Strategy-QA365

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Competitive Strategy & Innovation

 

Purpose of the Assessment
 

The purpose of this assignment is to
 

a) Test the student’s knowledge of the core concepts, models and frameworks taught in the module and relevant to the strategy process
b) Allow the student to apply their learning in the module to date in a case study analysis and to present their findings in a high level board manner that captures the key issues
 
Assessment Task
 
You are required to read the case on Richard Branson and the Virgin Group and prepare a 15 minutes board level PowerPoint presentation between 18 to 21 slides, each slide must contains 100 words (excluding the references pages – minimum of 12 references) addresses the following questions (support you answer in details in the Notes page of the slide)
 
1. What common resources and capabilities link the separate Virgin companies? (30%)
2. Which business if any should Branson consider divesting? What criteria should he use in deciding what new diversification strategy to pursue? (40%)
3. What changes in the organisational structure and management systems of the Virgin Group would you recommend? (30%)
 
Assessment Breakdown
 
The percentages above indicate the weighting given to each section.
 

Assessment Guidance
 
You will be expected to read the case several times to make sure you understand the context, grasp the detail and then review the key elements using the key strategy models to go through the strategy process, drawing on evidence from the case to justify your views.
 
You should read the related chapters in the Grant’s book. Chap 13 is of particular relevance.
 
You can carry out further research on The Virgin Group, however you must only use material drawn from credible sources such as: academic articles and texts;; quality newspaper and business periodicals, e.g., the FT, The Economist and the official Virgin website. You should not use unreliable sources such as non-reviewed websites, e.g., Wikipedia.
 
Important Notes
 
– The module leader focused on few subjects which he expect to see it in my presentation, as follows
 
– Internal Factors (Resources and capabilities)
– External Factors
– SWOT Analysis
– PESTLE Analysis
 
– Three strategies he focused on
– Michel Porter’s – Generic Positioning Strategies
– Henry Mintzberg – Emergent Strategies
– Innovation & Blue Ocean Strategies
– Your work must be fully Harvard referenced and include a separate reference list at the back of your work.
 

Attachments
 
– Richard Branson and the Virgin Group Case Study, which is the core subject of the presentation.
– Attached the presentation for this module. I know its long PowerPoint presentation, but the writer must read it in order to prepare good presentation especially pages (from 29 to 127).
– Two books MUST be part of this presentation and used as references.

 
Learning outcomes
 

The learning outcomes being addressed through this assignment are
 

Knowledge and Understanding
 

c) Recognise, consider and address macro-economic trends in a changing world and their impact on business whilst evaluating competitive, organisational and ethical values.

Subject Specific Skills
 

e) Develop appropriate policies and strategies within a changing environment for a variety of organisations, to meet stakeholder interests.

Key Skills
 

f) Develop and demonstrate key communication and time management skills.
h) Demonstrate critical thinking and creativity: engage the creative processes in self and others; organise thoughts, analyse, synthesise and critically appraise alternative strategies and choices.

 

You can read more about our case study assignment help services here.
 

 

Assessment Structure & Criteria

There are two assessments for this module, the first of which is an individual presentation analysing a company followed by another individual assignment case analysis, both based on an actual and integrated case studies. The main focus of case based assignments is to test the students’ ability to apply some of the strategic concepts covered in the course to real-world organisations and sometimes their own organisations. Students will need to carry out some independent research to determine the effectiveness of an organisation’s strategy.
 

Harvard referencing system is used at all times for the recording & citing of all academic theory. It is an important academic skill & principal to follow & observe. Students must familiarise themselves with Harvard referencing & make the time to understand & apply it.
 

Assignments should be accurately and appropriately referenced. Marks may be deducted for poor or inadequate referencing. The work submitted must be authentic and original, in other words, the assignment should be your own work.
 
Overall Aims for the Module
 
• The module helps students develop a broad knowledge and understanding of strategy development in organisations, the external context in which they operate and how they are managed for strategic goals.
 
• They will be able to understand, respond to and lead change and be able to develop intellectual and professional breadth by making integrative links across the various functional areas of organisations whilst taking into account the social, environmental and ethical elements required of leaders today.
 
Learning Outcomes
 
On successful completion of the Module, participants will be able to
 
Knowledge and Understanding
a) Identify, critically appraise and select strategies for organisations operating within domestic and international contexts
b) Critically evaluate strategies linked to responding to external environments (fit strategies) and contrast them to strategies linked to core competencies (stretch strategies)
c) Recognise, consider and address macro-economic trends in a changing world and their impact on business whilst evaluating competitive, organisational and ethical values.
 

Subject Specific Skills
 
d) Be able to apply the concepts of strategic planning to current organisations and conduct an environmental and competitor analysis of a given organisation or industry, including within an international or global marketplace.
 
e) Develop appropriate policies and strategies within a changing environment for a variety of organisations, to meet stakeholder interests.
 
Key Skills
 
f) Develop and demonstrate key communication and time management skills
g) Develop effective group-based capabilities both in terms of leadership and/or participation
 
h) Demonstrate critical thinking and creativity: engage the creative processes in self and others; organise thoughts, analyse, synthesise and critically appraise alternative strategies and choices.
 

Indicative Content
 

The contents of this module, including a workshop, are shown below
 
Introduction to Strategy
 
The role and nature of strategic management. Levels of strategy.
 

Overview of the strategic management process. Strategic decision-making in practice, including planned and emergent strategies. Characteristics of strategy in the public sector and international context.
 
Resource / Internal Analysis
 

Resource auditing and identifying value-added both within the Organisation and between organisations. From value-added to Developing core competencies and the resource-based view of Competitive advantage. Identifying Strengths and
Weaknesses In the organisation.
 
Market based / External Analysis
 

Structure of Environmental analysis and rates of change in the Environment from stable to chaotic. Broad structural analysis and

Competitive analysis and identifying opportunities and threats. Industry and Competitive Analysis
 

Strategy Choices and Formation
 
Theory of the firm. Generic strategies and market positioning. Identifying potential strategic options for the organisation. Directions and methods for strategic development. Competitive dynamics.
 
Strategy Implementation and Evaluation
 
Issues affecting strategy implementation and change management. Evaluation criteria and techniques emphasising suitability, feasibility and acceptability and allied screening devices. Portfolio analysis and Balanced scorecard approach .
 
Strategy in context
 
A look at strategy in the public and third sectors as well as corporate vs business unit strategies
 
Strategic visioning
 
Scenario planning, drivers of change, Blue Ocean strategies,

Managing Innovation and Creativity
 
Lateral thinking, managiing innovation and commercial – a stimulating two-day workshop for new skills and reflection on individual attitutes.

Global Issues and Trends in Strategic Management
 
Stratgey around the world, key macro-economic issues driving change, business and society, globalisation and technology, risk, corporate social responsibility
 
Product code: Strategy-QA365
 
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