RECENT ASSIGNMENT

Course Description
(Higher Education)
School:
Federation Business School
Course Title:
Competitive Analysis
Course Code:
BUMKT 5922
Teaching Location:
Multiple/All
Credit Points:
15
Semester, Year:
Semester 2, 2015
Prerequisite(s):
Nil
Corequisite(s):
Nil
Exclusion(s):
Nil
ASCED Code: 080301
Program Level:
Level of course AQF Level(s) of Program in Program
5 6 7 8 9 10
Introductory X
Intermediate
Advanced
Organisation:
Staff
Lecturer Details Tutor Details (if relevant)
Name Ian Dunbar
Email Contact idunbar@atmc.edu.au
Office Location &
Campus ATMC, Sydney
Phone Contact
Consultation Hours Wednesdays and Fridays 1.00 pm – 2.30 pm.
Wednesday and Friday mornings from 9.30 am, by appointment
Prescribed Text
This course will be conducted on the presumption that students have a copy of:
Grant, R. M. (2013) Contemporary Strategy Analysis – Text and Cases (8th ed.) Oxford: Blackwell. This is a revised and improved edition – it has several different chapters and a selection of very relevant case studies.
Student Responsibility
It is the responsibility of every student to be aware of the requirements for this course, and understand the specific details included in this document.
For full details of programs and school procedures, please refer to the Federation Business School Programs Handbook available at http://federation.edu.au/faculties-and-schools/federation-business-school/student-resources/continuingstudents/timetables
Students should be aware of the content of the handbook, particularly:
• Special Consideration process and forms
• Assignment Coversheet
• Submission of tasks and assignments
• Grading codes
• Appeal process
• Unsatisfactory progress - Early Intervention
It is emphasised that this course requires a significant commitment outside of formal class contact. The learning tasks in this course may include classes (lectures, tutorials or seminars), required reading, the preparation of answers to set questions, exercises and problems, and self-study. In addition, students may be required to complete an assignment, test or examination.
The table below is an example of the suggested time allocations for this course.
Classes 3 hours per topic 36 hours
Reading 2 hours per topic 24 hours
Preparation of set questions, exercises and problems 4 hours per topic 48 hours
Preparation of assignment 20 hours
Study and revision for test and end of semester examination 22 hours
TOTAL 150 hours
Attendance and Participation
It is in students’ interest to make every effort to attend all the classes for this course and to complete all preparatory and assessment tasks. It is our experience that those students who do not attend class or carry out the associated activities are more likely to do poorly or to fail the course completely.
Late Submission
Assessment tasks submitted after the due date, without prior approval/arrangement, will be penalised at 10% of the available marks per day. Requests for extension of time must be made with the lecturer concerned and based on Special Consideration guidelines http://policy.federation.edu.au/student_services_and_administration/enrolment/special_consideration/ch01.php
Moderation of Results
Moderation refers to the practice of quality assurance of assessable tasks and marking carried out at any of the School’s Partner Providers’ locations. Moderation addresses the interests of students, staff, the School’s partners and external stakeholders. Moderation seeks to ensure that:
• Good practice in assessment is being applied consistently across the institution and its programs;
• Student performance is being properly, fairly and consistently judged for all students undertaking the same course of study; and
• Standards expected of, and achieved by, students are appropriate, reliable and comparable to good practice at the University and nationally.
Standardisation of assessment may result in a student’s mark being amended. This is your guarantee that your results are comparable to Federation University results in all locations.
Course Evaluation
We welcome feedback as one way to keep improving this course. Students are encouraged to provide course feedback through eVALUate, the University’s online student feedback system. eVALUate will be available to students during Weeks 10 and 11 by the Student Survey dashboard system using FedUni student user names and passwords.
Moodle
Moodle is used to host course resources for all courses. Students can download lecture and tutorial notes to support class participation. Students login to Moodle at https://moodle.federation.edu.au/login/index.php
Generally, assessments are submitted online through Moodle. Should you need assistance, please use the available resources and support through the drop-down menus in Moodle.
Plagiarism:
Plagiarism is the presentation of the expressed thought or work of another person as though it is one's own without properly acknowledging that person.
Students must not allow other students to copy their work and must take care to safeguard against this happening. In cases of copying, normally all students involved will be penalised equally; an exception will be if the student can demonstrate the work is their own and they took reasonable care to safeguard against copying.
Plagiarism is a serious offence. Please refer to the following documents:
• Statute 6.1: Student Discipline
• Regulation 6.1: Student Discipline
• Regulation 6.1.1: Plagiarism
Adopted Reference Style:
APA
The link to the library website for more information is: FedUni Library - Referencing
Learning Outcomes:
Graduate Attributes
Study of BUMKT 5922 allows students to potentially develop the following attributes.
Graduate Attribute Brief Description Low Focus Medium Focus High Focus
Continuous Learning Case studies and real-world examples covering many contexts and situations are a key part of this
course. These and associated discussion and learning tasks will deepen awareness and understanding of key drivers of firm's overall success. X
Self-Reliance The strong practical and theoretical aspects of this course, the requirement for well-developed research and analytical skills provide a solid base
for future robust, integrated and confident input into decision marketing. This is underpinned by learning tasks that require professional debate and presentations—both written and oral. X
Engaged citizenship Most business decision making is undertaken in a range of group situations. This is mirrored in this
course via debate and learning tasks. The diversity of issues, contexts and material used in this course adds to the way this course prepares students for wider engagement. X
Social Responsibility The integrated nature of this course reinforces the importance of decisions to be made against a
wide range of factors. The discussion and learning tasks of this course requires students to be very aware of key broader societal and ethical issues— both current and future. X
Knowledge
Knowledge development is via the following key areas.
K1 Identify the key macro-environment issues and how these influence business management decagons and decision
K2 Assess the dynamics and issues that operate within respective industry sectors (sub-sectors) and how these will shape and guide business management
K3 Identify and relate the many areas of firm level analysis and how such an understanding will influence business decision making and associated firm performance
K4 Appraise the main forms of business strategy options that can be considered and implemented
K5 Critically analyse business management decisions in the light of wider contexts and operating environments
K6 Recognise the many linkages between the sources of competitive advantage and overall organisational
competitiveness and performance
Skills
Key skills developed via this unit include:
S1 Research and investigate an organisation's operating environment
S2 Synthesise and interpret the inter-linkages and inter-dependencies that exists—both within an organisation and between organisations and its wider environment
S3 Critically evaluate the sustainable competitive advantage (and its underlying drivers) for an organisation
S4 Critique the performance of an organisation
S5 Develop and provide, with supporting rationale, strategic options for the organisation’s future
Application of knowledge and skills
Knowledge and skills are developed via the following:
A1 Adopt and apply a rigorous and balanced approach to research and analysis, and associated synthesis and interpretation of the key factors shaping and impacting management decisions and decision making, with the appropriate use of industry recognised tools of analysis
A2 Independently and with strategic insight, identify and explain the key sources of the organisation’s underlying performance, using a range of measures
A3 Develop and outline the key strategic options the organisation might consider implementing--with supporting
rationale and logic.
Course Content:
The following outlines key aspects of this unit.
• The concept of strategy
• Tools of strategic management: goals, values and performance
• The analysis of industry and competition
• Internal environment of the firm: resources and capabilities analysis
• Internal environment of the firm: organisation and management systems
• The nature and sources of competitive advantage
• Business strategies and industry evolution
• Business strategies in different industry contexts
Values:
This course will assist students to value:
• The complexities and dynamics of the business operating environment—mainly at the macro and industry level
• The key factors that support an organisation's sustainable competitive advantage
• The principal strategic options organisations might consider and implement to achieve superior performance
• The core underlying resources, capabilities and competencies that support business success
• The importance of key external and internal stakeholders and the associated expectations and impacts
• The emerging and evolving impact of global and technology factors on performance
Learning Tasks and Assessment:
At the University a PASS is usually achieved at 50%. For courses listed below, a mark of at least 40% in the examination must additionally be achieved.
BUACC1506, BUACC1507, BUACC1521, BUEBU1501, BUECO1507, BUECO1508, BUENT1531, BUHRM1501,
BULAW1502, BULAW1503, BUMGT1501, BUMKT1501, BUMKT1503, BUTSM1501, BUTSM1502, BUACC5901, BUACC5930, BUACC5937, BUECO5903, BUHRM5912, BULAW5911, BULAW5914, BULAW5915, BUMGT5921, BUMKT5901, BUMKT5922.
Students are strongly advised to attempt ALL assessment tasks. Students who do not submit a task(s) or fail a task(s) in the semester will be identified as a ‘student at risk’ of unsatisfactory academic progress (outlined in the School Handbooks) and will be directed to the School’s Intervention Program. Students who encounter difficulties or who are otherwise concerned regarding their progress should consult their lecturer.
Assessment criteria set out the details by which performance in each task will be judged. This information will give a clear and explicit understanding of the expected standards to be achieved relative to the marks awarded.
The following summarises the prescribed assessment tasks:
Learning outcomes assessed Assessment Task Assessment Type Weighting
1. K1,K2,K3,
S1
Assessing core principles and theories and ability to apply associated analytical frameworks Test/Workshop Exercises 20%
2. K4,K5,K6,
S1,S2,S3
A1,A3 Analyse firm, organisation or industry using a range of approaches Assignment/Report/Essay 30%
3. K3,K4
S3,S4,S5
A2,A3 Review and analyse material across the course Exam 50%
Assessment Task 1: Test/Workshop Exercises (20%)
Over the teaching period you will be required to undertake a mix of small tasks that might include the following.
Test (10) %)
A multiple choice and / or short answer test covering the first four chapters of your text book.
Workshop Exercises (10%)
Over the teaching period students will be required to undertake at least two (2) workshop based activities. These are designed to assess student understanding of the core principles and theories of the course. It also assesses student ability to apply associated analytical frameworks – as taught and discussed in this course.
Your lecturer will advise you of when these are to be conducted and the requirements for each task.
Assessment Task 2: Assignment (30%)
• Length: A written report of approximately 2,500 word
• Due: TBA
Task Requirements
You are to choose two of the following tools/frameworks:
• Value Chain
• Balanced Scorecard
• BCG Matrix
• GE Model – Business Strengths/Industry Attractiveness
You are then to undertake a literature review of the selected frameworks, assessing its value as a guide to developing strategy and decision making.
You are then to analyse an individual frim/organisation - using a range of approaches and frameworks.
This assignment will allow you to demonstrate:
(a) an in-depth understanding of the firm level analysis frameworks, and
(b) an ability to undertake detailed analysis of an individual firm (SBU) or organisation
Part A: Selected Framework – Critique
To successfully address this part you must:
1) Provide a scholarly overview of the “selected frameworks” by finding, reading and synthesizing information from texts and peer reviewed journals. You are to comment on at least two (2) contemporary examples of the “selected framework” being applied in the “real world”. These examples must be found in peer reviewed journals published since January, 2005
Your comments should summarise the central themes and scope of the works and identify whether they have contributed to your understanding of this framework. You must also provide a copy of the abstract of the article with full bibliographical details.
Appropriate texts and peer reviewed journals can be accessed through the library and your campus library.
2) Write a critique of the “selected framework” that provides an assessment of its usefulness as an analytical tool for understanding and developing competitive analysis. To achieve this you should reflect upon, and draw upon, the findings of the above.
Part B: Firm Level Analysis
Using an individual firm (or a strategic business unit of a firm) you are undertake a detailed resource analysis of a selected and approved firm (or a firm’s strategic business unit).
This will allow you to develop a very thorough and well-based analysis of the firm's resources, capabilities and core competencies. These all influence the firm's sustainable competitive advantage and are a key consideration in future business strategy.
You should analyse the firm using a range (e.g. 2-3) of appropriate frameworks – including the “selected framework”. This helps to reinforce that firm level analysis typically requires information to be generated from several perspectives – each yielding differing outcomes.
The choice of firm is to be approved by your lecturer and your lecturer will be able to provide some appropriate guidance.
There are many approaches to undertaking firm level analysis and throughout the unit you will be provided with material and associated discussion about several of these.
Your lecturer will be able to assist you with your choice of analytical frameworks to consider using.
Assessment Criteria:
The assignment will be assessed against the following criteria:
• Your ability to interpret, analyse, and respond to the question asked in an appropriate manner
• The thoroughness of research undertaken, extent of reading, collection of relevant data, and quality of sources consulted, etc.
• Your ability to analyse source material and draw valid conclusions to support arguments etc.
• Evidence of your understanding of firm level analysis and your ability to apply firm level analysis frameworks and perspectives
• Evidence of personal reflection and insight
• Full acknowledgment of sources consulted, references used etc. including the bibliography
• Evidence of your ability to logically arrange and present the materials to an acceptable standard
Key Further Issues
1) Task Assessor
This will be assessed by your lecturer. Your lecturer will liaise with/receive support from the course coordinator.
2) Suggested time to devote to this task
Given the need for research, analysis, synthesis, critical thinking and report writing etc. it is suggested that a minimum of 30 hours is required.
3) Submission details
Please check with your lecturer/support staff regarding issues like due date and the method/timing of submission.
4) Feedback and return of work.
Feedback will be provided by your lecturer via a mix of individual comments and group discussion individual.
Assessment Task 3: End of Semester Examination (50%)
A time constrained task will be undertaken during the examination period. All material covered in this course is examinable. This exam will count for 50% of your final grade in this course.
Further information will be provided by your lecturer ahead of the exam being undertaken.
Sequence:
As semesters and contact hours vary between teaching locations, delivery is usually scheduled across three hours a week for 12 weeks. As the University offers many programs in a variety of formats please contact local lecturers for further information about the schedule.
Please note that the sequence and content of lectures and tutorials may need to be changed and the following information should be used as a guide only.
Note: Please ensure you are familiar with the allocation of “chapters to topics” - i.e. across the two editions of the text book.
Topic Focus Chapter Edition 7 Chapter Edition 8
1 The concept of strategy Ch. 1 Ch. 1
2 Tools of strategic management: goals, values and performance Ch. 2 Ch. 2
3 The analysis of industry and competition Ch. 3 & 4 Ch. 3 & 4
4 Internal environment of the firm: resources and capabilities analysis Ch. 5 & 6 Ch. 5
5 Internal environment of the firm: organisation and management systems Ch. 7 Ch. 6
6 The nature and sources of competitive advantage Ch. 8, 9 & 10 Ch. 7
8 Business strategies and industry evolution Ch. 11 Ch. 8
10 Business strategies in different industry contexts Ch. 12 & 13 Ch. 9 & 10
11 Current Trends in Strategic Management Ch. 18 Ch. 16
Additional Resources:
A wide variety of strategic management texts are available. All of them cover analytical techniques that are appropriate for your studies in this course.
Abraham, S.C. (2006) Strategic Planning: A practical guide for competitive success. Mason, OH. Thomson SouthWestern.
Ansoff, H.I. and McDonnell, E. (1990). The Essence of Strategic Management, New York: Prentice Hall.
Brewster, D. (1997). Business Economics. London: Dryden.
Collis, D.J. and Montgomery, C.A. (2006), Corporate Strategy: A Resource-Based Approach, 2/e, New York: McGraw
Hill.
D’Aveni, R.A. and Gunther, R. (1995). Hyper-competitive Rivalries. New York: Free Press.
David, F, (2006) Strategic Management: Concepts and Cases, 10th edition, Pearson
Fleisher, Craig S. and Bensoussan, Babette E. (2007) Business and Competitive Analysis: Effective Application of New and Classic Methods. Upper Saddle River: FT Press.
Ford, D. and Saren, M. (1996). Technology Strategy for Business. London: International Thomson Business Press.
Ghemawat, P. (2001). Strategy and the Business Landscape. New Jersey: Prentice Hall.
Grant, R. M. (2008). Cases to Accompany Contemporary Strategy Analysis (6th ed.) Oxford: Blackwell.
Ireland, R.D. Hoskisson, R.E. & Hitt, M.A. (2008). Understanding Business Strategy. (2nd Ed.) Mason, OH. SouthWestern Cengage Learning
Hoskisson, R.E., Hitt, M.A. & Ireland, R.D. (2004) Competing for Advantage. Mason, OH. Thomson South-Western.
Kay, J. (1993). Foundations of Corporate Success. New York: Oxford University Press.
Michalowski, D. (1995). Sustaining Competitive Advantage South Melbourne: Pitman Publishing
Thompson, A.A. Jr., Strickland III, A.J. and Gamble, J.E. (2005) Crafting and Executing Strategy: The Quest for Competitive Advantage 14th New York: McGraw-Hill Irwin.
There are a number of journals available to you through the UB library such as The Strategic Management Journal,
Harvard Business Review, Academy of Management Review, The Journal of Business Strategy, and National Business Review. These journals, and the many others available on the databases, provide you with a ready resource of relevant material for this course. As well as these journals various websites such as www.bcg.com, www.mckinsey.com, and www.bain.com may also be of interest. See, for example, selected articles from The McKinsey Quarterly on the McKinsey websites.
The link to the library website for more information is:
http://www.federation.edu.au/current-students/assistance,-support-and-services/academic-support/learning-andstudy/resources/general-guide-for-the-presentation-of-academic-work
Marking Guides/Rubrics:
These will be provided to you by your lecturer.
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