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STRATEGIC PLANNING
MODULE HANDBOOK
MODULE TEAM: CLIFF GLOVER (London),SYED MUHAMMAD (London), IAN ROGERS
(Birmingham & Manchester)
Emails: [email protected]@[email protected]
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CONTENTS
1. INTRODUCTION, AIMS AND OBJECTIVES
2. LECTURE, SEMINAR AND RECOMMENDED READING PROGRAMME
3. READING AND COURSE PREPARATION
4. LECTURERS
5. LECTURE PROGRAMME: KEY TOPICS AND KEY CONCEPTS
6. ASSESSMENT
Module Title: Strategic Planning
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Module Type: CoreModule Code: SPModule Credit: 15
Teaching Period: 4 WEEKSAcademic Year: 2011/2012Level: M (Postgraduate Masters)
Study Hours: 39Lectures: 12Seminars/Tutorials: 12 (within lecture time)Revision Clinic: 3Total: 39
1. INTRODUCTION, AIMS AND OBJECTIVES
Introduction:
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Managers need to understand how strategy is formulated in business and
how it shapes the direction and activities of an organisation. This module
introduces students to concepts, theories and frameworks that will aid their
understanding of strategic decision-making and its impact on organisations.
Application of these techniques will be on live organisations to ensure
teaching and learning is current.
The focus of this module is on the nature of competitive strategy in a global
context. It examines how, in such a dynamic environment, competitive
advantage might be developed through strongly differentiated positioning
and exploited in a cost-effective manner. Its emphasis is on where and how
the organisation competes and, in doing this, highlights the strategic
marketing significance of brands, innovation, alliances and relationships ande-marketing. An important theme running through the unit is the
development of the capability to develop innovative solutions that enhance
an organisations competitive position in its chosen markets.
AIM
The aim of the module is to equip learners with the knowledge, skills andcompetencies to enable the student to enter an organisation and to evaluateits long-term prospects by an analysis of its strategy in relation to theenvironment in which it operates.
KEY OBJECTIVES
To impart skills in strategic analysis and planning
To develop an holistic view of organisations and their environments
To improve analytical and predictive skills
To integrate knowledge and skills already acquired in previous subjects
studied on the programme
To improve learners ability in formulating, presenting and defending
argument and opinion To be able to think strategically
Learning Aims and Outcomes of the Module:
The aim of the module is to equip learners with the knowledge, skills, and
competencies to interpret and develop strategic planning in order to assist
their organisation in the creation and capture of value as well as obtaining
sustainable competitive advantage. Through this process, the learner will
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develop an understanding of the impact of contemporary issues on the
development and implementation of strategy.
Key Learning Aims of the Module:
To develop the skills to analyse strategic problems and reach strategic
decisions in the contemporary and international business context
To develop an understanding of the most important strategic issues
confronting the marketing manager in the 21st century
To acquire the capability of analysing, organising and participating in
the strategic planning and control process within an organisation
LEARNING OUTCOMES:
On successful completion of this assignment you will be able to:
Critically evaluate the current strategic management
concepts
Analyse the strategic planning process
Critically analyse the in-depth understanding
of the complexity of the environment and its
applications on decision-making process
Apply and critically appraise the strategic
approaches to practical situations in varioustypes of organisations
Assess current developments in the organisational
environment and alternative responses related to
strategy
Knowledge & Understanding:
Develop critical appreciation of current strategic management
concepts Develop an in-depth understanding of the complexity of the
environment and its applications on decision-making process
Integrate and apply strategic approaches to practical situations in
various types of organisations
Assess current developments in the organisational environment and
alternative responses related to strategy by using case studies
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Critically analyse and evaluate strategic marketing management
practices in organisations in different sectors
Resolve complex management problems in the area of strategic
management by critical evaluate alternatives outcomes
Industry Related / Transferable Skills:
Develop and enhance skills to construct and present quantitative &
qualitative data effectively by the application of IT skills and
methodological techniques
By the end of this module students will develop group-working skills
that will enable them to improve team-working ability and
interpersonal skills
Indicative Content:
Introduction to classic concepts of strategic planning process
Corporate mission, vision value, and goal
Business Economics: the macroeconomic environment and
microeconomic choices
Competitive strategies cost-led and differentiated strategies
Organisational resources and competences
Strategic development options and portfolio models
Stakeholder analysis and the management of change
Evaluating strategies and matching them to organisational capabilities
The relationship between business ethics and business strategy
Contemporary issues in strategic management
Competitive advantage through innovation
Strategic analysis of internal and external environment
Contemporary issues in strategic business management
Critical evaluation of strategic planning process
Ethics and strategic planning
2. LECTURE, SEMINAR RECOMMENDED READING PROGRAMME
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Session LECTURE and Topics SEMINAR/CASE STUDY
CaseStudy
RecommendedReading
1Introduction to Strategic Management
1) Strategic management and development process
2) Stakeholder Analysis and corporate purpose
CaseStudy/Questions/GroupDiscussion. Nopresentation
TBA JSW Chapts 1 and 4, Grant
Chapts 1 and 2
2
External Analysis
1) The Macro-environment
2) The Industry Environment-competition and co-operation
3) Markets, segments, and positioning
CaseStudy/Questions/GroupDiscussion andPresentation: StakeholderAnalysis and corporate purpose
TBA JSW Chapt 2, Grant Chapts
3 and 4
3Internal Analysis
1) Resources, Capabilities and Strategic Assets
2) Structure, Culture, Mission, and Purpose
3) Business Models and Value Added
CaseStudy/Questions/GroupDiscussion andPresentation: ExternalEnvironment
TBA JSW Chapt 3 and 5, Grant
Chapt5 and 6
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Value, Value Chains and Value Networks
1) Generic Strategies and sources of competitive advantage
2) The Value Chain and Value Added
3) Value Networks, Value systems and sources of CA
CaseStudy/Questions/GroupDiscussion andPresentation: Resources,Capabilities and Strategic
Assets
TBA JSW Ch 3.1 to 3.3 and
Chapt 5, Grant Chapts 5
and 9
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Creating and sustaining competitive advantage
1) External Sources of competitive advantage
2) Internal Sources of competitive advantage
4) PIMS data set, strategy, performance and CA
CaseStudy/Questions/GroupDiscussion andPresentation: on ValueChains and Value Network
TBA JSW Ch 6, Grant Chapts 9
and 10
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Corporate Strategy
1) The roles and actions of the Corporate Parent
2) Synergistic versus responsive portfolios parenting s tyles
3) Diversification and Core competences approach
CaseStudy/Questions/GroupDiscussion andPresentation: sustainablecompetitive advantage
TBA JSW Chapts 6 and 7, Grant
Chapt 14
7 International Strategy1) Internationalisation and Development Drivers
Case TBA JSW Chapt 8, Grant Chapt 15
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2) Locational Advantage, Porters Diamond and Value Networks
3) Methods of entry and FDI
3) Global Strategies and International Differentiation
Study/Questions/GroupDiscussion andPresentation: CorporateStrategy
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The Strategic Situation and Financial Performance1) Issues and Problems, Opportunities and Constraints
2) Resources, Strengths, Limitations and Capabilities
3) Financial Appraisal and Performance Analysis
CaseStudy/Questions/GroupDiscussion andPresentation:International Strategy
TBA JSW Chapt 11,Handout
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Strategic Choice (1)1) Business level and Corporate level strategic options2) Portfolio management and investment strategy
3) Formulation and articulation of strategic options
CaseStudy/Questions/GroupDiscussion andPresentation: StrategicSituation
TBA J,SW Chapt 7.1 to 7.7 , GrantChapt 16 and 17
10Strategic Choice (2)1) Development methods and dimensions for expansion
2) Mergers, Acquisitions and Strategic Alliances
CaseStudy/Questions/GroupDiscussion andPresentation: Strategic options
TBA JSW Ch 10 JSWGrant Ch 17
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Strategic Choice(3)1) Defining strategic options and strategic choices
2) Testing and choosing the options and formulating the strategy
CaseStudy/Questions/GroupDiscussion: Testing the options
TBA JSW Ch 11
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Structure, Culture and Strategic Change1) Structuring Organisations
2)Organisational Culture and Strategic Change
3) Management of Strategic Change
CaseStudy/Questions/GroupDiscussion
TBA J,S,W Chps 5, 13,14Grant Ch17, 18
13 REVISION Past Exam papersPast exampapers
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3. READING AND COURSE PREPARATION
Core Reading
3.1 Core Texts:a)Exploring Strategy: 9th edition, 2010: Johnson, Scholes and Whittington:Prentice Hall Publishing, London, United Kingdom (best for lecture supportand course work assignment preparation)b) Contemporary Strategy Analysis 7th Ed. 2010: Robert Grant, A John Wileyand Sons Ltd Publications, Chichester, United Kingdom (best for lecturesupport and exam preparation)c) Strategy- Process, Content and Context 4th Edition: De Wit and Meyer:
Thomson Publishing, Cengage Learning, London and New York (best for exampreparation and dissertation support)
3.2 Supporting Texts and Recommended Reading:Strategic Management 5th edition, 2008 R. Lynch, Prentice Hall Publishing, London, UKAmbrosini V (1998) Exploring Techniques of Analysis and Evaluation in
Strategic Management, Prentice Hall
Aaker D. (2007) Strategic Market ManagementWiley; 8 edition
Coulter M (2005) Strategic Management in Action, Prentice Hall, 3rd edChernev A. and Kotler P. (2008) Strategic Marketing Management, 3rd EditionBrightstar Media, Inc.; 3rd editionChernev A. (2007) Strategic Marketing Analysis, 2nd Edition Brightstar Media,
Inc.; 2 edition
David FR (2001) Strategic Management, Prentice Hall, 8th ed
Dolan RJ (1992) Strategic Marketing Management(Practice of Management)Harvard Business School Press Doole, I. and Lowe, R. (2005) Strategicmarketing decisions in global markets. London, Thomson LearningFinlay P (2000) Strategic Management, Prentice Hall
Grant RM (2004) Contemporary Strategic Analysis, Blackwell, 5th ed
Hamel G and Prahalad CK (1994) Competing for the Future, Harvard Business
School Press
Hooley, G. Saunders, J. Piercy, N. and Nicoulaud, B. (2007) MarketingStrategy and Competitive Positioning (4th Edition) South-Western CollegePub; 4 editionKay J (1995) Foundations of Corporate Success, O U P
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Kim, C. and Mauborgne, R. (2005) Blue Ocean Strategy: How to CreateUncontested Market Space and Make Competition IrrelevantHarvardBusiness School Press; 1 edition
Lambin, J, Chumpitaz, R and Schuiling, I (2007) Market-Driven Management:Strategic and Operational Marketing Palgrave Macmillan; 2nd editionThompson JL (2005) Strategic Management, Thomson Learning, 5th ed
Welch, P.J., and Welch, G.F.(2006) Economics: Theory and Practice Wiley; 8edition
3.3 Journals and Periodicals:Academic: Harvard Review, Long Range Planning, Strategic ManagementJournal:Journalistic:Economist
Financial TimesBusiness WeekInvestors ChronicleABI/Inform global (journals)
Osiris (companies)
Datamonitor (market surveys, available via Osiris)
Financial Times online
Economist
Times & Sunday Times
Athens database
3.4 Other Sources:
Relevant information is available from non-academic sources on the internet.Great care must be taken as internet content is published for marketingpurposes. Most of the web sites are of consulting companies and commercialtraining providers hence often present a one sided view of a subject and thecontent may not be supported by real facts. Little or no credit is given if suchmaterial is used as evidence, without support from academic sources.Students are given credit for using a wide range of academic sources in theirassignments.
Strategic Planning Society http://www.sps.org.uk/
Strategic Planning Papers http://www.bitpipe.com/
4. LECTURER(S)
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London:
1. Cliff Glover SP Module Leader
Contact Details: [email protected]
2. Syed Muhammad MBA Programme Director
Contact Details: [email protected]
Birmingham & Manchester:
Ian Rogers
Contact Details: [email protected]
5. Key Topics and Course Concepts
LECTURE 1Key Topics & Concepts
Introduction to Strategy
The nature of Strategy
The characteristics of strategic decisions Levels of strategy
The vocabulary of strategy
Strategic management
Strategic fit and strategic stretch
Strategic Lenses
Difference between strategic, operational decisions and functional
decsions
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 2Key Topics & Concepts
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To understand how the external environment impinges oncompany strategy and performance
External Analysis and the Environment
The macro-environment
Competition and the industry Environment
Markets, Segments and Positioning
Strategic Groups, competition and co-operation
Opportunities and threats in the Environment
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 3Key Topics & Concepts
Internal Analysis and Strategic Capability
Foundations of strategic resources and capability
Capabilities for achieving and sustaining competitive advantage
Diagnosing strategic capability
Resources, Capabilities and Strategic Assets
Structure, Culture, Mission, and Purpose
Business Models and Value Added
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 4Key Topics & Concepts
Generic Strategies, Value Chains and Value Networks
Generic strategies, value added and Competitive Advantage
Sources of Differentiation Advantage
Sources of Cost Advantage
The value chain and value network
The Value Chain, cost and differentiation advantage
Strategic positioning in the valued adding system
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Value Networks and Sources of Competitive Advantage
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 5
Key Topics & Concepts
Business Strategy: Creating and Sustaining Competitive Advantage
Competitive Advantage and Generic Strategies
Resource bases sources of competitive advantage External Sources of Competitive Advantage
Size and nature of competitive advantage
Sustainability of competitive advantage
PIMS data sets, performance and competitive advantage
LECTURE 6Key Topics & Concepts
Corporate Level Strategy
Identifying strategic business units The role and functions of Corporate Parents
Parenting Styles and Portfolio Management
Synergistic vs Responsive portfolio management parenting styles
Diversification vs the Core Competences approach
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 7
Key Topics & Concepts
International Strategy
Reasons and drivers for Internationalisation
Location advantage and stages of internationalisation
National comparative advantage, clusters and FDI
Global Strategies vs International differentiation
Methods of entry and FDI
Reading and Preparation
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See Recommended Reading in Section 2
LECTURE 8Key Topics & Concepts
The Strategic Situation and Financial Performance
Strategic Challenges: Opportunities, adversities, threats and
constraints
Trends and developments in the environment Core competences and distinctive capabilities
Measure and changes in of Financial performance
Financial performance as opportunities and constraints
Non financial metrics: KPIs and the Balanced Scorecard
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 9
Key Topics & Concepts
Strategic Choice (1)
Business and Corporate level Strategic options
Directions of Strategic Development
Variables and dimensions of Strategic Choice
The roles and actions of the Corporate Parent Synergistic versus responsive portfolios parenting styles
Portfolio Management and Investment Strategy
Reading and Preparation
See Recommended Reading in Section 2
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LECTURE 10
Key Topics & Concepts
Strategic Choice (2)
Development methods and dimensions for expansion
Business Units and Lines of Business
Industry and Corporate restructuring and consolidation
Mergers, Acquisitions and Asset purchases and sales
Alliances, joint Ventures,
Franchising, licensing and value adding co-operation
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 11
Key Topics & Concepts
Strategic Choice (3)
Defining options and strategic choices
Evaluation of options
Suitability
Feasibility
Acceptability
The Real Option Matrix
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 10
Key Topics & Concepts
Strategy Development Processes
Schools of Thought in Strategic Management
Intended strategy development
Strategy development through strategic leadership:
the role of vision and command
Emergent strategy development
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Patterns of strategy development
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 11
Key Topics & Concepts
Strategic Purpose
Corporate governance
Business ethics and social responsibility
Corporate social responsibility
Organisational purposes: values, mission, vision and objectives Culture and Strategy
Strategic drift
Strategies change incrementally
What is culture and why is it important?
Cultures influence on strategy
Analysing culture: the cultural web
Reading and Preparation
See Recommended Reading in Section 2
LECTURE 12
Key Topics & Concepts
Structure, Culture and Strategic Change
Complexity, size and organisational Structure types
The principles and aspects of organisational culture
Organisational culture and its relationship to structure
Strategic Drift and the need for transformational change
Organisational culture and organisational change
Power, leadership and the management of change
Change models and change management
Reading and Preparation
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See Recommended Reading in Section 2
LECTURE 13
Revision
5. ASSESSMENT
AssessmentTitle
Weighttowardsfinalgrade
Passmark
Outline details SubmissionDate
IndividualAssignment
50% 40% Individual Report TBC
Open BookExamination
50% 40% Open BookExamination
TBC
The assessment details are contained in appendix 1.
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Appendix 1
ASSIGNMENT
LondonSchool of Business &Finance(LSBF)
MBA
Module: Strategic Planning
AssignmentTitle:
Longitudinal Strategic Development Study
AssignmentType:
Coursework
Word Limit: 3500 +/- 10%
Weighting: 50%
Student Intake: Intake 5
Issue Date:
SubmissionDate
Feedback Date:
Issued by(Assessor)
Cliff Glover
Internal Verifier
Plagiarism When submitting work for assessment, students should be aware of theLSBF guidance and regulations in concerning plagiarism. All submissionsshould be your own, original work.
You must submit an electronic copy of your work. Your
submission will be electronically checked.
HarvardReferencing
The Harvard Referencing System must be used. The Wikipedia websitemust not be referenced in your work.
Learning
Outcomes
On successful completion of this assignment you will be able to
LEARNING OUTCOMES:
Critically evaluate the current strategic management concepts
Analyse the strategic planning process
Critically analyse the in-depth understanding of the complexity of
the environment and its applications on decision-making process
Apply and critically appraise the strategic approaches to practical
situations in various types of organisations
Assess current developments in the organisational environment
and alternative responses related to strategy
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COURSE WORK TABULATED TO LEARNING OUTCOMES
Section Matched LearningOutcomes
Part 1 CorporateStrategic DevelopmentHistory
1,2.3,4,5,6
Part 2 Current StrategicSituation
1,2.3,4,5,6
Part 3 The Way Forward 1,2.3,4,5,6
Grading Criteria Please see separate Assignment Grading Criteria Autumn 2010 sheet forthis Assignment.
Scenario See Your Task Below
Your Task
Longitudinal Strategic Development Study
Selecting one company from the list at the end of this section or acompany of your choice from the FTSE top 200 or 250 companies(good sources Sunday Times Business Section or City Am),undertake the following:
1. RECENT PAST: (assessment criteria 1,2,3,5,6) Strategiesdeployed and resulting outcomes- recent strategic development
history. Research, describe and give a succinct account of the
strategic development history of the company you choose setwithin the context or the industry to which it belongsoverthe past 5 to 25 years, choosing the duration of time for the studymost appropriate for understanding the recent strategicdevelopment of the company. Avoid making just chronological listsof events from websites and in particular identify the strategy(ies)that the company has been pursuing and any changes in strategythat the company has made during the period under considerationand their outcomes and consequences for the strategic situationwhich is the subject of the following section(1000 to 1500 words)
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2. CURRENT: Current Strategic Situation. (assessment
criteria 1,2,3,4,5,6) Undertake an evaluation and appraisal ofthe companys current strategic situation at the time of writingwhich relates to the previous section, using any researchsources appropriate to support your analysis. Pay particularattention to the companys strategic macro, industry andcompetitive environment, changes and trends in that environmentand the companys endowment of internal and external resources,capabilities and organisational structure emanating fromdecisions made in the recent past. Give a synopsis of thecompanys strategic situation in a way which is meaningful for thestrategic choices it is able to make for the future which are thesubject of section 3 below (1000 to 1500 words)
3. FUTURE: Strategic Direction for the future (assessmentcriteria 2,3,4,5). Based on your research and analysisundertaken for sections 1 and 2 above, explore a limited range ofdistinctively differentchoices of your own creation availableto the company for the future. Evaluate and assess the choicesavailable leading to recommendations for the company of yourchoices strategic route forward. Make clear the assumptions youhave made and present your recommendations in a way thataccommodate uncertainties and changes that might occur to therecommendations in the event of the occurrence of specifiedcontingencies or changes in assumptions (1000 to 1500 words)
The Companies you may choose from and for which casestudies are available and will be issued to provide a starting
point(NOT the finish point) for the study as enumerated under 1to 3 above are:
Ford and the world motor industry
Tesco and the supermarket industry
Starbucks and the coffee house industry
American Apparel and the clothing industry
You may also make your own choice of company but this shouldbe listed on the UK Stock Market (good sources Financial Times orSunday Times Business Section or CityAM (free newspaperavailable every morning at many London underground stationexits) BUT IF YOU DO be sure you are a) able to research thiscompany in sufficient depth b) choose a company which isamenable to strategic analysis of the nature delivered over theduration of the course. DO NOT choose a company which is a pureinvestment vehicle, such as 3i, or other private equity groupwhose interests may span a range of minority or majority holdings
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in a number of related or unrelated businesses mainly for theequity fund performance purposes, or a company which is more inthe nature of a vehicle for trading in or capturing returns from
financial instruments or securities such as hedge investment orunit trust funds.
Issued by Cliff Glover September 2011
London School of
Business &Finance (LSBF)
MBA
Module
Assignment Title
Grade Description of Achievement
70%+ 1.Excellent Research and factual information2. Excellent Analysis and Evaluation3. Excellent Logic and Reasoning4. Excellent Synthesis and Creativity5. Excellent Coherence and Integration6. Excellent Sources and Referencing
The Harvard Referencing System has been both used and applie60%-69% 1.V. Good Research and factual information
2. V. Good Analysis and Evaluation3. V. Good Logic and Reasoning4. V. Good Synthesis and Creativity5. V. Good Coherence and Integration6. V. Good Sources and ReferencingThe Harvard Referencing System has been used andapplied, but with minor errors.
50%-59% 1. Good Research and factual information2. Good Analysis and Evaluation3. Good Logic and Reasoning4. Good Synthesis and Creativity5. Good Coherence and Integration
6. Good Sources and ReferencingThe Harvard Referencing System has been used andapplied but some mistakes have been made.
40%-49% 1. Moderate Research and factual information2. Moderate Analysis and Evaluation3. Moderate Logic and Reasoning4. Moderate Synthesis and Creativity5. Moderate Coherence and Integration6. Moderate Sources and ReferencingThe Harvard Referencing System has been used andapplied but mistakes have been made.
30%-39% 1.Poor Research and factual information
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2. Poor Analysis and Evaluation3. Poor Logic and Reasoning4. Poor Synthesis and Creativity5. Poor Coherence and Integration
6. Poor Sources and ReferencingThe Harvard Referencing System has been used and applied spmajor but major mistakes have been made.
Below 0-29% 1. V. Poor Research and factual information2. V. Poor Analysis and Evaluation3. V. Poor Logic and Reasoning4. V. Poor Synthesis and Creativity5. V. Poor Coherence and Integration6. Sources and Referencing
Note This Assignment Briefing Sheet Autumn 2010 is available on LMSfor youto view and print off at a type size more convenient to you.
Feedback based Assessment Criteria
Corporate Development History1. Corporate Development History section entirely absent or lacking in strategic relevance (less than30%)2. Inadequate historical content, lacks relevance to assignment, strategic content, analytical depth orappreciation of strategies adopted (30% to 39%)3. Some good factual narrative but insufficient strategic content or appreciation of strategies adoptedand outcomes and consequences of those strategies (40% - 49%)4. Good factual narrative with some appreciation of strategies adopted but lacks analytical depth orarticulation of the consequences of the strategic decisions made (50% - 59%)5. Strong factually sound narrative and good appreciation of the strategies adopted but more depthneeded and evidence of the understanding of the causal processes leading to the outcomes ofstrategies adopted (60% - 69%)6. Overall very good thorough account of the development process, strategies adopted and theconsequences of strategies adopted and implications for the current strategic situation (70%+)Strategic Situation1. Section on Strategic Situation either missing or lacking in strategic relevance or content (less than30%)2. Lacks relevance to assignment, depth of analysis or strategic content (30% - 39%)3. Some strategic tools used but inadequately applied to understand implications for the strategicdecision and lacks a clear succinct synopsis of the strategic situation (40% - 49%)4. Some good analytical content, but threads need drawing together into a better synopsis of thestrength or vulnerability of the current strategic situation and implications for strategy (50% - 59%)5. Good understanding and articulation of strategic situation with good application of strategicanalytical tools but needs clearer synopsis of the implications for future strategy (60% - 69%)6. Very good appreciation of analysis of strategic situation, good application of analytical tools, clearsynopsis of the strength or problems of the strategic situation with explanation of implications for
future strategy (70%+)Strategic Choice-Direction for the Future1. Strategic Choice section either missing or absence of content relating to strategic choice (less than30%)2. Poor or absent range of distinct strategic options of your own creation or from your own ideas. Noattempt made at either articulating your choice of options or evaluating these (30% - 39%)3. Some strategic content included but lacks originality in choice and statement of distinctly differentoptions or clear evaluation of each option and implications for strategic choice (40% - 49%)4. Some good ideas and expression of options for strategic choice but options not sufficiently distinctlydifferent or each option inadequately evaluated without clear implications for strategicrecommendations (50% - 59%)5. Good range of distinctive options well articulated but more needed on the evaluation of each optionand the relationship between the evaluation and the strategy recommended (60% - 69%)
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6. Very good range of distinctively different options well articulated with well chosen tests and methodof evaluating and comparing each leading into clear recommendations for strategic choice (70%+)Cohesion, logic and Integration1. One or more section of the report missing and/or total disjuncture between different sections (less
than 30%)2. There is little or no relationship between the individual sections of the report. One section of thereport needs to lead naturally on to the next section showing how the development history impinges onand is a factor contributing to the current strategic situation which should then lead to the choices thatare available for the future and their evaluation (30% -39%)3. There is some continuity between the sections but little relationship between your strategic choicesection (Strategy for the Future) and your analysis of the companys Strategic Situation. You need toshow how your strategic analysis leads to the choices for the company and their evaluation (40% -49%)4. There is some integration, logical development and coherence between at least two parts of thereport and one section has logical consequences for the content of the next section (50% - 59%)5. Good coherences and continuity between all 3 parts of the report with one section naturally flowinginto the next with persuasive arguments leading naturally to recommendations (60% - 69%)6. Exceptionally incisive analysis and well reasoned argument based on a factual basis from researchand understanding of the application and outcomes of application of analytical techniques and tools
with the analysis leading persuasively into recommendations for Strategic Choice (70%+)
Some Commonly Occurring Feedback Comments: (ranked in order from very poor to very good)
Corporate Development History- Your corporate development history has inadequate strategic substance and analysis and does notmeet the requirements for this section given in the briefing notes. Make sure you analyse thestrategies your chosen company has deployed and their consequences for the organisations currentstrategic situation- Your development history is little more than a catalogue of events with dates. This section needsmore than a diary of key events and milestones- You have copied too much from internet sources with little sign of your own analysis- You write a good narrative of the corporate development history but insufficient analysis of thestrategies which the company deployed, changes in those strategies and their outcomes- Your corporate development history shows a good understanding of the strategies the companydeployed and the outcomes these produced but does not lead naturally on to the following sections- Your corporate development history is a comprehensive and thorough investigation and shows goodinsight and understanding of the strategies deployed by the company which lead well into the followingsections
Strategic Situation and Synopsis- Your strategic situation analysis lacks understanding and analysis which show an appreciationdeveloping situation in terms of the strengths, vulnerabilities, opportunities or constraints of its actualand developing situation- Your choice of analytical tools is not the best for the company you have chosen and its strategicenvironment so do not provide any useful insights or conclusion on the companys strategic situationwhich can help inform its strategic choice in the following section- You use analytical tools but fail to apply these in a meaningful way to the companys strategicsituation and changes to that situation. You need to apply the tools in a way that shows an
understanding of the strength or vulnerability of the situation in which the company finds itself- You strategic situation analysis relies too heavily on a static analysis and pays too little attention totrends and changes which are occurring which have important implications for the choice of strategyfor the companys future- Quite good environmental analysis, but you need to identify the strategic assets, distinctivecapabilities or core competences of the company on which the company can build its strategicinvestment decisions for the future explaining why these are of strategic importance rather than justmake a list of resources and capabilities- You need to identify developments in the strategic environment which have important implications forthe companys strategic choice in terms of responding to opportunities, adversities, vulnerabilities andconstraints with which the company is presented as well as listing the resources and capabilities of thecompany
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- A good and comprehensive analysis but you fail to provide a succinct synopsis of the dynamicallydeveloping situation of the company and the environment in which it is operating or important trendsand development to which the company must respond- In general a very good thorough and well research strategic situation section identifying those
developments of strategic importance and the strategically important resources and capabilities whichleads on to and relates well the following section on strategic choice
Direction Forward-Strategy for future- Your section on Strategy for the Future is almost entirely absent or quite inadequate and does notmeet the requirement set out in the assignment briefing notes- Your section on strategy for the Future is over-reliant on the companys own sources and declaredstrategy stated on the internet or elsewhere. You need this section on Strategy for the Future to befrom your own thinking and your own choices and defined using your own words- You fail to generate a limited range of distinctively different strategic options or choices from yourown thinking for evaluation which the company could adopt for its strategy for the future-You successfully identify a small number of options or choices for the company but fail to adequatelyevaluate or assess each option in a rigorous manner using criteria or tests which relate to your sectionon the companys strategic situation-You successfully identify a range of strategic choices and apply accepted tests and criteria but the
conclusions do not correspond or relate closely to your analysis in your strategic situation section- Your section on the Direction forward and Strategy for the future is well done and well thoughtthrough using good criteria and tests for supporting your arguments although you do not clearlyarticulate the strategic recommendations you would make for the company for its future development- Your section on the Direction Forward and Strategy for the Future is well done and well thoughtthrough using good criteria and tests for supporting your arguments and you also clearly articulate thestrategic recommendations you would make for the companys future development
Cohesion, Integration and Logic- There is little or no relationship between the individual sections of the report. One section of thereport needs to lead naturally on to the next section showing how the development history impinges onthe current strategic situation which should then lead to the choices that are available for the companyfor the future and evaluation- There is some relationship between the first two sections of the report but very little relationshipbetween your strategic choice section (Strategy for the Future) and your analysis of the companysStrategic Situation- There is a good continuity between the 3 sections of your report showing a clear relationship betweenhistory, current situation and choices for the future although your choice argument and evaluation arenot always consistent with the conclusions of the situation analysis- There is good strong integration and coherence between all parts of the report and one sectionnaturally flows on to the next giving good cohesion and persuasive arguments leading naturally intoyour recommendation for the future
Student Name: ID:
Weight Grade Awarded Weighted GradeCorporate Development History 20%Strategic Situation analysis andsynopsis
30%
Direction Forward-Strategy for future 30%Cohesion, Integration and logic 20%
100% Total:
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London School of Business & Finance
Postgraduate Marking Criteria
Criteria Level of Achievement Indicators
Fail
029% 3039%
Pass
40-49% 50-59% 60-69% 70+%
1 Research
Systematic identification and
investigation of appropriate
sources
L it tle or no evidence o f
appropriate research
Information presented does not
relate sufficiently to the task;
there may be evidence of
rudimentary research
Adequate research has been
carried out and appropriate
information has been gathered
and documented from readily
available sources applying
standard techniques
Information is accurate and from a
range of sources, with evidence of
some analysis and evaluation
Well informed judgements made
of the relative value of connected
information from a wide range of
academic sources
Extensive independent research,
accuracy, familiarity with the
material, and sound judgments
029% 3039% 40-49% 50-59% 60-69% 70+%
2 Analysis
Examination and interpretation
of
resources
L it tle or no evidence o f
analytical engagement
Judgments (with or without
complete data) are not sound;
critiques are not well argued;
response to complex issues is
not systematic or creative
Key elements within relevant
information are identified, but may
lack accurate interpretation and
analysis
U se s e xa mi na ti on a nd
interpretation of sources to make
sound judgments ; shows critical
awareness of current problems
Judgements are astute and well
supported; able to deal with
complex issues bot h
systematically and creatively;
critiques are insightful and well
substantiated; offers new insights
Evidence of analysis which
potentially contributes new ideas,
processes or knowledge to the
field or is ground breaking in a way
that would be recognized as valid
by experts in the field
029% 3039% 40-49% 50-59% 60-69% 70+%
3 Subject Knowledge
Understanding and application of
subject knowledge and
underlying principles
Inaccurate and/or incomplete
knowledge of the subject field
and its development
Fragmentary and/or partial
knowledge of the subject and
its development
Evidence of understanding key
aspects of the subject context, in
current debates and/or historical
background.
Knowledge is accurate and current
within the field, and applied
appropriately
Systematic and extensive
knowledge, at the forefront of their
field of study, perhaps informed by
related or external fields, used
creatively
Brings a val id ind iv idua l
understanding to concepts and
knowledge in the field Where
appropriate, able to propose
original ideas or hypotheses
029% 3039% 40-49% 50-59% 60-69% 70+%
4 Exper imenta tion Problem
s olv ing, r isk t ak ing ,
experimentation and testing of
ideas and materials in the
realisation of concepts
Unable to identify problems;
does not understand the
purpose of risk taking or
exploration of alternatives
Exploration of methods or
concepts is not sufficient to
resolve barriers and/or move
practice forward
Operates within familiar and well
established ideas, processes,
media and/or materials; some
evidence of exploration of ideas
and concepts
Decision making is based on
sound judgement of available
options; risk is managed
appropriately; applies established
techniques creatively in the
discipline
Effective decision making in
complex and unpredictable
situations; demonstrates originality
in tackling and solving problems;
approach consistently moves
practice forwards
Risk taking shows a profound and
precise understanding of the
nature of the field, and progresses
the field, perhaps in an individually
distinctive way
029% 3039% 40-49% 50-59% 60-69% 70+%
5 Technical
Competence
Skills to enable the execution of
ideas appropriate to the medium
Execution shows very limited
command of techniques and
poor judgement
Techniques are l imited or
rudimentary in selection or skill
Skills are adequate to
communicate ideas; accepted
conventions and procedures are
usually applied
Skilled command of conventions
and procedures. Technical skills
facilitate practice, conceptual
de ve lop ment and t he
communication of ideas
Discernment and judgement are
evident. Idea and technique are
unified. Breadth of techniques
adopted may be a feature
Idea and technique are unified.
Discernment and judgement are
evident. Technical Skills may have
contr ibuted to conceptua l
advances
029% 3039% 40-49% 50-59% 60-69% 70+%
6 Communication and
Presentation
Clarity of purpose; skills in the
selected media; awareness and
adoption of appropriate
conventions; sensitivity to the
needs of the audience
Ineffective use of visual/ oral/
written communication
conventions in the production
and presentation of ideas
Partial lack of awareness and
observance of conventions and
standards; lack of clarity in
structure selection and
organisation of information; lack
of awareness of audience
Conventions and standards are
applied; structure is clear;
information selection and
organisation shows awareness of
audience requirements and
preferences
Able to communicate own
conclusions and explain and
summarise existing work clearly, in
appropriate media to specialist
and non specialist audiences
Communication is persuasive and
compelling; diverse audience
needs are accounted for; message
and medium are unified with
personal style
Communication shows an
exceptional and integrated
understanding of the topic and
audience needs
029% 3039% 40-49% 50-59% 60-69% 70+%
7 Personal
and Professional Development
Management of learning through
reflection, planning, self
direction, subject engagement
and commitment
Consistent lack of evidence of
reflection or planning for
learning. Little or no awareness
of personal strengths and
weaknesses in relation to task
Evidence of reflection and
planning for learning not
consistently progressed.
Incomplete awareness of
persona l s trengths and
weaknesses
Evidence that reflection and
planning have led to increased
subject engagement and
commitment. Developing an
awareness of strengths and
weaknesses
Demonstrable capacity to continue
to advance their knowledge and
understanding, and to develop
new skills to a high level
Takes full responsibility for own
learning and development through
iterative cycles of well articulated
purposeful analysis and planning,
supported by extensive evidence
Evidence of strong sense of
motivation and commitment to
personal and professional
development, explicitly and clearly
communicated and evidenced
029% 3039% 40-49% 50-59% 60%60-69% 70+%
8 Col laborative and / or
Independent
Professional Working
Demonstration of suitable
behaviour for working in a
professional context alone, or
with others
Sho ws l it tl e a ccurate
kno wl ed ge o f r el ated
profession; is unproductive
working alone; does not
collaborate effectively with
others
Insufficient understanding of
professional life; struggles to
plan and complete work alone;
collaborates reluctantly;
behaviour may be unsupportive
of others
Awareness of main standards
required of relevant profession.
Able work both collaboratively and
independently
Shows self-direction and/or
originality in tackling and solving
problems; can plan and implement
tasks a t a pro fessiona l or
equivalent level; able to work
effectively in diverse teams
Regularly shows self-direction and
originality in tackling and solving
problems; shows initiative and
personal responsib il ity;
consistently plans and implements
tasks a t a pro fessiona l or
equivalent level, autonomously or
collaboratively; able to work
effectively in diverse teams, in
multiple roles
Makes sound decisions readily in
complex and unpredictable
situations; operates both
autonomously and collaboratively
as a professional; a consistently
strong contributor to any team, in
any role