STRATEGIC PLANNING

MODULE HANDBOOK

MODULE TEAM: CLIFF GLOVER (London), SYED MUHAMMAD (London), IAN ROGERS (Birmingham & Manchester) Emails: cglover@lsbf.org.uk smuhaddad@lsbf.org.uk irogers@lsbf.org.uk
1

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 2

Module Type: Module Code: SP Module Credit: 15 Teaching Period: Academic Year: Level:

Core 4 WEEKS 2011/2012 M (Postgraduate Masters)

Study Hours: 39 Lectures: 12 Seminars/Tutorials: 12 (within lecture time) Revision Clinic: 3 Total: 39

1. INTRODUCTION, AIMS AND OBJECTIVES Introduction: 3

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 and e-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 and competencies to enable the student to enter an organisation and to evaluate its long-term prospects by an analysis of its strategy in relation to the environment 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 4

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 various types 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 5

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

Session

LECTURE and Topics

SEMINAR/CASE STUDY Case Study/Questions/Group Discussion. No presentation Case Study/Questions/Group Discussion and Presentation: Stakeholder Analysis and corporate purpose Case Study/Questions/Group Discussion and Presentation: External Environment Case Study/Questions/Group Discussion and Presentation: Resources, Capabilities and Strategic Assets Case Study/Questions/Group Discussion and Presentation: on Value Chains and Value Network Case Study/Questions/Group Discussion and Presentation: sustainable competitive advantage Case

Case Study TBA

Recommended Reading JSW Chapts 1 and 4, Grant Chapts 1 and 2

Introduction to Strategic Management 1) Strategic management and development process 2) Stakeholder Analysis and corporate purpose External Analysis 1) The Macro-environment 2) The Industry Environment-competition and co-operation 3) Markets, segments, and positioning Internal Analysis 1) Resources, Capabilities and Strategic Assets 2) Structure, Culture, Mission, and Purpose 3) Business Models and Value Added 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 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 Corporate Strategy 1) The roles and actions of the Corporate Parent 2) Synergistic versus responsive portfolios parenting styles 3) Diversification and Core competences approach International Strategy
1) Internationalisation and Development Drivers

TBA

JSW Chapt 2, Grant Chapts 3 and 4

TBA

JSW Chapt 3 and 5, Grant Chapt5 and 6

TBA

JSW Ch 3.1 to 3.3 and Chapt 5, Grant Chapts 5 and 9

TBA

JSW Ch 6, Grant Chapts 9 and 10

TBA

JSW Chapts 6 and 7, Grant Chapt 14

6 7

TBA

JSW Chapt 8, Grant Chapt 15

2) Locational Advantage, Porters Diamond and Value Networks 3) Methods of entry and FDI 3) Global Strategies and International Differentiation

The Strategic Situation and Financial Performance 8

1) Issues and Problems, Opportunities and Constraints 2) Resources, Strengths, Limitations and Capabilities 3) Financial Appraisal and Performance Analysis

Strategic Choice (1) 9

1) Business level and Corporate level strategic options 2) Portfolio management and investment strategy 3) Formulation and articulation of strategic options

10

Strategic Choice (2)

1) Development methods and dimensions for expansion 2) Mergers, Acquisitions and Strategic Alliances

Study/Questions/Group Discussion and Presentation: Corporate Strategy Case Study/Questions/Group Discussion and Presentation: International Strategy Case Study/Questions/Group Discussion and Presentation: Strategic Situation Case Study/Questions/Group Discussion and Presentation: Strategic options Case Study/Questions/Group Discussion: Testing the options Case Study/Questions/Group Discussion Past Exam papers

TBA

JSW Chapt 11, Handout

TBA

J,SW Chapt 7.1 to 7.7 , Grant Chapt 16 and 17

TBA

JSW Ch 10 JSW Grant Ch 17

Strategic Choice(3) 11
1) Defining strategic options and strategic choices 2) Testing and choosing the options and formulating the strategy

TBA

JSW Ch 11

Structure, Culture and Strategic Change 12 13 14

1) Structuring Organisations 2)Organisational Culture and Strategic Change 3) Management of Strategic Change

TBA

J,S,W Chps 5, 13,14 Grant Ch17, 18

REVISION EXAM

Past exam papers

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 support and course work assignment preparation) b) Contemporary Strategy Analysis 7th Ed. 2010: Robert Grant, A John Wiley and Sons Ltd Publications, Chichester, United Kingdom (best for lecture support 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 exam preparation and dissertation support) 3.2 Supporting Texts and Recommended Reading: Strategic Management 5th edition, 2008 R. Lynch, Prentice Hall Publishing, London, UK Ambrosini V (1998) Exploring Techniques of Analysis and Evaluation in Strategic Management, Prentice Hall Aaker D. (2007) Strategic Market Management Wiley; 8 edition Coulter M (2005) Strategic Management in Action, Prentice Hall, 3rd ed Chernev A. and Kotler P. (2008) Strategic Marketing Management, 3rd Edition Brightstar Media, Inc.; 3rd edition Chernev 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) Strategic marketing decisions in global markets. London, Thomson Learning Finlay 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) Marketing Strategy and Competitive Positioning (4th Edition) South-Western College Pub; 4 edition Kay J (1995) Foundations of Corporate Success, O U P

Kim, C. and Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant Harvard Business School Press; 1 edition Lambin, J, Chumpitaz, R and Schuiling, I (2007) Market-Driven Management: Strategic and Operational Marketing Palgrave Macmillan; 2nd edition Thompson JL (2005) Strategic Management, Thomson Learning, 5th ed Welch, P.J., and Welch, G.F.(2006) Economics: Theory and Practice Wiley; 8 edition 3.3 Journals and Periodicals: Academic: Harvard Review, Long Range Planning, Strategic Management Journal: Journalistic: Economist Financial Times Business Week Investors Chronicle ABI/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 marketing purposes. Most of the web sites are of consulting companies and commercial training providers hence often present a one sided view of a subject and the content may not be supported by real facts. Little or no credit is given if such material is used as evidence, without support from academic sources. Students are given credit for using a wide range of academic sources in their assignments. Strategic Planning Society http://www.sps.org.uk/ Strategic Planning Papers http://www.bitpipe.com/

4. LECTURER(S) 10

London: 1. Cliff Glover SP Module Leader Contact Details: cglover@lsbf.org.uk 2. Syed Muhammad MBA Programme Director Contact Details: smuhammad@lsbf.org.uk Birmingham & Manchester: Ian Rogers Contact Details: irogers@lsbf.org.uk 5. Key Topics and Course Concepts LECTURE 1 Key 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 2 Key Topics & Concepts 11

To understand how the external environment impinges on company 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 3 Key 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 4 Key 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 12

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 6 Key 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 13

See Recommended Reading in Section 2

LECTURE 8 Key Topics & Concepts The Strategic Situation and Financial Performance Strategic Challenges: Opportunities, adversities, 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 threats and

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 14

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 15

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 16

See Recommended Reading in Section 2

LECTURE 13 Revision

5. ASSESSMENT Assessment Title Weight towards final grade 50% Pass mar k 40% Outline details Submission Date

Individual Assignment

Individual Report

TBC

Open Book 50% Open Book TBC 40% Examination Examination The assessment details are contained in appendix 1.

17

Appendix 1 ASSIGNMENT London School of Business & Finance (LSBF)

Module: Assignment Title: Assignment Type: Word Limit: Weighting: Student Intake: Issue Date: Submission Date Feedback Date: Issued by (Assessor) Internal Verifier Plagiarism

MBA

Strategic Planning Longitudinal Strategic Development Study Coursework 3500 +/- 10% 50% Intake 5

Cliff Glover

When submitting work for assessment, students should be aware of the LSBF guidance and regulations in concerning plagiarism. All submissions should be your own, original work. You must submit an electronic copy of your work. Your submission will be electronically checked. The Harvard Referencing System must be used. The Wikipedia website must not be referenced in your work. 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

Harvard Referencing Learning Outcomes

18

COURSE WORK TABULATED TO LEARNING OUTCOMES Section Part 1 Corporate Strategic Development History Part 2 Current Strategic Situation Part 3 The Way Forward Matched Learning Outcomes 1,2.3,4,5,6

1,2.3,4,5,6 1,2.3,4,5,6

Grading Criteria

Please see separate Assignment Grading Criteria Autumn 2010 sheet for this Assignment. See Your Task Below

Scenario

Your Task

Longitudinal Strategic Development Study Selecting one company from the list at the end of this section or a company 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) Strategies
deployed and resulting outcomes- recent strategic development history. Research, describe and give a succinct account of the

strategic development history of the company you choose set within the context or the industry to which it belongs over the past 5 to 25 years, choosing the duration of time for the study most appropriate for understanding the recent strategic development of the company. Avoid making just chronological lists of events from websites and in particular identify the strategy(ies) that the company has been pursuing and any changes in strategy that the company has made during the period under consideration and their outcomes and consequences for the strategic situation which is the subject of the following section (1000 to 1500 words)

19

2. CURRENT: Current Strategic Situation. (assessment criteria 1,2,3,4,5,6) Undertake an evaluation and appraisal of the companys current strategic situation at the time of writing which relates to the previous section, using any research sources appropriate to support your analysis. Pay particular attention to the companys strategic macro, industry and competitive environment, changes and trends in that environment and the companys endowment of internal and external resources, capabilities and organisational structure emanating from decisions made in the recent past. Give a synopsis of the companys strategic situation in a way which is meaningful for the strategic choices it is able to make for the future which are the subject of section 3 below (1000 to 1500 words) 3. FUTURE: Strategic Direction for the future (assessment criteria 2,3,4,5). Based on your research and analysis undertaken for sections 1 and 2 above, explore a limited range of distinctively different choices of your own creation available to the company for the future. Evaluate and assess the choices available leading to recommendations for the company of your choices strategic route forward. Make clear the assumptions you have made and present your recommendations in a way that accommodate uncertainties and changes that might occur to the recommendations in the event of the occurrence of specified contingencies or changes in assumptions (1000 to 1500 words) The Companies you may choose from and for which case studies are available and will be issued to provide a starting point (NOT the finish point) for the study as enumerated under 1 to 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 should be listed on the UK Stock Market (good sources Financial Times or Sunday Times Business Section or CityAM (free newspaper available every morning at many London underground station exits) BUT IF YOU DO be sure you are a) able to research this company in sufficient depth b) choose a company which is amenable to strategic analysis of the nature delivered over the duration of the course. DO NOT choose a company which is a pure investment vehicle, such as 3i, or other private equity group whose interests may span a range of minority or majority holdings

20

in a number of related or unrelated businesses mainly for the equity fund performance purposes, or a company which is more in the nature of a vehicle for trading in or capturing returns from financial instruments or securities such as hedge investment or unit trust funds. Issued by Cliff Glover September 2011

London School of Business & Finance (LSBF) Module Assignment Title Grade 70%+

MBA

Description of Achievement 1.Excellent Research and factual information 2. Excellent Analysis and Evaluation 3. Excellent Logic and Reasoning 4. Excellent Synthesis and Creativity 5. Excellent Coherence and Integration 6. Excellent Sources and Referencing The Harvard Referencing System has been both used and applied. 1.V. Good Research and factual information 2. V. Good Analysis and Evaluation 3. V. Good Logic and Reasoning 4. V. Good Synthesis and Creativity 5. V. Good Coherence and Integration 6. V. Good Sources and Referencing The Harvard Referencing System has been used and applied, but with minor errors. 1. Good Research and factual information 2. Good Analysis and Evaluation 3. Good Logic and Reasoning 4. Good Synthesis and Creativity 5. Good Coherence and Integration 6. Good Sources and Referencing The Harvard Referencing System has been used and applied but some mistakes have been made. 1. Moderate Research and factual information 2. Moderate Analysis and Evaluation 3. Moderate Logic and Reasoning 4. Moderate Synthesis and Creativity 5. Moderate Coherence and Integration 6. Moderate Sources and Referencing The Harvard Referencing System has been used and applied but mistakes have been made. 1.Poor Research and factual information

60%-69%

50%-59%

40%-49%

30%-39%

21

Below 0-29%

2. Poor Analysis and Evaluation 3. Poor Logic and Reasoning 4. Poor Synthesis and Creativity 5. Poor Coherence and Integration 6. Poor Sources and Referencing The Harvard Referencing System has been used and applied sporadically major but major mistakes have been made. 1. V. Poor Research and factual information 2. V. Poor Analysis and Evaluation 3. V. Poor Logic and Reasoning 4. V. Poor Synthesis and Creativity 5. V. Poor Coherence and Integration 6. Sources and Referencing

Note

This Assignment Briefing Sheet Autumn 2010 is available on LMS for you to view and print off at a type size more convenient to you.

Feedback based Assessment Criteria Corporate Development History 1. Corporate Development History section entirely absent or lacking in strategic relevance (less than 30%) 2. Inadequate historical content, lacks relevance to assignment, strategic content, analytical depth or appreciation of strategies adopted (30% to 39%) 3. Some good factual narrative but insufficient strategic content or appreciation of strategies adopted and outcomes and consequences of those strategies (40% - 49%) 4. Good factual narrative with some appreciation of strategies adopted but lacks analytical depth or articulation of the consequences of the strategic decisions made (50% - 59%) 5. Strong factually sound narrative and good appreciation of the strategies adopted but more depth needed and evidence of the understanding of the causal processes leading to the outcomes of strategies adopted (60% - 69%) 6. Overall very good thorough account of the development process, strategies adopted and the consequences of strategies adopted and implications for the current strategic situation (70%+) Strategic Situation 1. Section on Strategic Situation either missing or lacking in strategic relevance or content (less than 30%) 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 strategic decision 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 the strength 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 strategic analytical 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, clear synopsis of the strength or problems of the strategic situation with explanation of implications for future strategy (70%+) Strategic Choice-Direction for the Future 1. Strategic Choice section either missing or absence of content relating to strategic choice (less than 30%) 2. Poor or absent range of distinct strategic options of your own creation or from your own ideas. No attempt 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 different options 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 distinctly different or each option inadequately evaluated without clear implications for strategic recommendations (50% - 59%) 5. Good range of distinctive options well articulated but more needed on the evaluation of each option and the relationship between the evaluation and the strategy recommended (60% - 69%)

22

6. Very good range of distinctively different options well articulated with well chosen tests and method of evaluating and comparing each leading into clear recommendations for strategic choice (70%+) Cohesion, logic and Integration 1. 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 the report needs to lead naturally on to the next section showing how the development history impinges on and is a factor contributing to the current strategic situation which should then lead to the choices that are available for the future and their evaluation (30% -39%) 3. There is some continuity between the sections but little relationship between your strategic choice section (Strategy for the Future) and your analysis of the companys Strategic Situation. You need to show 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 the report 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 flowing into 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 research and 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 not meet the requirements for this section given in the briefing notes. Make sure you analyse the strategies your chosen company has deployed and their consequences for the organisations current strategic situation - Your development history is little more than a catalogue of events with dates. This section needs more 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 the strategies which the company deployed, changes in those strategies and their outcomes - Your corporate development history shows a good understanding of the strategies the company deployed 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 good insight and understanding of the strategies deployed by the company which lead well into the following sections Strategic Situation and Synopsis - Your strategic situation analysis lacks understanding and analysis which show an appreciation developing situation in terms of the strengths, vulnerabilities, opportunities or constraints of its actual and developing situation - Your choice of analytical tools is not the best for the company you have chosen and its strategic environment so do not provide any useful insights or conclusion on the companys strategic situation which 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 strategic situation 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 to trends and changes which are occurring which have important implications for the choice of strategy for the companys future - Quite good environmental analysis, but you need to identify the strategic assets, distinctive capabilities or core competences of the company on which the company can build its strategic investment decisions for the future explaining why these are of strategic importance rather than just make a list of resources and capabilities - You need to identify developments in the strategic environment which have important implications for the companys strategic choice in terms of responding to opportunities, adversities, vulnerabilities and constraints with which the company is presented as well as listing the resources and capabilities of the company

23

- A good and comprehensive analysis but you fail to provide a succinct synopsis of the dynamically developing situation of the company and the environment in which it is operating or important trends and 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 which leads 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 not meet 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 declared strategy stated on the internet or elsewhere. You need this section on Strategy for the Future to be from 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 your own 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 adequately evaluate or assess each option in a rigorous manner using criteria or tests which relate to your section on 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 thought through using good criteria and tests for supporting your arguments although you do not clearly articulate 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 thought through using good criteria and tests for supporting your arguments and you also clearly articulate the strategic 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 the report needs to lead naturally on to the next section showing how the development history impinges on the current strategic situation which should then lead to the choices that are available for the company for the future and evaluation - There is some relationship between the first two sections of the report but very little relationship between your strategic choice section (Strategy for the Future) and your analysis of the companys Strategic Situation - There is a good continuity between the 3 sections of your report showing a clear relationship between history, current situation and choices for the future although your choice argument and evaluation are not always consistent with the conclusions of the situation analysis - There is good strong integration and coherence between all parts of the report and one section naturally flows on to the next giving good cohesion and persuasive arguments leading naturally into your recommendation for the future Student Name: Weight Corporate Development History Strategic Situation analysis and synopsis Direction Forward-Strategy for future Cohesion, Integration and logic 20% 30% 30% 20% 100% ID: Grade Awarded Weighted Grade

Total:

24

25

London School of Business & Finance Postgraduate Marking Criteria Criteria Level of Achievement Indicators Fail 029% 1 Research Systematic identification and investigation of appropriate sources Little or no evidence of 3039% Information presented does not relate sufficiently to the task; there may be evidence of Pass 40-49% Adequate research has been carried out and appropriate information has been gathered and documented from readily available sources applying standard techniques 50-59% Information is accurate and from a range of sources, with evidence of some analysis and evaluation 60-69% Well informed judgements made of the relative value of connected information from a wide range of academic sources 70+% Extensive independent research, accuracy, familiarity with the material, and sound judgments

appropriate research

rudimentary research

029% 2 Analysis Examination and interpretation of resources Little or no evidence of

3039% Judgments (with or without

40-49% Key elements within relevant information are identified, but may lack accurate interpretation and analysis

50-59% Uses examination and

60-69% Judgements are astute and well supported; complex systematically able to deal with both creatively;

70+% Evidence of analysis which

analytical engagement

complete data) are not sound; critiques are not well argued; response to complex issues is not systematic or creative

interpretation of sources to make sound judgments ; shows critical awareness of current problems

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

issues and

critiques are insightful and well substantiated; offers new insights

029% 3 Subject Knowledge Understanding and application of subject knowledge and underlying principles Inaccurate and/or incomplete knowledge of the subject field and its development

3039% Fragmentary and/or partial

40-49% Evidence of understanding key aspects of the subject context, in current debates and/or historical background.

50-59% Knowledge is accurate and current within the field, and applied

60-69% Systematic and extensive

70+% Brings a valid individual

knowledge of the subject and its development

knowledge, at the forefront of their field of study, perhaps informed by related or external fields, used creatively

understanding to concepts and knowledge in the field Where appropriate, able to propose

appropriately

original ideas or hypotheses

029% 4 Experimentation solving, risk Problem taking, Unable to identify problems; does not of understand risk taking the or

3039% Exploration of methods or

40-49% Operates within familiar and well established ideas, processes, media and/or materials; some evidence of exploration of ideas and concepts

50-59% Decision making is based on sound options; judgement risk of is available managed

60-69% Effective complex decision and making in

70+% Risk taking shows a profound and precise understanding of the

concepts is not sufficient to resolve barriers and/or move practice forward

unpredictable

experimentation and testing of ideas and materials in the

purpose

situations; demonstrates originality in tackling and solving problems; approach consistently moves

nature of the field, and progresses the field, perhaps in an individually distinctive way

exploration of alternatives

appropriately; applies established techniques discipline creatively in the

realisation of concepts

practice forwards

029% 5 Technical Competence Skills to enable the execution of ideas appropriate to the medium Execution shows very limited command of techniques and poor judgement

3039% Techniques are limited or

40-49% Skills are adequate to communicate ideas; accepted conventions and procedures are usually applied

50-59% Skilled command of conventions and procedures. Technical skills facilitate practice, conceptual and the

60-69% Discernment and judgement are evident. Idea and technique are unified. Breadth of techniques

70+% Idea and technique are unified. Discernment and judgement are evident. Technical Skills may have contributed advances to conceptual

rudimentary in selection or skill

development

adopted may be a feature

communication of ideas

029% 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

3039% Partial lack of awareness and observance of conventions and standards; lack of clarity in structure selection and

40-49% Conventions and standards are applied; structure is clear; information selection and organisation shows awareness of audience requirements and preferences

50-59% Able to communicate and explain own and

60-69% Communication is persuasive and compelling; diverse audience

70+% Communication exceptional and shows an

conclusions

integrated

summarise existing work clearly, in appropriate media to specialist and non specialist audiences

needs are accounted for; message and medium are unified with

understanding of the topic and audience needs

organisation of information; lack of awareness of audience

personal style

029% 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

3039% Evidence planning of for reflection learning and not

40-49% Evidence that reflection and planning have led to increased subject engagement and commitment. Developing an awareness of strengths and weaknesses

50-59% Demonstrable capacity to continue to advance their knowledge and understanding, and to develop new skills to a high level

60-69% Takes full responsibility for own learning and development through iterative cycles of well articulated purposeful analysis and planning, supported by extensive evidence

70+% Evidence motivation personal of strong sense of to

and and

commitment

learning. Little or no awareness of personal strengths and

consistently Incomplete personal weaknesses

progressed. awareness strengths of and

professional

development, explicitly and clearly communicated and evidenced

weaknesses in relation to task

029% 8 Collaborative and / or Independent Professional Working Demonstration of suitable behaviour for working in a professional context alone, or with others Shows knowledge profession; working collaborate others is alone; little of accurate related unproductive does not with

3039% Insufficient understanding of

40-49% Awareness of main standards required of relevant profession. Able work both collaboratively and independently

50-59% Shows self-direction and/or

60%60-69% Regularly shows self-direction and originality in tackling and solving problems; personal shows initiative and responsibility;

70+% Makes sound decisions readily in complex situations; and unpredictable both

professional life; struggles to plan and complete work alone; collaborates reluctantly;

originality in tackling and solving problems; can plan and implement tasks at a professional or

operates

autonomously and collaboratively as a professional; a consistently strong contributor to any team, in any role

effectively

behaviour may be unsupportive of others

equivalent level; able to work effectively in diverse teams

consistently plans and implements tasks at a professional or

equivalent level, autonomously or collaboratively; able to work

effectively in diverse teams, in multiple roles

26