Microsoft Word - RUBRIC assignmentFinal.docx
Item Excellent Very Good Good Satisfactory Unsatisfactory
Introduction and
Identification of
Problem
4%
Clear problem statement that
links one problem to one of the
four management functions.
Contextualises this problem in the
case and provides justification for
examining the problem. Clearly
outlines the purpose and scope of
the report.
Presents a clear single problem to
e resolved with a link to one of
the four management functions.
Contextualises this problem in the
case with some justification for
examining the problem.
Presents a clear single problem
to be resolved, linked to one of
the four management functions
and the case.
The single problem to be resolved is
not clear or the problem is weakly
elated to one of the four
management functions.
There is no one clearly identified
problem. Problem is not linked to
one of the four management
functions.
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Analysis and
discussion of
issues using
cu
ent
esearch
10%
Presents a balanced and
considered discussion of the
issue/s selected using literature
and examples from the case
study, in relation to the two
arguments/theories selected.
Both sides of the issue are
presented and considered. Uses
more than 5 peer reviewed
eferences.
Presents very good arguments of
the issue/s selected using
literature and examples from the
case study, in relation to the two
arguments/theories selected.
Both sides of the issue are
presented but not deeply
analysed. Uses more than 5 peer
eviewed references.
Reasonable ability
demonstrated in application of
the two arguments/theories
selected. One side of the issue is
presented in detail and
considered using examples from
the case study. Uses 5 peer
eviewed references.
Limited though partially satisfactory
application of ideas to the case.
One side of the issue is described in
the paper. Only one
argument/theory discussed in
detail. Uses 5 peer reviewed
eferences.
No apparent application of ideas to
case. Limited discussion of the
issue at hand in the paper. Only
one argument/theory discussed,
and/or uses less than 5 peer
eviewed references*.
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Conclusion and
Recommendations
4%
Provides feasible
ecommendation/s and
conclusions for management that
are comprehensive and creative,
with inspired actionable
outcomes that are supported.
Provides feasible
ecommendation/s and
conclusions for management, that
are comprehensive or creative, that
are logical, actionable and are
supported.
Provides recommendation/s
and conclusions for
management, that are logical,
mostly actionable, and to some
degree supported.
Provides opinions or statements
concerning management, but are
unsupported. Recommendations
and conclusions are logical but
contain some e
ors.
Does not provide any managerial
insights toward resolving the
issue. Poorly formed or non-
existent recommendations and/or
conclusion.
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Referencing
4%
All sources utilised are cu
ent,
appropriate and credible. Sources
strongly support the students’
arguments throughout.
Referencing style is co
ect and
consistent throughout.
Most sources utilised are cu
ent,
appropriate and credible. Sources
support the students’ arguments
throughout. Referencing style is
co
ect and consistent
throughout.
Some sources utilised are
cu
ent, appropriate and
credible and some sources
support the students’
arguments. Reference style is
mostly co
ect and consistent.
Few sources utilised are cu
ent,
appropriate and credible. Sources
provide limited support to the
students’ arguments. Referencing
style is not co
ect or consistent
throughout.
Utilises little, if any, cu
ent,
appropriate and credible sources.
Sources provide little, if any,
support to the students’
arguments. Referencing style is not
co
ect or consistent.
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Overall report
format
3%
Excellent writing with no spelling
or grammatical e
ors. Follows
the prescribed business report
structure. Within word limit.
Mostly e
or free writing.
Logical business report structure.
Within word limit.
Written expression has a few
obvious e
ors but within a
complete business report
structure. Within word limit.
Written expression has several
e
ors and/or lacks some elements
of the business report structure.
Within +/-15% of word limit.
Written expression has many e
ors;
usiness report format is
inadequate. Exceeds +/-20% of
word limit.
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Please note: The report must not exceed 1500 +/- 10% words. Any words outside of the limit will not be assessed as part of the report. Reports below 1350 or above 1650 words will not be marked as excellent in any
category.
*Failing to source fewer than five (5) refereed journal articles will result in lower marks (not more than a pass) for the assessment.
How Sta
ucks’ Growth Destroyed Brand Value
By John Quelch
July 02, 2008
Sta
ucks announcement that it will close 600 stores in the US is a long-overdue admission that there are limits to growth.
In Fe
uary 2007, a leaked internal memo written by founder Howard Schultz showed that he recognised the problem that his own growth strategy had created: “Stores no longer have the soul of the past and reflect a chain of stores vs. the warm feeling of a neighbourhood store.” Sta
ucks tried to add value through innovation, offering wi-fi service, creating and selling its own music. More recently, Sta
ucks attempted to put the focus back on coffee, revitalising the quality of its standard beverages. But none of these moves addressed the fundamental problem: Sta
ucks is a mass
and attempting to command a premium price for an experience that is no longer special. Either you have to cut price (and that implies a commensurate cut in the cost structure) or you have to cut distribution to restore the exclusivity of the
and. Expect the 600 store closings to be the first of a series of downsizing announcements. Sometimes, in the world of marketing, less is more.
Schultz sought, admirably, to
ing good coffee and the Italian coffee house experience to the American mass market. Wall Street bought into the vision of Sta
ucks as the “third place” after home and work. New store openings and new product launches fuelled the stock price. But sooner or later chasing quarterly earnings growth targets undermined the Sta
ucks
and in three ways.
First, the early adopters who valued the club-like atmosphere of relaxing over a quality cup of coffee found themselves in a minority. To grow, Sta
ucks increasingly appealed to grab and go customers for whom service meant speed of order delivery rather than recognition by and conversation with a barista. Sta
ucks introduced new store formats like Express to try to cater to this second segment without undermining the first. But many Sta
ucks veterans have now switched to Peets, Caribou and other more exclusive
ands.
Second, Sta
ucks introduced many new products to
oaden its appeal. These new products undercut the integrity of the Sta
ucks
and for coffee purists. They also challenged the baristas who had to wrestle with an ever-more-complicated menu of drinks. With over half of customers customising their drinks, baristas hired for their social skills and passion for coffee, no longer had time to dialogue with customers. The
and experience declined as waiting times increased. Moreover, the price premium for a Sta
ucks coffee seemed less justifiable for grab and go customers as McDonald’s and Dunkin Donuts improved their coffee offerings at much lower prices.
Third, opening new stores and launching a blizzard of new products create only superficial growth. Such strategies take top management’s eye off of improving same store sales year-on-year. This is the heavy lifting of retailing, where a local store manager has to earn
and loyalty and increase purchase frequency in his neighbourhood one customer at a time. That store manager’s efforts are undercut when additional stores are opened nea
y. Eventually, the point of saturation is reached and cannibalisation of existing store sales undermines not just
and health but also manager morale.
None of this need have happened if Sta
ucks had stayed private and grown at a more controlled pace. To continue to be a premium-priced
and while trading as a public company is very challenging. Tiffany faces a similar problem. That’s why many luxury
ands like Prada remain family businesses or are controlled by private investors. They can stay small, exclusive and premium-priced by limiting their distribution to selected stores in the major international cities.
Source:
Quelch, J. (2008, July 02). How Sta
ucks’ growth destroyed
and value. Harvard Business Review. Retrieved from https:
h
.org/2008/07/how-sta
ucks-growth-destroyed
Assignment Details
· Weight: This assignment is weighted 25% towards your final grad
· Due Date: 14th September XXXXXXXXXX:59 Online Submission via Course Website
· Learning Outcomes Assessed: 2, 3, 5, 6
· Criteria & Marking:
Students will be assessed against the Management Concepts assessment ru
ic. This is supplied on the course website.
· 1500 words
· 1.5 line spacing
· fully justified
· New Times Roman 12 point font OR a comparable font of similar size, (e.g. Arial 11).
· Pages should be numbered.
Description:
This assessment item is designed to enable students to develop their skills in the following:
· Identifying, researching and understanding a chosen topic
· Identifying and solving problems
· Report writing
Students are assessed on their analytical, reflective and evaluative skills using the Management Concepts Report Ru
ic Guidance on this assessment item wi
Recommended Report Structure:
Preliminary Section:
· Title page
· Word count
· Table of Contents
Body or Content:
1. Introduction and Problem Identification:
In this section, you are outlining the purpose and scope of the report. You identify the management related problem/potential problem in the case study and your proposed argument address