MOD001147 – Dynamics of Strategy Assignment Rubric Revised
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Table of Contents
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
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?|
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|
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.
|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)
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
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 7SMaylor, 2010, p 28 (Project Management Text Book)
|Element||What the company does||Strength||Weakness||Measure
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)
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].
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
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
|Element||Congruence of the company||FIT||NOT FIT||Measure
Environment System Policy (ESP) (Lynch, 2015, p75Figure 3.2 – 3 tables)
|Element||Impact on the Company||FIT||NOT FIT||Measure
|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|
|Element||Impact on the Company||FIT||NOT FIT||Measure
|Extent and type of Government intervention|
|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
|Improve shareholder value|
|Revenue growth strategy|
|Build the franchise|
|Increase customer value|
|Improve cost Structure|
|Improve asset utilisation|
|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|
|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.
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
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
- Start with the Project description with the Assumptions then present the Cash Flows.
- Then use the Payback period DCF etc. to evaluate the Cash projection.
- 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:
- Return on Capital Employed
- Net Cash Flow
- Payback period
- Discounted cash flow
- Break even
10.1 Internal Feasibility Checklist
10 point Internal Feasibility Checklist (Lynch (2015, p337)
- Capital Investment Required
- Current Situation
- Do they have the funds required for future projects/expansion?
- Projection of cumulative profits (based on strategic choices)
- Working Capital Requirements
- Tax Liabilities and Dividend Payments
- Is the company paying its taxes?
- Does the company pay dividends?
- Number of current employees? Redundancy? Is the company over-staffed? (Cost of purchase a company will include VSEP to send home redundant workers..)
- New technical skills; new plants, etc
- New products and how they are to be developed (Ansoff Matrix)
- Amount and timing of market investment
- Possibility of acquisition, merger, joint venture, etc
- 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)
[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:
- Cash Flow Analysis
- Break even Analysis
- 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
Integration of e-commerce elements
13. Implementation and Control
Reference Lynch (2015, p408)
[Note: Use Turner suggests STRATEGY first and STRUCTURE afterwards].
- Type of structure
- Value Chain Configurations
- Complexity of Strategic Changes
- 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
- Identification of Strategic Objectives
- Formulation of Special Plans
- Resource Allocation and Budgeting
- Monitoring and Control Procedures.
Implementation plan Lynch (2015, p447) Adapt Fig 13.3
13.3 Project Management Approach
[Maylor 2010 – 5C’s and 4D’s models to be used]
Lynch (2015, p457) Fig 13.42. [Note: include budgeting].
13.4 Project Monitoring and Control
- Customer satisfaction
- Quality Measures
- 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
- Change Management – Lynch (2015, page 514) Fig 15.7
13.7 Managing Strategic Leadership
Lynch (2015, p549) Fig 16.4
13.8 Business Plan
Lynch (2015, p574) Fig 17.5 (10 elements of a business plan) Place in table
|3. Purpose be realistic|
|4. Entrepreneurial business opportunity|
|5. Target customers|
|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.
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