Company- Lumo Energy - https://www.lumoenergy.com.au/ Lumo Energy, as is Red Energy, are trading names of Snowy Hydro, an Australian energy retailer operating in Victoria and South Australia. Lumo Energy has been wholly owned by Snowy Hydro since 2014. The business offers electricity and gas packages in Victoria and South Australia
Assessment Information COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Assessment 1 Information Subject Code: Subject Name: Assessment Title Assessment Type: Length: Weighting: Total Marks: Submission: Due Date: MBA600 Capstone: Strategy Competitive Advantage Video Project Individual Recorded Video 10 minutes (no more) 25% 100 Online (Vimeo) Week 6 . Your task Individually, you are required to create a 10-minute video, in which you must briefly describe an organisation, analyse its environment and then identify and analyse its competitive advantage. Assessment Description. In this individual assessment, students will be given an opportunity to focus all their previous MBA learning (both theory and practice) to describe and analyse a successful real-world organisation in relation to its development of a sustainable competitive advantage. (LO1 and LO2) Assessment Instructions Individually, choose for analysis an organisation of from the alternatives in the list provided. It should be of interest or relevance to you, your current position and/or your MBA specialisation. Note, the organisation you pick will also be used in Assessment 2. The list will be visible in the Assessments section of MBA600 on MyKBS. Assuming the role of an organisational consultant, you are to apply your strategic thinking skills by researching the organisation and analysing the factors that clearly identify and explain its competitive advantage. Findings should be presented in a video which provides an overview in a form and tone that could be presented to the organisations executive team. It should be 10 minutes long and contain 8 to 10 slides that assist the executive to understand the findings presented. Areas covered should include: • Introduction. • A brief overview of the organisation. • An analysis of the external and internal environment using appropriate theories and frameworks. • Clear articulation of the competitive advantage identified. • A diagnosis of the sources, strengths, weaknesses and future sustainability of the competitive advantage outlined. • A conclusion that identifies strategic opportunities and risks. Assessment Information COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. You are encouraged to use a wide variety of information sources that include, where possible, primary research such as interviews with staff or executive members within their chosen organisation. Students are also encouraged to explore and utilise features of webinar technologies and to include a wide range of multimedia and/or interactive content that is in appropriate for a presentation to an executive. You are required to use at least 10 sources of information and reference these in accordance with the Kaplan Harvard Referencing Style. These may include websites, government publications, industry reports, census data, journal articles, and newspaper articles. These references should be presented as a reference list at the end of your video. Assessment Submission Students are encouraged to submit their work well in advance of the deadline to avoid any possible technical difficulties. For those students who have limited experience in video making techniques, it is recommended to read video FAQs document that is available to you under the assessments tab in MyKBS. Late assignment submission penalties Penalties will be imposed on late assignment submissions in accordance with Kaplan Business School “late assignment submission penalties” Policy. Number of days Penalty 1* - 9 days 5% per day for each calendar day late deducted from the total marks available 10 - 14 days 50% deducted from the total marks available. After 14 days Assignments that are submitted more than 14 calendar days after the due date will not be accepted, and the student will receive a mark of zero for the assignment(s). Note Notwithstanding the above penalty rules, assignments will also be given a mark of zero if they are submitted after assignments have been returned to students *Assignments submitted at any stage within the first 24 hours after the deadline will be considered to be one day late and therefore subject to the associated penalty For more information, please read the full Policy via https://www.kbs.edu.au/about-us/school-policies https://www.kbs.edu.au/about-us/school-policies Assessment Information COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. Important Study Information Academic Integrity Policy KBS values academic integrity. All students must understand the meaning and consequences of cheating, plagiarism and other academic offences under the Academic Integrity and Conduct Policy. What is academic integrity and misconduct? What are the penalties for academic misconduct? What are the late penalties? How can I appeal my grade? Click here for answers to these questions: https://www.kbs.edu.au/about-us/school-policies Time Limits for Video Assessments Submissions that exceed the time limit by more than 10% will cease to be marked from the point at which that limit is exceeded. Study Assistance Students may seek study assistance from their local Academic Learning Advisor or refer to the resources on the MyKBS Academic Success Centre page. Click here for this information. https://www.kbs.edu.au/about-us/school-policies https://elearning.kbs.edu.au/course/view.php?id=1481 COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B. MBA600 Assessment 1 Marking Rubric – Competitive Advantage Video Project 25% Marking Criteria (__/100) F (Fail) 0 – 49% P (Pass) 50 – 64% C (Credit) 65 – 74% D (Distinction) 75 – 84% HD (High Distinction) 85 -100% Introduction __/10 marks Provides poor context and does not link to the assessment in a clear and coherent way. May be missing entirely. Provides satisfactory context but links to the assessment in only a partially clear and coherent way. Provides reasonable context and links to the assessment in a clear and coherent way. Provides solid context and links to the assessment in a clear and coherent way. Provides excellent context and links to the assessment in an extremely clear and coherent way. Organisation Overview __/10 marks Overview is poorly presented, not thorough and does not identify sufficient pertinent issues. Overview is satisfactorily present but not very thorough and only identifies a few of the pertinent issues. Overview is well presented, reasonably thorough and identifies some of the most pertinent issues. Overview is very well presented, very thorough and identifies most of the pertinent issues. Overview is excellently presented, extremely thorough and identifies all the pertinent issues. Analysis of External and Internal Environment __/15 marks Poor evaluation of environment that superficially describes and poorly identifies context. Answer is not substantiated by strategy frameworks. Satisfactory evaluation of environment that describes and identifies context. Answer has limited substantiation using strategy frameworks. Good evaluation of environment that partially analyses and partially identifies context. Answer is partially substantiated by strategy frameworks. Very good evaluation of environment that fully analyses and clearly identifies context. Answer is predominantly substantiated by strategy frameworks. Excellent evaluation of environment that logically analyses and thoroughly identifies context. Answer is fully substantiated by strategy frameworks. Outline of Competitive Advantage __/25 marks Competitive advantage is discussed using no or minimal key theories to frame an answer that is incoherent and does not link to the sources material. Competitive advantage is discussed using a small number of key theories to frame an answer in a relatively coherent way that partially links to an explanation of current sources. Competitive advantage is discussed using some key theories to frame an answer in a clear way that links to the explanation of current sources. Competitive advantage is discussed using most key theories to frame an answer in a coherent way that links clearly to the explanation of current sources. Competitive advantage is discussed using all key theories to frame an answer in an extremely coherent way that links seamlessly to the explanation of current sources. Conclusion with Strengths, Weakness and Sustainability __/20 marks Strengths, weaknesses and sustainability poorly evaluated, poorly analysed, and poorly applied with respect to the organisation in question