Microsoft Word - BUSM3200 - Jan19 - Ass 2 Outline.docx
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Assignment 2 (Group Assignment):
Strategic Capability Analysis, Strategy Formation and
Implementation
Weighting
This assignment accounts for 40% of the assessment in this
Course.
Due Date Monday, Week 12, (TBA)
Due Time By 7.00pm
Place via RMIT Canvas electronic submission
Format Report
Length 6,000 words (Maximum), 1.5 line spaced, 12 point Times New
Roman.
Note: The word count does not include references or
appendices
You will work in a group of four (4) with those in the same tutorial class to conduct strategic
capability analysis of the organisation, propose one strategic initiative and develop its
implementation plan built on the strategic analysis (external environment analysis) of the
organisation from your first assignment (Assignment 1).
You are responsible to form a group of 4 (FOUR) members from the same tutorial class for
this assignment. Once you have formed your group of four, you must register your group
membership on the course canvas. Otherwise, you will not be able to view your mark and
the feedback and the Course Canvas will automatically record your mark as ZERO.
Instructions on how to do so will be published on the course canvas. You must form your
group by Week 7. It is your responsibility to inform your tutor if you are unable to form
your group.
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The assessment will be explained and discussed in Module 4.
Write a 6,000 word (Max) report, including 200 words of Executive Summary, but
excluding references and appendix. You are required to conduct strategic capability analysis,
propose one strategic initiative for the organization encompassing a three-year time horizon.
Your focus should also be on integrating the findings and feedback from your first assignment
and then building upon them to create an actionable strategy implementation plan and its
evaluation. The plan has to be achievable and realistic. You have to clearly demonstrate what
the strategic initiative is, why your plan can help the organization achieve and maintain a
sustainable competitive advantage, and how this plan can be implemented and
evaluated. Specifically, you are required to perform the following tasks in this report:
1. Identify those resources and competences of the organization that are likely to provide
sustainable competitive advantage. Justify why these resources and competences can be
egarded as strategic capabilities using the four criteria (VRIO) covered in the textbook.
2. Identify and discuss the cu
ent generic type of business strategy the organisation
implements by examining its strategy statement and/or its value chain activities.
3. Propose ONE new strategic initiative for the organisation to implement. This initiative can
e a major functional initiative, such as marketing, use of technology, product (service)
innovation/development, and M&A. Describe its contents in detail and justify why it is
strategic.
4. Evaluate the suitability of your strategic initiative through refe
ing to the findings of your
assignment 1, particularly the external environment of a2 Milk, and its strategic capabilities
and cu
ent business strategy as identified in this assignment.
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5. Develop a strategy implementation plan that primarily focuses on the following areas:
a. What needs to be changed to implement the strategy? and Why?
. How will the changes proposed be managed and implemented?
6. Explain how the organization can measure the strategic initiative you proposed. Focus
specifically on:
a. A set of key success measures for the strategic initiative, using Balanced Scorecard.
. Draw a strategy map that indicates the key success measures and their hierarchical
elationships.
References should be utilised within this Report to validate the information presented, and
should be drawn from academic sources and organisational information such as the website
and annual reports. The business press may be used sparingly to identify relevant issues.
Learning outcome/s and capability development
This assessment is deliberately designed not only to test what you know, but to also build
lifelong learning skills. It has been developed to give you the best possible opportunity to help
the organization to survive and thrive into the future. The skills that you will be developing
include:
• cognitive conceptualisation skills
• critical thinking and analysis skills
• creative application skills.
All these are valuable skills you will need in future employment. How well you are able to
demonstrate these skills and knowledges will impact not only on you and your group (in terms
of a mark) but also has the potential to influence the future of the case study organisation. Your
work matters.
Advisory notes for this assignment
• You should conduct an extensive information search on the organisation selected.
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• Company websites, annual reports, and media reports are important sources of such
information, but their objectives, and thus credibility, should be carefully analysed and
evaluated.
• You should use appropriate concepts and analytical tools in your report.
• The report should be written in prose; however limited use of dot points is acceptable.
• This advice should be read in conjunction with RMIT assessment policy and the course
guide.
Guide for assignment presentation
Written assignments must be presented in a professional format. Quality of presentation,
especially literacy, will be considered in the marking criteria. Written communication skills
are an essential component of RMIT University’s courses.
In line with RMIT policy, all sources of information must be fully referenced using standard
Harvard or APA referencing systems. You are encouraged to use referencing software such
as Endnote for referencing and formatting.
The assignment should be in report format and use Times New Roman font size 12, 1.5 line
spacing.
Assignment submission
You are required to submit your assignment online. It should be attached with a coversheet,
which can be downloaded from the Course Canvas and signed. Please submit it via the course
Canvas and note:
• Use only ONE student log-in account for your group to submit the group assignment
into the Turnitin, and then to the Course Canvas. Otherwise your Turnitin report will
have a high similarity percentage.
• Staff have access Turnitin information
• Further submission instructions will be given in the seminars.
Microsoft PowerPoint - BUSM3200 - Jan19 - Lecture 11 - Monitoring and Managing Performance.ppt [Compatibility Mode]
Jeanette Ng © 2018 1
BUSM3200 – Strategy
Lecture 11
Monitoring and Managing
Performance
LF02 – January 2019
Jeanette Ng
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Jeanette Ng © 2018 2
STRATEGY IN ACTION
This set of slides focuses on how you can measure the
success of your recommendations.
Some common points to think about:
1. How are you going to measure the success of your recommendations in a
alanced manner?
2. What other measures are important?
1. Where is the
Company positioned?
2. What Options
does/did the Company have?
1. Strategic Position
of Company
3. Strategy in Action
(Evaluate & Implement)
3. Is the Option right for
the Company?
2. Strategic Choices
of the Company
How are you going
to implement it?
Jeanette Ng © 2018 3
Agenda
1. Balanced Score Card
2. Stakeholder Mapping
3. Corporate Social Responsibillity
Jeanette Ng © 2018 4
BALANCED SCORE CARD
• Managing Performance
• What KPIs will you use to monitor the success
of the Company’s strategy?
Jeanette Ng © 2018 5
I have uploaded onto Dropbox
examples of KPIs for the Balanced Score Card.
Please use with discretion,
as not all are applicable for the company.
Remember to explain clearly why you chose that
KPI and why you set that target for your strategy.
!
Jeanette Ng © 2018 6
Aim of BSC
• The aim of the Balanced Scorecard is to:
o align business activities to the vision and strategy of the
usiness,
o improve internal and external communications, and
o monitor business performance against strategic goals.
• The balanced scorecard provides a relevant range of
financial and non-financial information that
supports effective business management.
Jeanette Ng © 2018 7
Meaning of “Balanced”
Balanced scorecards set performance targets according
to a range of perspectives, not only financial.
Typically there is a combination of four specific
perspectives:
• financial
• custome
• internal
• innovation and learning
Jeanette Ng © 2018 8
Evaluation Methods
Balanced Scorecard – Four Perspectives
Customer Perspective
How should we
appear to and serve
our customers?
Financial Perspective
What financials indicate
success of our strategy?
Learning and Innovation
Perspective
How should we sustain our
ability to change and
improve?
Internal Business
Perspective
At what business
processes must we
excel?
Vision
And
Strategy
Jeanette Ng © 2018 9
Main Benefits of BSC
• Balanced view; goes beyond a focus on just financial
perspective
• Tries to strike a balance amongst different
stakeholders
• Helps companies focus on what has to be done in
order to create a
eakthrough performance
o Looks at short-term versus long-term objectives and
measures
Jeanette Ng © XXXXXXXXXX
Example of
Balance between Stakeholders
Investors
Financial
Perspective
Lenders
Financial
Perspective
Customers
Custome
Perspective
Employees
Internal / L&D
Perspective
Suppliers
Internal
Perspective
Jeanette Ng © XXXXXXXXXX
Main Benefits of BSC (cont’d)
• Acts as an integrating device for a variety of
corporate initiatives
• Provides a comprehensive view of the entire
organization
o overturns the traditional idea of the organisation as a
collection of isolated, independent functions and
departments
• Makes strategy become operational by translating it
into performance measures and targets
Jeanette Ng © XXXXXXXXXX
Main Benefits of BSC (cont’d)
• Helps
eak down corporate level measures
o so that local managers and employees can see what they
need to do well if they want to improve organisational
effectiveness
Jeanette Ng © XXXXXXXXXX
Critique of BSC
A danger that a business will have too many
performance indicators
Need to have balance between the four
perspectives – not easy
Senior management may still be too concerned with
financial performance
Needs to be regularly updated to be useful
o External environment (PESTEL and P5) is changing,
whereas BSC initiatives and KPIs tend to fixed
Jeanette Ng © XXXXXXXXXX
Translating Strategy Into Initiatives
For each perspective:
Performance
Measures
Targets
(KPIs)
Initiatives
(Projects)
Vision + Mission
+ Strategy
BALANCED
SCORE CARDCritical Success
Factors
Jeanette Ng © XXXXXXXXXX
Vision Transforming society through provision of ultra-high speed mobile information services
Strategy BLS (Differentiation)
CSFs Strong pipeline of exclusive content; 24/7 multi-channel customer service,
Mission To be the #1 provider of quality mobile content in United Kingdom
Example of Strategy Map
Jeanette Ng © XXXXXXXXXX
CORPORATE SOCIAL
RESPONSIBILITY (CSR)
Jeanette Ng © XXXXXXXXXX
Companies have