MOD001147 – Dynamics of Strategy Assignment Sample with Answers

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Table of Contents


Research Methodology

Glossary of Terms    (do this after – abbreviations)

Table of Contents

List of Tables

List of Figures

List of Photos



SECTION 1 – Internal Analysis and Discussion

1.    Introduction

Two definitions about strategy and link and align back to the company.

2.    Historical Analysis

Copy and pasted from FSA [The Historical Analysis  gives  a description of the  company  using  a Time line from inception   to present  indicating the years  and the strategic choices  made by management  to  grow the business from  then to now ending with their  current competitive strategy]


Vision and Mission

Statement What Company is doing?


Achieved/ Not Achieved /10
Vision Statement Include the Vision statement here Make a comment on what you think the company is doing Achieved or not achieved? 7/10?
Mission Statement

Doing the same thing for the below


Observed Strategies What the company is doing? Alignment to Vision and Mission /10
State which of Porters generic strategies/Different strategies that may be used e.g. Cost leadership, Differentiation price leadership, and price leadership, focus (Market penetration) 7/10


Observed Tactics

e.g. what do they do every day –

Alignment to Vision and Mission /10

e.g. production of pharmaceuticals. Tactics focuses on what they do.

Consumer Goods
Medical Devices
Marketing??? (broad headings)

2.1.1     Product Portfolio   

Show Product Portfolio using BCG Matrix

(Cash Cow, Star, Problem Child, Dog) – putting the products on the matrix


The product portfolio comprises of:

(Include the table and put their products in each category)

Problem Child Stars
Dog Cash Cows

The Specific Products

Underneath the matrix you are explaining the table in a little more details with references.

2.1.2     Market Definition and Location

State the company’s major competitors – this can be different for different product segments


Table: Competitors Ranking

[Can be done using either size or revenue. Look at top three competitors].

The company and at least 2 competitors – preferably 3

2.1.3     Current Competitive Position.

Product Positioning [Refer to notes issued on Generic Growth Strategies by Michael Porter and Other Growth Strategies].


Company’s Aggressiveness Strategy.

Company Behaviour Company Justification Strength/ Weakness


Market Leader Yes/No
Market Follower
Market Challenger
Market Defender

Looking at their products, which one is their market leader, which one is a market follower, etc.

2.1.4     Current Competitive Strategy

Read from 132 – 134:

See Lynch p133 (Note cite Barney as reference)

VRIO Framework [Refer to Lynch, page 134. Ensure you define what you will be focusing on, example, the cash cows within the company chosen].

Table: VRIO Framework

[Start reading from Lynch, page 132 – (7) main resource-based elements. Make this diagram a table and discuss against the company chosen.] – there’s a table that speaks to these elements Turn this into a table:Source: VRIO adapted to Johnson and Johnson, Lynch p. 134, 2015

Table ???: Resource-Based Elements

Elements How it affects the company Strength / Weakness / 10

Elements in this table –

Ansoff Matrix for Company [New Product Development; New Market Development; Prescriptive Strategy etc.]

Table ???: Ansoff Matrix


Emergent Strategy Existing Product New Product Development New Market Development
What is the prescriptive strategy for the existing product? Make comments – won’t be both

* Summary of the current competitive strategy

2.1.5     Green Strategy[Ask yourself, is my company eco-friendly?]

2.1.6 Summary of Historical Analysis


2.2 FINANCIAL ANALYSIS ( 2015-2019 for the past 5 years)

Pulling in the FSA – fill the tables. If there are graphs and tables to go along with the info, put it in.

Use  graphs  and  diagrams  to  support  the ratio analysis  to give greater clarity  and  substance to the discussion [Given during class on 13th January, 2019].

  • Extract of Financial Data
  • Accounting Ratios


Evaluation of COMPANY Financial Position using the CAMELS Framework.

Summary of Ratio Analysis

2.2.1 Summary of Financial Analysis

2.2      Value Chain Analysis

Porter’s Value Chain

(Assess each element of the Porter’s Value Chain in a Matrix)

2.3      Core Competencies (Lynch, page 137)
[Include a Summary after Value Chain].

1.1      McKinsey’s 7-S Framework – [Include the 7 HR Factors by M. Armstrong].

HR ANALYSIS – Create a Table for Armstrong 7 like the Mckinsey 7 S

McKinsey 7S
Maylor, 2010, p 28 (Project Management Text Book)

Element What the company does Strength Weakness Measure


Hard Elements
Soft Elements
Shared Values

2.5      Summary of Strengths and Weaknesses
[2.4 & 2.5 summarized]

Strengths and Weaknesses are those identified by the exercises above.

(List main ones)


3.    External Analysis

Lynch (2015, p66-69) (Nine Analytical Tools)

Nine Analytical Tools


For each element below, do a table like the one below from the elements drawn from the identified pages. Note the sources of the relevant theories when referencing.

3.1      Environment Basics – Lynch (2015, p70)


3.2      Customer Analysis and Market Segmentation – Lynch (2015, p98)

(Immediate customer base and wider customer franchise)


3.3      Competitor Analysis(main competitor)

Competitor profile – Lynch (2015, p96-97) (bullet points)

3.4      Cooperative Environment

[Include Porter’s Diamond before the Links Model].

Porter’s Diamond Model

four links analysis

3.5      Competitive Industry Environment

Analyze using Porter’s 5 Forces (in a table format)

3.6      Key Factors for Success – Lynch (2015, p83- 84)

Using the 3 C’s do a table for each of the “C’s” which are outlined in pages 84 and 85




(No table to build here)
3.7      Industry Life Cycle – Lynch (2015, p78-79)

Insert image& shade correct area

Industry Life Cycle


3.8      PESTEL Analysis – Lynch (2015, p73)

[Include M.I.D add on to the pestle – Source: Dr. Nurse, 2019].

3.9 Degree of Turbulence in the Environment – Lynch (2015, p72)

3.10 Summary of Opportunities and Threats

Opportunities and Threats are those identified by the exercises above.

(List main ones)

[STRATEGIC FIT – Get  the EVR Congruence  Model  reference and  Apply the Balance score Card The  model should combine  page 459  with  page 462  so the elements  are all provided].


4.    Strategic Fit Analysis

Refer to Lynch (2015, p 406-408)

4.2 EVR Congruence[See table below. Google Model for further details].

4.1 SWOT Analysis

EVR Congruence

Element Congruence of the company FIT NOT FIT Measure



Environment System Policy (ESP) (Lynch, 2015, p75Figure 3.2 – 3 tables)

Environment System Policy


Element Impact on the Company FIT NOT FIT Measure


Human Resources
Natural Resources
Stage of Economic Development
Level of Structure of Output
Attitude to wealth & work


Element Impact on the Company FIT NOT FIT Measure


Structure of Decision Making
Role of free markets in allocating resources
Desire for International commerce
Nationalisation Policy


Element Impact on the Company FIT NOT FIT Measure


Extent and type of Government intervention
Controls exerted
Performance expected from industry

4.3 Balanced Scorecard (Lynch, 2015, p458)

Elements listed 1-4 on page 459& Add elements from page 462



Influence on the company FIT NOT FIT Measure


Financial Perspective
Improve shareholder value
Revenue growth strategy
Build the franchise
Increase customer value
Productivity strategy
Improve cost Structure
Improve asset utilisation
Customer Perspective
Product/Service attributes
Operational excellence
Customer Intimacy
Product Leadership
Internal Perspective         
Innovative processes How does the company build the franchise?
Customer Management Processes How does the company increase customer value?
Operational Processes How does the company achieve operational excellence?
Regulatory and Environmental Processes How does the company be a good corporate citizen?
Learning & Growth Perspective
Strategic competencies
Strategic Technologies
Climate for action

4.2      Summary of Strategic Fit

(Current strategy in fit or not in fit)


SECTION 2 – Strategic Direction

Scenario  – pg. 266

In developing the scenario to identify the strategic options pg 266 (Lynch, 2016) is the basis.

Strategic Direction

Use a statement such as the following:

Identifying the market segment and market opportunity for [name of company] based on consumer trends and progress in the technological infrastructure such as increased satellite coverage, introduction of 5G network, AI, virtual reality, and augmented reality the following prescriptive and emergent options are recommended [1 of each required]


Based on the strategic fit analysis and other evaluations, prescriptive and emergent options for company to improve competitiveness are listed below:

5.    Trend and Sensitivity Analysis

Environmental scenario for the next 3 years (Use Pestle as elements for the table)

Use PRAM guidelines for Project Risk Analysis and Management. There are 5 options for treating with risks.Major risks analysed below.
6.    Risk Management

Risk Management Analysis using PRAM (Turner, 1999)


7.    Growth Strategic Options

Based on analyses the following strategic options FOR GROWTH are recommended.(List strategic growth options)

Evaluate the options in a comparative table using PEARLS

(Option with the highest total rating is best option)


7.1      Strategic Direction

State what the selected option is [Written justification for PEARLS, Summary of Emergent Strategic Direction].

What is your prescriptive direction?


8.    Suitability – Suitable to whom and what [Refer to Lynch, page 113].

Suitability to Resources and Capabilities (Lynch 2015, p112-113)

Use the diagram at Lynch (2015, p113) to create a table for analysis based on the “Three broad categories”. (Fig 4.3)

Try and answer the five questions.


8.1      Suitability to Resource Base(Lynch 2015, p132) Fig 4.8 – 7 elements

Apply Lynch (2015, p143 and 145)
8.2      Suitability to Culture

Use the Cultural Web to construct the analytical table.And Johnson and Scholes Cultural Web.

Use Lynch (2015, p195-220)
8.3      Suitability to Purpose of the Company

For table format Pg. 196 & 199 –integrate both diagrams

Use Lynch (2015, p206-207 – Figure 6.6)
8.4      Suitability to Stakeholders


8.5 Summary of Suitability

9.    Acceptability

Build tables to analyse each sub-area below


9.1      Acceptability of Business Model

Lynch (2015, page 657) 20.2.2 and 20.2.3

Lynch (2015, page 214/215) 6.5.1
9.2      Acceptability to Ethics and Social Responsibility     

Lynch (2015, page 235) Exhibit 7.3
9.3      Acceptability to Knowledge Management

Lynch (2015, page 245-246) (1-5)
9.4      Acceptability to Technology

Lynch (2015, page 256) (1-3)
9.5      Acceptability using Blue Ocean Strategy 


9.6      Summary of Acceptability Analysis

10.    Feasibility

  1. Start with the Project description with the Assumptions then present the Cash Flows.
  2. Then use the Payback period DCF etc. to evaluate the Cash projection.
  3. Then apply the 10 step feasibility then 4 step external feasibility so it is the order here to change for the flow to be logical.


Application of financial techniques – pg 345:

  1. Return on Capital Employed
  2. Net Cash Flow
  3. Payback period
  4. Discounted cash flow
  5. Break even


10.1      Internal Feasibility Checklist

10 point Internal Feasibility Checklist (Lynch (2015, p337)

  1. Capital Investment Required
    • Current Situation
    • Do they have the funds required for future projects/expansion?
  2. Projection of cumulative profits (based on strategic choices)
  3. Working Capital Requirements
  4. Tax Liabilities and Dividend Payments
    • Is the company paying its taxes?
    • Does the company pay dividends?
  5. Number of current employees? Redundancy? Is the company over-staffed? (Cost of purchase a company will include VSEP to send home redundant workers..)
  6. New technical skills; new plants, etc
  7. New products and how they are to be developed (Ansoff Matrix)
  8. Amount and timing of market investment
  9. Possibility of acquisition, merger, joint venture, etc
  10. Communication of ideas to all those involved… (Network marketing, social marketing)


10.2      External Feasibility Checklist

4-point checklist on external feasibility (Lynch, 2015, p338)

External Feasibility Checklist

[Include the Financial Risk Analysis, Lynch page 339 – Cash flow Model issued by Dr. Nurse].

10.3      Financial Feasibility Checklist

Lynch (2015, p339)

Financial Risk Analysis:

  1. Cash Flow Analysis
  2. Break even Analysis
  3. Company Borrowing Requirements

Financial Ratio Analysis


10.4      Financial Evaluation

Lynch (2015, p345-346) (1-5 Financial techniques)

For Cash Flow Projection use Break Even Point 2-3 years


10.5      Summary of Feasibility

10.6      Summary of Suitability, Acceptability and Feasibility


11.    Internal Development

Tackle internal weaknesses and build on strengths – how do you adjust to fix weaknesses


12.    E-Commerce

Integration of e-commerce elements


13.    Implementation and Control

Reference Lynch (2015, p408)

[Note: Use Turner suggests STRATEGY first and STRUCTURE afterwards].

  1. Structure
  2. Type of structure
  3. Value Chain Configurations
  4. Complexity of Strategic Changes
  5. Role of Top and Middle Management


13.1      Alignment of Company Structure

Lynch (2015, page 409-411) – 9 elements

Lynch (2015, p442-443) – 4 basic elements
13.2      Elements of the Implementation Process

  1. Identification of Strategic Objectives
  2. Formulation of Special Plans
  3. Resource Allocation and Budgeting
  4. Monitoring and Control Procedures.


Implementation plan Lynch (2015, p447) Adapt Fig 13.3

Implementation plan Lynch


13.3      Project Management Approach

[Maylor 2010 – 5C’s and 4D’s models to be used]

the five cs


Project Management Approach

Lynch (2015, p457) Fig 13.42. [Note: include budgeting].
13.4      Project Monitoring and Control

  1. Customer satisfaction
  2. Quality Measures
  3. Market Share

13.5      Green Strategy  

Lynch (2015, p480) 14.3.3

13.6      Managing Change

  • Influence change – Lynch (2015, page 502) Fig 15.3

Managing Change

  • Change Management – Lynch (2015, page 514) Fig 15.7



13.7      Managing Strategic Leadership

Lynch (2015, p549) Fig 16.4

Managing Strategic Leadership

13.8      Business Plan

Lynch (2015, p574) Fig 17.5 (10 elements of a business plan) Place in table

Business Plan


Elements   Comments
1.    Environment
2.    Resources  
3.    Purpose be realistic
4.    Entrepreneurial business opportunity
5.    Target customers
6.    Distribution
7.    Pricing
8.    Quality and service
9.    Reputation and marketing
10. Alliances and joint ventures

13.9      Execution Plan for Chosen Strategic Option

List about 10 key tasks in the project to implement your chosen strategic option and do a Gantt Chart or Network Diagram…spread over a 1 year timeline.


14.    Conclusion

15.    References

15.    Bibliography


List of Tables

Table 2.1 1: Analysis of Company’s Corporate Definition/Vision and Mission.

Table 2.1 2: Analysis of Company’s Business Strategy.

Table 2.1 3: Analysis of Company’s Tactics.

Table 2.1 4: Company’s Product Portfolio.

Table 2.1 5: Global Product Sales 2015 by Relative Market Share.

Table 2.1 6: Company’s Aggressiveness Strategy

Table 2.1 7: VRIO Framework Analysis for CompanyInc

Table 2.2 1: Extract of Financial Data – 2011 to 2016.

Table 2.2 2: Accounting Ratios for Company (2011-2016)

Table 2.2 3: Summary of Ratio Analysis

Table 2.2 4: Evaluation of Company’s Financial Position using the CAMELS Framework

Table 2.3 1: Value Chain Analysis

Table 2.4 1: Company’s Core Competencies

Table 2.5 1: Analysis of Company’s management using McKinsey’s 7-S Framework

Table 3.1 1: Environment Basics

Table 3.2 1: Identification of Company’s Customers and Potential Markets

Table 3.2 2: Bases for Market Segmentation (Consumer Products)

Table 3.3 1: Competitor Profile

Table 3.4 1: Company’s Cooperative Network using the Four Links Model

Table 3.5 1: Analysis of Competitive Industry Environment using Porter’s 5 Forces

Table 3.6 1: Analysis of Customers’ Wants KFS

Table 3.6 2: Analysis of Competition KFS

Table 3.6 3: Analysis of Corporation KFS

Table 3.8 1: PESTEL Analysis

Table 3.9 1: Degree of Turbulence of the Environment

Table 4.1 1: SWOT Analysis for Company

Table 4.2 1: EVR Congruence Analysis

Table 4.3 1: Balanced Scorecard Analysis

Table 4.4 1: Trend and Sensitivity Analysis

Table 4.4 1: Risk Management Analysis (PRAM)

Table 4.4 1: Evaluation of Emergent Strategic Options (PEARLS)

Table 8.1 1: Suitability of Company’s Resource Base

Table 8.1 2: Suitability Analysis using Resource-based View

Table 8.1 3: Analysis of Suitability to Culture

Table 8.1 4: Suitability to Purpose

Table 8.1 5: Analysis of Suitability to Stakeholders

Table 8.2 1: Analysis of Acceptability of External Business Model

Table 8.2 2: Analysis of Acceptability of Internal Business Model

Table 8.2 3: Analysis of Acceptability to Ethics and Corporate Social Responsibility

Table 8.2 4: Analysis of Acceptability of Knowledge Management

Table 8.2 5: Analysis of Acceptability to Technology

Table 8.2 6: Acceptability Analysis using Blue Ocean Strategy

Table 8.3 1: Analysis of Internal Feasibility

Table 8.3 2: Analysis of External Feasibility

Table 8.3 3: Financial Feasibility Analysis

Table 8.3 4: Cash Flow Projection for Investment Period

Table 8.3 5: Financial Evaluation

Table 11.1 1: Alignment of Company’s Structure for the Strategy

Table 11.3 1: Application of Five C’s to Implementation of Strategic Option

Table 11.3 2: Project Implementation using 4-D Model

Table 11.5 1: Company’s 3-year Green Strategy

Table 11.6 1: Change Management using the Five Factor Model

Table 11.7 1: Managing Strategic Leadership

Table 11.2 1: Implementation Plan – Key Tasks and Responsibilities


List of Figures

Figure 2.1 1: BCG Matrix for Company’s Product Portfolio

Figure 2.1 2: Smartphone Product Positioning for top brands

Figure 2.1 3: Laptop Product Positioning for top brands

Figure 2.1 4: Ansoff Matrix

Figure 2.3 1: Porter’s Value Chain

Figure 2.4 1: McKinsey’s 7-S Framework

Figure 2.6 1: Nine basic analytical tools for analysing the strategic environment.

Figure 3.3 1: The Four Links Model

Figure 3.5 1: Porter’s Five Forces Model

Figure 3.6 1: Ohmae’s Three Cs Model

Figure 3.7 1: Product Industry Life Cycle

Figure 8.1 1: Five Key questions related to strategic resources and capabilities

Figure 8.1 2: Johnson and Scholes Cultural Web

Figure 11.1 1: Ringi-Sho Consensus Culture of Japanese Organizations

Figure 11.2 1: Basic Implementation Process

Figure 11.2 2: Implementation Plan for Company over 3 years

Figure 11.3 1: The 4-D Project Management Model

Figure 11.4 1: Hierarchy of Control Systems

Figure 11.6 1: People and pressure points for influencing strategic change

Figure 11.6 2: The Five Factors in the successful management of strategic change

Figure 11.7 1: The five elements of successful and effective strategic leadership

Figure 11.8 1: Entrepreneurial Strategy: The 10 Elements of a Business Plan

Figure 11.9 1: Gantt Chart – Implementation of Chosen Option