Assessment description and marking criteria
Learning Outcomes
Anglia Ruskin modules are taught on the basis of intended learning outcomes and, on successful completion of this module, you will be expected to be able to demonstrate you have met these outcomes.
1.
1. Knowledge and Understanding: Demonstrate an understanding of the importance of strategic resource capabilities of business organisations, the organisations’ strengths and weaknesses and their impact upon organisational dynamics.
2. Knowledge and Understanding: Demonstrate an understanding of the nature and dynamics of the competitive environment in which business organisations operate, with particular focus on environmental threats and opportunities.
3. Intellectual, practical, affective and transferable skills: Undertake a detailed analysis and evaluation of the resource capability and competitive environment of business organisations, with particular focus on the strategic fit of such organisations.
4. Intellectual, practical, affective and transferable skills: Interpret that detailed analysis correctly and then report and present those findings in an appropriate manner.
Element 010 Title
Task:Instructions to Candidates
1. The assessment contains four sections that cover the four main thematic areas of the module. For sections 1, 2, and 3, select and answer one. Section 4 contains only one question, which is compulsory.
2. You are required to carry out your own research on this case organization and collect relevant information beyond what is provided in the case-study (i.e. corporate reports, corporate websites, press releases, media outlets etc.).
3. 5% towards the total mark will assess your presentation skills, that is appropriate use of Harvard System of Referencing, formatting, style of writing and use of language, word limit.
1. Questions
Section 1. Mission, Vision, and Stakeholders (25%) [LOs 1-2]
Select and answer one of the following questions:
1.1. Write a mission and a vision statement for Tesla. How will these statements support the development of sustainable competitive advantage?
1.2. Identify Tesla key stakeholders and map these stakeholders in terms of the power/interest grid. Critique, with supporting commentary, which of these stakeholders will need to be re positioned over the next 12 months
Section 2. Scenarios and Industry Analysis (25%) [LOs 2-3]
Select and answer one of the following questions:
2.1. Describe and analyse some of the key trends and uncertainties facing the Automotive industry over the following 10 years. Build on this analysis to generate two possible scenarios for Tesla, what implications are there for their strategy?
2.2. By employing relevant data from the case, conduct a five forces analysis of the Automotive Industry. What do you conclude about that industry’s attractiveness?
Section 3. Resources and Capabilities (25%) [LOs 2-3]
Select and answer one of the following questions:
3.1. Evaluate the bases of Tesla’s strategic capabilities by utilizing the VRIO/VRIN criteria (value, rarity, inimitability, organisation and/or non-substitutability). Which are the key strategic capabilities that provide, or could provide them with a sustainable competitive advantage? Why?
3.2. Evaluate Tesla’s resources and capabilities by utilizing the value chain framework. How is the company creating value? Discuss how could the company develop and improve further in respect to this?
Section 4. Business and Corporate Strategies (25%) [LOs 1-4]
What suggestions could you make to Tesla Senior Management team to support their position in achieving sustainable competitive advantage in the industry?
Further Instructions:
o The case and questions will be released 1 month before the submission deadline. This is a time-constrained task and you have to plan your time in advance.
o You will apply models from the classes and readings to your analysis of the case. You will be allowed to include one attachment page, which presents facts arranged in a table, figure, or chart format. The attachment is not included in the word count.
o The 3000-word limit for answering the questions will be enforced.
o You should use font point 12, single spacing, and 1-inch margins.
o You should provide a reference list using the Harvard Referencing Style. The reference list is not included in the word count.
o Avoid restating facts from the case or describing theories. Focus your writing on strategic analysis.
o Remember that there is no single correct answer to a case analysis. A good case analysis contains a careful analysis of the situation, supported by relevant conceptual frameworks.
o Your tutors will not look at any part of your report before the submission. You will receive feedback on your report within 20 working days.
2. CASE STUDY: Case Study – Teslas Entry into the U.S. Auto Industry.pdf
Actions
3. Marking and learning outcomes
Question 1 – Mark: 25% assesses Learning Outcome 1-2
Question 2 – Mark: 25% assesses Learning Outcome 2-3
Question 3 – Mark: 25% assesses Learning Outcome 2-3
Question 4 – Mark: 25% assesses Learning Outcome 1-4
Weighting:100%
Outline Delivery
For your class times and location, check with your local provider
The Module Reading List is linked in the Canvas Course navigation menu.
Learning Activities
Week 1 Topic and student activity: INTRODUCTION TO STRATEGIC MANAGEMENT
• Introduction to the module
• The concept of strategy
• How to analyse and prepare strategy cases
Seminar/Workshop: The Alaska Gold Mine Exercise.
Recommended reading:
• Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 1
• Johnson, G., Whittington, R., and Scholes, K., (2011). Exploring strategy: Text and cases. (9thedn) FT:Prentice Hall. Chapter 1.
• Lynch, R. (2015) Strategic management (7thedn) Pearson Education Ltd – Chapter 1
Supplemental reading
• Porter, M. E., (1996) What is strategy? Harvard Business Review, 74(6), pp. 61¬-78.
• Mintzberg, H. and Waters, J. A., 1985. Of strategies: deliberate and emergent. Strategic Management Journal, 6(3), pp. 257-272.
Week 2 Topic and student activity: STRATEGIC PURPOSE
• Vision, mission, and values
Seminar/Workshop: Illustration 4.1: Mission, vision and values statements (Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – chapter 4, p. 110).
Required readings
• Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 4.
• Campbell, A. and Yeung, S., (1991) Creating a sense of mission. Long Range Planning, 24(4), pp. 10-20.
• Collins, J. and Porras, J., (1996) Building your company’s vision. Harvard Business Review, 74(5), pp. 65-77.
• Porter, M. E. and Kramer, M. R., (2011) Creating shared value. Harvard Business Review, 89(1), pp. 62-77.
Supplemental readings
• Collis, D. J. and Rukstad, M. G., (2008) Can you say what your strategy is? Harvard Business Review, 86(4), pp. 63-73.
• Barton, D., (2011). Capitalism for the long term. Harvard Business Review, 89(3), pp. 84-91.
• Zadek, S., (2004) The path to corporate responsibility. HarvardBusinessReview, 82(12), pp. 125-132.
Week 3 Topic and student activity: STAKEHOLDER ANALYSIS
• Stakeholder mapping
Seminar/Workshop: Illustration 4.5: Stakeholder mapping at Tallman GmbH (Johnson, G., Whittington, R., and Scholes, K., (2011). Exploring strategy: Text and cases. (9thedn) FT:Prentice Hall. Chapter 4, pp. 144-145).
Required readings
Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 4.
Supplemental readings
• Bowen, F., Newenham-Kahindi, A. and Herremans, I., (2008) Engaging the community: A systematic review. Network for Business Sustainability, Knowledge Project Series, 1(1). Available at nbs.net
• Bryson, J. M., (2004) What to do when stakeholders matter: Stakeholder identification and analysis techniques. Public Management Review, 6(1), pp. 21-53.
• Porter, M. E., (2006) Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(2), pp. 78-92.
Week 4 Topic and student activity: STRATEGIC ANALYSIS: EXTERNAL ENVIRONMENT ANALYSIS
• Scenarios
• Industry life-cycle
Seminar/Workshop: Case study: The global pharmaceutical industry: Swallowing a bitter pill (Johnson, G., Whittington, R., and Scholes, K., (2011). Exploring strategy: Text and cases. (9thedn) FT:Prentice Hall pp. 547-556) – focus on scenarios
Required readings
• Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 2.
• Lynch, R. (2015) Strategic management (7thedn) Pearson Education Ltd – Chapter 2.
• Harrigan, K. R. and Porter, M. E., (1983) End-game strategies for declining industries. Harvard Business Review, 61(4), pp. 111-120.
Supplemental readings
• Ofek, E. and Wathieu, L., (2010) Are you ignoring trends? That could shake up your business. Harvard Business Review, 88(7-8), pp. 124-131.
• Schoemaker, P. J. H. and Day, G. S., (2009) How to make sense of weak signals.Sloan Management Review, 50(3), pp. 80-89.
• Schoemaker, P. J. H., (1995) Scenario planning: A tool for strategic thinking. Sloan Management Review, 36(2), pp. 25-40.
• Watkins, M. D. and Bazerman, M. H., (2003). Predictable surprises: The disasters you should have seen coming. Harvard Business Review, 81(3), pp. 72-80
Week 5 Topic and student activity: STRATEGIC ANALYSIS: EXTERNAL ENVIRONMENT ANALYSIS
• Porter’s 5 Forces
• Segmentation
• Key/critical success factors
Seminar/Workshop: Case study: The global pharmaceutical industry: Swallowing a bitter pill (Johnson, G., Whittington, R., and Scholes, K., (2011). Exploring strategy: Text and cases. (9thedn) FT:Prentice Hall pp. 547-556). [continuation from previous week]
Required readings
• Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 2.
• Lynch, R. (2015) Strategic management (7thedn) Pearson Education Ltd – Chapter 3
• Parthasarathy, S. (2008) Business Strategy. Financial Management October 2008 pp.32-33 CIMA (Links to an external site.)Links to an external site..
• Porter, M. E., (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), pp.78-93.
• Kim, W. C. and Mauborgne, R., (2004) Blue ocean strategy. Harvard Business Review, 82(10), pp. 75-84.
Supplemental readings
• Grundy, T., (2006). Rethinking and reinventing Michael Porter’s five forces model. Strategic Change, 15, pp. 213-229.
• Narayanan, V. K. and Fahey, L., (2005) The relevance of the institutional underpinnings of Porter’s five forces framework to emerging economies: An epistemological analysis. Journal of Management Studies, 42(1), pp. 207-223.
• Simons, R., (2010) Stress-test your strategy: The 7 questions to ask. Harvard Business Review, 88(11), pp. 92-100.
Week 6 Topic and student activity: STRATEGIC ANALYSIS: RESOURCES AND CAPABILITIES
• Resources and capabilities
• VRIO analysis
Seminar/Workshop: PaperScape Exercise.
Required readings
• Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 3.
• Lynch, R. (2015) Strategic management (7thedn) Pearson Education Ltd – Chapter 4.
• Barney, J. B., (1991) Firm resources and sustained competitive advantage. Journal of Management, 17(1), pp. 99-120.
• Prahalad, C. and Hamel, G., (1990) The core competence of the corporation.Harvard Business Review, May/June, pp. 71-91.
Supplemental readings
• Rothaermel (2013): Chapter 5
• Grant, R. M., (1991) The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 33(3), pp. 114-135.
• Hill, T., and Westbrook, R., 1997. SWOT analysis: It’s time for a product recall. Long Range Planning, 30(1), pp. 46-52.
• Kim, L., (1998) Crisis construction and organizational learning: Capability building in catching-up at Hyunday Motor. Organization Science, 9(4), pp. 506-521.
• Peteraf, M. A., (1993) The cornerstones of competitive advantage: A resource‐based view. Strategic Management Journal, 14(3), pp. 179-191.
• Teece, D. J., Pisano, G. and Shuen, A., (1997) Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), pp. 509-533.
Week 7 Topic and student activity: STRATEGIC ANALYSIS: VALUE CHAIN
• Value chain analysis
• Sustainability in the value chain
Seminar/Workshop: Case Study: Dyson’: A distinctive company (Johnson, G., Whittington, R., and Scholes, K., (2011). Exploring strategy: Text and cases. (9thedn) FT:Prentice Hall, chapter 3, pp. 115-117).
Required readings
• Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 3.
• Shepherd, A., (1998) Understanding and using value chain analysis. In: V. Ambrosini, G. Johnson, and K. Scholes. Exploring techniques of analysis and evaluation in strategic management. Englewood Cliffs, NJ: Prentice Hall. Ch. 2.
Supplemental readings
• Fearne, A., Garcia-Martinez, M.and Dent, B., (2012) Dimensions of sustainable value chains: Implications for value chain analysis. Links to an external site.Supply Chain Management: An International Journal, 17(6), pp. 575-581.
• Peppard, J. and Rylander, A., (2006) From value chain to value network: Insights for mobile operators. European Management Journal, 24(2), pp. 128-141.
• Soosay, C., Fearne, A.and Dent, B.,
• (2012) Sustainable value chain analysis – A case study of Oxford Landing from “vine to dine”. Links to an external site.Supply Chain Management: An International Journal, 17(1), pp. 68-77.
Week 8 Topic and student activity: STRATEGIC FORMULATION: BUSINESS STRATEGIES
• Cost leadership
• Differentiation
• Integration
Seminar/Workshop: Case study: AirAsia: The world’s lowest cost airline
Required reading
• Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 6.
• Lynch, R. (2015) Strategic management (7thedn) Pearson Education Ltd – Chapter 5.
Supplemental reading
• Bingham, B.B., Eisenhardt, K.M., and Furr, N.R. (2011) Which Strategy When? Sloan Management Review Fall 2011 Vol.53 pp.71-78 (Links to an external site.)Links to an external site..
• Cronshaw, M., Davis, E. and Kay, J., (1994) On being stuck in the middle or good food costs less at Sainsbury’s. British Journal of Management, 5(1), pp. 19-32.
• Salavou, H.E. (2015) Competitive strategies and their shift to the future (Links to an external site.)Links to an external site.European Business Review Vol.27 Issue 1 pp.80-99.
Week 9 Topic and student activity: STRATEGIC FORMULATION: CORPORATE STRATEGY
• Vertical integration
• Diversification
Seminar/Workshop:
Case study: Strategic Development at Virgin 2013 (Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 7 page 255-25)
Illustration: Zodiac deflates: from boats to aerospace 2013 (Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 7 page 231)
Required readings
• Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2013) Exploring strategy: Text Only (10thedn) Pearson – Chapter 7
• Collis, D. J. and Montgomery, C. A., (1998) Creating corporate advantage. Harvard Business Review, 76(3), pp. 70-83.
Supplemental readings
• Johnson, Whittington and Scholes (2011): Chapters 8 and 10.
Week 10 Topic and student activity: REVISION: PLANNING YOUR STRATEGY FOR THE ASSIGNMENT
• Explanation of the assignment brief and Q&A session
Seminar/Workshop: Assessment case Q&A follow-up and preparation
Required reading:
Reading case study and assignment brief, preparing questions about the assessment, and initiating draft of answers.
Week 11 Topic and student activity: REVISION: PLANNING YOUR STRATEGY (Continued from week 10)
Seminar/Workshop: Assessment case Q&A follow-up and preparation
Required reading:
Reading case study and assignment brief, preparing questions about the assessment, and initiating draft of answers.
Week 12 Topic and student activity: CURRENT TRENDS IN STRATEGIC MANAGEMENT
• New directions in strategic thinking
• Managing in the aftermath of financial crisis
Seminar/Workshop: Case-study: W.L. Gore & Associates: Rethinking Management? (Grant, 2012, pp. 784-79
Required reading:
Review previous readings and notes