SP Module Handbook - October 20111[1]

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STRATEGIC PLANNING

MODULE HANDBOOK

MODULE TEAM: CLIFF GLOVER (London),SYED MUHAMMAD (London), IAN ROGERS

(Birmingham & Manchester)

Emails: [email protected]@[email protected]

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CONTENTS

1. INTRODUCTION, AIMS AND OBJECTIVES

2. LECTURE, SEMINAR AND RECOMMENDED READING PROGRAMME

3. READING AND COURSE PREPARATION

4. LECTURERS

5. LECTURE PROGRAMME: KEY TOPICS AND KEY CONCEPTS

6. ASSESSMENT

Module Title: Strategic Planning

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Module Type: CoreModule Code: SPModule Credit: 15

Teaching Period: 4 WEEKSAcademic Year: 2011/2012Level: M (Postgraduate Masters)

Study Hours: 39Lectures: 12Seminars/Tutorials: 12 (within lecture time)Revision Clinic: 3Total: 39

1. INTRODUCTION, AIMS AND OBJECTIVES

Introduction:

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Managers need to understand how strategy is formulated in business and

how it shapes the direction and activities of an organisation. This module

introduces students to concepts, theories and frameworks that will aid their

understanding of strategic decision-making and its impact on organisations.

Application of these techniques will be on live organisations to ensure

teaching and learning is current.

The focus of this module is on the nature of competitive strategy in a global

context. It examines how, in such a dynamic environment, competitive

advantage might be developed through strongly differentiated positioning

and exploited in a cost-effective manner. Its emphasis is on where and how

the organisation competes and, in doing this, highlights the strategic

marketing significance of brands, innovation, alliances and relationships ande-marketing. An important theme running through the unit is the

development of the capability to develop innovative solutions that enhance

an organisations competitive position in its chosen markets.

AIM

The aim of the module is to equip learners with the knowledge, skills andcompetencies to enable the student to enter an organisation and to evaluateits long-term prospects by an analysis of its strategy in relation to theenvironment in which it operates.

KEY OBJECTIVES

To impart skills in strategic analysis and planning

To develop an holistic view of organisations and their environments

To improve analytical and predictive skills

To integrate knowledge and skills already acquired in previous subjects

studied on the programme

To improve learners ability in formulating, presenting and defending

argument and opinion To be able to think strategically

Learning Aims and Outcomes of the Module:

The aim of the module is to equip learners with the knowledge, skills, and

competencies to interpret and develop strategic planning in order to assist

their organisation in the creation and capture of value as well as obtaining

sustainable competitive advantage. Through this process, the learner will

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develop an understanding of the impact of contemporary issues on the

development and implementation of strategy.

Key Learning Aims of the Module:

To develop the skills to analyse strategic problems and reach strategic

decisions in the contemporary and international business context

To develop an understanding of the most important strategic issues

confronting the marketing manager in the 21st century

To acquire the capability of analysing, organising and participating in

the strategic planning and control process within an organisation

LEARNING OUTCOMES:

On successful completion of this assignment you will be able to:

Critically evaluate the current strategic management

concepts

Analyse the strategic planning process

Critically analyse the in-depth understanding

of the complexity of the environment and its

applications on decision-making process

Apply and critically appraise the strategic

approaches to practical situations in varioustypes of organisations

Assess current developments in the organisational

environment and alternative responses related to

strategy

Knowledge & Understanding:

Develop critical appreciation of current strategic management

concepts Develop an in-depth understanding of the complexity of the

environment and its applications on decision-making process

Integrate and apply strategic approaches to practical situations in

various types of organisations

Assess current developments in the organisational environment and

alternative responses related to strategy by using case studies

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Critically analyse and evaluate strategic marketing management

practices in organisations in different sectors

Resolve complex management problems in the area of strategic

management by critical evaluate alternatives outcomes

Industry Related / Transferable Skills:

Develop and enhance skills to construct and present quantitative &

qualitative data effectively by the application of IT skills and

methodological techniques

By the end of this module students will develop group-working skills

that will enable them to improve team-working ability and

interpersonal skills

Indicative Content:

Introduction to classic concepts of strategic planning process

Corporate mission, vision value, and goal

Business Economics: the macroeconomic environment and

microeconomic choices

Competitive strategies cost-led and differentiated strategies

Organisational resources and competences

Strategic development options and portfolio models

Stakeholder analysis and the management of change

Evaluating strategies and matching them to organisational capabilities

The relationship between business ethics and business strategy

Contemporary issues in strategic management

Competitive advantage through innovation

Strategic analysis of internal and external environment

Contemporary issues in strategic business management

Critical evaluation of strategic planning process

Ethics and strategic planning

2. LECTURE, SEMINAR RECOMMENDED READING PROGRAMME

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Session LECTURE and Topics SEMINAR/CASE STUDY

CaseStudy

RecommendedReading

1Introduction to Strategic Management

1) Strategic management and development process

2) Stakeholder Analysis and corporate purpose

CaseStudy/Questions/GroupDiscussion. Nopresentation

TBA JSW Chapts 1 and 4, Grant

Chapts 1 and 2

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External Analysis

1) The Macro-environment

2) The Industry Environment-competition and co-operation

3) Markets, segments, and positioning

CaseStudy/Questions/GroupDiscussion andPresentation: StakeholderAnalysis and corporate purpose

TBA JSW Chapt 2, Grant Chapts

3 and 4

3Internal Analysis

1) Resources, Capabilities and Strategic Assets

2) Structure, Culture, Mission, and Purpose

3) Business Models and Value Added

CaseStudy/Questions/GroupDiscussion andPresentation: ExternalEnvironment

TBA JSW Chapt 3 and 5, Grant

Chapt5 and 6

4

Value, Value Chains and Value Networks

1) Generic Strategies and sources of competitive advantage

2) The Value Chain and Value Added

3) Value Networks, Value systems and sources of CA

CaseStudy/Questions/GroupDiscussion andPresentation: Resources,Capabilities and Strategic

Assets

TBA JSW Ch 3.1 to 3.3 and

Chapt 5, Grant Chapts 5

and 9

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Creating and sustaining competitive advantage

1) External Sources of competitive advantage

2) Internal Sources of competitive advantage

4) PIMS data set, strategy, performance and CA

CaseStudy/Questions/GroupDiscussion andPresentation: on ValueChains and Value Network

TBA JSW Ch 6, Grant Chapts 9

and 10

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Corporate Strategy

1) The roles and actions of the Corporate Parent

2) Synergistic versus responsive portfolios parenting s tyles

3) Diversification and Core competences approach

CaseStudy/Questions/GroupDiscussion andPresentation: sustainablecompetitive advantage

TBA JSW Chapts 6 and 7, Grant

Chapt 14

7 International Strategy1) Internationalisation and Development Drivers

Case TBA JSW Chapt 8, Grant Chapt 15


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2) Locational Advantage, Porters Diamond and Value Networks

3) Methods of entry and FDI

3) Global Strategies and International Differentiation

Study/Questions/GroupDiscussion andPresentation: CorporateStrategy

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The Strategic Situation and Financial Performance1) Issues and Problems, Opportunities and Constraints

2) Resources, Strengths, Limitations and Capabilities

3) Financial Appraisal and Performance Analysis

CaseStudy/Questions/GroupDiscussion andPresentation:International Strategy

TBA JSW Chapt 11,Handout

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Strategic Choice (1)1) Business level and Corporate level strategic options2) Portfolio management and investment strategy

3) Formulation and articulation of strategic options

CaseStudy/Questions/GroupDiscussion andPresentation: StrategicSituation

TBA J,SW Chapt 7.1 to 7.7 , GrantChapt 16 and 17

10Strategic Choice (2)1) Development methods and dimensions for expansion

2) Mergers, Acquisitions and Strategic Alliances

CaseStudy/Questions/GroupDiscussion andPresentation: Strategic options

TBA JSW Ch 10 JSWGrant Ch 17

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Strategic Choice(3)1) Defining strategic options and strategic choices

2) Testing and choosing the options and formulating the strategy

CaseStudy/Questions/GroupDiscussion: Testing the options

TBA JSW Ch 11

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Structure, Culture and Strategic Change1) Structuring Organisations

2)Organisational Culture and Strategic Change

3) Management of Strategic Change

CaseStudy/Questions/GroupDiscussion

TBA J,S,W Chps 5, 13,14Grant Ch17, 18

13 REVISION Past Exam papersPast exampapers

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3. READING AND COURSE PREPARATION

Core Reading

3.1 Core Texts:a)Exploring Strategy: 9th edition, 2010: Johnson, Scholes and Whittington:Prentice Hall Publishing, London, United Kingdom (best for lecture supportand course work assignment preparation)b) Contemporary Strategy Analysis 7th Ed. 2010: Robert Grant, A John Wileyand Sons Ltd Publications, Chichester, United Kingdom (best for lecturesupport and exam preparation)c) Strategy- Process, Content and Context 4th Edition: De Wit and Meyer:

Thomson Publishing, Cengage Learning, London and New York (best for exampreparation and dissertation support)

3.2 Supporting Texts and Recommended Reading:Strategic Management 5th edition, 2008 R. Lynch, Prentice Hall Publishing, London, UKAmbrosini V (1998) Exploring Techniques of Analysis and Evaluation in

Strategic Management, Prentice Hall

Aaker D. (2007) Strategic Market ManagementWiley; 8 edition

Coulter M (2005) Strategic Management in Action, Prentice Hall, 3rd edChernev A. and Kotler P. (2008) Strategic Marketing Management, 3rd EditionBrightstar Media, Inc.; 3rd editionChernev A. (2007) Strategic Marketing Analysis, 2nd Edition Brightstar Media,

Inc.; 2 edition

David FR (2001) Strategic Management, Prentice Hall, 8th ed

Dolan RJ (1992) Strategic Marketing Management(Practice of Management)Harvard Business School Press Doole, I. and Lowe, R. (2005) Strategicmarketing decisions in global markets. London, Thomson LearningFinlay P (2000) Strategic Management, Prentice Hall

Grant RM (2004) Contemporary Strategic Analysis, Blackwell, 5th ed

Hamel G and Prahalad CK (1994) Competing for the Future, Harvard Business

School Press

Hooley, G. Saunders, J. Piercy, N. and Nicoulaud, B. (2007) MarketingStrategy and Competitive Positioning (4th Edition) South-Western CollegePub; 4 editionKay J (1995) Foundations of Corporate Success, O U P

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Kim, C. and Mauborgne, R. (2005) Blue Ocean Strategy: How to CreateUncontested Market Space and Make Competition IrrelevantHarvardBusiness School Press; 1 edition

Lambin, J, Chumpitaz, R and Schuiling, I (2007) Market-Driven Management:Strategic and Operational Marketing Palgrave Macmillan; 2nd editionThompson JL (2005) Strategic Management, Thomson Learning, 5th ed

Welch, P.J., and Welch, G.F.(2006) Economics: Theory and Practice Wiley; 8edition

3.3 Journals and Periodicals:Academic: Harvard Review, Long Range Planning, Strategic ManagementJournal:Journalistic:Economist

Financial TimesBusiness WeekInvestors ChronicleABI/Inform global (journals)

Osiris (companies)

Datamonitor (market surveys, available via Osiris)

Financial Times online

Economist

Times & Sunday Times

Athens database

3.4 Other Sources:

Relevant information is available from non-academic sources on the internet.Great care must be taken as internet content is published for marketingpurposes. Most of the web sites are of consulting companies and commercialtraining providers hence often present a one sided view of a subject and thecontent may not be supported by real facts. Little or no credit is given if suchmaterial is used as evidence, without support from academic sources.Students are given credit for using a wide range of academic sources in theirassignments.

Strategic Planning Society http://www.sps.org.uk/

Strategic Planning Papers http://www.bitpipe.com/

4. LECTURER(S)

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London:

1. Cliff Glover SP Module Leader

Contact Details: [email protected]

2. Syed Muhammad MBA Programme Director


Birmingham & Manchester:

Ian Rogers


5. Key Topics and Course Concepts

LECTURE 1Key Topics & Concepts

Introduction to Strategy

The nature of Strategy

The characteristics of strategic decisions Levels of strategy

The vocabulary of strategy

Strategic management

Strategic fit and strategic stretch

Strategic Lenses

Difference between strategic, operational decisions and functional

decsions

Reading and Preparation

See Recommended Reading in Section 2


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To understand how the external environment impinges oncompany strategy and performance

External Analysis and the Environment

The macro-environment

Competition and the industry Environment

Markets, Segments and Positioning

Strategic Groups, competition and co-operation

Opportunities and threats in the Environment




Internal Analysis and Strategic Capability

Foundations of strategic resources and capability

Capabilities for achieving and sustaining competitive advantage

Diagnosing strategic capability

Resources, Capabilities and Strategic Assets

Structure, Culture, Mission, and Purpose

Business Models and Value Added




Generic Strategies, Value Chains and Value Networks

Generic strategies, value added and Competitive Advantage

Sources of Differentiation Advantage

Sources of Cost Advantage

The value chain and value network

The Value Chain, cost and differentiation advantage

Strategic positioning in the valued adding system

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Value Networks and Sources of Competitive Advantage



LECTURE 5

Key Topics & Concepts

Business Strategy: Creating and Sustaining Competitive Advantage

Competitive Advantage and Generic Strategies

Resource bases sources of competitive advantage External Sources of Competitive Advantage

Size and nature of competitive advantage

Sustainability of competitive advantage

PIMS data sets, performance and competitive advantage


Corporate Level Strategy

Identifying strategic business units The role and functions of Corporate Parents

Parenting Styles and Portfolio Management

Synergistic vs Responsive portfolio management parenting styles

Diversification vs the Core Competences approach



LECTURE 7


International Strategy

Reasons and drivers for Internationalisation

Location advantage and stages of internationalisation

National comparative advantage, clusters and FDI

Global Strategies vs International differentiation

Methods of entry and FDI


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The Strategic Situation and Financial Performance

Strategic Challenges: Opportunities, adversities, threats and

constraints

Trends and developments in the environment Core competences and distinctive capabilities

Measure and changes in of Financial performance

Financial performance as opportunities and constraints

Non financial metrics: KPIs and the Balanced Scorecard



LECTURE 9


Strategic Choice (1)

Business and Corporate level Strategic options

Directions of Strategic Development

Variables and dimensions of Strategic Choice

The roles and actions of the Corporate Parent Synergistic versus responsive portfolios parenting styles

Portfolio Management and Investment Strategy



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LECTURE 10



Development methods and dimensions for expansion

Business Units and Lines of Business

Industry and Corporate restructuring and consolidation

Mergers, Acquisitions and Asset purchases and sales

Alliances, joint Ventures,

Franchising, licensing and value adding co-operation



LECTURE 11



Defining options and strategic choices

Evaluation of options

Suitability

Feasibility

Acceptability

The Real Option Matrix



LECTURE 10


Strategy Development Processes

Schools of Thought in Strategic Management

Intended strategy development

Strategy development through strategic leadership:

the role of vision and command

Emergent strategy development

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Patterns of strategy development



LECTURE 11


Strategic Purpose

Corporate governance

Business ethics and social responsibility

Corporate social responsibility

Organisational purposes: values, mission, vision and objectives Culture and Strategy

Strategic drift

Strategies change incrementally

What is culture and why is it important?

Cultures influence on strategy

Analysing culture: the cultural web



LECTURE 12


Structure, Culture and Strategic Change

Complexity, size and organisational Structure types

The principles and aspects of organisational culture

Organisational culture and its relationship to structure

Strategic Drift and the need for transformational change

Organisational culture and organisational change

Power, leadership and the management of change

Change models and change management


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LECTURE 13

Revision

5. ASSESSMENT

AssessmentTitle

Weighttowardsfinalgrade

Passmark

Outline details SubmissionDate

IndividualAssignment

50% 40% Individual Report TBC

Open BookExamination

50% 40% Open BookExamination

TBC

The assessment details are contained in appendix 1.

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Appendix 1

ASSIGNMENT

LondonSchool of Business &Finance(LSBF)

MBA

Module: Strategic Planning

AssignmentTitle:

Longitudinal Strategic Development Study

AssignmentType:

Coursework

Word Limit: 3500 +/- 10%

Weighting: 50%

Student Intake: Intake 5

Issue Date:

SubmissionDate

Feedback Date:

Issued by(Assessor)

Cliff Glover

Internal Verifier

Plagiarism When submitting work for assessment, students should be aware of theLSBF guidance and regulations in concerning plagiarism. All submissionsshould be your own, original work.

You must submit an electronic copy of your work. Your

submission will be electronically checked.

HarvardReferencing

The Harvard Referencing System must be used. The Wikipedia websitemust not be referenced in your work.

Learning

Outcomes

On successful completion of this assignment you will be able to

LEARNING OUTCOMES:

Critically evaluate the current strategic management concepts

Analyse the strategic planning process

Critically analyse the in-depth understanding of the complexity of

the environment and its applications on decision-making process

Apply and critically appraise the strategic approaches to practical

situations in various types of organisations

Assess current developments in the organisational environment

and alternative responses related to strategy

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COURSE WORK TABULATED TO LEARNING OUTCOMES

Section Matched LearningOutcomes

Part 1 CorporateStrategic DevelopmentHistory

1,2.3,4,5,6

Part 2 Current StrategicSituation

1,2.3,4,5,6

Part 3 The Way Forward 1,2.3,4,5,6

Grading Criteria Please see separate Assignment Grading Criteria Autumn 2010 sheet forthis Assignment.

Scenario See Your Task Below

Your Task

Longitudinal Strategic Development Study

Selecting one company from the list at the end of this section or acompany of your choice from the FTSE top 200 or 250 companies(good sources Sunday Times Business Section or City Am),undertake the following:

1. RECENT PAST: (assessment criteria 1,2,3,5,6) Strategiesdeployed and resulting outcomes- recent strategic development

history. Research, describe and give a succinct account of the

strategic development history of the company you choose setwithin the context or the industry to which it belongsoverthe past 5 to 25 years, choosing the duration of time for the studymost appropriate for understanding the recent strategicdevelopment of the company. Avoid making just chronological listsof events from websites and in particular identify the strategy(ies)that the company has been pursuing and any changes in strategythat the company has made during the period under considerationand their outcomes and consequences for the strategic situationwhich is the subject of the following section(1000 to 1500 words)

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2. CURRENT: Current Strategic Situation. (assessment

criteria 1,2,3,4,5,6) Undertake an evaluation and appraisal ofthe companys current strategic situation at the time of writingwhich relates to the previous section, using any researchsources appropriate to support your analysis. Pay particularattention to the companys strategic macro, industry andcompetitive environment, changes and trends in that environmentand the companys endowment of internal and external resources,capabilities and organisational structure emanating fromdecisions made in the recent past. Give a synopsis of thecompanys strategic situation in a way which is meaningful for thestrategic choices it is able to make for the future which are thesubject of section 3 below (1000 to 1500 words)

3. FUTURE: Strategic Direction for the future (assessmentcriteria 2,3,4,5). Based on your research and analysisundertaken for sections 1 and 2 above, explore a limited range ofdistinctively differentchoices of your own creation availableto the company for the future. Evaluate and assess the choicesavailable leading to recommendations for the company of yourchoices strategic route forward. Make clear the assumptions youhave made and present your recommendations in a way thataccommodate uncertainties and changes that might occur to therecommendations in the event of the occurrence of specifiedcontingencies or changes in assumptions (1000 to 1500 words)

The Companies you may choose from and for which casestudies are available and will be issued to provide a starting

point(NOT the finish point) for the study as enumerated under 1to 3 above are:

Ford and the world motor industry

Tesco and the supermarket industry

Starbucks and the coffee house industry

American Apparel and the clothing industry

You may also make your own choice of company but this shouldbe listed on the UK Stock Market (good sources Financial Times orSunday Times Business Section or CityAM (free newspaperavailable every morning at many London underground stationexits) BUT IF YOU DO be sure you are a) able to research thiscompany in sufficient depth b) choose a company which isamenable to strategic analysis of the nature delivered over theduration of the course. DO NOT choose a company which is a pureinvestment vehicle, such as 3i, or other private equity groupwhose interests may span a range of minority or majority holdings

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in a number of related or unrelated businesses mainly for theequity fund performance purposes, or a company which is more inthe nature of a vehicle for trading in or capturing returns from

financial instruments or securities such as hedge investment orunit trust funds.

Issued by Cliff Glover September 2011

London School of

Business &Finance (LSBF)

MBA

Module

Assignment Title

Grade Description of Achievement

70%+ 1.Excellent Research and factual information2. Excellent Analysis and Evaluation3. Excellent Logic and Reasoning4. Excellent Synthesis and Creativity5. Excellent Coherence and Integration6. Excellent Sources and Referencing

The Harvard Referencing System has been both used and applie60%-69% 1.V. Good Research and factual information

2. V. Good Analysis and Evaluation3. V. Good Logic and Reasoning4. V. Good Synthesis and Creativity5. V. Good Coherence and Integration6. V. Good Sources and ReferencingThe Harvard Referencing System has been used andapplied, but with minor errors.

50%-59% 1. Good Research and factual information2. Good Analysis and Evaluation3. Good Logic and Reasoning4. Good Synthesis and Creativity5. Good Coherence and Integration

6. Good Sources and ReferencingThe Harvard Referencing System has been used andapplied but some mistakes have been made.

40%-49% 1. Moderate Research and factual information2. Moderate Analysis and Evaluation3. Moderate Logic and Reasoning4. Moderate Synthesis and Creativity5. Moderate Coherence and Integration6. Moderate Sources and ReferencingThe Harvard Referencing System has been used andapplied but mistakes have been made.

30%-39% 1.Poor Research and factual information

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2. Poor Analysis and Evaluation3. Poor Logic and Reasoning4. Poor Synthesis and Creativity5. Poor Coherence and Integration

6. Poor Sources and ReferencingThe Harvard Referencing System has been used and applied spmajor but major mistakes have been made.

Below 0-29% 1. V. Poor Research and factual information2. V. Poor Analysis and Evaluation3. V. Poor Logic and Reasoning4. V. Poor Synthesis and Creativity5. V. Poor Coherence and Integration6. Sources and Referencing

Note This Assignment Briefing Sheet Autumn 2010 is available on LMSfor youto view and print off at a type size more convenient to you.

Feedback based Assessment Criteria

Corporate Development History1. Corporate Development History section entirely absent or lacking in strategic relevance (less than30%)2. Inadequate historical content, lacks relevance to assignment, strategic content, analytical depth orappreciation of strategies adopted (30% to 39%)3. Some good factual narrative but insufficient strategic content or appreciation of strategies adoptedand outcomes and consequences of those strategies (40% - 49%)4. Good factual narrative with some appreciation of strategies adopted but lacks analytical depth orarticulation of the consequences of the strategic decisions made (50% - 59%)5. Strong factually sound narrative and good appreciation of the strategies adopted but more depthneeded and evidence of the understanding of the causal processes leading to the outcomes ofstrategies adopted (60% - 69%)6. Overall very good thorough account of the development process, strategies adopted and theconsequences of strategies adopted and implications for the current strategic situation (70%+)Strategic Situation1. Section on Strategic Situation either missing or lacking in strategic relevance or content (less than30%)2. Lacks relevance to assignment, depth of analysis or strategic content (30% - 39%)3. Some strategic tools used but inadequately applied to understand implications for the strategicdecision and lacks a clear succinct synopsis of the strategic situation (40% - 49%)4. Some good analytical content, but threads need drawing together into a better synopsis of thestrength or vulnerability of the current strategic situation and implications for strategy (50% - 59%)5. Good understanding and articulation of strategic situation with good application of strategicanalytical tools but needs clearer synopsis of the implications for future strategy (60% - 69%)6. Very good appreciation of analysis of strategic situation, good application of analytical tools, clearsynopsis of the strength or problems of the strategic situation with explanation of implications for

future strategy (70%+)Strategic Choice-Direction for the Future1. Strategic Choice section either missing or absence of content relating to strategic choice (less than30%)2. Poor or absent range of distinct strategic options of your own creation or from your own ideas. Noattempt made at either articulating your choice of options or evaluating these (30% - 39%)3. Some strategic content included but lacks originality in choice and statement of distinctly differentoptions or clear evaluation of each option and implications for strategic choice (40% - 49%)4. Some good ideas and expression of options for strategic choice but options not sufficiently distinctlydifferent or each option inadequately evaluated without clear implications for strategicrecommendations (50% - 59%)5. Good range of distinctive options well articulated but more needed on the evaluation of each optionand the relationship between the evaluation and the strategy recommended (60% - 69%)

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6. Very good range of distinctively different options well articulated with well chosen tests and methodof evaluating and comparing each leading into clear recommendations for strategic choice (70%+)Cohesion, logic and Integration1. One or more section of the report missing and/or total disjuncture between different sections (less

than 30%)2. There is little or no relationship between the individual sections of the report. One section of thereport needs to lead naturally on to the next section showing how the development history impinges onand is a factor contributing to the current strategic situation which should then lead to the choices thatare available for the future and their evaluation (30% -39%)3. There is some continuity between the sections but little relationship between your strategic choicesection (Strategy for the Future) and your analysis of the companys Strategic Situation. You need toshow how your strategic analysis leads to the choices for the company and their evaluation (40% -49%)4. There is some integration, logical development and coherence between at least two parts of thereport and one section has logical consequences for the content of the next section (50% - 59%)5. Good coherences and continuity between all 3 parts of the report with one section naturally flowinginto the next with persuasive arguments leading naturally to recommendations (60% - 69%)6. Exceptionally incisive analysis and well reasoned argument based on a factual basis from researchand understanding of the application and outcomes of application of analytical techniques and tools

with the analysis leading persuasively into recommendations for Strategic Choice (70%+)

Some Commonly Occurring Feedback Comments: (ranked in order from very poor to very good)

Corporate Development History- Your corporate development history has inadequate strategic substance and analysis and does notmeet the requirements for this section given in the briefing notes. Make sure you analyse thestrategies your chosen company has deployed and their consequences for the organisations currentstrategic situation- Your development history is little more than a catalogue of events with dates. This section needsmore than a diary of key events and milestones- You have copied too much from internet sources with little sign of your own analysis- You write a good narrative of the corporate development history but insufficient analysis of thestrategies which the company deployed, changes in those strategies and their outcomes- Your corporate development history shows a good understanding of the strategies the companydeployed and the outcomes these produced but does not lead naturally on to the following sections- Your corporate development history is a comprehensive and thorough investigation and shows goodinsight and understanding of the strategies deployed by the company which lead well into the followingsections

Strategic Situation and Synopsis- Your strategic situation analysis lacks understanding and analysis which show an appreciationdeveloping situation in terms of the strengths, vulnerabilities, opportunities or constraints of its actualand developing situation- Your choice of analytical tools is not the best for the company you have chosen and its strategicenvironment so do not provide any useful insights or conclusion on the companys strategic situationwhich can help inform its strategic choice in the following section- You use analytical tools but fail to apply these in a meaningful way to the companys strategicsituation and changes to that situation. You need to apply the tools in a way that shows an

understanding of the strength or vulnerability of the situation in which the company finds itself- You strategic situation analysis relies too heavily on a static analysis and pays too little attention totrends and changes which are occurring which have important implications for the choice of strategyfor the companys future- Quite good environmental analysis, but you need to identify the strategic assets, distinctivecapabilities or core competences of the company on which the company can build its strategicinvestment decisions for the future explaining why these are of strategic importance rather than justmake a list of resources and capabilities- You need to identify developments in the strategic environment which have important implications forthe companys strategic choice in terms of responding to opportunities, adversities, vulnerabilities andconstraints with which the company is presented as well as listing the resources and capabilities of thecompany

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- A good and comprehensive analysis but you fail to provide a succinct synopsis of the dynamicallydeveloping situation of the company and the environment in which it is operating or important trendsand development to which the company must respond- In general a very good thorough and well research strategic situation section identifying those

developments of strategic importance and the strategically important resources and capabilities whichleads on to and relates well the following section on strategic choice

Direction Forward-Strategy for future- Your section on Strategy for the Future is almost entirely absent or quite inadequate and does notmeet the requirement set out in the assignment briefing notes- Your section on strategy for the Future is over-reliant on the companys own sources and declaredstrategy stated on the internet or elsewhere. You need this section on Strategy for the Future to befrom your own thinking and your own choices and defined using your own words- You fail to generate a limited range of distinctively different strategic options or choices from yourown thinking for evaluation which the company could adopt for its strategy for the future-You successfully identify a small number of options or choices for the company but fail to adequatelyevaluate or assess each option in a rigorous manner using criteria or tests which relate to your sectionon the companys strategic situation-You successfully identify a range of strategic choices and apply accepted tests and criteria but the

conclusions do not correspond or relate closely to your analysis in your strategic situation section- Your section on the Direction forward and Strategy for the future is well done and well thoughtthrough using good criteria and tests for supporting your arguments although you do not clearlyarticulate the strategic recommendations you would make for the company for its future development- Your section on the Direction Forward and Strategy for the Future is well done and well thoughtthrough using good criteria and tests for supporting your arguments and you also clearly articulate thestrategic recommendations you would make for the companys future development

Cohesion, Integration and Logic- There is little or no relationship between the individual sections of the report. One section of thereport needs to lead naturally on to the next section showing how the development history impinges onthe current strategic situation which should then lead to the choices that are available for the companyfor the future and evaluation- There is some relationship between the first two sections of the report but very little relationshipbetween your strategic choice section (Strategy for the Future) and your analysis of the companysStrategic Situation- There is a good continuity between the 3 sections of your report showing a clear relationship betweenhistory, current situation and choices for the future although your choice argument and evaluation arenot always consistent with the conclusions of the situation analysis- There is good strong integration and coherence between all parts of the report and one sectionnaturally flows on to the next giving good cohesion and persuasive arguments leading naturally intoyour recommendation for the future

Student Name: ID:

Weight Grade Awarded Weighted GradeCorporate Development History 20%Strategic Situation analysis andsynopsis

30%

Direction Forward-Strategy for future 30%Cohesion, Integration and logic 20%

100% Total:

24


25/26

25


26/26

London School of Business & Finance

Postgraduate Marking Criteria

Criteria Level of Achievement Indicators

Fail

029% 3039%

Pass

40-49% 50-59% 60-69% 70+%

1 Research

Systematic identification and

investigation of appropriate

sources

L it tle or no evidence o f

appropriate research

Information presented does not

relate sufficiently to the task;

there may be evidence of

rudimentary research

Adequate research has been

carried out and appropriate

information has been gathered

and documented from readily

available sources applying

standard techniques

Information is accurate and from a

range of sources, with evidence of

some analysis and evaluation

Well informed judgements made

of the relative value of connected

information from a wide range of

academic sources

Extensive independent research,

accuracy, familiarity with the

material, and sound judgments

029% 3039% 40-49% 50-59% 60-69% 70+%

2 Analysis

Examination and interpretation

of

resources

L it tle or no evidence o f

analytical engagement

Judgments (with or without

complete data) are not sound;

critiques are not well argued;

response to complex issues is

not systematic or creative

Key elements within relevant

information are identified, but may

lack accurate interpretation and

analysis

U se s e xa mi na ti on a nd

interpretation of sources to make

sound judgments ; shows critical

awareness of current problems

Judgements are astute and well

supported; able to deal with

complex issues bot h

systematically and creatively;

critiques are insightful and well

substantiated; offers new insights

Evidence of analysis which

potentially contributes new ideas,

processes or knowledge to the

field or is ground breaking in a way

that would be recognized as valid

by experts in the field

029% 3039% 40-49% 50-59% 60-69% 70+%

3 Subject Knowledge

Understanding and application of

subject knowledge and

underlying principles

Inaccurate and/or incomplete

knowledge of the subject field

and its development

Fragmentary and/or partial

knowledge of the subject and

its development

Evidence of understanding key

aspects of the subject context, in

current debates and/or historical

background.

Knowledge is accurate and current

within the field, and applied

appropriately

Systematic and extensive

knowledge, at the forefront of their

field of study, perhaps informed by

related or external fields, used

creatively

Brings a val id ind iv idua l

understanding to concepts and

knowledge in the field Where

appropriate, able to propose

original ideas or hypotheses

029% 3039% 40-49% 50-59% 60-69% 70+%

4 Exper imenta tion Problem

s olv ing, r isk t ak ing ,

experimentation and testing of

ideas and materials in the

realisation of concepts

Unable to identify problems;

does not understand the

purpose of risk taking or

exploration of alternatives

Exploration of methods or

concepts is not sufficient to

resolve barriers and/or move

practice forward

Operates within familiar and well

established ideas, processes,

media and/or materials; some

evidence of exploration of ideas

and concepts

Decision making is based on

sound judgement of available

options; risk is managed

appropriately; applies established

techniques creatively in the

discipline

Effective decision making in

complex and unpredictable

situations; demonstrates originality

in tackling and solving problems;

approach consistently moves

practice forwards

Risk taking shows a profound and

precise understanding of the

nature of the field, and progresses

the field, perhaps in an individually

distinctive way

029% 3039% 40-49% 50-59% 60-69% 70+%

5 Technical

Competence

Skills to enable the execution of

ideas appropriate to the medium

Execution shows very limited

command of techniques and

poor judgement

Techniques are l imited or

rudimentary in selection or skill

Skills are adequate to

communicate ideas; accepted

conventions and procedures are

usually applied

Skilled command of conventions

and procedures. Technical skills

facilitate practice, conceptual

de ve lop ment and t he

communication of ideas

Discernment and judgement are

evident. Idea and technique are

unified. Breadth of techniques

adopted may be a feature

Idea and technique are unified.

Discernment and judgement are

evident. Technical Skills may have

contr ibuted to conceptua l

advances

029% 3039% 40-49% 50-59% 60-69% 70+%

6 Communication and

Presentation

Clarity of purpose; skills in the

selected media; awareness and

adoption of appropriate

conventions; sensitivity to the

needs of the audience

Ineffective use of visual/ oral/

written communication

conventions in the production

and presentation of ideas

Partial lack of awareness and

observance of conventions and

standards; lack of clarity in

structure selection and

organisation of information; lack

of awareness of audience

Conventions and standards are

applied; structure is clear;

information selection and

organisation shows awareness of

audience requirements and

preferences

Able to communicate own

conclusions and explain and

summarise existing work clearly, in

appropriate media to specialist

and non specialist audiences

Communication is persuasive and

compelling; diverse audience

needs are accounted for; message

and medium are unified with

personal style

Communication shows an

exceptional and integrated

understanding of the topic and

audience needs

029% 3039% 40-49% 50-59% 60-69% 70+%

7 Personal

and Professional Development

Management of learning through

reflection, planning, self

direction, subject engagement

and commitment

Consistent lack of evidence of

reflection or planning for

learning. Little or no awareness

of personal strengths and

weaknesses in relation to task

Evidence of reflection and

planning for learning not

consistently progressed.

Incomplete awareness of

persona l s trengths and

weaknesses

Evidence that reflection and

planning have led to increased

subject engagement and

commitment. Developing an

awareness of strengths and

weaknesses

Demonstrable capacity to continue

to advance their knowledge and

understanding, and to develop

new skills to a high level

Takes full responsibility for own

learning and development through

iterative cycles of well articulated

purposeful analysis and planning,

supported by extensive evidence

Evidence of strong sense of

motivation and commitment to

personal and professional

development, explicitly and clearly

communicated and evidenced

029% 3039% 40-49% 50-59% 60%60-69% 70+%

8 Col laborative and / or

Independent

Professional Working

Demonstration of suitable

behaviour for working in a

professional context alone, or

with others

Sho ws l it tl e a ccurate

kno wl ed ge o f r el ated

profession; is unproductive

working alone; does not

collaborate effectively with

others

Insufficient understanding of

professional life; struggles to

plan and complete work alone;

collaborates reluctantly;

behaviour may be unsupportive

of others

Awareness of main standards

required of relevant profession.

Able work both collaboratively and

independently

Shows self-direction and/or

originality in tackling and solving

problems; can plan and implement

tasks a t a pro fessiona l or

equivalent level; able to work

effectively in diverse teams

Regularly shows self-direction and

originality in tackling and solving

problems; shows initiative and

personal responsib il ity;

consistently plans and implements

tasks a t a pro fessiona l or

equivalent level, autonomously or

collaboratively; able to work

effectively in diverse teams, in

multiple roles

Makes sound decisions readily in

complex and unpredictable

situations; operates both

autonomously and collaboratively

as a professional; a consistently

strong contributor to any team, in

any role

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SP Module Handbook - October 20111[1]

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