IB9T1 Strategy And Practice

IB9T1 Strategy And Practice

IB9T1 Strategy and Practice




Please note that marks will not be allocated for discussion about models, so do not waste your words on description (or critical appraisal) of models you have been asked to use. It is all about application and marks will be allocated only for that. Address the following analyses for the chosen industry and company:
Strategic Position of the organisation
Task 1 (25%)
An analysis of the industry structure and forces in strategy context External analysis. Systematically identify and critically discuss:
a) Growth Opportunities and current emerging Threats in the chosen industry environment. Apply PESTEL model to identify and discuss a number of important external strategic issues each concluded as an Opportunity (O) or a Threat (T). Use appropriately referenced data (figures, charts etc.) to support your arguments.
b) Industry attractiveness (including competition pressures in the industry in setting). Apply 5 Forces model to discuss industry attractiveness (each force should be concluded as High, Moderate or Low and industry attractiveness should be assessed having these forces in mind. It is expected that you use common toolkits such as PESTLE and 5 Forces, but please note that you are asked to apply these models not to discuss these critically. Marks are not assigned for description but for the in depth analysis of the above highlighted external aspects.
Task 2 (25%)
Internal analysis: Identify and discuss unique resources and distinctive and core competences (capabilities) of the chosen company using appropriate strategy tools

Identify and discuss/analyse unique resources for the organisation (human, physical, financial – using accounting ratios and intangible)
Use the Value Chain concept to map a number of company’s activities.
Use the VRIO concept to identify their core competences (select two of these to discuss in detail).

You may attach a SWOT matrix as Appendix. Please note for marking purposes that a SWOT matrix is only a summary of company’s Strengths and Weaknesses as well as Opportunities and Threats identified for the business environment and does not substitute for an in-depth discussion of strategic issues.
Strategic recommendation and evaluation
Task 3 (40%)
Apply the TOWS matrix in order to:

Recommend a set of new strategic options (at least TWO) for the organisation from 2021–2026. While making suggestions name a new strategy in terms of a direction (what – Ansoff matrix) and a method (how – Organic, M&A, JV).
Then choose one of the new strategic options and evaluate it using SAFe criteria. While justifying your recommendations (evaluating the strategy), make references to findings from Q1 (reflect upon growing Opportunities and emerging Threats) and Q2 (reflect upon what resources and competences/capabilities the company should utilise to outcompete other firms of the strategic group).

The paper should begin with a short introduction as first section (explaining the organisation and defining the industry in context). We do not require a conclusions section and no abstract.

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