UNIVERSITY OF SUNDERLAND

FACULTY OF BUSINESS AND LAW

May 2014
Module Tile! INTRODUCTION TO STRATEGIC MANAGEMENT Sa"e 2
Module Code! UGB202 Module leade#! $a%i& Ma'o&
A''e''(e& 1 Code! UGB202CW1314SEM2 Wei")i&"! 100%
A''i"&(e& ile! Introduction to Strat!ic Mana!"nt R#ort $Ma% 2014&
B#ie* de'+#i,io&! An indi'idua( a))i!n"nt r*uirin! t+ #r#aration o, a r#ort di)cu))in! t+ t+ortica(
a##(ication o, t+ )trat!ic "ana!"nt #roc))- inc(udin! a 'arit% o, cont.tua( .a"#() ,or a )#ci,ic ,ir"-
r(atd to ac+ )trat!ic "ana!"nt #roc)) )ta!/ -T)e +)o'e& *i#( (u' .e ide&i*ied i& ad%a&+e/ .y )e )i#d
0ee1 o* (odule 'udie'23
I''ued 0ee1 +o((3! 2010112014 4a&d5I&! 0210312014 Reu#&ed 0ee1 +o((3! W1C 241312014
$E(ctronic )u5"i))ion on(%& A(( r#ort) "u)t 5 )u5"ittd (ctronica((% 'ia t+ Modu( Sun)#ac Sit 5,or
23/32#" o, t+ +and6in dat
Module Leader: Gavin Mason Moderated by: John Dixon-Dawson
I&#odu+io& a&d 'u((a#y +o(,a&y ,#o*ile
An introduction to %our #a#r and to %our co"#an% inc(udin! a 5ri, d)cri#tion o, t+ ,ir" and it) #o)ition
7it+in t+ indu)tr%/ $Word (i"it8 300&
S#ae"i+ A&aly'i'
Out(in t+ )ta!)9 )t#) and #rocdur) in t+ )trat!ic ana(%)i) #art o, t+ )trat!ic "ana!"nt #roc))-
inc(ud #rtinnt .a"#() ,ro" %our c+o)n ,ir" to +i!+(i!+t t+ortica( a##(ication/
::NOTE8 ;ou do not nd to actua((% carr% out a ,u((% a##(id )trat!ic ana(%)i) 5ut %ou )+ou(d i((u)trat
%our t+ortica( 5a)d an)7r 7it+ )o" )#ci,ic .a"#() r(atd to %our c+o)n ,ir"/
$Word (i"it8 <3061000&
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cor#orat )trat!% a) #art o, t+ )trat!ic "ana!"nt #roc))- inc(ud #rtinnt .a"#() ,ro" %our
c+o)n ,ir" to +i!+(i!+t t+ortica( a##(ication/
::NOTE8 ;ou do not nd to actua((% carr% out a ,u((% a##(id )trat!ic ,or"u(ation 5ut %ou )+ou(d
i((u)trat %our t+ortica( 5a)d an)7r 7it+ )o" )#ci,ic .a"#() r(atd to %our c+o)n ,ir"/
$Word (i"it8 <3061000&
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=or %our c+o)n ,ir" out(in t+ )ta!)9 )t#) and #roc))) in'o('d in t+ i"#("ntation o, 5u)in)) or
cor#orat )trat!% a) #art o, t+ )trat!ic "ana!"nt #roc))- inc(ud #rtinnt .a"#() ,ro" %our
c+o)n ,ir" to +i!+(i!+t t+ortica( a##(ication/
::NOTE8 ;ou do not nd to actua((% carr% out a ,u((% a##(id )trat!ic i"#("ntation 5ut %ou )+ou(d
i((u)trat %our t+ortica( 5a)d an)7r 7it+ )o" )#ci,ic .a"#() r(atd to %our c+o)n ,ir"/
$Word (i"it8 <3061000&
Co&+lu'io& $Word (i"it8 200&
Re*e#e&+e Li' 6No Bi.lio"#a,)y #e7ui#ed8
A,,e&di+e'
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620?8
@&o0led"e
620?8
A&aly'i'
620?8
A#"u(e& a&d S#u+u#e
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C#ii+al E%aluaio&
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A#e'e&aio&
6B?8
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00 A 03%
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40 A 42%
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30 A 32%
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Commentary on the Assessment Criteria / Marking scheme
Rele%a&+e 60ei")i&"! 20?8
Directly relevant to the requirements of the assessment
;ou nd to do 7+at t+ a))i!n"nt r*uir)/ Rad t+ *u)tion1ta)? car,u((% and do 7+at it a)?) rat+r
t+at 7+at %ou 7ou(d #r,r to do/ F# ,ocu)d on t+ *u)tion1ta)? and a'oid irr('ant "atria(/
GT+ ai" i) to !i' a t+ortica( out(in o'r'i7 o, t+ H)trat!ic "ana!"nt #roc))@/ T+i) nd) to
co'r in t+ t+r "ain #art) out(in o'r'i7) o, H)trat!ic ana(%)i)@9 H)trat!% ,or"u(ation@ and H)trat!%
i"#("ntation@/ ;ou nd to d"on)trat t+at %ou undr)tand +o7 ac+ o, t+) )ta!) ,it) into t+
)trat!ic "ana!"nt #roc))/ ;ou a()o nd to d"on)trat t+at %ou undr)tand +o7 ac+ o, t+
a##roac+) and tc+ni*u) ,it to!t+r and contri5ut/ R""5r t+at an out(in o'r'i7 i) a(( t+at i)
r*uird/ ;ou do not nd to carr%out an% o, t+ #rocdur) $,u((% a##(id o'r'i7& on(% out(in 7+at t+%
in'o('9 +o7 t+% ,it to!t+r and +o7 t+% contri5ut/ T+ "#+a)i) i) on a)?in! t+ ri!+t *u)tion) rat+r
t+an #ro'idin! t+ an)7r)/ Under this criterion we are looking to see that you have done the right things
rather than the depth of your knowledge, analysis and so oni.e. why the process is relevant for firm
@&o0led"e 60ei")i&" 20?8
A sustantial knowledge of relevant material, showing a clear grasp of themes, questions and issues..
;ou nd to d"on)trat %our ?no7(d! o, t+ r('ant "atria(/ D"on)trat to %our radr t+at %ou
ra((% undr)tand t+ "atria( and t+at %ou ar not "r(% #ara#+ra)in!/ A !ood u) o, a##(ication) and
.a"#() 7i(( 5 u),u( in doin! t+i)/
Under this criterion we are looking to see that you understand what is meant y the !strategic
management process", !strategic analysis", !strategy formulation" !strategic implementation" and their
component parts.. #here will e a tendency to give definitions either as direct quotations or paraphrased.
$tudents need to demonstrate a real understanding y offering a selection of key applications and
illustrating these with relevant concepts. %or e&ample, if you have chosen to focus on a cloth weaving firm
then you need to illustrate the concepts as far as possile in relation to cloth weaving.
A&aly'i' 60ei")i&" 20?8
'ood analysis, clear and orderly.
;ou nd to !i' a !ood ana(%)i) $.#(anation& and a'oid too "uc+ d)cri#tion/ D)cri#tion i) r(ati'(%
)u#r,icia( 7+ra) ana(%)i) !i') a d#r .#(anation/
$tudents will tend to descrie what is meant y the different stages of the strategic management process
and so on. (hat is needed here is analysis )e&planation*.%or e&ample, when considering the potential
impact of a theoretical concept+model in relation to a firm. ,t is not sufficient to merely say that the
concept+model is appropriate, instead offer oth pro"s and con"s for use of the concept+model and their
impact on the strategic process i.e. some e&planation of how they could impact the process
A#"u(e& a&d S#u+u#e 60ei")i&"! 20?8
'enerally coherent and logically structured, using an appropriate mode of argument and+or theoretical
model)s*
;our ar!u"nt nd) to 5 c(ar9 co+rnt and (o!ica( and %ou )+ou(d u) r('ant t+ortica( "od() and
'idnc in )u##ort o, %our ar!u"nt/ A'oid "r a))rtion/ Ma? )ur t+at %ou undr)tand 7+at %our
ar!u"nt i) and a'oid "r(% )trin!in! to!t+r a )ri) o, #oint)/
Assertions need to e sustantiated either y reference to authoritative sources or y evidence and logical
argument. %or e&ample, a statement aout a firm"s strength in marketing would need to e sustantiated y
a reference to an authoritative report or article. #his could give it a competitive advantage over rivals
ecause...............
Wa?n))) in t+i) ara 7ou(d 5 indicatd 5% "a?in! co""nt) )uc+ a) HSu5)tantiatI@9 HW+%J@9 HEo7J
and )o on/.K
C#ii+al E%aluaio& 60ei")i&" 10?8
-ay contain some distinctive or independent thinking. may egin to formulate an independent position in
relation to theory and+or practice.
To !ain t+) "ar?) %ou nd to 5 d"on)tratin! %our o7n Bud!"nt rat+r t+an Bu)t r(%in! on t+
Bud!"nt) o, ot+r)/ =or .a"#(9 G!A" considers that. !/" considers that. 0n alance this
report reaches the following conclusion.........
T+ r*uir"nt o, t+i) a))i!n"nt cannot 5 co"#(td r(%in! on t+ 7or? o, ot+r) )o an% ra)ona5(%
)ucc)),u( #a#r in tr") o, t+ ar(ir critria )+ou(d +a' a ,air(% +i!+ ('( o, ori!ina(it%/
A#e'e&aio& 60ei")i&" B?8
(ell written, with standard spelling and grammar, in a readale style with acceptale format.
An Gacc#ta5( ,or"atK ,or a r#ort 7i(( 5 r(ati'(% ,or"a( in )t%( 7it+ +adin!) and )u56+adin!)/
Re*e#e&+e o Lie#au#e 60ei")i&"! B?8
1ritical appraisal of up2to2date and+or appropriate literature. 3ecognition of different perspectives. 4ery
good use of source material. Uses a range of sources.
;ou nd to d"on)trat a !ood u) o, a ran! and *ua(it% o, u#6to6dat )ourc "atria()/ Ditratur u)9
(i"itd to t+ "ain t.t and1or )u#r,icia(1out6o,6dat 777 )ourc) 7ou(d )cor 5ad(% a) t+) +i!+(i!+t
it+r a !ratr d#t+ and undr)tandin! o, t+ to#ic or a(trnati'(% a (i"itd undr)tandin! and +nc (ac?
o, r('ant r(ation)+i# to t+or%/
In addition9 a(( 7or? "u)t 5 r,rncd corrct(% u)in! t+ Ear'ard )t%(/ $S a !uid to Ear'ard
r,rncin! ,ro" t+ Di5rar% Sr'ic)&/ Sriou) ca)) o, #(a!iari)" or co((u)ion 7i(( 5 r#ortd to an
In,rin!"nt >an(/