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ahbusinesstechnology · 5 years ago

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Contemporary strategic management concepts

Strategic management is an important subject that many large to small scale business organisations pay attention on to develop their business in order to achieve success on their business in the competitive environment (Reider 2015). In the term of strategic management, there are many significant concepts or definitions that should be considered and acknowledge. However, because of time constraints and limitation of resources, this paper will expose and analyse clearly the two foundational concepts including sustainable competitive advantage and cloud computing technology in term of strategic management.

The first concept –sustainable competitive advantage (SCA)

This part will give an introduction of SCA via some basic concepts and models that contribute to form SCA inside an organization, particularly, it will demonstrate some feasible case studies that have been applied VRIN and VRIO to archive SCA. Introduction of some basic concepts Since the 1980s, the concept of competitive advantage (CA) has been concerned strongly (Porter 1980, 1985). In order to achieve the CA, the organization should be different by unique specializations including quality, product, service technology or cost leadership (Porter 1985). After the organization has gained CA via successful business strategies in short term, the company should protect continuously its core value in the competitive, complex and turbulent business environment. This will support the firm to obtain the SCA in this environment in long term (Liu 2013; Reider 2015). There is a popular question that many studies and entrepreneurs take time to find the answer “How can the firm achieve SCA in a dynamic business environment?” (Cardeal & António 2012; Liu 2013; Mukesh, Andy & Louis 2013). Hence, RBV, VRIN and VRIO model have been developed to address this issue. RBV framework RBV is an internal-view model that support the organization to look forward and assess all assets inside it (Finney, Lueg & Campbell 2008; Wahyudi, Kartika & Han 2018). The assets have consisted of tangible and intangible assets. According to these authors, tangible assets are lands, buildings and manufactures whereas intangible assets are knowledge, skills. The RBV has an ability to identify the resources and capabilities that have brought competitive advantage and high benefits for the organisation (Hinterhuber 2013; Yeung et al. 2011). Besides, Liu (2013) also has pointed out that RBV has support VRIO model to select resources or capabilities of the firm that obtain SCA. VRIN framework In 1991, Barney has developed a popular VRIN model to identify SCA from organisation’s CA in a dynamic business environment. According to this author, the VRIN model have consisted of valuable, rare, inimitable and non-substitutable (Appendix 1). The four components are defined similarly from many authors as below (Barney 1991; Cardeal & António 2012; Mukesh, Andy & Louis 2013). “Valuable” can be defined that resources of conducting strategies will improve the organisation efficiency or effectiveness. This differentiates from its competitors or decreases its competitive weaknesses in the similar industry. “Rare” has meant that the organisational resources are difficult to find, unique to be different from other competitive companies.“Imperfectly imitable” has a meaning that the firm’s resources that are impossible to imitate. They are also the complex barriers entry of the market and competitors are difficult to enter.Non-Substitutable has been defined that the resources from organisation that could not replace by substitutions. If the organisation’s resources or capabilities fulfil all four characteristics, they will achieve SCA. In contrast, if not, they could be at these positions embracing competitive disadvantage, competitive parity or temporary competitive advantage (Barney 1991; Rothaermel 2017). Competitive disadvantage is defined that organisation’s performance is under its rivals or the industry average (Rothaermel 2017). Competitive parity has occurred when two or more competitors have the similar performance (Bowers et al. 2014; David 2011; Rothaermel 2017). Temporary competitive advantage has been the temporary situation or circumstance to obtain competitive advantage in the same industry (David 2011; Rothaermel 2017). VRIN- Cases study Many empirical researches have indicated that using VRIN model to assist different kinds of business firms to identify these key factors in order to achieve SCA in long term. For instant, in high-tech firms, VRIN has been utilised to define the higher levels of trust and differential technology that have been the key factors to obtain SCA (Mukesh, Andy & Louis 2013). Another interesting example is Dana hotel-Indonesia case. Human assets are the key factors to achieve SCA in long term through using VRIN framework for testing (Wahyudi, Kartika & Han 2018). VRIO framework Four years after finding VRIN model, Barney has released a new model to improve the old VRIN model. It is known as VRIO (Appendix 2) which includes value, rare, inimitable and organised (Barney 1995). The first three requirements (VRI) of new model have similar definitions with the old one. In addition, Barney has realised that organising a firm to exploit the value of resources or capabilities is more significant than non-substitutable to obtain SCA. VRIO-Cases study VRIO has been applied on many researchers in order to analyse and find the keys components in divergent types of business that has performance SCA in long term. For example, Brunetti et al. (2015) have used VRIO model to analyse data the practical context in construction firms in the center-western region of Parana State in Brazil. Then, these authors have found that experience and track record in the market and structure, organization and planning have been the two key components that have satisfied SCA. In academic environment in Japan, Sudiyatno, Indartono and Wibowo (2017) have concerned that using VRIO model to analyse university strategic to find the important factor that have contributed to SCA. It has been Times Higher Education Supplement (THES) that is known as a holistic assessment system. This system has been considered as the best guide for the world's top universities. VRIO-Customization Another exciting example has been shown that the VRIO model can be customized or modified in the practical context. Castro and Giraldi (2018) have indicated that in the framework VRIO, letter O represents an individual organisation. However, in the context of share brands in a wine firm in Brazil, the organisation is a collective entity in term of trademark registration. Consequently, the VRIO model will be customised equivalently to VRIA in order to fix into the context. Letter A will represent for association.

The second concept - cloud computing technology

In 21st century, many disruptive technologies have been born that lead to many changes in divergent business environment (Marston et al. 2011). The alteration has forced the organisations to adjust, modify and adapt to the circumstance, particularly their business strategies (Dasilva et al. 2013). This part will give a holistic view of cloud computing in term of strategic management encompassing introduction of cloud computing and how can it influence on business strategies of different organisations. Introduction of cloud computing (CP) CP is a model of information technology (IT) that allows to ubiquitously access and use configurable system resources and higher-level services (Dasilva et al. 2013). These are four main categories including software as a service (SaaS, platform as a service (PaaS), infrastructure as a service(IaaS) and backend as a service (BaaS) that are supplied with minimal management effort via Internet (Marston et al. 2011). CP has five levels in the adoption model from the virtualization level to hyper cloud level (Apendix 3) (Habjan & Pucihar 2017a). The size of organisation will select a suitable level to develop CP from the low level to high level (Habjan & Pucihar 2017b). In the business environment, CP has become a revolutionary approach that has concerned to the provision of information technologies and it also alters radically the traditional model of IT (Najmaei 2018). It is a revolutionary approach to the provision of information technologies and radically changes the traditional business model of IT. CC offers a new way to make information technologies available to those individuals and organizations who demand it, when they need it, and where they need it by reducing the need for initial investment, hosting and ongoing maintenance (Hayes, 2008). How can CP influence on business strategy? CP influences on the whole global business environment (Nirenjena et al. 2017). However, this page has a boundary that will focus on business model and some significant factors in term of business strategy. CP affects business model Many studies and research have shown that CP impact directly on business models many divergent firms from small size to large size. For example, BMW’s business models in German (Anon 2016b), Kaplan and Norton’s digital business model in South Africa (Cowen, Johnston & Vuke 2016) and Amazon.com, Salesforce.com and Siebel’s business model (Dasilva et al. 2013). However, there are two key ideas that many studies have concerned. Firstly, CP has only influenced on business model by forcing and encouraging to create a new innovation business model that adapt to the current context (Berman et al. 2012, Dasilva et al. 2013). Secondly, Dasilva et al. (2013) have pointed out that CP is not the main factors that bring the collapse of large corporations such as Amazon.com, Salesforce.com and Siebel. The organisations just fail to adapt the business model with CP. The main reason for failure of the organisation’s business model is missing updating and adjusting resources and capabilities in this model (Nirenjena et al. 2017). An explanation has been shown by many authors that when CP has involved, the business model has been broken down and minimised the resources and capabilities in its structure (Hayes 2008; Nirenjena et al. 2017). CP affects some significant factors In addition, it also significantly influences on other important factors in business such as customer loyalty (Sagar et al. 2013), service innovation (Anon 2016a; Chou, Chen & Liu 2017). These factors could involve in a process of organisation’s business model or developing business strategy as some examples below. For instance, when CP has involved, there are various factors have affected customer defection rate in CP that has related to customer loyalty (Sagar et al. 2013). Customer loyalty is an important factor for developing business strategies in B2B environment (Chumpitaz Caceres & Paparoidamis 2007). Another example for CP has influenced on service innovation through a survey of 165 firms in Taiwan (Chou, Chen & Liu 2017). Chou, Chen and Liu (2017) have indicated that CP has provisioned effective technological platforms for these organisations and their business partners. These platforms have given a positive impact on sharing, integrating, and reciprocating information, knowledge, and experience for service innovation. CP has assisted the organisation to cut cost and increase the efficiency in their operation activities through the platforms (Garrison, Wakefield & Kim 2015). These factors have affected indirectly to the organisation’s business strategies and operational business model. Besides, Ali, Warren and Mathiassen (2017) have mentioned that innovation service should need to develop a model for managing risk when CP has applied. The model has included three kinds of risks such as services, technology, and process risks. It also has pointed out four directions of resolutions that have consisted of stakeholder engagement, technology development, innovation planning, and innovation control. The model also has support managers to develop risks strategic managements through identifying general risk profile and connecting it to a particular configuration of resolutions.

Conclusion

Although strategic management is a complex subject in term of dynamic market context, the subject is very useful and essential to understand learned knowledge and the concepts of strategic management in practical circumstances through researches and studies. This document is very crucial regarding to extend the knowledge in feasible case studies as real firms and strategic issues. From my perspective, I could realise the role of strategic management in a dynamic business environment. Besides, I could understand the way that technology factor also involves to strategic management. It contributes to modify my missing point of view and also improve my personal knowledge development in strategic management. How about your points of view? References Ali, Warren & Mathiassen 2017, Cloud-based business services innovation: A risk management model, International Journal of Information Management, vol. 37, no. 6, pp. 639–649. Anon 2016a, Artificial Intelligence; Investigators from Cyprus University of Technology Zero in on Artificial Intelligence (Investigating Cloud Adoption Using Influence Diagrams as a Decision Support Model), Journal of Robotics & Machine Learning, vol. 1, no. 2, p.72. Anon 2016b, The Morning Download: Microsoft Deal with BMW Reflects Cloud's Influence on Business Models, Dow Jones Institutional News. Retrieved May 24, 2018, from https://global-factiva-com.ezproxy2.acu.edu.au/ha/default.aspx#./!?&_suid=153526865023207746241791788003. Barney, JB 1991, Firm resources and sustained competitive advantage, Journal of Management, vol. 17, no. 1, pp. 99–120. Barney, JB 1995, Looking Inside for Competitive Advantage, Academy of Management Executive, vol. 9, no. 4, pp. 49-61. Berman, S, Kesterson-Townes, L, Marshall, A, & Srivathsa, R 2012, How cloud computing enables process and business model innovation, Strategy & Leadership, vol. 40, no. 4, pp. 27–35. Bowers, AH, Baum, JA, Greve HR, & Mitsuhashi, H 2014, Competitive parity, status disparity, and mutual forbearance: Securities analysts' competition for investor attention, Academy of Management Journal, vol. 57, no. 1, pp. 38-62. Brunetti, M, Teixeira, G, De Castro, M, & Lara, L 2015, Sustainable competitive advantage in Construction: Study of Central Region of Parana, Revista Brasileira De Estratégia, vol. 8, no. 2, pp. 212-228. Cardeal, N & António, N 2012, Valuable, rare, inimitable resources and organization (VRIO) resources or valuable, rare, inimitable resources (VRI) capabilities: What leads to competitive advantage? African Journal of Business Management, vol. 6, no. 37, pp. 10159-10170. Castro, VA & Giraldi, JME, 2018, Shared brands and sustainable competitive advantage in the Brazilian wine sector. International Journal of Wine Business Research, vol. 30, no. 2, pp. 243–259. Chou, CY, Chen, JS & Liu, YP 2017, Inter-firm relational resources in cloud service adoption and their effect on service innovation, The Service Industries Journal, vol. 37, no. 4, pp. 256–276.Chumpitaz Caceres, R & Paparoidamis, N 2007, Service quality, relationship satisfaction, trust, commitment and business-to-business loyalty, European Journal of Marketing, vol. 41, no. 7, pp. 836-867. Cowen, DA, Johnston, KA & Vuke, K 2016, How cloud computing influences business strategy within South African enterprises, EmergiTech 2016, vol. 1, no. 2, pp. 272–278. Dasilva, C, Trkman, P, Desouza, K, & Lindič, J 2013, Disruptive technologies: A business model perspective on cloud computing, Technology Analysis & Strategic Management, vol. 25, no. 10, pp. 1-13. David, FR 2011, Strategic management: Concepts and cases (13th ed., Global ed.), Upper Saddle River, N.J.: Pearson. Finney, Lueg & Campbell 2008, Market pioneers, late movers, and the resource-based view (RBV): A conceptual model, Journal of Business Research, vol. 61, no. 9, pp. 925–932. Garrison, G, Wakefield, RL & Kim, S 2015, The effects of IT capabilities and delivery model on cloud computing success and firm performance for cloud supported processes and operations, International Journal of Information Management, vol. 35, no. 4, p.377. Habjan, KB & Pucihar, A 2017a, The Importance of Business Model Factors for Cloud Computing Adoption: Role of Previous Experiences, Organizacija, vol. 50, no. 3, pp. 255–272. Habjan, KB & Pucihar, A 2017b, Cloud Computing Adoption Business Model Factors: Does Enterprise Size Matter? Inzinerine Ekonomika-Engineering Economics, vol. 28, no. 3, pp. 253–261. Hayes, B 2008, Cloud computing, Communications of the ACM, vol. 51, no. 7, pp. 9–11. Hinterhuber, A 2013, Can competitive advantage be predicted? Management Decision, vol. 51, no. 4, pp. 795–812. Liu, Y 2013, Sustainable competitive advantage in turbulent business environments, International Journal of Production Research, vol. 51, no. 10, pp. 2821–2841. Marston, Li, Bandyopadhyay, Zhang & Ghalsasi 2011, Cloud computing — The business perspective, Decision Support Systems, vol. 51, no. 1, pp. 176–189. Mukesh, S, Andy, F & Louis, M 2013, Building a Sustainable Competitive Advantage, Journal of Technology Management & Innovation, vol. 8, no. 2, pp. 47-60. Najmaei, A 2018, Understanding Business Models on the Cloud, Encyclopedia of Information Science and Technology, pp. 1141-1152. Nirenjena, Divya, Aswini, Jayalakshmi, & Saradhambal 2017, A cloud computing revolution in business perspective, Advances in Natural and Applied Sciences, vol. 11, no. 8, pp. 558-560. Porter, ME 1980, Competitive strategy: techniques for analysing industries and competitors, New York: Free Press. Porter, ME 1985, Competitive advantage: creating and sustaining superior performance, New York: Free Press. Reider, R 2015, Developing successful business strategies: gaining the competitive advantage First, Business Expert Press, New York. Rothaermel, FT 2017, Strategic Management: Concepts and Cases, McGraw-Hill/Irwin. Sagar, M, Bora, S, Gangwal, A, Gupta, P, Kumar, A, & Agarwal, A 2013, Factors Affecting Customer Loyalty in Cloud Computing: A Customer Defection-Centric View to Develop a Void-in-Customer Loyalty Amplification Model, Global Journal of Flexible Systems Management, vol. 14, no. 3, pp. 143–156. Sudiyatno, Indartono & Wibowo 2017, VRIO and THES Based Development of University Competitive Advantage Model in Formulating University Strategic Plan, International Information Institute (Tokyo), vol. 20, no. 10A, pp. 7275–7283. Wahyudi, W, Kartika, EW & Han, ST 2018, Sustainable factors in the human assets of dana hotel as a heritage hotel in solo, Indonesia, Journal Manajemen dan Wirausaha, vol. 20, no. 1, pp. 7–15. Yeung, Kwong, Zhou, Honggeng, Yeung, Andy, CL & Cheng, TCE 2011, The impact of third-party logistics providers' capabilities on exporters' performance, International Journal of Production Economics, vol. 135, no. 2, pp. 741-753. Yu, Y, Cao, RQ & Schniederjans, D 2017, Cloud computing and its impact on service level: a multi-agent simulation model. International Journal of Production Research, vol. 55, no. 15, pp. 4341–4353. Read the full article

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academypediafr · 1 year ago

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VRIO - Valeur, Rarité, Imitabilité, Organisation - Définition, Définition de la Valeur Dans Le Contexte de VRIO Et Son Importance, Identifier Les Ressources Rares Et Comment Elles Contribuent À L'Avantage Concurrentiel, Imitabilité : Comment Facilement Vos Ressources Peuvent Être Répliquées Par Des Concurrents Et Ce Que Cela Signifie Pour Votre Entreprise, Synergie Organisationnelle : Examiner L'Importance de L'Organisation dans L'optimisation des Ressources Et Capacités, Étapes Pratiques Pour Conduire Un VRIO

Quel est le concept de VRIO ?Le concept de VRIO est un cadre de gestion stratégique qui aide les organisations à analyser l'avantage concurrentiel de leurs ressources et capacités . Il a été introduit pour la première fois par Jay Barney dans son article de 1991 “Firm Resources et Sustained Competi [...] https://academypedia.info/fr/index-du-glossaire/vrio-valeur-rarite-imitabilite-organisation-definition-definition-de-la-valeur-dans-le-contexte-de-vrio-et-son-importance-identifier-les-ressources-rares-et-comment-elles-contribuent-a-lava-2/

#business #communication #data #education #ict #information #intelligence #technology - Created by David Donisa from Academypedia.info

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credits-finances · 4 years ago

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via Le blog des Fonctions financières

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essaywriting011-blog · 6 years ago

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Harlequin Case - Apply the VRIO framework to Harlequin in series romance fiction.

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Harlequin Case - Apply the VRIO framework to Harlequin in series romance fiction.

Harlequin Case

1. Apply the VRIO framework to Harlequin in series romance fiction. Why has Harlequin been so successful?

a. What is your assessment of Harlequin’s value chain? How does Harlequin create and capture value?

b. How difficult is it to imitate what Harlequin does in series fiction? Why? How likely are competitors to imitate Harlequin?

2. What is your assessment of the single-title market opportunity for Harlequin?

a. Does Harlequin have the necessary capabilities to compete in this market?

b. Can Harlequin create a competitive advantage in single-series fiction?

3. Should Harlequin enter the single series market?

Strategic Case Write-up Grading Criteria –The purpose of the case study is to let you apply the concepts from the course to issues facing a specific company. Most often you will need to read the case several times—once to grasp the overall picture of what is happening to the company and then several more times to discover and assess the specific problems. Case analyses must address the questions assigned for that particular case and apply the theory and concepts from the relevant chapter(s). To receive full credit, the case analysis should:

(1) Demonstrate polished formatting, spelling and grammar,

(2) Define central issues and/or answer the assigned questions,

(3) Support your position (provide specific examples),

(4) Relate chapter concepts to evidence from the case and

(5) Make clear and concise recommendations expressing what you believe to be the appropriate course of action.

Formatting guidelines for case write-ups are:

(1) Two to five double-spaced pages, not including exhibits;

(2) One (1) inch margins;

(3) Twelve point (12pt) font

(4) Figures, tables, and exhibits (e.g. financial analysis, 5-forces analysis, VRIO analysis) are expected and can be included in an appendix to these analyses and are not counted against the page limit. Be certain to appropriately reference your exhibits in the body of the case analysis. Do NOT draw on sources of information about the company outside the case materials.

#Harlequin Case #Harlequin’s value chain #VRIO framework

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simran94674-blog · 6 years ago

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New Post has been published on https://punjabassignmenthelp.com/assignment-business-strategy-report/

Assignment: Business Strategy Report

In this assignment you are going to prepare a Strategy Report for a business unit, and you are going to do this in four parts to make the learning clearer and easier.

Part 1: First you must prepare a one-page Research Proposal in which you will outline the task ahead of you and how you intend to go about it. It must include your first thoughts on what is the major strategic question or questions facing a particular company. This one-page Research Proposal must be submitted by the end of Week 2 of the Trimester. This Part comprises 10% of the total mark for the Assignment.

Part 2: This is the first half of the assignment proper, and in it you will outline the internal and external environments of the company and analyse these environments for their strategic significance to the company. Part 2 should have about 1500 words and it must be submitted by the end of Week 5. This Part comprises 40% of the total mark for the Assignment.

Part 3: This is the full Strategy Report, in which you will add recommendations for strategic actions by the company, a full justification for these recommendations, and an Executive Summary at the beginning. This Part should have about 2000 words. You will submit both the work from Part 2 – unaltered – and this Part 3 as one complete Strategic Report. It must be submitted by the end of Week 9. This Part comprises 40% of the total mark for the Assignment.

Part 4: The final part is a set of PowerPoint slides for a presentation of your findings. This is a maximum of 5 slides that you would use as the basis for an oral presentation of your Strategic Report to the Board of Directors of the company. This must be submitted by the end of Week 10. This Part comprises 10% of the total mark for the Assignment.

More details of each Part are provided below.

The focus of this assignment is on the business unit level of analysis (rather than on corporate or operational levels). Therefore, if you select a diversified company you must make sure you focus on only one of the company’s business units. The report must be specific and applied to the business unit. In other words, you must apply the relevant concepts and tools of business strategy to the particular conditions and circumstances of the business unit you have chosen.

General statements and references to theories and models that are not applied to your specific business unit will not add value to your assignment. Similarly, data about the business that is not analysed and presented from a strategic perspective – using the relevant concepts and tools of strategy – is of little value. To help you in this exercise, consider the position of the CEO of the business. Assume that he or she will be reading your report and will be looking for a strategic analysis and a set of recommendation that is practical and specific to her or his business. The CEO does not want to read a broad analysis that could apply to any number of organisations and does not ‘speak’ to his or her business.

As early as possible in the Trimester, you must select a real, existing business unit as the subject of your assignments for this Trimester. The business unit can be a part of a publicly listed company in Australia, or it may be a large private or family business unit located in Australia. It could also be a government agency or a non-government organisation, so long as it has an internal organisation and has some form of annual reporting. If you are in any doubt about the suitability of any organisation, please ask me. Do not use or refer to assignments completed by students for this unit in previous trimesters. (A record of past assignments is kept.) Note also that the requirements of the assignment change from trimester to trimester.

More details of each Part follow.

Part 1 – Research Proposal (10% of Assignment mark):

Once you have chosen a company, you must write a one page (we will not look at anything on a second page) Research Proposal. This should be formally presented and have the following sections:

Introduction: one sentence identifying and describing the company you have chosen

Situation Report: one or two short paragraphs briefly describing the major strategic issue or challenge facing the company

Proposed Methodology: one or two short paragraphs outlining the research methodology you propose to use, and (if you can) identifying important tools that you plan to use. Note: you will not be required to use the methods and tools you give here. This Part is to start you thinking: you may well change your mind once you start work on the report proper.

Deliverables: one or two sentences outlining what you expect the final report to contain.

This Research Proposal must be submitted online by 2359 on Sunday, 22 July – this is EARLY in the Trimester so get cracking!

Part 1 due date:

2359 (11:59pm), Sunday, 22 July 2018

Part 2 – Strategy Report first part (40%): (1500 words)

This is the first half of your final report. The presentation of your report is a critical aspect of this assignment. It is essential that your report is formatted appropriately, and carefully edited and re-edited to achieve a professional standard. Your submission should be a serious business report, not a promotional document or a just a description of a company. It should be a critical analysis. Allow time to draft and re-draft both parts of your assignment prior to the due dates in order to improve the quality of writing and presentation. It is a good idea to plan on having each part of the report finished two or three days before the due date to allow time for further refinement and editing.

You must follow the report structure and requirements set out below, unless you have very good reason for doing otherwise (and explain why). You may also want to revisit the advice on writing assignments given in Lecture 1.

Title Page

In the title page, you should include:

Title of the report, e.g. ‘Company X: A Business Strategy Report – Stage 1’.

Your name and student ID

Off campus or on campus status.

[Table of Contents – do NOT include this yet. This will be added in Part 3, and it is described under Part 3 below.]

[Executive Summary – do NOT include this yet. This will be added in Part 3, and it is described under Part 3 below.] <<no need for table of contents>>

Introduction (At most 400 words)

This section provides some background and context to your report. Your introduction should include:

A brief description of why we undertake this study, i.e. the value of undertaking a strategy review of the business and how will it be beneficial for the business.

An introduction to the business, its industry, and its macro environment,

A brief outline of the following sections of this report and their contents, and

Any serious limitations or restrictions on the report.

Strategic Analysis

5.1 Methods (Approximately 200 words)

Provide a brief description of the data collection and analysis used in this section, including an outline of the sources used to gather the data upon which the report is based. Data may be collected from sources within the business (business documents, questionnaires, interviews) and from industry reports, media sources, the internet and database searches. It is important to describe the types and quantity of your data sources so that the reader can evaluate the breadth, quality and validity of the data on which your analysis is based. At least eight data sources should be collected and analysed.

5.2. External analysis (Approximately 950 words)

Conduct a PESTEL analysis of your business’s macro environment, evaluating whether each of the PESTEL factors is positive, neutral, or negative for the industry. Provide an overall evaluation of the impact of these factors on growth and consumer demand in the industry.

Identify and explain the two most significant influences in your analysis that are likely to be the main drivers of change in the future.

Using Porter’s five forces framework, evaluate and briefly describe two key forces at work in the industry environment of your business.

Draw a strategy canvas for your business and for two main rivals (see Figure 3.8 in the text). Describe briefly the three most critical success factors for your business (see pp. 85-86). The three most critical success factors are a subset of the total critical factors impacting business

Evaluate the influence of innovation on the industry.

Part 2 – the first part of your complete business strategy report – must be submitted online by 2359 on Sunday, 12 August.

Part 2 due date:

2359 (11:59pm), Sunday, 12 August 2018

Part 3 – Complete Strategy Report (40%): 2000 words

Part 3 of the assignment is the second half of the complete strategy report. You must submit part 2 together with part 3. You are advised to take into consideration the comments provided in part 2 when you develop part 3.

To compile your complete report you must develop part 3 of your report and submit part 2 and part 3 as one comprehensive report.

For part 3 you must develop the following:

2. Table of Contents Include all the headings and subheadings used in your report, together with page numbers.

Executive Summary (At most 300 words)

This is a summary of the findings of the complete report in only one page, written as a series of short paragraphs, outlining your key findings and your recommended strategic options. Although this comes first in the report, it should be written last to include all findings.

5.3. Strategic capability (Approximately 500 words)

Apply the ‘VRIO’ criteria to describe, evaluate and assess the strategic capabilities of your business. VRIO matrix is a must.

Present a SWOT analysis in table form with an interpretation of the significance of your findings. The factors listed in this analysis should be rated for their level of significance.

5.4 Strategy and culture (Approximately 300 words)

Briefly evaluate the relationship between the culture and strategy of the business. Drawing a cultural web of the business may assist with this. Be sure to include only elements which are specifically to this business.

5.5 Competitive strategy (Approximately 500 words)

Identify and describe the most viable competitive strategy for the business. To undertake this task, refer to Figure 7.2 on p. 211 and the relevant discussion. Explain how your chosen competitive strategy enables the business to:

Respond effectively to the industry and macro environments described in your external analysis, and

Match the capabilities and strengths of the business to the opportunities in the environment, described in your earlier analyses, to achieve a sustainable competitive advantage.

Select a competitive strategy based on your study and the factors considered above.

This competitive strategy may be the same as the strategy the company is currently using, or it may a strategy that you have developed that you think is more appropriate.

5.6 Business strategy statement (Approximately 350 words)

Describe the mission, vision, objectives, scope, and advantages of the business as it currently operates (see section 1.2.3 in the text, on page 8). Summarise these descriptions into a clear and compelling strategy statement in 35 words or less. Your strategy statement should be based on your analysis and competitive strategy. (Do not use the existing vision and mission statements. Formulate your own based on the situation and study conducted.)

Conclusion (Approximately 250 words)

This section is written in paragraph form to provide a summary of one key finding from each of the report’s sections from 5.2 to 5.6 above. Highlight the recommendations or suggestions for growth and sustainability of the business based on your study.

References

List all of the references referred to in the report. Please note that appendices are not allowed.

Part 3 – your complete business strategy report – must be submitted online by 2359 on Sunday, 16 September 2018.

Part 3 due date:

2359 (11:59pm), Sunday, 16 September 2018

Format requirements for Parts 2 and 3:

Word limit: 3750 (excluding the title page, table of contents and the references, but including everything else)

Line spacing: 1.5

Font size: 12

References: to be cited using the Harvard convention

Assignments comprising more than 3750 words will not be marked. Your assignment should be in the range of 3250 – 3750 words.

Assignment submission rules

All assignments are to be submitted in the assignment folder set up in MPM703 in DeakinSync.

Extensions to the due date will not be considered unless a written request is submitted to and negotiated with the Unit Chair at least three days prior to the due date.

Assignments submitted late will receive a penalty of 5% of the maximum grade per day late.

Please read the notes on plagiarism in the Unit Guide.

Part 4 – Board Presentation (10%):

So now you have completed your Business Strategy Report. But the CEO of the company you have reviewed wants to hear about your review. You have been asked to give a short presentation to the CEO and the Board, summarising the major findings of your report. As Part 4 of your assignment you now need to produce and submit a maximum of five Powerpoint slides that you would use for your presentation to the Board.

You will need at least one introductory slide, to introduce your report. You will need at least one conclusion slide, to conclude your message and to reinforce the most important recommendation from your analysis. In between, it is up to you. You do not have to have five slides – that is the maximum. Your slides should be clear and well-presented, but they do not need to be fancy or elaborate. You will get marks for clarity and relevance, not for decoration.

Part 4, your Board Presentation, must be submitted to the Unit website by 2359 on Sunday, 23 September 2018. You submit only the Powerpoint slides – you do not make an actual oral presentation.

Part 4 due date:

2359 (11:59pm), Sunday, 23 September 2018

Writing Assignments

Some guidance on writing assignments will be given in Lecture 1 of the Trimester, which will be delivered on Monday, 16 July, and which should be available as an Echo recording late that day or early on Tuesday. When the assignments are being marked, it will be assumed that you have taken note of this guidance in writing your own assignments.

You will also find some excellent advice on planning and writing assignments in the paper on ‘Your Rights and Responsibilities as a student of this Unit’ on the Unit Information and Introduction page of the Unit’s DeakinSync site. We urge all students to look at this document.

You are also very strongly urged to make use of the ‘Assignment Planner’ that is included in that document. To find it, go to ‘Section 4. Support and Services’, and then to the third paragraph in the first part headed ‘Study Support’. Click there on ‘assignment planner’.

#Assignment help #Business assignment help

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extra-ordinari · 3 years ago

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E‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍ach student will pick a company and independently analyse i

E‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍ach student will pick a company and independently analyse its strategies, business model and operations. The purpose of this assignment is to gauge the students ability to apply concepts and theories from class (VRIO analysis, impact matrix and value chain analysis). Students will be asked to identify a pertinent (real-world) strategic issue facing the company and analyze it…

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falcodellerocce21 · 3 years ago

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E‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍ach student will pick a company and independently analyse i

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jackjohnson73me-blog · 6 years ago

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New Post has been published on https://punjabassignmenthelp.com/assignment-business-strategy-report/

Assignment: Business Strategy Report

In this assignment you are going to prepare a Strategy Report for a business unit, and you are going to do this in four parts to make the learning clearer and easier.

More details of each Part are provided below.

More details of each Part follow.

Part 1 – Research Proposal (10% of Assignment mark):

Once you have chosen a company, you must write a one page (we will not look at anything on a second page) Research Proposal. This should be formally presented and have the following sections:

Introduction: one sentence identifying and describing the company you have chosen

Situation Report: one or two short paragraphs briefly describing the major strategic issue or challenge facing the company

Deliverables: one or two sentences outlining what you expect the final report to contain.

This Research Proposal must be submitted online by 2359 on Sunday, 22 July – this is EARLY in the Trimester so get cracking!

Part 1 due date:

2359 (11:59pm), Sunday, 22 July 2018

Part 2 – Strategy Report first part (40%): (1500 words)

Title Page

In the title page, you should include:

Title of the report, e.g. ‘Company X: A Business Strategy Report – Stage 1’.

Your name and student ID

Off campus or on campus status.

[Table of Contents – do NOT include this yet. This will be added in Part 3, and it is described under Part 3 below.]

[Executive Summary – do NOT include this yet. This will be added in Part 3, and it is described under Part 3 below.] <<no need for table of contents>>

Introduction (At most 400 words)

This section provides some background and context to your report. Your introduction should include:

A brief description of why we undertake this study, i.e. the value of undertaking a strategy review of the business and how will it be beneficial for the business.

An introduction to the business, its industry, and its macro environment,

A brief outline of the following sections of this report and their contents, and

Any serious limitations or restrictions on the report.

Strategic Analysis

5.1 Methods (Approximately 200 words)

5.2. External analysis (Approximately 950 words)

Identify and explain the two most significant influences in your analysis that are likely to be the main drivers of change in the future.

Using Porter’s five forces framework, evaluate and briefly describe two key forces at work in the industry environment of your business.

Evaluate the influence of innovation on the industry.

Part 2 – the first part of your complete business strategy report – must be submitted online by 2359 on Sunday, 12 August.

Part 2 due date:

2359 (11:59pm), Sunday, 12 August 2018

Part 3 – Complete Strategy Report (40%): 2000 words

To compile your complete report you must develop part 3 of your report and submit part 2 and part 3 as one comprehensive report.

For part 3 you must develop the following:

2. Table of Contents Include all the headings and subheadings used in your report, together with page numbers.

Executive Summary (At most 300 words)

5.3. Strategic capability (Approximately 500 words)

Apply the ‘VRIO’ criteria to describe, evaluate and assess the strategic capabilities of your business. VRIO matrix is a must.

Present a SWOT analysis in table form with an interpretation of the significance of your findings. The factors listed in this analysis should be rated for their level of significance.

5.4 Strategy and culture (Approximately 300 words)

5.5 Competitive strategy (Approximately 500 words)

Respond effectively to the industry and macro environments described in your external analysis, and

Match the capabilities and strengths of the business to the opportunities in the environment, described in your earlier analyses, to achieve a sustainable competitive advantage.

Select a competitive strategy based on your study and the factors considered above.

This competitive strategy may be the same as the strategy the company is currently using, or it may a strategy that you have developed that you think is more appropriate.

5.6 Business strategy statement (Approximately 350 words)

Conclusion (Approximately 250 words)

References

List all of the references referred to in the report. Please note that appendices are not allowed.

Part 3 – your complete business strategy report – must be submitted online by 2359 on Sunday, 16 September 2018.

Part 3 due date:

2359 (11:59pm), Sunday, 16 September 2018

Format requirements for Parts 2 and 3:

Word limit: 3750 (excluding the title page, table of contents and the references, but including everything else)

Line spacing: 1.5

Font size: 12

References: to be cited using the Harvard convention

Assignments comprising more than 3750 words will not be marked. Your assignment should be in the range of 3250 – 3750 words.

Assignment submission rules

All assignments are to be submitted in the assignment folder set up in MPM703 in DeakinSync.

Extensions to the due date will not be considered unless a written request is submitted to and negotiated with the Unit Chair at least three days prior to the due date.

Assignments submitted late will receive a penalty of 5% of the maximum grade per day late.

Please read the notes on plagiarism in the Unit Guide.

Part 4 – Board Presentation (10%):

Part 4, your Board Presentation, must be submitted to the Unit website by 2359 on Sunday, 23 September 2018. You submit only the Powerpoint slides – you do not make an actual oral presentation.

Part 4 due date:

2359 (11:59pm), Sunday, 23 September 2018

Writing Assignments

#Assignment help #Business assignment help

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