msg business strategy

Module Study Guide

Business Strategy

The Claude Littner Business School

Business Strategy

Module Study Guide

Module CodeMS70076O

Level7

Credits20

AY2014-2015Version No 02.2 UWL 2014Business StrategyContents

3Module Leader and Teaching Team Details

4Facts and Figures

51.Welcome and Introduction to the Module

52Administrative and Technical Support

53.Timetable/Venue/Rooms

64.Student Support and Guidance

6West London Online (Blackboard)

6Help and support

6Learning Support

7One-Stop-Shop

7The University Library

85.Content of the Module

116.Aims of the Module

117.Learning Outcomes

128.Learning Resources

149.Assessment: General Information

1410.Details of Assessment

14Assessment 1

15Assessment 2

1611.Summative Assessment Grid

1612.Statement on Plagiarism

1613.Evaluation of the Module

1614.Personal Development Plan (PDP)

1715.Frequently Asked Questions (FAQ)

1716.Guide to Learning Sessions

Module Leader and Teaching Team DetailsModule LeaderChandra Bhasham

Field and SchoolClaude Littner Business School

Email [email protected]

Phone02082312446

Location11th Floor Paragon House

Module TutorA C Marcelline

Field and SchoolANC Colombo

Email [email protected]

Phone+94773596718

LocationBy Appointment

Module Tutor

Field and School

Email

Phone

Location

Facts and Figures

Module CodeMS70076E

Level7

Credits20

Total Guided Learning Hours200

Consisting of:

Teaching Contact Hours42

Guided Independent Study Hours158

Placement Hours0

Assessment:

Percentage of final marks assessed by:

Exam0%

Coursework100%

Practical0%

Section

A

Overview and Content

1. Welcome and Introduction to the Module

Welcome to this Level 7 module: Business Strategy. This is a critical subject area for organisations and therefore a compulsory module for all the Management Masters courses within the West London International Business School.

This module provides a rigorous introduction to the concepts and frameworks used in strategic decision making and provides students with the necessary tools to undertake strategic management.

The module examines the changing environment for businesses and introduces appropriate tools for analysing the opportunities and threats that are emerging. Different, and complementary, approaches to assessing strategic capability are developed.

Analysis of the strategic position enables strategic managers to properly evaluate strategic options and guides the choice of strategy this module enables students to make such choices more effectively by introducing and developing appropriate tools and frameworks for evaluation.

Throughout the module, the emphasis is placed on enhancing understanding and application of concepts in order to develop the ability of students to appreciate the role of strategy in any management context and improve the ability of students to contribute to strategic development in the organisations in which they work.

The module provides complimentary subject knowledge for Corporate Strategy.2Administrative and Technical Support

The administrators for the module are Jackie Forbes-Steers and Susan Broomfield. (PR 406)

3.Timetable/Venue/RoomsLecture and Tutorial:

Room as per Masters course timetable.

4.Student Support and Guidance

West London Online (Blackboard)

All the key information you require to complete this module will be made available through West London Online (Blackboard). Please check the module site regularly for additional resources or information made available while the module is running. Updates or changes will be communicated to you via Blackboard announcements and/or email so please also ensure that you check your student email account regularly.

Help and supportThere are Help Pages at http://uwl.ac.uk/westlondononline - these provide guidance for all students in making use of the University's online learning platforms.

All technical issues with Blackboard, Turnitin and PebblePad should be reported to the IT Service Desk. You can do so by:

Talking to staff in any IT Suite or Library

Calling 0300 111 4895 (internal phone extension 4895)

Emailing [email protected] Support

Learning Support is free and available to all UWL students. Your first point of contact for any enquiry about support available for writing, maths, structuring essays, revision techniques, or any other support you require with academic skills is [email protected] .

You will also find online self-help and self-tests on academic writing, plagiarism, grammar and punctuation and time management. This is available at Study Support Online. Look for the link to Study Support Online when you log on to West London Online (Blackboard) http://online.uwl.ac.uk .

The University also offers you the opportunity to test and improve your own academic skills at leisure, in your own time. This test is free and available for the duration of the course. It can be found on the Study Support Online community inside West London Online (Blackboard). Look for the link to Study Support Online when you log on at http://online.uwl.ac.uk One-Stop-Shop

Students can benefit from a variety of support services during their studies. The One-Stop-Shop offers professional services which are free, impartial and confidential. They offer information, advice and guidance to students in a variety of ways e.g. face to face, telephone, email, Skype.

They aim to answer all your questions, or direct you to someone who you can talk to. They are located on Ground Floor, C Block, St. Marys Road, Ealing with a satellite service to Paragon and Reading, including drop-in sessions (these are advertised on each site).

Opening hours:Monday to Thursday9.00 to 5.00pm

Friday10.00 to 5.00pmFor further information on each area go to: http://www.uwl.ac.uk/students/Support_for_students.jsp Email: [email protected] Telephone: 020 8231 2573 / 2991 / 2739The University Library

The University Library provides a wide range of services, resources, advice and help to support teaching, learning and research across the institution. There are two physical libraries:

The main campus Library in St Marys Road, which comprises of four floors

The Health Library on the second floor of Paragon House

There is also a virtual library at the Berkshire Hub providing access to all our e-resources and which is fully supported with professional Library and IT help and advice.

All students are automatically members of the Library. The Unique card is also the Library card, and borrowing rights are automatically set according to course and status. Self-service machines are available at all Libraries, allowing for independent borrowing when service desks are not staffed. The Academic Support Librarians provide help and support throughout the learner journey, running training sessions on a regular basis on topics such as Reworks and referencing, or database search strategies, and offering one-to-one advice on finding detailed resources for assignments by appointment. Further information including opening hours and contact details is available at:

http://library.uwl.ac.uk/use/sites/opening_hours.html5.Content of the Module

This innovative module focuses on company and organisation strategic analysis and decision making in the context of changing industry structures, and the uncertain business environment in which organisations function.

The module examines theoretical and management issues underpinning a wide range of strategic debates relevant to modern organisations.

An evaluation of differing approaches to strategy-making is explored in order to provide an informed and critical view of creative strategies at both a corporate and operational level.

After introducing the module and strategy in general, this module examines common analytical tools and frameworks used for the purpose of strategic position identification.

Indicative content: The scope and importance of strategic management models and the development of strategy in practice.

Analysing the business environment. PESTLE, Porters 5 forces, scenario planning and strategic groups.

Analysing the strategic capability of the organisation. Value chain, core competences and financial analysis.

Culture and the cultural web. Governance and CSR The basis of strategic choice. Generic strategy at the business unit level. Corporate level strategy. Portfolio analysis. Directions of strategic development market penetration, market development, product development, vertical integration and diversification.

Methods of strategic development internal development, joint ventures, strategic alliances, mergers and takeovers. Innovation and Entrepreneurship Implementation Issues in Strategy.

Strategic evaluation and selection.Managing change

TimetableWeekLectureTutorials

1Introduction to Module

Introduction to Strategy

Theory & Practices of Strategy Development

2External analysis:

Environmental analysis (PESTEL)

ScenariosGlastonbury

(J/S/W p. 24)

Answer Q1, Q2 and Q3 on page 18 of this guide

3The Competitive Environment - Industry (5 Forces)

(J/S/W CH 2)

Strategic GroupsAssignment 1 briefWestern European Brewing

(J/S/W p. 79)

Carry out PESTEL analysis for the industry. Identify Os and Ts and key drivers for change.

4Internal analysis:

Resources, Value chain and CCs,

Strengths and Weaknesses

(J/S/W CH 3)Assignment 1 briefWestern European Brewing

(J/S/W p. 79)

Carry out 5 Forces analysis for the industry. Is the industry attractive or not?Identify strategic groups.

5Financial Analysis

(Various sources)SWOT & TOWS

(J/S/W CH7, 10)Catch up

Assignment 1 brief

6Governance & CSRRyanair (J/S/W p. 618)

Carry out Value Chain analysis, identify Core competences and identify Strengths and Weaknesses for the company.

7Culture and strategy

(J/S/W CH 5)Ryanair (J/S/W p. 618)

Calculate and interpret financial ratios for Ryanair

8Assignment 1 due!Business level strategy

Generic strategy

Club Med (J/S/W p. 187)

Answer all questions on page 189.

9Corporate level strategy

Strategic Directions

Ansoff MatrixIKEA (J/S/W p. 630)

Generic Strategy

10Strategic options

Strategic Methods

Organic, M&A, JVIKEA (J/S/W p. 630)

Strategic directions

11Evaluation

S, F, AFinal assignment brief

12Managing change

Innovation and entrepreneurshipTesco (J/S/W p. 658)

Construct TOWS for Tesco and suggest a couple of new strategies. Make an attempt to evaluate one strategy sing S, F and A criteria.

13Revision

Final assignment briefRevision

Final assignment brief

Break

Final assignment due!

For tutorial questions please refer to the Guide to Learning Sessions.

6.Aims of the Module

1. To enable students to develop a critical and informed understanding of the business environment in which organisations operate.

2.To equip postgraduate business and management students with a range of tools and concepts of strategic analysis that will enable them to assess the strategic position of business organisations.

3.To develop strategic thinking and vision that can be utilised in formulating strategies, evaluating options and implementing strategic decisions.

4.To develop critical and analytical skills that will enable students to interpret complex business issues and understand their implications for functional areas of management.

5.To develop management skills and decision making which can be utilised in strategic management in the students current role and future career.

7.Learning Outcomes

On completion of this module the student should be able to:

1. Demonstrate a critical awareness of current issues in the field of strategic business and management informed by recent literature and relevant practices in the field 2. Ability to acquire and analyse information to evaluate relevance and synthesise data in the context of new business developments

3. Conduct systematic research into organisations and / or an industry taking account of the relevant internal and external contexts 4. Apply knowledge of relevant strategic concepts and frameworks to a range of complex business and market situations

5. Demonstrate creativity in the identification of new approaches and critically evaluate potential future strategies 6. Ability to coherently communicate ideas and finding in an effective manner (verbally and in writing)8.Learning Resources

Library Services (including e-resources)

UWLs Library Services offer the best possible learning environment, with one of the largest, electronic, net-accessible collections of resources in the higher education sector.

We have invested heavily in updating our traditional library and computing facilities. They provide workstations offering full internet access. There is also an extensive collection of electronic databases covering virtually all subjects. The libraries hold a substantial stock of specialist books and journals, housed in a combination of open and private study areas. There is also a wireless network available for personal laptops within each library.

Support staff at each library can help you get the most from the resources, and subject-specialist librarians can help with more detailed research queries. Self-issue machines for book loans in/out of service hours are available in Ealing and Brentford.

UWL is a member of the Society of College, National and UK Libraries (SCONUL), and M25 Libraries consortia. These organizations allow access to other HE institutions libraries and specialist libraries within London and throughout the UK.

Student learning resources

Essential Reading:

Exploring Corporate Strategy by Johnson, Scholes and Whittington, Edition 9, 2011, Prentice Hall.

Additional Reading:

Grant R.M. (2010) Contemporary Strategic Analysis 7th Edition, Blackwell

Lynch, R (2009) Strategic Management 5th Edition, FT Prentice Hall.

Other learning resources (journals, databases, websites)

Harvard Business Review

Long Range PlanningStrategic Management Journal (SMJ)

Advances in Strategic ManagementElectronic sourceswww.lrpjournal.com provides access to Long Range Planning.

Company websites such as eurotunnel.com or gsk.com provide company information.

FT.com provides an index of FT sources.

Blackboard:

The UWL e-learning platform contains all the module material including the module study guide, module workbook, lecture slides, tutorial commentary and links to useful websites.

Section

B

Assessment and Feedback

9.Assessment: General Information

Assessment for the module consists of coursework weighted at 50% and a final assignment weighted at 50%. The pass mark for the module is 50%; in addition a minimum of 35% must be obtained in both pieces of assessment.10.Details of Assessment

Assessment 1

Assessment 2

This assessment element is to be submitted via Turnitin. You will find a link to the Turnitin Assignment from the Assessments area of the Blackboard course menu.

You will need to ensure that your assessment is uploaded as a single document, and in the correct format (e.g. a Word document or PDF the acceptable file formats are displayed on screen when you come to submit via Turnitin).

When submitting, please enter your student ID number in the submission title box. The document itself should contain your student ID number in a header or footer; your name should not be visible on the work.

Turnitin generates an Originality Report, and you are encouraged to make use of this facility as a support tool to help you ensure the source material in your assignment is correctly referenced before final submission.

You will be able to submit revised drafts of your work up until the assignment due date. Only the final version will be marked by your tutor.

At the due date and time, no further submissions or changes are possible. Whatever is in the Turnitin inbox at this time will be regarded as your final submission.11.Summative Assessment Grid

Type of assessment Module learning outcomeWord count or equivalent Due date (week no.)ThresholdPass mark Weighting

Environmental and industry analysis

Internal analysis1, 2, 3, 62,000935%50%50%

Evaluation of the suggested strategies.2, 4, 5, 62,0001535%50%50%

12.Statement on Plagiarism

Plagiarism is defined as the presentation by a student of work for assessment which is not his/her own, in the sense that all or part of the work has been copied from that of another person (whether published or not) without attribution, or the presentation of another's work as if it were his/her own. Any student who knowingly permits another student to plagiarise his/her own work will also be regarded as having breached the General Regulations. Self-plagiarism can also occur if a student does not reference their own, previous, work.

See also: Student Handbook Section 3. University Regulations and Student Code of Conduct

For further advice on plagiarism go to the UWL website:

http://www.uwl.ac.uk/students/current_students/Advice_to_students_on_plagiarism.jspAs detailed in Section 4 above, the Learning Support Team are available to help with any issues you may have with academic writing and referencing.

13.Evaluation of the Module

The module will be evaluated on line by students.14.Personal Development Plan (PDP)

See the Course Handbook.

15.Frequently Asked Questions (FAQ)

None known.

Section

C

Module Programme

16.Guide to Learning SessionsTheme Number

1

ThemeIntroduction

Key concepts / issuesDefinition of Strategy, Strategy lenses, Complexity.

Delivery methodLecture/Tutorial.

Formative assessment opportunitiesTutorials questions offer opportunities for formative self-assessment

Links to assessmentBoth assignments

Essential ReadingJohnson, Scholes & Whittington Ch1,

Pre-reading (case study)

Background Reading

Independent StudyPractice tutorial questions.

Links to BlackboardLecture slides and commentary to tutorials will be available on Bb.

Theme Number

2

ThemeEnvironmental analysis

Key concepts / issuesAnalysing environment - PESTEL.

Scenario analysis.



Links to assessmentFirst assignment

Essential ReadingJ/S/W Ch2

Pre-reading (case study)Glastonbury (J/S/W p. 24)

Answer Q1, Q2 and Q3.Q1: What strategy statement would you propose for the Glastonbury Festival?

Q2: Discuss the following aspects of the Glastonbury Festival: long term, direction and organisation.

Q3: Identify key positioning issues for the Glastonbury Festival using the following headings: environment, strategic capability, purpose and culture.

Background Reading



Theme Number3

TopicIndustry analysis

Key concepts / issuesIndustry analysis 5 Forces.Strategic groups.

.



Links to assessmentFirst assignment

Essential ReadingJ/S/W Ch 2

Pre-reading (case study)Global forces and the Western European brewing industry (J/S/W page 79)

Q1: Carry out PESTEL analysis for the European Brewing industry and identify a number of Opportunities and Threats. Also identify key drivers for change.

Background ReadingPorter, M. (1979) How Competitive Forces Shape Strategy, Harvard Business Review (Vol. 57, Issue 2)



Theme Number

4

ThemeInternal analysis

Key concepts / issuesInternal analysis. Strengths and Weaknesses, Value chain, competences and resources



Links to assessmentFinal assignment


Pre-reading (case study)Carry out the 5 Forces analysis for the industry. Assess each force (as high, moderate or low) and discuss attractiveness of the industry having the 5 forces in mind.Identify strategic groups for the industry.

Background Reading



Theme Number

5

ThemeInternal analysis

Key concepts / issuesFinancial resources: financial analysis financial accounts and ratios.SWOT & TOWS.Catch up.




Essential Reading

Pre-reading (case study)Assignment one brief.

Background Reading



Theme Number6

ThemeStrategic options

Key concepts / issuesGovernance and CSR





Pre-reading (case study)Ryanair: the low fares airline future destinations? (J/S/W page 618)

Q1: Discuss resources and competences of Ryanair.

Q2: Carry out Value Chain analysis and identify core competences for Ryanair.

Q3: Summarise the results by identifying Strengths and Weaknesses for Ryanair.

Background Reading



Theme Number7

ThemeCulture and strategy

Key concepts / issuesCultural Web



Links to assessmentBoth assessments


Pre-readingRyanair: the low fares airline future destinations? (J/S/W page 618)

Calculate and interpret the following financial ratios for Ryanair:

ROCE, Current Ratio, Gearing Ratio, Interest cover, Dividend yield and PER (price - earning ratio).

Background Reading



Theme number8

ThemeBusiness level strategy

Key concepts / issuesPorters and Bowmans models of Generic strategy





Pre-readingClub Med (J/S/W p. 187)

Answer all questions on page 189

Background Reading



Theme number9

ThemeCorporate Strategy

Strategic directions

Key concepts / issuesAnsoff matrix

Diversification

Parenting

Portfolio analysis





Pre-readingIKEA (J/S/W p. 630)

Discuss Ikeas Generic Strategy.

Background Reading



Theme number 10

ThemeStrategic Options

Strategic Methods

Key concepts / issuesOrganic growth

Mergers & Acquisitions

Joint Ventures





Pre-reading

Background ReadingIKEA (J/S/W p. 630)

Discuss Ikeas strategic directions



Theme number 11

ThemeStrategy Evaluation

Key concepts / issuesTOWS re-visited

Suitability

Feasibility

Acceptability





Pre-reading

Background ReadingNone. Final assignment brief.



Theme number 12

ThemeManaging changeInnovation and entrepreneurship

Key concepts / issuesManaging Change a brief introduction





Pre-reading

Background ReadingTesco (J/S/W p. 658)

Construct TOWS for Tesco and suggest a couple of new strategies. Make an attempt to evaluate one strategy sing S, F and A criteria.

Independent Study

Links to BlackboardPractice tutorial questions.

ThemeLecture slides and commentary to tutorials will be available on Bb.

Theme number 13

ThemeRevision

Key concepts / issues




Essential Reading

Pre-reading

Background Reading



APPENDIX A

First Assignment (weighting: 50%)For the purpose of this assignment you should select an industry of your choice (such as global mainstream airlines, supermarkets, mobile phone manufacturers or another). Carry out a research for the industry and address the following tasks:1. Environmental analysis

Analyse the external environment of the chosen industry using appropriate strategy tools (PESTEL - identify the main opportunities and threats arising from environmental change and assess key drivers for change for the industry).

Areas you should pay attention to are as follows:

PESTEL

Opportunities (Os) and Threats (Ts)

Key drivers for change

2. Industry analysis Carry out 5 Forces analysis and discuss attractiveness of the industry.

NB. Refer to Marking Grid.DEADLINE: TBA. To be submitted via Turnitin.NB.The most important aspect of the assignment is the application of theory/models it is essential that your answers contain a rigorous application of these strategic concepts.

TACKLING THE FIRST ASSIGNMENT QUESTIONS : GENERAL ADVICEThe assessment is based on an industry of your choice. You will need to research the industry try Keynotes, Mintel, the FT and similar sources.

1.Environmental analysis ( external factors

(Use PESTEL to support your answer. Identify a set of important issues for the industry (10) and for each issue provide a discussion that leads to identification of an Opportunity (O) or a Threat (T).

(Focus on key points (out of 10 identified issues choose two that are the most important in your view and these will be the 'key drivers for change'). Explain why did you choose those two.

(Use evidence to support your points (use data)

(Emphasise the environmental change not the strategic response

(Focus on the opportunities/threats that might be of particular importance

-An opportunity is an EXTERNAL change that creates openings/possibilities

-A threat is an EXTERNAL change that poses a challenge/difficulty

Use a number of sources but ensure they are fully referenced.

There should not be any discussion here of any of the companies nor their strategies or its strengths and weaknesses.

2.5 Forces: use the analysis to assess each force (separately) as high, moderate or low and discuss attractiveness of the industry with these forces in mind.

GUIDELINES

You can use any relevant sources providing all sources are properly referenced. Of particular relevance are sources like Keynotes, Mintel and the FT.

Your assignment should not exceed 2,000 words.

The main purpose of the assignment is to demonstrate your understanding and application of the concepts used in the module.

PresentationFor ease of understanding, your report should be word processed. You should clearly label any diagrams, graphs, charts etc that you include. 10% of the total marks will be allocated for presentation, English and referencing.

PlagiarismPlagiarism is the taking of the work of others and passing it off as if it were ones own. The university has strict rules about this offence and you should remind yourself of these. However, to avoid any misunderstandings about plagiarism please note the following requirements about referencing and working with others.

ReferencingYour report must:-Acknowledge and properly reference all data sources.

-Clearly indicate any direct quotes or extracts from such references with the use of quotation marks, italics or similar distinguishing marks.

-Use an accepted referencing system (e.g. the Harvard system).

Working with othersYour report must be all your own work. It is natural that you may wish to discuss the assignment with others. There is no reason why you should not do this. Indeed it is to be encouraged, as it is likely to improve your learning if you do so. However, what you submit for assessment must be written entirely by you.

APPENDIX B

End of Module Assignment (weighting: 50%)This assignment is based on the same industry you analysed in your first assignment, but you must choose one company from that industry.Task 1 Internal analysis

Discuss strategic capabilities (resources and competences) of the chosen company using appropriate strategy tools (use Value chain to discuss companys activities and identify their core competences) and identify strengths and weaknesses for the firm. Also discuss companys financial position and their culture.

Areas you should pay attention to are as follows:

Value chain and Core competences Financial analysis Strengths and weaknesses and resources (human and physical)

Task 2 New strategies

Construct a SWOT matrix (combine Task 1 findings with the findings of the Assignment 1). Use TOWS matrix to recommend a set of strategies for the company from 2013 - 2018 justifying the recommendations made (suggest several strategies then choose two of these to evaluate using S, F, A criteria). Areas you should pay attention to are as follows:

TOWS and Strategies

Suitability

Feasibility

Acceptability

Strategies for change management

NB. Refer to Marking Grid.DEADLINE: TBA. To be submitted via Turnitin.NB.An important aspect of this assignment is the application of theory/models it is essential that your answers contain a rigorous application of these strategic concepts. In addition you need to use that information in order to devise and evaluate strategies.Guidelines for the Final Assignment

1.(Internal analysis ( S & W

(Emphasize: Distinctive strengths and Critical weaknesses.

Show an awareness & selective use of tools

(value chain / resource audit / core competences).

Human and physical resources can be discussed in a descriptive way (use data to support your arguments and provide references).

Value chain should be used to discuss companys activities and for identification of core competences.

Accounting ratios should be used to discuss the firms financial position use the latest accounts available from the firms website and calculate and interpret the following ratios: ROCE, Gearing and Current ratio. Comparisons with key rivals are helpful.

2.The main focus of this question is on RECOMMENDATIONS for the FUTURE dont just say what the company has done in the past or is doing now try to think of NEW strategies but remember they must be realistic.(Dont just summarise the case you need to look forward and use your own ideas).

Q2 builds on Q1 (link them - USE a TOWS matrix)

You should identify several strategies using TOWS, then you should identify two and evaluate these.

Justify your points - EVALUATE your strategies using the SFA criteria. You should suggest new directions (using Ansoff model) and methods of development (organic or otherwise) but you must be specific in your recommendations. Specify exactly what you think the company should do and why (not just broad direction e.g. Market Development or methods Joint Ventures).

5 years is the appropriate horizon. But be realistic in what can be achieved in this timeframe.Finally, for one evaluated strategy discuss potential implementation issues paying specific attention to Managing Change.

Marking Grid

A1FAFail (65)

Structure, coherence and analysis

The report must be clearly structured and logically argued. It should have clear conclusions.

Analysis/application of knowledge gained.30

30

Poorly organised and structured

Some logical structure and argumentProper structure. Well argued.Excellent. Clear structure.

Very well argued.

Inadequate, incompetent task coverage.Very limited use of concepts and theories. Application is not given or consideredCompetent task coverage.Adequate use of concepts and theories.

Acceptable level of analysis.High quality task coverage.Good analysis.

Highest quality task coverage

Content/Academic standard

The report must cover all aspects of the assignment brief.

Appropriate strategy models, concepts and examples must be used.

Students must show a clear understanding of the theory and practice of strategy.

Final Assignment:

Demonstrate ability to synthesise. Show creativity.3040Significant points of brief omittedMost points of brief covered adequatelyMost if not all points of brief covered to a good standard.All points of brief comprehensively covered.

Poor/no use of examplesSome attempt to apply concepts with some evidence of understandingUse of models with only minor problems of understanding.Models/concepts used well with clear understanding.

Little use and understanding of strategy/ conceptsAt least a few examplesReasonable use of examples.Very good use of examples.

Unable to synthesise and use creativity to arrive at new strategies.Limited synthesis carried out (demonstrated).Some new strategies discussed.Able to synthesize range of information towards given purpose. A good set of new strategies identified.

Clear evidence of synthesis/creativity and a highly methodical approach. A number of new strategies identified and well defined.

Use/credibility of data

The arguments used must be credible and backed up with evidence/logical argument.

Real data used appropriately should be included.

3020Poorly arguedArguments used make sense.Well argued.Excellent arguments used.

Little or no data/evidence useSome use of evidence and real data.Proper use of data.Lot of good quality data. Well analysed and used.

Presentation

All points should be clearly and concisely expressed in accurate and readable English.

Your report should be word processed, spell checked and carefully proof read.

Appropriate references must be cited and properly identified using an accepted system.

Presentation of the report should be neat, tidy and properly laid out.1010Poorly expressed

Adequately expressed.Coherent expression Readable.Excellent expression and concise English.

Many errorsSome errors in EnglishRelatively few errors.Minimal errors

Poorly referenced

Some attempt at referencingReferencing acceptable.Properly referenced.

Not neatly presentedReasonable presentation.Neatly presented.

Assessment task:

To undertake an analysis of an industry.

See Appendix for specific CWA brief.

Assessment task:

Analyse the strategic capability of an organisation using appropriate strategy tools and identify the key strengths and weaknesses of the firm. In particular identify and discuss any core competences that the firm has.

Use TOWS matrix to identify/suggest several new strategies for the organisation. Then, choose two strategies and evaluate these using S, F and A criteria.

See Appendix B for separate specific EMA brief.

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