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Tools to apply strategy

27 May

Tools to apply strategy

Value: 35%

Length: 2500 quality words.

 

Task

This assessment focuses on identifying a market strategy direction, examining approaches that help management determine the role that a business unit plays within the organization and what strategic tools are required to implement a sound marketing strategy. Relevant chapters from core text book – Chapters 9, 10, 11 & 12.

Using the same organisation that you selected in assignment 1 & 2, you are to undertake the following:

  • Select a strategic business unit (SBU) within the organisation. This business unit should be product/service based. Select a market strategy direction and establish why this approach is viable for this SBU. Students should consider the relative strength of the SBU and apply the theory based on industry maturity and competitive positioning (Chapter 9).
  • Apply one portfolio analysis tool and identify where the SBU sits within this framework (Chapter 10).
  • Then select two strategic development tools and discuss the benefits of such tools (Chapter 12).
  • Provide a summary on how these findings above may influence strategic marketing strategy in term of planning and implementation (Chapter 11)

Rationale

This assignment is about understanding the required strategic marketing tools to develop marketing strategy for a known organisation. It can be any organisation large to SME’s, or Not-for-Profit. You should focus on a single SBU and its brand offering. You need to justify why your particular strategic direction and strategic development tools are appropriate and how they impact upon the overall marketing strategy of the organisation.

Learning outcomes:

  • be able to identify and evaluate various theoretical approaches that have contributed to competitive strategy formation;
  • be able to systematically identify, evaluate and control for strategy implementation.

Marking criteria

 Criteria HD 100-85% DI: 84-75% CR: 74-65% PS: 64-50% FL: 49-0%
A market strategy direction establish and analysis on why this approach is viable established. A strategic business unit (SBU) within the organization identified and validated.

 

(20%)

Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour. Expert use of a wide range of relevant secondary sources. All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples. Competent application of theoretical concepts of relevant theories. Considerable demonstration of critical analysis. Viable application of a range of relevant secondary sources applied within an organisational context. An acceptable number of key issues identified. Application of theoretical concepts of relevant theories. Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisational context.  Most key issues identified. Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical. Limited use of sources and some key issues identified. A lack of application on the organization demonstrated. Further contextualization required and framed around the organisaton. No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied. No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
Portfolio analysis tool applied and SBU identified within the framework.

(20%)

Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour. Expert use of a wide range of relevant secondary sources. All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples. Competent application of theoretical concepts of relevant theories. Considerable demonstration of critical analysis. Viable application of a range of relevant secondary sources applied within an organisational context. An acceptable number of key issues identified. Application of theoretical concepts of relevant theories. Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisational context.  Most key issues identified. Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical. Limited use of sources and some key issues identified. A lack of application on the organization demonstrated. Further contextualization required and framed around the organisaton. No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied. No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
Two (2) strategic development tools identified and benefits addressed.

(25%)

Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour. Expert use of a wide range of relevant secondary sources. All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples. Competent application of theoretical concepts of relevant theories. Considerable demonstration of critical analysis. Viable application of a range of relevant secondary sources applied within an organisational context. An acceptable number of key issues identified. Application of theoretical concepts of relevant theories. Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisational context.  Most key issues identified. Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical. Limited use of sources and some key issues identified. A lack of application on the organization demonstrated. Further contextualization required and framed around the organisaton. No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied. No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
A summary on how findings influence marketing strategy for the organisation.

(15%)

Scholarly application of theoretical concepts of relevant theories. Highly proficient and evidence of rigour. Expert use of a wide range of relevant secondary sources.  All key issues expertly canvassed and validated. Concise application demonstrated through the organisation and examples and supported through the role of marketing strategy. Competent application of theoretical concepts of relevant theories. Considerable demonstration of critical analysis. Viable application of a range of relevant secondary sources applied within an organisational context. An acceptable number of key issues identified and implications for marketing strategy validated. Application of theoretical concepts of relevant theories. Critical analysis demonstrated generally. Used a wide range of sources, most of which were relevant and applied within an organisational context.  Most key issues identified and implications for marketing strategy validated. Adequately addressed but lacks sufficient theoretical arguments and critical thinking. More descriptive than analytical. Limited use of sources and some key issues identified. A lack of application on the organization demonstrated. Further contextualization required and framed around the organisaton and it marketing strategy. No significant theoretical arguments and critical thinking developed. Lacks theory and how it is applied. No clear understanding of key concepts. No application on the organisation. No depth of organisational implications identified and no strategy outcomes identified.
Demonstrated logic, flow, presentation, formatting, clarity of writing style, and reflection word count.

 

(10%)

 

Flawless. Depth. Extremely detailed logic, flow, rational positioning. Concise and reflects word count requirements. Extremely well formed, logic and flow to the work. Well presented. Well-formed sentence structure. No spelling errors. Solid logic, flow and structure overall. Valid positions supported grammatically. More logic, flow and structure required. Basic in language use and style. Descriptive statements. A definite lack of logic, flow and structure. Requires more work on presenting theoretical arguments in a concise and comprehensive way. Use of language is awkward and creates loss of context and meaning.
APA reference style with In-text referencing. Supported with bibliography and put through Turnitin.

(10%)

 

Over and above the referencing requirements. Concisely rigorous and exceptionally detailed. A detailed use of contemporary literature, Extremely well supported with contemporary theory and thoroughly referenced and supported. Well reference with current theory in supporting the theoretical positions. Good use of APA referencing style. Referenced but requires additional supporting in-text theory. More depth of analysis required through referencing. Some flaws with APA referencing style. Lack of in-text referencing and major flows with APA referencing style. Not enough theory to support assumptions.

 

Presentation

See the presentation section under ‘assessment information’ in this subject outline for details of the presentation requirements
 

Requirements

The report requires a concise and original business style report and must be submitted via Turnitin by midnight on the due date.
APA6 referencing is required.

 

 
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Posted by on May 27, 2017 in Academic Writing

 

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