture, the global environment, and making workplaces fit for humans. 2. How could responding to these expectations and issues, to create competitive advantage for a business? Report Structure Your report could have the following structure: • Title Page (includes title of the proposal, name of the person the report is for, date submitted) • Table of Contents • Introduction • Stakeholders and wider issue o Stakeholders expectation and wider issues o Responding to create competitive advantage • Conclusion Note that you must use appropriate referencing (in text and a reference list). Referencing the