Learning Review – Phase 1
Welcome to the Learning Review section of the simulation
In each of the three phases of the simulation you will have the opportunity to review your own
learning and to build a learning log that may contribute to future assessment as part of your
course.
Simulation Objectives
The Strategy Experience simulation will enable you to:
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test strategies in a complex business environment and to make key decisions
reinforce the links between theory and practice in strategic management
develop your general management, leadership skills, team skills
provide a reflective understanding of the learning process and experience
work effectively in teams and appreciate diversity
Intended Learning Outcomes
A. Knowledge and understanding
At the end of the simulation you will be able to:
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critically evaluate the impact of global contextual forces on an organisation
critically assess global markets and customers to find the best strategies for an
organisation
demonstrate effective use of strategic models and frameworks
B. Cognitive skills
At the end of the simulation you will be able to:
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critically analyse, categorise and synthesise data to solve business challenges and
issues and make business decisions
demonstrate problem solving and decision making as an individual and in teams
make integrated use of information and knowledge for the selected organisation in the
Simulation
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C. Practical and professional skills
At the end of the simulation you will be able to:
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demonstrate a proactive role in developing effective communication within teams
evaluate personal effectiveness and personal responsibility in delivering business
performance
D. Key transferable skills
At the end of the simulation you will be able to:
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draw on high levels of self-reflective interpretation and understanding for what was
experienced in the simulation
work effectively in teams and appreciate diversity
Phase 1 – Analysing the Strategic Position
a) Consider your selection of models and frameworks. These may have included, but are not
limited to, PESTEL, Porter’s Five Forces, SWOT analysis, Strategic Groups analysis,
Market Segmentation, Critical Success Factors, Boston Consulting Group matrix,
Resources and Capabilities analysis.
How useful or otherwise were they in driving out the key strategic issues for the WRSX
Group in terms of its strategic position?
Your Answer:
The PESTEL analysis was helpful in focusing attention on the external factors that
influence WRSX, as follows:
Political & Legal: Allegations of bribery in Paris highlighted the need for more stringent
corporate governance.
Economic: The business slowdown has pressured advertising budgets and profit margins.
Technological: The rise of digital media and data analytics opened the process of
transformation.
b) Summarise in one sentence how you see the industry at this time and the factors that will
impact most on the industry in the near future.
Your Answer:
The advertising and marketing industry is undergoing rapid digital transformation,
with increasing client demand for data-driven, AI-powered, and omni-channel marketing
solutions, while regulatory scrutiny, economic uncertainty, and evolving consumer
behaviours will be the key factors shaping its future.
MSX.V4_Learning_Review_Phase_1 | Copyright © Learning Dynamics 2021. All rights reserved.
c) What drives competitive advantage in this industry?
Your Answer:
Advertising and marketing industry's competitive advantage is mostly due to creative
excellence, data-driven insights, technological innovation, spread of strong client
relationships, and scalability, which entails correctly combining AI, digital media and
personalized marketing, the latter of which new companies are incorporating more than
traditional agencies.
d) Describe what you believe to be the purposes and expectations of key stakeholders in the
WRSX Group.
Your Answer:
Stakeholders: Enhanced financial performance, share price appreciation, and robust
governance maximize returns to shareholders.
Customers: Demand innovative and unique services as well as value-added solutions that
strengthen their brands.
Employees: Expect job security, career advancement opportunities, fair compensation, and
a suitable work atmosphere.
Board of Directors: Executive Strategic Leadership, Governance and Risk Management.
Suppliers/Partners: Expect the timely payment of invoices, the sharing of ideas and practices,
and behaviors that are consistent with ethical standards.
e) Summarise in one sentence how you see the performance of the WRSX Group at this
time.
Your Answer:
The WRSX Group is currently underperforming due to strategic drift, financial challenges,
reputational damage from a corruption scandal, and weak corporate governance, despite its
strong creative capabilities and global presence.
f)
List here the key strategic issues for WRSX Group that you and your team have identified
from your analysis – maximum of six issues and a minimum of four issues:
Your Answer:
1. Strategic Drift: Apart from the immediate low margin subsidiaries, lack of direction or
clarity is again found regarding the perceived direction itself.
2. Reputational Damage: Corruption exposed in Paris offices staining clients' image.
3. Weak Corporate Governance: No formal governance code and irregularities in
reporting.
4. Financial Underperformance: A PBIT margin of 16.5%, along with a 12.9% ROCE, are
below industry averages.
5. Heavy Staff Cost: Staff cost ratio exceeds average figures at 63%.
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g) What were the different opinions in the team?
Your Answer:
1.Strategic Drift
I and Mudar blamed underperformance to lack of clear strategic direction from the
subsidiaries, especially those giving low margins, and one argument about the greater
centralized strategy being needed. Whereas Mohammed believed that the decentralized
structure of WRSX (with local autonomy) is a strength and that the issue lies in poor execution
rather than the strategy itself.
2. Damage to Reputation by Corruption Scandal
Mudar and Mohammed feel that the corruption scandal is a key issue that requires urgent
attention-from leadership changes to a firmer approach to ethical concerns.
I and Shirley argued that the scandal is a short-term affair which, although damaging, should
not divert attention from improving financial performance and operational efficiency.
3. Weak Corporate Governance
I underscored the need to reform corporate governance entirely with renewed induction of
non-executive directors whose skills are focused in governance.
Rest of the team believed that the current governance structure can be enhanced gradually,
with no major changes, by strengthening internal controls and compliance mechanisms.
h) What topics were not covered in the report and why?
Your Answer:
We didn’t cover SWOT analysis in our report. The purpose not to use a SWOT analysis in
the report is probably to focus on specific, consequential issues (e.g., the reasons for financial
underperformance, governance weaknesses, and reputational damage) instead of giving a
broad overview. Various methods might have been chosen, for instance, financial ratio
analysis or stakeholder analysis that was more relevant to WRSX and its immediate problems.
Furthermore, a SWOT analysis can sometimes oversimplify complex issues or provide no
concrete actionable insights, which can be incompatible with the goal of delivering to the report
targeted recommendations for the improvement of performance and governances.
i)
Who contributed most to the content and in what sense?
Your Answer:
Mudar has applied his HR experience to enhance the content greatly in giving direction a
s to how the answers should be framed through strategy. Mudar had structured how the t
eam would approach it; his experience would ensure thorough analysis and help respond
to the objectives of the assignment. Mudar's strategic thinking and organizational skills also
concentrated on critical issues such as staff costs, governance, and leadership problems for
the team, thus making it evenmore valuable for both quality and depth regarding the report.
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j)
Which team member contributed the least to the content? elaborate!
Your Answer:
Shirley faced technical difficulties logging into the Pearson portal, which limited her ability
to contribute as actively as others, but she still made efforts to stay involved. We supported
her during the technical challenges, ensuring she could still provide input. Overall, while her
contribution was initially limited, she remained a valued member of the team.
k) Which team member contributed the most to the process and how?
Your Answer: Mohammed provided the entire group with an early initiative and
comprehensive summary of the WRSX Group such that everyone was able to understand the
whole brief easily and focus on his area of expertise. Not only did he save time but also
ensured the team had a clear understanding of the company's back story, challenges, and
opportunities. While the whole team contributed evenly, it was Mohammed's proactive nature
and leadership in the early stage that came beneficial to this assignment and defining the tone
for the cooperative and efficient analysis.
MSX.V4_Learning_Review_Phase_1 | Copyright © Learning Dynamics 2021. All rights reserved.