Further information:This assessment task is comprised of two reports (20%; 20%) to be submitted throughout the session. For each report, you will select a current issue that speaks to an enduring question of organisational strategy, such as market entry, and select a relevant framework to analyse the strategic moves or challenges facing the organisations involved. Your analysis will be written up into a report and a one-page Executive briefing with recommended actions. For example, one might look at the entry of NetFlix into the Australian market and use the resource-based view to make recommendations about how a legacy TV station should respond.
Length maximum: 1000 words per report.
Penalties will apply to any case that exceeds the word limit by more than 10%.
I have attached marking criteria and feedback on why my first assignment was rated low. Please check from feedback what professor wants in the second assignment. Please discuss with me before approaching to assignment. I got just got 18/100 in first assignment, so please do this second assignment in accordance to the feedback, tips and criteria given by professer in attached files.
Section Student Name: Indicative Criteria Characteristic Aim Approach Low Pass High Mark % Exec. Summary Provide a tightly written, coherent description of your key insights and how they drive your recommended actions. For example, “do not enter this market because XYZ” or “your company has three ways to generate a competitive advantage”. It must be designed to provide easily digestible insights for time-poor senior executives. If you want it read, valued and remembered, your message needs to be crystal clear and insightful. It’s not meant to be a description of what you’ve done, it’s your opportunity to put forward your argument. This should be the last aspect of your report completed. Draw inspiration from the Executive Summaries in publicly available reports and strategy documents. These won’t all be one page, but they’ll provide inspiration. For example, you can see this one that I helped write: http://www.ey.com/Publication/vwLUAssets/EY-productivity-in-mining-now-comes-the-hard-part/$FILE/EY-productivity-in-mining-now-comes-the-hard-part.pdf You can use figures and tables to communicate your findings. But use these carefully, rather than as a crafty way to try to get around my word limit. · Incoherent · Hard to read (e.g. font too small) · Too long. · No clear “take-aways” for the reader. · Logical connection between elements. · Provides an accurate description of your key insights and how they drive your recommended actions. · Clear and concise. · Flows seamlessly. · Provides an engaging and convincing description of your key insights and how they drive your recommended actions. · Compelling presented. 8/20 Fit between case and framework Select a case that will yield to analysis using one of the frameworks from class. Reflect on what you want to learn through this piece of assessment and select a case accordingly. Read broadly to ensure you select a case that has enough data for analysis and fits with the framework you’ve selected. Then read deeply to ensure you understand the case. · The case does not fit with the framework. For example, you use the Strategy Diamond to analyse a case of competitive advantage. · You select a framework that we have not used in class (e.g. SWOT). · The case and framework are an acceptable match but gaps exist. For example, you use the Strategy Diamond but end up spending some time talking about issues unrelated to business strategy. · The case and framework are an excellent match. 10/20 Understanding of the case and framework Demonstrate a mastery of the case and the nuance associated with the strategic framework you’re using. Draw on multiple sources to ensure that you understand the case, the way the strategic issue is manifesting and any proposed courses of action. This will entail substantial research. It might entail reading analogous cases from other time periods, other firms or other industries. Be careful to discriminate between credible and non-credible sources. · There is no significant evidence collected to support the conclusions reached through your analysis with the framework. For example, your conclusions are banal restatements of Hambrick and Frederikson. · Key facts are wrong or poorly explained. · You have relied on non-credible sources. If you are unsure about the difference, put a question up on our forum or talk with UTS librarians. · You have failed to understand the framework. · You mostly have a clear understanding of the framework. Any errors are minor. · You have gone beyond piecemeal desktop research to gain a coherent understanding of the case’s key facts. · Your report is for the most part logically put together. It is mostly intuitive how each component relates to others. · You’ve deployed the framework in a nuance way. For example, as discussed in the lecture, you’ve gone beyond Hambrick and Frederikson’s high level categories (i.e. Low Price) to the fine-grained detail of practice. · You’ve clearly mastered the brief and know the case inside and out. · Your report is flawlessly put together. Each component flows effortlessly into the others. 0/20 Insight and action Show that you can wield one of the frameworks to generate insight into the strategic issue/challenge you’ve selected. Consider the audience: a senior Executive. Your job is to produce insight that makes them sit back and go “Wow. That’s interesting! I need to know more”. And then provide clear guidance on what actions need to be taken. Ask yourself: Is this obvious? Is it trivial? If so, do I need to go deeper? Am I missing something? Do I need to change my approach? Ask yourself: Is it clear what I want the reader to do? Is my argument justified in a convincing manner? For example, there is solid evidence and a logical argument. Talk with your colleagues about it. Value their input. · Struggles to go beyond repetition of descriptions from the lecture slides and readings. · No substantial research-based insight generated. · Unclear how the analysis creates any value for the reader. · Uses substantial research to go beyond repetition of descriptions from of lecture slides and readings to generate useful new insight. · Identifies logically consistent actions and/or key findings. · In-depth research the lecture slides and reading to generate useful new insight. · Identifies and justifies non-obvious actions and/or key findings for an Executive reading it. 0/40 Total 18/100 Sam’s Feedback: · Your executive summary is too short and does not go into enough detail to properly explain your key findings and recommendations. Without these aspects, the executive summary services little purpose. · You have spread yourself far too thinly in this assignment. I told the class multiple times that you were to only use one framework and only use frameworks that we have used. I explicitly said that you should not use SWAT analysis. This is also written in the criteria above. You have spent a lot of your space doing this and also going into diversions about the product/pricing/branding strategies etc. This has left you little space to go into any substantive analysis or discussion concerning Porter’s framework. You have one or two sentences at most on each of the dimensions. This isn’t enough analysis to provide insightful advice to your reader. · There is not one record of where you have conducted any research for this assignment. There is not reference list or in-text references. It’s unclear to me where you have found the information within the report and why the reader should trust it. · The main avenues for improvement are paying closer attention to the assignment questions/advice that I have given you for completing it and conducting some substantive research into the topic you’re writing about. Without this, you’re not going to be able to offering any insightful or accurate advice. · I suggest you come and see me during consultation in order to discuss your next research report and ensure that you’re on track to make improvements. TIPS. 1. What is a case? This can be any strategic issue/challenge that you might be asked to provide analysis and guidance on in the workplace. For example, imagine you worked at Channel Ten and your CEO came in and asked you to prepare a short report on NetFlix’s business strategy. You could then use the Diamond Model to do this, or you could decide to zoom in and use the resource based view to write a report on their sources of competitive advantage. Or, imagine you worked for Argentina’s largest beef producer and your CEO came in freaking out about what’s going to happen when lab grown meet hits commercial scale in the next 5-10 years. You can say “Chill out. I am on the case!” and trot off to conduct an analysis of how the resources and capabilities you currently have may or may not translate to this new market and then suggest the investments required to bridge any gap. 2. What is a framework? I am using the term “framework” to describe the tools we’re using in class, such as Grant’s model of successful strategies or Hambrick and Frederickson’s Strategy Diamond, and analytical concepts such as “capabilities” found within resource based view (see Grant Chapter 5). 3. What formatting do we use? I leave the format up to you, with the exception of the criteria in the subject outline (i.e. word count; page limit for Executive Summary). By this I mean, you can use headings, figures, tables, and so forth. Your job is to use these tools to produce a compelling, engaging and easily digestible strategic report for a senior executive. If you choose to use headings, please keep them to a minimum. This is not a 100-page report and thus it is easy for them to become an unnecessary distraction. 4. You need to complete this report by yourself. However, that does not mean that you cannot get advice from your colleagues. Feel free to provide each other with feedback. That’s how people learn! PAGE 1 1 Strategic_Swapnil_127380340 by Swapnil Choudhary 2 Strategic Management Assignment 1 Tata Motor Case Study 1. Executive Summary Tata Motors is one of India’s largest multi-national automobile manufacturing company and also a member of Tata group. Tata motors manufactures cars, trucks, coaches, military and luxury vehicles. It’s most popular car Tata Nano, got lots of national and international media attention due to its targeted low price. The car was envisioned to expand Indian car market by capturing 65% of market share of low cost cars segment and also boosting the Indian economy by creating entrepreneurial opportunities across India. This case study captures the significant strategies followed by Tata motors to launched the worlds cheapest car and also the outcome of these strategies. Finally, conclusions are drawn based on the detailed study of Tata motors dream project for Indian middle class. 2. Key Issues and challenges for Tata Nano Project: The project to create a 100,000 rupees’ (2000 Aud dollars) safe car began in 2003, under the Chairman of Tata Motors, Mr. Ratan Tata. But it took around 5 years to unveiled Nano car after crossing all the financial and technological barriers. The issue was inflation, as by now (after 5 years) the prices of all the raw materials was increased significantly. Also, it was difficult to overcome the prejudice in the market, that a reliable safe car couldn't be made at such a low price. In order to solve above mentioned issues, a well framed plan for strategic management has been prepared which includes key strengths and core competencies of Tata Nano, SWOT analysis and porters five forces. 3. Key elements of Tata Motor’s Strategy: Tata