Global MBA Strategic Management Assignment 1 Individual Assessed Assignment 1: Business Strategy - 30% of Course Grade Select a business or part of a business that you are very familiar with. The...

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Global MBA
Strategic Management
Assignment 1
Individual Assessed Assignment 1: Business Strategy - 30% of Course Grade
Select a business or part of a business that you are very familiar with. The business
must already exist. This is not an assignment to evaluate a new venture proposal.
Hints:
· Students who select a company, even if it only has one business area, are likely to
score poorly. The marker is looking for a very specific management agenda at the
end of the assignment; this is difficult to develop for a company. A company
assignment should be narrowed down.
· The assignment can be based on an internal department or service.
Assignment Structure Guidelines (1300 words maximum)
1. 100 words maximum
Provide background to the business, or part of a business, you are basing your
assignment on (this is to familiarise your marker with your subject matter).
Hints:
· A tabulation showing sales, profits etc. over time is usefully employed.
· What is the role of the business, or part of a business, you are basing your
assignment on? How is performance evaluated?
2. 100 words maximum
Select customer target. Outline customer job to be done, what they want,
crystallise customer needs.
Hints:
· Quantify, stress relative importance (weights) of customer needs in a
tabulation
· If different customers have very varied needs it may be appropriate to focus in
on one market segment with similar needs or even just on one customer
· You do not have to accept current customer needs; they change over time;
your desired strategy may be to re-educate customers to a novel set of
requirements you can uniquely satisfy. Note: customers may not be able to
articulate their needs.
· You may wish to reflect on the Decision Making Unit, Decision Making
Process, Influencers
3. 100 words maximum
Outline your current and desired position/core value proposition in broad terms (a
positioning statement outlines how you intend to meet the job to be
done/customer needs in a distinctive manner). Your current and desired position
may be the same. If the position is the same your assignment is primarily
concerned with how you can execute that position more effectively, efficiently and
build for the future.
Hints:
· Normally a positioning statement outlines how you intend to satisfy customer
requirements better than competitors. For an internal service how you could
deliver better value more cost effectively, or, better than potential external
providers
· M.E. Porter’s Generics, Need/Access/Variety; the Value Map, The Discipline
of Market Leaders, Distinctive Tag Line can be used to help illustrate your
desired position. Grant has chapters on Cost and Differentiation. Your desired
position should link closely to steps 5 (your Audit) and steps 8 (the
Management Agenda).
4. Optional tabulations
You may wish to audit:
a) How well you translate your position in the Marketing P’s:
Product/service, Price should have already been outlined in
Section 3 – Positioning, your core value proposition. These can
be recapped and Promotion and Place audited.
b) How well you compare to your Key Success Factors and Key
Performance Indicators, Key Result Indicators
5. 500 words maximum
Audit how well the business, or part of a business delivers its position currently in
the operating model
Hints – an audit:
· explains/describes what is done currently (stressing quantification – use
diagrams/tabulations for this.) Then…
· compares/contrasts against best practice/Key Success Factors. The aim
being to find gaps in performance - areas for improvement
· In auditing the business, or part of a business, USE ONLY ONE of the
following frameworks:
_ The Strategy Canvas
_ The Business System
_ The Value Chain
_ The Activity System Map
(pre-Workshop readings are provided on each)
Hints:
· Assignments with two diagrams tend to score better. The current situation
(i.e. current Business System) and the desired situation (i.e. future Business
System). The desired situation may be part of Section 8 – your Management
Agenda.
· Do not ‘jump’ from current to desired situation without an audit/evaluation of
the current situation.
· Detailed diagrams tend to score better, i.e. where are costs, resources, staff
tied up in the Business System? What are the key activities at each stage?
Where is value added ?
_ If information is not readily available provide best estimates and
press on
_ Diagrams and text should consider Fit: Consistency, Reinforcement
and Optimisation of the business or part of the business being
considered
_ Emphasise Fit with customer requirements – from current and
desired positions
6. Optional tabulations
Given your core value proposition you can list and score your standing on your
core resources and capabilities. After the audit you can plot resource/capability
strength/weakness against strategic importance. (R. Grant Chapters 5 and 6
consider resource and capability analysis.)
7. 200 words maximum.
Linkage internally and to the external ecosystem.
The assignment’s focus is on your business or part of a business. This section
allows you to reflect, and comment on how well key internal and external linkages
Fit, areas to improve.
8. 300 words maximum
Management Agenda – for the next 18-36 months
A management agenda is a blueprint for action, describing in detail how you
intend to move from the current to the desired position (A to B). How the
operating model will be strengthened to attain the desired position
Hints:
· Your strategy may not be fully implemented in the next 18-36 months. This is
not a concern, a strategy is a ‘work in progress’.
· This is why assignments with two diagrams tend to score better. The marker
can see where you are today and where you intend to be in the future
· If you are changing a lot, overview in your first paragraph the changes to be
made and then focus in on the key actions in the remainder of your agenda
· Agendas will set out milestones, resource allocation, responsibilities (You
should consider a tabulation to help you present your guidelines)
· Agendas naturally have a cost:benefit justification – why the
recommendations should be accepted
· Assignments need to outline how the change is to be accomplished, it is not
enough to say we will set up a committee to analyse this issue. Avoid ‘workplans’,
an agenda outlines what you will actually do.
· You should be happy passing on this script to your colleagues, senior
management, as a well reasoned/argued way forward for the business.
· Your agenda should be realistic – what you believe actually can be
accomplished.
· A bibliography, should you have one, is not part of your word count.
Overview
The assignment should be at maximum 1,300 words plus diagrams and tabulations
which are not part of the word count, but do not abuse this, as penalties will apply for
excessive use of diagrams and tabulations. Your assignment should be no longer
than 15 pages. Assignments significantly in excess of the word count will be
penalised. Supporting appendix data is not wanted. Please do not explain concepts,
the marker is familiar with them, just managerially apply them.
1. Assignments should be typed, 10 or 11 point font size (Times Roman or similar if
possible) double spaced with a 4 cm margin on the right side of the page with the
page size specified as A4. All pages must be numbered.
Answered Same DayDec 20, 2021

Solution

David answered on Dec 20 2021
3 Votes
Dell- Customer Division 1
Dell – Customer Division
Dell- Customer Division 2
Background:
Dell was founded by Michael Dell (customer division) in his University of Texas–Austin
dorm room in 1984 based on a simple business model which focuses on eliminating the retailers
from its sales and distribution channel and selling its products directly to its target market, with a
focus on this the division is able to follow low cost strategy.Dell has three major manufacturing
facilities in the United State (Austin, Texas; Nashville, Tennessee; Winston-Salem, North
Carolina) and facilities in Brazil, China, Malaysia, and Ireland which focuses on manufacturing
the products of Dell . Dell employs 65,200 people worldwide. In this paper we will focus on the
consumer division of the division. The consumer division focuses on providing the total
technology experience to its target market. There are different services that are rendered to the
consumers
Feb 3’
2012
% of
evenue
% change Jan 28’
2011
% of
evenue
% change
Net Revenue $11900 19% (4%) $12357 20% 3%
Operating
income
$324 2.7% 398% $65 0.5% (39%)
The performance of the division is based on the increase in the base of the consumers as
per the changing technology of the industry.
Consumer target Market:
The need of the consumer in this segment is highly based on technology and innovative
products. It consists of the customized requirement of the laptop and desktops, software and
peripherials, mobility and technological innovations in the field of entertainment, gaming and
design. Dell (customer division)‟s business strategy revolves around the customers. It focuses on
delivering best possible services and products to its consumers, so that the consumers can have
highest perceived value. It focuses on serving its customers directly so as to gain customer
Dell- Customer Division 3
intimacy and customer value proposition. It focuses on direct customer model which focuses on
operational excellence, product leadership, customer leadership and customer value proportion.
With the varied need of the consumers, the division strongly focuses on producing customized
laptops and desktop‟s so as to fulfill the need and the requirements of the division.
Cu
ent and desired positioning statement:
The division is positioned as one of the focused strategy in respect to its consumer
division. The division focuses on providing its customers superior value, customized and
technological driven products. It also focuses on providing its customers superior support and
services. Thus, the main focus of Dell (customer division)‟s Business strategy is providing value
to the customers and building customer intimacy.
The direct relationship with individual customer creates a great source of competitive
advantage for Dell (customer division). This creates a valuable information about the end
customers, and thus Dell (customer division) knows who are the end users of their product, what
they have purchased from the division, what are their future preferences, a fact that allows the
division to stay closer to their customers by offering add-on products and services.
The division should focus on...
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