HOLMES INSTITUTE FACULTY OF HIGHER EDUCATION HI6006 COMPETITIVE STRATEGY ASSIGNMENT 2 Assessment Details and Submission Guidelines Trimester T2 2019 Unit Code HI6006 Unit Title Competitive Strategy...

reports and ppt presentation both


HOLMES INSTITUTE FACULTY OF HIGHER EDUCATION HI6006 COMPETITIVE STRATEGY ASSIGNMENT 2 Assessment Details and Submission Guidelines Trimester T2 2019 Unit Code HI6006 Unit Title Competitive Strategy Assessment Type Group Assignment – maximum 4 persons per group Note: Groups must be formed by week 6 and your lecturer informed in writing of each member’s name and student number. Once a group is formed, no changes are allowed. If you fail to form a group, your lecturer may allow you to submit individually. Assessment Title Report – Case Analysis and Application of Strategy Models Purpose of the assessment Students are required to explain in report format, with reference to a case of your choice, how any one of the following would be applied: Business Strategy, Competitive Dynamics, Corporate Strategy, Acquisitions and Structure, International Strategy. This is strictly required to be your own original work. Be sure to base your answer on the models studied in class and quote your academic sources. Weight 35%, comprising: Topic Approval 5% (week 6); Presentation 10% (weeks 7-10); Report 20% (week 10) Total Marks 35 [note: the total assignment is graded out of 35] Word limit Report not more than 2500 words Due Date Week 6 for the Topic Approval. Week 10 for the final report. [Late submission penalties accrue at the rate of -10% per day] Submission Guidelines  All work must be submitted on Blackboard by the due date along with a completed Assignment Cover Page.  The assignment must be in MS Word format, 1.5 spacing, 12-pt Arial font and 2 cm margins on all four sides of your page with appropriate section headings and page numbers.  Reference sources must be cited in the text of the report, and listed appropriately at the end in a reference list, all using Harvard referencing style.  At the end of your report please include an appendix stating ‘who wrote which section’, i.e. provide the student name and number for each section of the report. Note: An in-class presentation may be required. This is at the lecturer’s discretion. Please check with the lecturer if you are required to make a presentation in-class. Your lecturer requires your group to submit a draft in week 7, stating the topic you intend to write about and the case upon which you will be basing your facts. Page 2 of 3 HI6006 COMPETITIVE STRATEGY ASSIGNMENT 2 Assignment 2 Specifications Purpose: This assignment aims at ensuring that students have familiarised themselves with at least one significant case study and are able to apply the relevant foundational strategy development models that are applicable to the case. Details Select any case from those listed from between weeks 1 and 9, select from the following aspects of competitive strategy and apply the theories of strategy development and implementation as relevant to the case you choose:  Business Strategy  Competitive Dynamics  Corporate Strategy  Acquisitions and Structure  International Strategy In this report, the use of sub-headings is essential. Be sure to use paragraphing. Be sure to reference your sources in-text and provide a list of references at the end, all in Harvard style. Your final submission is due Friday of week 10 at midnight. Late submissions attract penalties at the rate of -10% per day. Assignment Structure Required Cover page [this is essential and must be completed accurately] Executive Summary Table of Contents Body of the report to contain Section Headings – e.g. introduction, brief summary of the case; identification of strategic issues; relevant theoretical concepts, application of strategy model, conclusion. Sub-sections are to be numbered. Paragraphing must be used. Page Numbers must be used. Reference List at the end must be in Harvard format and mainly academic Journal Articles. Appendix: Statement of ‘who wrote which section’. Marking Rubric Page 3 of 3 HI6006 COMPETITIVE STRATEGY ASSIGNMENT 2 Excellent 4 marks Very Good 3.5 marks Good 3 marks Satisfactory 2 marks Unsatisfactory 1 or 0 marks Referencing (in- text) Max 3 marks n/a Correct in all respects Correct in general Some minor errors Largely incorrect or incomplete Reference List (at end) Max 4 marks Correct in all respects Correct in most respects Correct in general Some minor errors Largely incorrect or incomplete Executive Summary Max 3 marks n/a Clear, concise and compelling A good summary of the report A basic summary of the report Missing Summary of the Case Max 4 marks Clear, concise and compelling Clear, concise and compelling, but with some reservation A good summary of the case A satisfactory summary of the case Inaccurate or misconstrued content Explanation of Strategic issues Max 4 marks All key strategic Issues are identified and well-explained Most key strategic Issues are identified and explained Some key strategic Issues are identified and explained key strategic Issues are identified and explained, but with some reservation strategic Issues identified or explained incorrectly or poorly Application of Relevant Theoretical Concepts Max 4 marks The theoretical concepts have been matched to the issues in the case precisely and well applied The theoretical concepts match the issues in the case and are applied quite well A good attempt has been made to match and apply relevant theoretical concepts to the case A satisfactory attempt has been made to match and apply relevant theoretical concepts to the case The attempt made to match and apply relevant theoretical concepts to the case is unsatisfactory or negligible Format and Professionalism of the Report [*include an assessment of the in-class presentation] Max 10 marks The report is exceptionally well-documented and/or Presentation was High Distinction / Virtuoso quality (8-10 marks) The report is very well- documented and/or Presentation was Distinctive / stand-out quality (7 marks) The report is well- documented and/or Presentation was credit- worthy quality (6 marks) The report is satisfactory and/or Presentation was satisfactory (5 marks) The report is unsatisfactory and/or Presentation was Unsatisfactory (0 - 5 marks) Statement of ‘Who did What’ Max 3 marks n/a A Clear and accurate Statement is required containing Students names and numbers Unclear or Missing Total 35 marks* Comments Mark Awarded *if presentations were done, this mark out of 35 is an aggregated mark, i.e. it includes both the report and the presentation. If presentation was not required, the report is marked out of 35. It’s-a me, Mario! Nintendo in 2016 and beyond INTRODUCTION Nintendo is a software and electronic company, with a reputation as a video gaming company EXTERNAL ENVIRONMENT The general environment is positive. Gaming companies must keep up with fast-changing technology. This is a fast-cycle industry area. This applies to both the games and their capacity to entertain and involve players, as well as the technology and platforms on which they are accessed. This is an opportunity for agile players, but a threat for companies that take their eye off the need for innovation. The demographics of gaming are promising. Using the Australian data, both genders play games, teenagers continue to enter the game player world, while older players continue – the average player age is around 33. Since 2014 there have been excellent increases in both game and hardware sales. The opportunity continues. A culture of game playing seems to have been established, this represents a continuing opportunity. The industry is gaming. It is fast-cycle and the profit pool is large and growing rapidly. One big change coming is the increase in mobile gaming and this presents a threat. Competition is strong with Sony, Microsoft and Nintendo the main players. All are well resourced. Nintendo is losing market share globally. New entrants may come from innovations in mobile gaming. The threat is huge and hard to predict but must be attacked. Rivalry is strong but balanced by the increasing market. There are many game style substitutes (board games, sports, books etc.), but none are strong in terms of appeal to the gaming demographic. Suppliers of games and technology are not a threat because the industry is well-organised and employs promising gaming creators and good technology innovators. Hanson 6e – Case Analysis © 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. INTERNAL ENVIRONMENT Nintendo have many patents for games, a stock of technology (consoles etc.), established procedures, real estate and factories. Their intangible resources include: a good reputation for creating innovative games; a capacity to innovate; and a good distribution network. Capabilities include: the ability to innovate in gaming; the ability to hire good software staff; the ability to use of reputation and products to sell games and consoles. What is Nintendo’s core competency? This is an interesting issue. A strong opinion is that, despite their historical success, the competitive nature of the industry and huge resource