Strategic
Management
Department: Leadership and Management
Module Code: MOD001115
Level: 7
Academic Year: 2015/6
Semester/Trimester/Session: Trimester3
www.anglia.ac.uk
Module Guide
Contents
Contents
1. Key information, Introduction to the Module and Learning Outcomes ........................................................ 2
1.1 Key Information ................................................................................................................................... 2
1.2 Introduction to the Module................................................................................................................. 2
1.3 Learning Outcomes.............................................................................................................................. 2
2. Employability Skills in this Module ................................................................................................................. 3
3. Outline Delivery and Reading Lists @ Anglia ................................................................................................. 3
3.1 Outline Delivery ................................................................................................................................... 3
3.2 Reading List and Learning Resources .................................................................................................. 8
4. Assessment on this Module ........................................................................................................................... 9
Feedback ........................................................................................................................................................ 9
How to View Your Feedback in Turnitin Grademark .................................................................................... 10
4.1 Assessment Information and Marking Criteria ................................................................................. 11
4.1.1 Element 010 – ENDTERM COURSEWORK: 3,000 WORDS (100%) ............................................. 11
Marking Criteria for Element 010 – END-TERM COURSEWORK: 3,000 WORDS ................................ 14
4.2 Re-assessment Information............................................................................................................... 16
4.2.1 Re-assessment for Element 010 – MID-TERM COURSEWORK: 3,000 WORDS (100%) ............. 16
5. Report on Last Delivery of Module .............................................................................................................. 18
6. STRATEGIC PLAN OUTLINE ........................................................................................................................... 19
Links to Other Key Information ......................................................................................................................... 21
Page 1
Module Guide
1. Key information, Introduction to the Module and Learning Outcomes
1.1
Key Information
Module title: Strategic Management MOD001115
Module Leader David Flude
Campus / Building / Room: Chelmsford Campus
Extension:
6835
Email: david.flude@anglia.ac.uk
Module Tutors:
External Examiners DAP: Leadership and Management
Every module has a Module Definition Form (MDF) which is the officially validated record of the module.
You can access the MDF for this module in three ways via:



the Virtual Learning Environment (VLE)
the My.Anglia Module Catalogue at www.anglia.ac.uk/modulecatalogue
Anglia Ruskin’s module search engine facility at www.anglia.ac.uk/modules
All modules delivered by Anglia Ruskin University at its main campuses in the UK and at Associate Colleges
throughout the UK and overseas are governed by the Academic Regulations. You can view these at
www.anglia.ac.uk/academicregs. An extract of the Academic Regulations, known as the Assessment
Regulations, is available at this website too (all new students will have received a printed copy as part of
their welcome pack).
In the unlikely event of any discrepancy between the Academic Regulations and any other publication,
including this module guide, the Academic Regulations, as the definitive document, take precedence over all
other publications and will be applied in all cases.
1.2
Introduction to the Module
The module explores the rich field of strategic management and how strategic analysis and formulation
contribute to an organisation’s performance. The module is integrative in nature and provides practically
relevant ideas and frameworks that facilitate strategy design and implementation. As such, the module deals
with the craft of strategy; that is, how to identify and choose a superior competitive position, how to analyse
strategic situation and how to create the organisational context to make the chosen strategy work. The
module is consciously designed to be practical and problem-oriented. In particular, the emphasis is on
application of concepts and exploration of conceptual frameworks which assist the student analyse and gain
insight to competitive situation and strategic dilemmas faced by an organisation. One of the main focuses for
the design of this module has been the further development of relevant employability and professional skills.
Such skills are implicit in the learning outcomes. The module will be assessed by mid- and end-term
assignments. Multiculturalism has been considered during the design of this module and will be considered
when the assessment brief is written.
1.3
Learning Outcomes
This module, like all modules at Anglia Ruskin, is taught on the basis of achieving intended learning
outcomes. On successful completion of the module, the student will be expected to be able to demonstrate
the following:
Page 2
Module Guide
Knowledge and understanding
LO 1. Understand the nature of strategic management and its
competitive and institutional context;
LO 2. Appreciate the strength and limitation of strategic analysis and
how it fits into the overall strategy process;
Intellectual, practical, affective LO 3. Design a viable strategy for an organisation, which takes
and transferable skills
account of the reality of strategic decision making and make
appropriate recommendation;
LO 4. Identify and critically utilise relevant tools for strategic analysis.
The assessment is based on meeting these learning outcomes, shown explicitly in section 4, where the
assessment task is linked to these learning outcomes.
2. Employability Skills in this Module
It is important that we help you develop employability skills throughout your course which will assist you in
securing employment and supporting you in your future career. During your course you will acquire a wide
range of key skills. In this module, you will develop those identified below:
Skill
Communication (oral)
Communication (written)
Commercial Awareness
Cultural sensitivity
Customer focus
Data Handling
Decision making
Enterprising
Flexibility
Initiative
Interpersonal Skills
Leadership/Management of others
Networking
Organisational adaptability
Project Management
Problem Solving and analytical skills
Responsibility
Team working
Time Management
Other
Skills acquired in this module
X
X
X
X
X
X
X
X
X
X
X
X
X
X
3. Outline Delivery and Reading Lists @ Anglia
3.1
Outline Delivery
The table below indicates how the module will be delivered. However, this schedule is indicative and may
be subject to change.
Page 3
Module Guide
Week
1
Topic
Introduction to
the module and
what is strategy
Class activities
Lecture: Introductions and what is
strategy
Tutorial: Robin Hood case (Lampel,
1991)
2
Strategic purpose
Lecture: Defining purpose through
strategy statements
Tutorial: Mozilla’s strategy
statements and career BHAGS
Student-managed learning
After class:
Textbook chapter 1 (Johnson et al.,
2014).
Porter, M. E., 1996. What is
strategy? Harvard Business Review,
74(6), pp. 61-78.
Supplemental:
Mintzberg, H. and Waters, J. A.,
1985. Of strategies: deliberate and
emergent. Strategic Management
Journal, 6(3), pp. 257-272.
Before class:
Textbook chapter 4 (Johnson et al.,
2014) until p.111, including
Illustration 4.1.
Collins, J. C. and Porras, J. I., 1996.
Building your company’s vision.
Harvard Business Review, 74(5), pp.
65-77.
After class:
Collis, D. J. and Rukstad, M. G.,
2008. Can you say what your
strategy is? Harvard Business
Review, 86(4), pp. 63-73.
3
Strategic analysis
(external
environment)
Lecture: The macro-environment and
scenario analysis (1)
Tutorial: Scenarios for the circus
industry (based on case study)
Supplemental:
Chapter 11 of Collins, J. C. and
Porras, J. I. 2005. Built to last:
Successful habits of visionary
companies. London: Random House.
Before class:
Textbook chapter 2 (Johnson et al.,
2014), until p. 40, including
Illustration 2.2.
Cirque du Soleil case (Grant and
Jordan 2012).
After class:
Schoemaker, P. J. H. and Day, G. S.,
2009. How to make sense of weak
signals. MIT Sloan Management
Review, 50(3), pp. 80-89.
Schoemaker, P. J. H., 1995. Scenario
Page 4
Module Guide
planning: A tool for strategic
thinking. Sloan Management
Review, 36(2), pp. 25-40.
Supplemental:
Ofek, E. and Wathieu, L., 2010. Are
you ignoring trends? That could
shake up your business. Harvard
Business Review, 88(7-8), pp. 124131.
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.
4
5
Strategic analysis
(external
environment)
Strategic analysis
(external
environment)
Lecture: The macro-environment and
scenario analysis (2)
Tutorial: Scenarios for the circus
industry (based on case study)
Lecture: Industry analysis
Tutorial: Five forces analysis part 1
(based on case study)
See above
Before class:
Textbook chapter 2 (Johnson et al.,
2014), p. 41 onwards.
Columbia Forest Products case
(Marshall et al., 2010).
After class:
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.
6
Strategic analysis
(internal
environment)
Lecture: Critical success factors;
resources and capabilities
Page 5
Supplemental:
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.
Before class:
Textbook chapter 3 (Johnson et al.,
2014).
Module Guide
Tutorial: Five forces analysis part 2
(based on case study)
Columbia Forest Products case
(Marshall et al., 2010).
After class:
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:
Kim, L., 1998. Crisis construction and
organizational learning: Capability
building in catching-up at Hyunday
Motor. Organization Science, 9(4),
pp. 506-521.
Teece, D. J., Pisano, G. and Shuen,
A., 1997. Dynamic capabilities and
strategic management. Strategic
Management Journal, 18(7), pp.
509-533.
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.
7
8
Strategic analysis
(internal
environment)
Strategy
formulation
Lecture: Resources and capabilities
analysis; VRIO criteria
Tutorial: VRIO analysis (based on
case study)
Lecture: Business strategies
Tutorial: Generic competitive
strategies at Ikea (based on case
study)
See above
Before class:
Textbook chapter 6 (Johnson et al.,
2014).
The Ikea approach case (Scholes,
2013), pp. 220-223 of textbook.
After class:
Heracleous, L., & Wirtz, J. 2010.
Page 6
Module Guide
Singapore airlines’ balancing act.
Harvard Business Review, 88(7/8),
pp. 145-149.
Kumar, N. 2006. Strategies to fight
low-cost rivals. Harvard Business
Review, 84(12), pp. 104-12.
Parnell, J. A. 2006. Generic
strategies after two decades: A
reconceptualization of competitive
strategy. Management Decision,
44(8), pp. 1139-1154.
Sharp, B., & Dawes, J. 2001. What is
differentiation and how does it
work? Journal of Marketing
Management, 17(7-8), pp. 739-759.
9
Strategy
formulation
Lecture: Corporate strategy
Tutorial: Corporate strategy
formulation at Virgin (based on case
study)
Supplemental:
Goold, M., & Campbell, A. 2002.
Designing effective organizations:
How to create structured networks.
San Francisco: Jossey-Bass.
Before class:
Textbook chapter 7 (Johnson et al.,
2014).
Virgin case (Treciokas, 2013), pp.
255-259 of textbook.
After class:
Nippa, M., Pidun, U., & Rubner, H.
2011. Corporate portfolio
management: Appraising four
decades of academic research. The
Academy of Management
Perspectives, 25(4), pp. 50-66.
10
Strategy
implementation
Lecture: Strategy evaluation
Tutorial: SAFe evaluation of strategic
options for the International
HIV/AIDS Alliance
Page 7
Supplemental:
Laurie, D. L., Doz, Y. L., & Sheer, C. P.
2006. Creating new growth
platforms. Harvard Business Review,
84(5), pp. 80-90.
Before class:
Textbook chapter 11 (Johnson et al.,
2014).
International HIV/AIDS Alliance case
(Johnson, 2013), pp. 700-706 of
Module Guide
textbook.
After class:
Richard, P. J., Devinney, T. M., Yip,
G. S., & Johnson, G. 2009.
Measuring organizational
performance: Towards
methodological best practice.
Journal of Management, 35(3), pp.
718-804.
Kaplan, R. S., & Norton, D. P. 1996.
Using the balanced scorecard as a
strategic management system.
Harvard business Review, 74(1), pp.
75-85.
11
Strategy
implementation
Lecture: Strategy evaluation
Supplemental:
Denrell, J. 2005. Selection bias and
the perils of benchmarking. Harvard
Business Review, 83(4), pp. 114-119.
See above
Tutorial: SAFe evaluation of strategic
options for the International
HIV/AIDS Alliance
12
Strategy in
practice
Lecture: Revision
Tutorial: Strategic plan workshop
(bring your drafts)
3.2
Before class:
Prepare draft of your final strategic
plan and bring it to the last tutorial
Reading List and Learning Resources
The reading list and learning resources for this module are available on Reading Lists at Anglia, you can
access
the
reading
list
for
this
module,
via
this
link:
http://readinglists.anglia.ac.uk/modules/mod001115.html
Page 8
Module Guide
4. Assessment on this Module
The assessment for this module consists of one element.
Element
Type of assessment
10
END-TERM
Assignment
Word
or
time
limit
3,000
words
% of Total
Mark
Submission
method
Final Submission
Date
100%
in hard copy (off
main UK campus
only)
NO LATER THAN:
12th August 2016
by 2pm
All forms of assessment must be submitted by the published deadline which is detailed above. It is your
responsibility to know when work is due to be submitted – ignorance of the deadline date will not be
accepted as a reason for late or non-submission. Any late work will NOT be considered and a mark of zero
will be awarded for the assessment task in question.
You are requested to keep a copy of your work (excluding exams).
Feedback
You are entitled to feedback on your performance for all your assessed work. For all assessment tasks which
are not examinations, this is accomplished by a member of academic staff providing your mark and
associated comments which will relate to the achievement of the module’s intended learning outcomes and
the assessment criteria you were given for the task when it was first issued. This feedback will be available
on-line via Turnitin/Grademark® or may be sent directly to your Anglia Ruskin e-mail account.
The marker of your assignment will include feedback on written assignments that includes answers to these
three key questions:
1.
2.
3.
What is your overall feedback?
How does your assignment compare to the marking criteria?
How can you improve in the future?
Examination scripts are retained by Anglia Ruskin and are not returned to students. However, you are
entitled to feedback on your performance in an examination and may request a meeting with the Module
Leader or Tutor to see your examination script and to discuss your performance.
Anglia Ruskin is committed to providing you with feedback on all assessed work within 20 working days of
the submission deadline or the date of an examination. This is extended to 30 days for feedback for a Major
Project module (please note that working days excludes those days when Anglia Ruskin University is officially
closed; e.g.: between Christmas and New Year). Personal tutors will offer to read feedback from several
modules and help you to address any common themes that may be emerging.
On occasion, you will receive feedback and marks for pieces of work that you completed in the earlier stages
of the module. We provide you with this feedback as part of the learning experience and to help you
prepare for other assessment tasks that you have still to complete. It is important to note that, in these
cases, the marks for these pieces of work are unconfirmed. This means that, potentially, marks can change,
in either direction!
Page 9
Module Guide
Marks for modules and individual pieces of work become confirmed on the Dates for the Official Publication
of Results which can be checked at www.anglia.ac.uk/results.
How to View Your Feedback in Turnitin Grademark
Click on the class that you wish to view and then you will see the assignments for the module listed. Click
the blue view button to open up the document viewer.
The Document Viewer will open and the main feedback on your work is shown in the General Comments:
There may also be Quick Marks on your assignment or a Grading Form/Rubric to show how you performed
against the marking criteria, click on the tabs to open them.
Page 10
Module Guide
Comments List
Expands
/collapses
comments
on all
pages
Expands
/collapses
comments
on a page
4.1
Rubric/Grading Form
Number of
comments
on a page
Jumps to the
comment
within your
assignment
Scroll to
see how
your work
compared
with the
marking
criteria
Expanded
comments
Assessment Information and Marking Criteria
4.1.1 Element 010 – ENDTERM Assignment: 3,000 WORDS (100%)
For an organisation with which you are familiar, write a strategic plan (for simplicity, you might choose to
focus on an undiversified business or a business unit within a larger corporation). Where data are missing,
make reasonable assumptions or propose ways of filling the gaps. You will provide the data and argument in
support of a strategy for the selected organisation. Check Johnson et al. (2014), pp. 521-525 for more detail
on the points described below.
You strategic plan should include the following key discussion points:
Mark
1.
2.
3.
4.
5.
6.
7.
8.
Mission, vision and objectives
Macro environment analysis
Industry Analysis
Capability analysis
Proposed strategy
Strategy evaluation
Presentation
Complementary use of sources of information
15
15
15
15
15
15
5
5
TOTAL MARKS: 100%
Learning
Outcome
1-4
1-4
1-4
1-4
1-4
1-4
1-4
1-4
FOR DETAILS ON THE CONTENT OF EACH SECTION, PLEASE REFER TO THE STRATEGIC PLAN OUTLINE IN
SECTION 6.
Hard copy assignments (Associate College partners)
Page 11
Module Guide
This assignment is submitted via hard copy at office/location at your college. Academic staff CANNOT accept
work directly from you. If you decide to submit your work by post, it must arrive by midday on the due date.
If you elect to post your work, you do so at your own risk and you must ensure that sufficient time is
provided for your work to arrive. Posting your work the day before a deadline, albeit by first class post, is
extremely risky and not advise
Page 12
Module Guide
Page 13
Module Guide
Marking Criteria for Element 010 – END-TERM COURSEWORK: 3,000 WORDS
Criteria
A (70-100 marks)
B (60-69 marks)
C (50-59 marks)
D (40-49 marks)
Fail (0-39 marks)














Knowledge and
understanding of the topic
and tasks
Integration of theory into
practice
Analytical skills
Coherent line of thought
Complementary use of
relevant sources of
information
Harvard System and
consistent reference list
Tables and figures
Style of writing and use of
language
Maximum of 3,000 words






Outstanding knowledge and
understanding of the topic
and tasks
Excellent integration of
theory into practice
Analytical originality and
autonomy
Balanced and coherent
arguments
Complementary use of
relevant sources of
information
Exceptional academic,
problem-solving, reflective
and presentation skills
Excellent and accurate
written expression and
referencing






Above average knowledge
and understanding of the
topic and tasks
Good integration of theory
into practice
Some analytical originality
and self-directed research
Consistent and convincing
arguments
Complementary use of
relevant sources of
information
Good academic, problemsolving, reflective and
presentation skills
Structured and accurate
written expression and good
referencing





Satisfactory knowledge and
understanding of the topic
and tasks
Reasonable integration of
theory into practice
Some but inconsistent
analytical autonomy
Acceptable and fairly well
structured arguments
Acceptable level of
academic, problem-solving,
reflective and presentation
skills going beyond
description at times
Structured and mainly
accurate written expression
and adequate referencing





Basic knowledge and
understanding of the topic
and tasks
Limited integration of theory
into practice
Restricted analytical ability;
mainly descriptive
Arguments are sufficiently
identifiable and free of
obvious contradiction
Basic evidence of academic,
problem-solving, reflective
and presentation skills
Some difficulty with
accuracy in written
expression and referencing





Your assessment will be evaluated not only on its own merit, but also on how well it compares to the work of your classmates.
Page 14
Poor knowledge and
understanding of the topic
and tasks
Weak integration of theory
into practice
Analytical skills are not yet
secure; work significantly
descriptive
Weak arguments which lack
clarity
Weak evidence of academic,
problem-solving, reflective
and presentation skills
Significant difficulty with
accuracy in written
expression and referencing
Module Guide
EXAMPLE GRADING FEEDBACK
Mark: 50
Feedback
1. What is your overall feedback?
This is a much improved revised report, where many though
not all of my former feedback points have been integrated. A
table explaining how you my feedback f or part 1 has been
addressed is missing though. It is not entirely clear to me what
the strategic challenge is that your analysis targets. Could you
have elaborated more on some parts of your analysis, for
instance, the VRIO or the TOWS analyses? I commend the
better use of referencing throughout the report.
2. How does your assignment compare to Satisfactory knowledge and understanding of the topic; Basic
integration of theory into practice; Some analytical autonomy,
the marking criteria?
but inconsistent; Acceptable and fairly well-structured
arguments; Basic use of sources of information; Basic evidence
of academic and problem-solving skills; Satisfactory
presentation skills (structured and mainly accurate written
expression and adequate referencing); Merely a summary of
facts and/or elementary recommendations
3. How can you improve in the future?
Through a more in-depth elaboration of some parts of your
analysis, for instance, the VRIO or the TOWS analyses, the
report could have been further improved. Could have engaged
more with the central ideas the tools and frameworks you
used? Moreover, the different sections of your analysis could
have been more integrated.
Page 15
Module Guide
4.2
Re-assessment Information
If you are required to complete a re-sit assessment for this module, please ensure you are aware of the
assessment (and the date if an exam or in-class test) as it will be different to the original assessment.
4.2.1 Re-assessment for Element 010 –COURSEWORK: 3,000 WORDS (100%)
Element
Type of assessment
010
Individual
assignment
Word
or
time
limit
3000
% of Total
Mark
Submission
method
Final Submission
Date
100%
Quick Guide to
Submitting on
Turnitin®UK
GradeMark
NO LATER THAN:
TBC
Turnitin®UK
Grademark
or
in hard copy (off
main UK campus
only)
For an organisation with which you are familiar, write a strategic plan (for simplicity, you might choose to
focus on an undiversified business or a business unit within a larger corporation). Where data are missing,
make reasonable assumptions or propose ways of filling the gaps. You will provide the data and argument in
support of a strategy for the selected organisation. Check Johnson et al. (2014), pp. 521-525 for more detail
on the points described below.
You strategic plan should include the following key discussion points:
Mark
1.
2.
3.
4.
5.
6.
7.
8.
Mission, vision and objectives
Macro environment analysis
Industry Analysis
Capability analysis
Proposed strategy
Strategy evaluation
Presentation
Complementary use of sources of information
Page 16
15
15
15
15
15
15
5
5
TOTAL MARKS: 100%
Learning
Outcome
1-4
1-4
1-4
1-4
1-4
1-4
1-4
1-4
Module Guide
FOR DETAILS ON THE CONTENT OF EACH SECTION, PLEASE REFER TO THE STRATEGIC PLAN OUTLINE IN
SECTION 6. YOU SHOULD IMPROVE YOUR ORIGINAL SUBMISSION – DO NOT SELECT A DIFFERENT
ORGANISATION UNLESS AUTHORISED BY YOUR TUTOR.
Hard copy assignments (Associate College partners)
This assignment is submitted via hard copy at office/location at your college. Academic staff CANNOT accept
work directly from you. If you decide to submit your work by post, it must arrive by midday on the due date.
If you elect to post your work, you do so at your own risk and you must ensure that sufficient time is
provided for your work to arrive. Posting your work the day before a deadline, albeit by first class post, is
extremely risky and not advised.
Page 17
Module Guide
5. Report on Last Delivery of Module
MODULE REPORT FORM
Module Code and Title: MOD001115 Strategic Management
Anglia Ruskin Department:
Marketing, Strategy and Enterprise
Location(s) of Delivery: To be completed by partners
Academic Year: 2014/15
Semester/Trimester: 2
Enrolment Numbers (at each location): To be completed by partners
Module Leader: Dr Elisa Alt
Other Module Tutors: To be completed by partners
Student Achievement Provide a brief overview of student achievement on the module as evidenced by the range of marks awarded. A detailed
breakdown of marks will be available at the Departmental Assessment Panel.
A wide range of marks was awarded. Students at the top end (70%+) demonstrated strong evidence of analytical
skills and critical ability.
Feedback from Students Briefly summarise student responses, including any written comments
This is a core business & management module on which students provided positive feedback. Students noted the ‘variety’ of
module content, and found the module ‘interesting’ and ‘stimulating’.
Module Leader/Tutor’s Reflection on Delivery of the Module, including Response to Feedback from Students (including
resources if appropriate)
The module leader changed for delivery in 2014/15. Students now develop a strategic report for an organisation of their
choice, applying in practice the wide range of strategic analytical skills learned in class. In addition, seminar activities clearly
contributed to students’ preparation for coursework.
Developments during the current year or planned for next year (if appropriate)
The midterm assessment will be substituted by a formative assessment only.
External Examiner’s Comments State whether the external examiner agreed the marks and/or commented on the module
Marks were agreed by the external examiner.
Page 18
Module Guide
6. STRATEGIC PLAN OUTLINE
Your strategic plan is a report. Your aim is to “provide the data and argument in support of a strategy for the
whole organisation*” (Johnson et al., 2014, p. 521). Please choose a non-diversified business (one industry
only) or business unit of a corporation. Your audience is the management team/board of the organisation.
You should use the same organisation for both parts of the strategic plan (010 and 011).
Structure:
1. Cover
2. Index
3. Page 1: Title and short paragraph introducing the organisation and the purpose of the work. If you
have already identified a strategic challenge, briefly explain it (this explanation at this stage is
optional).
4. Mission, vision, and objectives statements
• You will provide either new statements or existing statements (citing references in this case).
• In doing that, you will use the criteria discussed in class (Johnson et al., 2014) to either a) build new
statements; or b) critically analyse the existing statements. Think of how the statements guide or
support the strategy of the selected organisation.
5. Environmental analysis
• Macro trend analysis (choose 1 of the following analyses: PESTEL key drivers of change (based on
level of impact and uncertainty); or scenarios (with short explanation of two selected key drivers of
change).
• Industry issues (choose 1 of the following analyses: 5 Forces, strategy canvas/blue oceans).
• Each of these analyses should result in the identification of opportunities and threats for the
organisation.
6. Capability analysis
• Identify strategic capabilities (choose 1 of the following frameworks: capabilities in the context of
the value chain; or capabilities that link to critical success factors in the industry).
• Optional: Look at selected measures of performance (economic performance, organisational
effectiveness – select a maximum of 3 that are relevant in the context of your organisation), and
compare these to one of the following: previously established organisational objectives, industry
trends or benchmark organisations (this will help you in the identification of strengths and
weaknesses).
• Apply the VRIO criteria to any distinctive capabilities.
• Discuss the competitive implications of the above analysis, by providing a summary of strengths and
weaknesses.
7. Proposed strategy
• Start by referring to the SWOT that resulted from the previous analyses. In order to combine the
strengths and weaknesses (SW) with the opportunities and threats (OT), use a TOWS matrix. For
each quadrant of the matrix, list the strategic options that the organisation would have.
• These options will be either business-level strategies or corporate-level strategies (or a combination
of both – it depends on your context).
Page 19
Module Guide
•
•
•
•
•
Select 1 or 2 of these strategic options, and explain why these are preferred options for the
organisation.
If you are suggesting changes in business strategy (look at Porter’s generic strategies or Faulkner &
Bowman’s strategy clock), give examples of strategy elements and organisational requirements (see
slides week 8), using the value chain framework to support your arguments.
If you are suggesting new corporate strategy directions, you can use the following to build your
argument: Porter’s ‘better-off’ test, economies of scope, transaction costs, and the costs of
corporate complexity. You may also use the Ansoff matrix to show potential strategy directions, and
comment on potential strategic methods (organic development, mergers and acquisitions, strategic
alliances) if a diversification strategy is proposed.
Link back the proposed strategy(ies) to the initial purpose statements. Are these aligned with the
mission/vision/objectives? Or do the statements need a revision? Why?
Optional: You can conclude by providing a strategy statement that summarises your competitive
game plan in a short sentence (think elevator pitch) that covers: the key objectives, the scope
(where), the advantage (how).
8. Strategy evaluation
• You will conclude by providing a SAF (suitability, acceptability, feasibility) evaluation of the proposed
strategy.
• Discuss Suitability by answering: How do the proposed strategies exploit the opportunities in the
environment and avoid the threats? How do the proposed strategies capitalise on the organisation’s
strengths and avoid or remedy the weaknesses?
• Discuss Acceptability by answering: How do the proposed strategies meet the expectations of
stakeholders?
• Optional: You can complement the above answer with stakeholder mapping (power/interest matrix).
• Optional: You can include short comments in response to the risk and return criteria of Acceptability.
To which extent are strategic outcomes unpredictable (especially with regard to negative
outcomes)? To which extent are the proposed strategies financially effective?
• Discuss Feasibility by answering: Do the resources and competences currently exist to implement
the strategy effectively? If not, can they be obtained?
9. Appendixes
• Include any appendixes you want for parts 1 and 2. Remember to identify appendixes with headings
and to mention these in the actual report.
Remember this is a practical assessment – you should use academic references to support your analyses
and arguments, not to explain theories and models.
Key text:
Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regner, P. 2014. Exploring strategy: Text and cases.
10th ed. Harlow: Pearson Education Limited.
Page 20
Module Guide
Links to Other Key Information
Assessment Offences: As an academic community, we recognise that the principles of truth, honesty and
mutual respect are central to the pursuit of knowledge. Behaviour that undermines those principles weakens
the community, both individually and collectively, and diminishes our values. There is more information on
these principles and the types of Assessment Offences here: http://www.anglia.ac.uk/modguide4.aspx
Penalties for poor academic practice can be severe so ensure you are aware of what is expected and how to
reference correctly.
There is a guide to Good Academic Practice here: http://anglia.libguides.com/plagiarism
Attendance Information: Attending all your classes is very important and one of the best ways to help you
succeed in this module.
Link to more details on the Attendance Requirements here:
http://www.anglia.ac.uk/modguide1.aspx
Assessments and TurnitinUK: TurnitinUK is used for submitting the majority of your assessments, it is
important that you read the information on preparing your assignment at:
https://vle.anglia.ac.uk/sites/LTA/Grademark/Content/Preparing%20my%20Assignment.aspx
Information on submitting your assignment must be read and guidelines adhered to, please ensure you read:
https://vle.anglia.ac.uk/sites/LTA/Grademark/Content/Quick-Start.aspx
The direct link to TurnitinUK is: http://www.turnitinuk.com
Examinations: Examinations are held in January (semester/trimester 1), May (semester/trimester 2) and in
August (trimester 3). All examinations are scheduled by the Examinations Unit, the dates and locations will
be posted on the following website: http://web.anglia.ac.uk/anet/students/exams/
External Examiners: An up-to-date list of external examiners is available to students and staff at
http://www.anglia.ac.uk/eeinfo The external examiner for this module is in the Marketing Enterprise and
Tourism department. These are academic examiners from other institutions who independently approve
and confirm the quality and standard of our modules and assessments.
Feedback in TurnitinUK: Link to more details on the
https://vle.anglia.ac.uk/sites/LTA/Grademark/Content/Feedback.aspx
viewing
feedback
is
here:
How is My Work Marked and Flowchart of Anglia Ruskin’s Marking Process: After you have handed your
work in or you have completed an examination, Anglia Ruskin undertakes a series of activities to assure that
our marking processes are comparable with those employed at other universities in the UK and that your
work has been marked fairly, honestly and consistently. More information about this is given here:
http://www.anglia.ac.uk/modguide5.aspx
Module Evaluation: During the second half of the delivery of this module, you will be asked to complete a
module evaluation questionnaire to help us obtain your views on all aspects of the module, more about this
process is included here: http://www.anglia.ac.uk/modguide6.aspx
Reading Lists: These are now all available online: http://readinglists.anglia.ac.uk
Re-assessments: Re-assessment dates will be stated on e-vision, you can check the specific date your reassessment assignment is due in on: http://e-vision.anglia.ac.uk or alternatively, if it is an examination, these
are scheduled by the Examinations Unit, the dates and locations will be posted on the following website:
http://web.anglia.ac.uk/anet/students/exams/
University Generic Assessment Criteria: This module is at level 7, information on the criteria that the
university uses to mark your work can be found here: http://www.anglia.ac.uk/criteria
Page 21