Style: The assignment is expected to be written and organised in a professional manner (e.g., structuring and heading, table of contents, page numbering). This includes to fully follow standards on academic writing and referencing using Harvard style.
Sources: You are expected to make full use of all academic sources such as peer reviewed academic journal articles. Other sources can include books, periodicals or company publications and websites.
Marking: The assignment will be marked on the basis of a) quality of the analysis provided, b) presentation of your assignment and c) adherence of academic standards and/or referencing.
Word limit: Maximum 2,000 words (excluding references – if required)
Deadline: 02 May 2020
Q 1. Porter’s five forces is used to evaluate the competitive nature and relative profitability of an industry (total 18 marks)
a) Clearly define an industry and target market (segment) that you are familiar with (2 marks)
b) Explain how each of Porter’s forces might impact the competitive nature of this segment (10 marks)
c) What strategic factors must be considered in the situation where barriers to entry are low, but where suppliers have high power? (6 marks)
Q 2. The identification of Key Success Factors (KSF) (total 14 marks)
a) What are the two basic questions that need to be asked, in order to determine the KSFs of an industry/market segment? (2 marks)
b) What are the factors that make it more difficult to achieve a competitive advantage within a strategic group rather than outside? (4 marks)
c) Define the KSFs for the credit card industry (8 marks)
Q3. Unique resources, capabilities and competencies can provide a sustainable competitive advantage (total 12 marks)
a) What are the strategic implications of a resource-based view (RBV) for strategists? (6 marks)
b) Define the term ‘core competence’ and provide an example (4 marks)
c) Why might a ‘core competence’ provide long-term sustainable competitive advantage? (2 marks)
Q4. Critically discuss the view that a value chain analysis provides an appropriate frame-work… (total 14 marks)
a) To understand an organisation’s strategic capability (5 marks)
b) To understand an organisation’s competitive strategy (5 marks)
c) To develop and pursue a hybrid competitive strategy? (4 marks)
Q5. Blue Ocean strategy provides the opportunity to grow a business in an uncontested market (total 12 marks)
a) Using a suitable industry example, explain how the ‘four actions framework’ (raise, reduce, eliminate and create) have been used to redefine the market (8 marks)
b) What strategies might companies use to counter direct competition in a mature market? (4 marks) Aman Union Academy | Hochschule Offenburg Page 3 / 3
Q6. With reference to the Encyclopaedia Britannica (EB – case study, tutorial 1) (total 10 marks)
a) What is EB’s core value proposition? (2 marks)
b) Describe how EB has had to change the elements of its business model in order to sustain its competitive advantage (8 marks)
Q7. Strategic Alliances, Mergers and Acquisitions are common in mature markets (total 10 marks)
a) What are the wider competitive implications of an industry sector in which consolidation is occurring? (2 marks)
b) What are the advantages and disadvantages of an alliance strategy and an acquisition strategy? (4 marks)
c) How do firms create value when using a related diversification strategy? (4 marks)
Q8. Having a positive and adaptable organisational culture helps to support change initiatives (total 10 marks)
a) Why is it important to undertake a cultural audit, prior to evaluating ‘resistance to change,’ using Lewin’s force field analysis? (4 marks)
b) Critically discuss two methods (processes) by which organisations may support internal change (6 marks).
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