Analyse the impact and influence which the macro environment has on an organisation and its business strategie

Business Strategy

Scheme of Work & Assessment Brief 2019/2020 Academic Year

This document includes the Scheme of Work and Assessment Brief for Business Strategy. Please refer to this document for further information regarding the delivery of the module, learning outcomes, assessment tasks and submission dates.

Andreia Areal

9/1/2019

Programme Title

HND Business

Level

5

Unit Number & Title

Unit 32: Business Strategy

Lecturer

Teaching Weeks

10 weeks

Hours per session/week

4 hours/week

Unit Descriptor

The aim of this unit is to develop students’ awareness of the different kinds of strategy which could be used in an operational, tactical or strategic role for an organisation.

This will be underpinned by a thorough knowledge and understanding of the theories, models and concepts which could significantly support an organisation’s strategic choice and direction.

On successful completion of this unit students will have developed sufficient knowledge and understanding of strategy to make a positive, efficient and effective contribution to the development of business plans and operational direction. This could be in the role of a junior manager responsible for having a specific input into an organisation’s decision-making and planning.

Week

Learning Outcome(s)

Topics/ Activities

1

LO1

Analyse the impact and influence which the macro environment has on an organisation and its business strategies

ü  Missions, visions and objectives.

ü  The definition and meaning of strategy.

ü  The role of strategy to achieve business objectives and goals, strategic intent and different strategic direction.

2

LO1

Analyse the impact and influence which the macro environment has on an organisation and its business strategies

• Analytical frameworks of the macro environment:

ü  The different types of frameworks and analysis of the macro environment:

ü  Environmental analysis: PESTLE

ü  Structure-conduct-performance model.

3

LO1

Analyse the impact and influence which the macro environment has on an organisation and its business strategies

• Analytical frameworks of the macro environment:

ü  The different types of frameworks and analysis of the macro environment (cont.)

ü  Strategic positioning: Ansoff’s growth vector matrix.

ü  Organisational audit: SWOT analysis, benchmarking indicators.

4

LO2

Assess an organisation’s internal environment and capabilities

• Organisational internal environment:

ü  What are strategic capabilities and what are the key components of strategic capabilities?

ü  Resource-based view strategy as a basis for competitive advantage and the McKinsey’s 7S model as a management tool.

5

LO2

Assess an organisation’s internal environment and capabilities

• Organisational internal environment:

ü  Analysis of strategic capabilities using the VRIO/VRIN framework.

ü  Benchmarking strategic capabilities and value chain analysis.

ü  Cost-benefit analysis.

6

LO3

Evaluate and apply the outcomes of an analysis using Porter’s Five Forces model to a given market sector

• Analytical tools and models of analysis:

ü  The Balanced Scorecard to align organisation vision and strategy.

ü  Competitive analysis using Porter’s Five Forces model.

7

LO3

Evaluate and apply the outcomes of an analysis using Porter’s Five Forces model to a given market sector

• Analytical tools and models of analysis:

ü  Stakeholder analysis.

ü  Applying the Ansoff matrix to product/market strategy.

8

LO4

 Apply models, theories and concepts to assist with the understanding and interpretation of strategic directions available to an organisation

• Strategic choices and directions:

ü  The application of Porter’s generic strategies: cost and price leadership strategy, differentiation strategy, focus strategy and the extended model of Bowman’s strategy clock.

ü  Hybrid strategy.

9

LO4

 Apply models, theories and concepts to assist with the understanding and interpretation of strategic directions available to an organisation

• Strategic choices and directions:

ü  Diversification.

ü  Vertical/hrizontal integration.

10

-

• Revision and Recap
• Formative Feedback Opportunity

Core Textbook

• JOHNSON, G. et al (2014) Exploring Strategy Text and Cases. Harlow: Pearson.

Other Reading Material

• JOHNSON G. et al (2011) Fundamentals of Strategy. 2nd Ed.
• Financial Times/Prentice Hall.
• KIM, W. C. and MAUBORGNE, R. (2015) Blue Ocean Strategy. Expanded Ed.
• Boston: Harvard Business Review Press.
• ROTHAERMEL, F. (2014) Strategic Management. 2nd Ed. Maidenhead: McGraw-Hill.

Journals/Magazines

• Journal of Business Strategy, Emerald Insight
• Business Strategy and the Environment, Wiley

Authorised Online Sources

• Financial Times
• The Economist
• Reuters
• Harvard Business Review

Purpose of this assessment

The assessment is designed to test the understanding and capability to apply business strategy concepts and models to a diverse range of organisations.

Scenario

You are a business advisor that is specialised in strategic positioning. You have been approached by JD Sports that was nominated in the ‘Business of the year’ category by the City AM Awards 2019. The company has been distinguished due to their financial performance and their aggressive expansion strategy through an “inventive, nimble business that can still thrive in the sector” (City Am, 2019).  The company has hired you to produce a report that provides an outlook for the company’s strategic direction for the next 5 years.

Task 1

This report should include the following sections:

Section 1: Macro Environmental Analysis

1. Analyse the strategic positioning of the organisation by assessing their missions statement and long-term goals.
2. Critically analyse the current macro environment for JD Sports, and interpret information in order to produce likely scenarios.

Section 2: Capability

1. Assess the internal capability of an organisation by using McKinsey’s 7 S framework.
2. Critically evaluate the strategic capabilities of JD Sports, utilising a TOWS matrix.

Section 3: Competitive Analysis

1. Apply the Porter’s Five Forces model and evaluate the competitive positioning for JD Sports.
2. Critically analyse the current and potential strategic positioning for JD Sports by using Ansoff’s matrix and, either Porter generic strategies, or Bowman’s strategic clock.

Section 4: Strategic Plan

1. Produce a strategic management plan, based on the above analysis that produces a valid strategic direction, objectives and tactical actions for the next 5 years of the organisation.

This provides evidence for ALL LEARNING OUTCOMES

Word count: 2,500 – 3,000 words

Submission Format

 The submission format is of a business report that doesn’t exceed 4,000 words (excluding table of contents, introduction and conclusion and appendices).

A useful guide on structuring business reports can be found in the University of Leicester website, available: https://www2.le.ac.uk/offices/ld/resources/writing/writing-resources/reports

Grading Criteria

Learning Outcomes

Pass

Merit

Distinction

Task No.

Evidence

LO1 Analyse the impact and influence which the

macro environment has on an organisation and its business strategies..

P1 Applying appropriate

frameworks analyse the

impact and influence of

the macro environment

on a given organisation and its strategies.

M1 Critically analyse the

macro environment to

determine and inform

strategic management

decisions.

LO1, LO2, LO3 & LO4

D1 Critique and interpret

information and data

applying environmental

and competitive analysis

to produce a set of valid

strategic directions, objectives and tactical actions.

1

Business report

LO2 Assess an organisation’s internal environment

and capabilities

P2 Analyse the internal

environment and capabilities of a given organisation using appropriate frameworks.

M2 Critically evaluate the

internal environment to

assess strengths and weaknesses of an organisation’s internal capabilities, structure and skill set.

LO3 Evaluate and apply the outcomes of an analysis

using Porter’s Five Forces model to a given market

sector

P3 Applying Porter’s Five

Forces model evaluate the competitive forces of a given market sector for an organisation.

M3 Devise appropriate strategies to improve competitive edge and market position based on the outcomes.

LO4 Apply models, theories and concepts to assist

with the understanding and interpretation of strategic

directions available to an organisation

P4 Applying a range of theories, concepts and models, interpret and devise strategic planning for a given organisation.

M4 Produce a strategic management plan that has tangible and tactical strategic priorities and objectives.