MBL923P Module Overview 2015

2015 MBL923P

Module overview 2015

Strategy Dynamics and International Business

MBL923P

IMPORTANT INFORMATION:

This module overview contains important information about your module.

2 Last updated: 17/12/2015

CONTENTS Page

CONTENTS ............................................................................................................................................. 2

1 INTRODUCTION .......................................................................................................................... 3

2 PURPOSE AND BROAD AND SPECIFIC OUTCOMES FOR THE MODULE .............................. 3

2.1 Purpose ........................................................................................................................................ 3

2.2 Broad and specific outcomes ........................................................................................................ 4

3 LECTURER(S) AND CONTACT DETAILS ................................................................................... 5

3.1 Lecturer(s) .................................................................................................................................... 5

3.2 Area .............................................................................................................................................. 5

3.3 University ...................................................................................................................................... 5

4 MODULE-RELATED RESOURCES ............................................................................................. 6

4.1 Prescribed books .......................................................................................................................... 6

4.2 Recommended books ................................................................................................................... 6

4.3 Electronic reserves (e-reserves) ................................................................................................... 6

5 TOPICS ........................................................................................................................................ 7

6 STUDY SCHOOL PLAN ............................................................................................................. 14

6.1 Study school 1 ........................................................................................................................... 14

6.2 Study school 2 ........................................................................................................................... 14

7 MODULE-SPECIFIC STUDY PLAN ........................................................................................... 14

8 ASSESSMENT ........................................................................................................................... 14

8.1 Assessment on postgraduate level ............................................................................................. 14

8.2 Assessment plan ........................................................................................................................ 15

8.3 General assignment numbers ..................................................................................................... 15

8.3.1 Due dates for assignments ......................................................................................................... 15

8.4 Submission of assignments ........................................................................................................ 16

8.5 Assignments ............................................................................................................................... 16

8.5.1 Group assignments ..................................................................................................................... 16

8.5.2 Repeaters’ individual assignments .............................................................................................. 18

8.6 Marking guideline/matrix/rubric

9 OTHER ASSESSMENT METHODS ........................................................................................... 20

10 EXAMINATION ........................................................................................................................... 21

11 FREQUENTLY ASKED QUESTIONS ........................................................................................ 21

12 SOURCES CONSULTED ........................................................................................................... 21

13 CONCLUSION ............................................................................................................................ 21

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1 INTRODUCTION

Whereas the strategy module in MBL I focused on understanding the processes of formulating

and implementing strategy, this module emphasises the content of strategy. More specifically,

we focus on understanding how competitive advantage is achieved and sustained in the local,

regional and global business environments. This integrative course introduces future executives

and strategic decision-makers to the demands of a diverse and complex global business

environment and applies dynamic theories of strategy to building and protecting competitive

advantage.

Of particular interest to us in this module is how sources of competitive advantage change over

time, in other words the dynamic nature of strategy. Think of the life cycle of a small, local,

single business with perhaps only one location. As it achieves success (competitive advantage)

it may open other branches, and may then venture into other types of related businesses, or it

may venture into other countries and regions.

If we consider South African Breweries, for example, this globally successful brewing company

started out as a small brewery in the gold mining town of Johannesburg in 1895 with Castle

Lager as its only brand. In 1902 the company first expanded internationally when it established

Rhodesian Breweries in Rhodesia (Zimbabwe). In 1917 the company first expanded in terms of

scope when it acquired Union Glass, a strategic move to ensure the supply of glass during a

time when there was an acute shortage of glass. These strategic moves were early signs of a

series of strategic decisions over many years that saw the company grow into a multi-business

corporation though mergers, acquisitions and investments in new regions and businesses,

becoming first a dominant regional competitor in Southern Africa and eventually, after acquiring

Miller in the USA, a global brewing company (SABMiller), one of the largest in the world. Even

today, SABMiller’s quest for competitive advantage continues as it strives to achieve success in

emerging markets like China and India (SABMiller, 2013). The strategic decisions exhibited by

SABMiller are characteristic of a company continually striving to create shareholder value

through successful individual businesses, expanded corporate scope and international

presence – the focus areas of this module.

2 PURPOSE AND BROAD AND SPECIFIC OUTCOMES FOR THE MODULE

2.1 Purpose

The purpose of this module is to enable students to understand how sources of competitive

advantage evolve over time. Qualifying students will be able to identify instances of dynamic

strategy and make recommendations on sustaining competitive advantage; corporate strategic

decisions and management; and international strategy and management.


2.2 Broad and specific outcomes

Specific outcome 1:

Students are able to appraise the evolving sources of competitive advantage in a multi-business

setting and make appropriate recommendations for sustaining such advantage.

Assessment criteria

Evidence shows that students can

describe the different sources of competitive advantage

identify sources of competitive advantage in an organisation

describe the dynamic nature of competitive advantage

critically evaluate strategic decisions on the basis of sustainable competitive advantage

Specific outcome 2:

Students are able to appraise the corporate strategic decisions and management in a multi-

business organisation and make appropriate recommendations.

Assessment criteria


identify, describe, analyse and make recommendations on the scope of a firm within a

corporate strategy context

critically identify the types of diversification and also evaluate diversification strategies

within a corporate strategy context

critically evaluate the strategic implications of, and decisions regarding, vertical

integration within a corporate strategic framework

describe and demonstrate the management of a portfolio of businesses

Specific outcome 3:

Students are able to appraise the international strategic decisions and management in an

international organisation and make appropriate recommendations.

Assessment criteria


describe the principles of international strategy

identify and critically assess the merits of the various “international” strategies proposed

by Hill

describe and discuss the regional strategies for global expansion proposed by

Ghemawat, and explain the correlation between these strategies and Hill’s “international”

strategies

make appropriate recommendations to multi-business corporations on their international

strategy and management

describe the functional and operational strategies for an international business

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3 LECTURER(S) AND CONTACT DETAILS

3.1 Lecturer(s)

The lecturer for this module is:

PROF PEET VENTER

Office: 4-32, Unisa SBL Campus, Corner of Janadel and Alexandra Avenues, Midrand

Telephone number: +27 11 652 0346

E-mail address: [email protected]

Fax number: +27 11 652 0371

Lecturers can assist with enquiries of an academic nature only, such as enquiries about the contents of assignments.

You must provide your student number and the course code of this module (MBL923P) whenever you send us an enquiry.

3.2 Area

Please direct any administrative enquiries concerning the Strategy and Marketing area to our administrative support staff.

Strategy and Marketing Area

Name Ms Tintswalo Mathebula

Telephone number + 27 11 652 0319

E-mail address [email protected]

3.3 University

The contact points for any enquiries about administrative support are listed below. Remember to use your student number as a reference whenever you contact the University.

Description of enquiry Telephone E-mail address

Reception / Information Desk +27 11 652 0214/48 Zinhle Rakhomo [email protected]

Registrations +27 11 652 0290 [email protected]

Prescribed Books +27 11 652 0218 Terrance Lebepe [email protected]

MBL2 Programme Administration +27 11 652 0202 Marianne Snyman [email protected]

Library +27 11 652 0341/2

Megan Scheeper/Lindi Ncongwane - [email protected]/[email protected]

EDS Support +27 11 652 0249 +27 11 652 0358

[email protected]

mailto:[email protected]






mailto:[email protected]/[email protected]

mailto:[email protected]/[email protected]



myUnisa 43582 (SMS) [email protected]

Finance +27 11 652 0324 [email protected]

4 MODULE-RELATED RESOURCES

4.1 Prescribed books

Grant, R.M. 2013. Contemporary strategy analysis text and cases. 8th edition. Malden, MA:

Blackwell.

Hill, C.W.L. 2011. International business: competing in the marketplace. 9th edition. New York:

McGraw Hill. (Also issued for MBL 1.)

4.2 Recommended books

Louw, L. & Venter, P. 2014. Strategic management: developing sustainability in Southern Africa.

3rd edition. Cape Town: Oxford University Press.

4.3 Electronic reserves (e-reserves)

The following articles are linked through the Unisa SBL EDS. If you are on the EDS home page for MBL923P you can access the articles. Articles should be downloaded, used as part of your course contents and included as referencing in your assignments. They should also assist you in preparing for the examination.

Bartlett, C.A. 2000. Going global: lessons from late movers. Harvard Business Review,

78(2):132–142.

Ghemawat, P. & Del Sol, P. 1998. Commitment versus flexibility. California Management

Review, 40(4):26–42.

Hamel, G. & Prahalad, C.K. 1994. Competing for the future. Harvard Business Review,

72(4):122–125.

Feurer, R., Chaharbaghi, K. & Distel, M. 1995. Dynamic strategy ownership. Management

Decision, 33(4):12–21.

Ghemawat, P. 2001. Distance still matters: the hard reality of global expansion. Harvard

Business Review, 79(8):137-147.

Gupta, A.K. & Govindarajan, V. 2000. Managing global expansion: a conceptual framework.

Business Horizons, 43(2):45–54.



http://0-search.ebscohost.com.oasis.unisa.ac.za/login.aspx?direct=true&db=bth&AN=2839630&site=ehost-live&scope=site



http://0-www.emeraldinsight.com.oasis.unisa.ac.za/doi/abs/10.1108/00251749510084635


http://0-www.sciencedirect.com.oasis.unisa.ac.za/science/article/pii/S0007681300885602

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Piddun, U., Rubner, H., Krühler, M., Untiedt, R. & Nippa, M. 2011. Corporate portfolio

management: theory and practice. Journal of Applied Corporate Finance, 23(1):63-76.

Rosenzweig, P. 1995. Managing the new global workforce: fostering diversity and forging

consistency. European Management Journal, 16(6):644–652.

Ambos, B. & Mahnke, V. 2010. How do MNC headquarters add value? Management

International Review, 50(4): 403-412.

5 TOPICS

5.1 Analysis of competitive advantage

5.1.1 Tuition period

Time allocation: Before study school 1

5.1.2 Specific outcomes



5.1.3 Critical questions

The term “competitive advantage” is often used (and misused!) in the corporate environment,

and various meanings have been ascribed to it. Take a moment to reflect on the following

questions:

What does “competitive advantage” mean to your business?

Can one talk about a competitive advantage in a not-for-profit setting?

How is a competitive advantage established?

How can competitive advantage be sustained?

If one considers Grant’s (2010) suggestion that a competitive advantage is not necessarily

limited to greater profitability, understanding competitive advantage becomes quite complex.

This topic explores the following questions:

How does competitive advantage emerge?

How is competitive advantage sustained, and is sustainability even possible?

What are the key drivers of a cost and differentiation advantage?

What are the implications of a dynamic view of strategy for competitive advantage?

What role do resources and capabilities play in establishing and sustaining competitive

advantage?

5.1.4 Learning through activities

In this module, we assume that you have covered the basic theories of competitive advantage

as represented by industry positioning (e.g. Michael Porter) and the resource-based view (e.g.

Jay Barney). If you need to review this again, please read chapters 1 to 7 of the prescribed

book by Grant (2013).







For this topic, you should study the following resources:

chapter 7 in Grant, R.M. 2013. Contemporary strategy analysis text and cases. 8th

edition. Malden, MA: Blackwell

Ghemawat, P. & Del Sol, P. 1998. Commitment versus flexibility. California Management

Review, 40(4):26–42

Baroto, M.B., Bin Abdullah, M.M. & Wan, H.L. 2012. Hybrid strategy: a new strategy for

competitive advantage. International Journal of Business and Management, 7(20):120-

133

Hamel, G. & Prahalad, C.K. 1994. Competing for the future. Harvard Business Review,

72(4):122–125

Feurer, R., Chaharbaghi, K. & Distel, M. 1995. Dynamic strategy ownership.

Management Decision, 33(4):12–21

Wal-Mart Stores, Inc., June 2012. In Grant (2013: 503)

Harley Davidson, Inc., May 2012. In Grant (2013: 520)

The focal point of your learning for this topic is chapter 7 of the prescribed book by Grant

(2013).

In chapter 7, Grant (2013) examines the emergence of competitive advantage from two

sources:

responsiveness to external changes (e.g. Capitec Bank’s ability to offer services that

differ substantially from existing banking models)

innovation or "new game" strategies as a result of internal drivers of change (e.g.

Discovery’s innovative automotive insurance model)

Grant (2013) focuses on the supply-side and demand-side economics of competitive

advantage, namely cost and differentiation advantage. While the Wal-Mart case is a prime

example of a cost leader, the Harley Davidson case provides an excellent example of a

differentiator. Note the importance of the value chain in cost and differentiation analysis and the

identification of opportunities to attain a competitive advantage. However, it is also important to

examine the role of resources and capabilities in developing cost and differentiation advantage.

Baroto et al. (2012) argue that organisations do not have to focus on either cost or

differentiation as Porter has postulated, and that a hybrid model is possible.

The so-called dynamic views of strategy propose that organisations constantly develop new

competencies as their environments and the requirements for success change. Over time,

resources are typically committed and new capabilities developed to provide a future basis for

competitive advantage. The prescribed articles by Ghemawat and Del Sol (1998), Hamel and

Prahalad (1994) and Feurer, Chaharbaghi and Distel (1995) provide background on the

dynamic views of strategy.

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5.1.5 Self-assessment

Compare Wal-Mart and Harley Davidson in terms of their sources of competitive advantage.

How do the resources and capabilities of each organisation leverage their competitive

advantage?

Discuss the cases and the answers in your group.

5.1.6 Reflection

How relevant is the notion of a dynamic strategy in your industry (or, for that matter, in the

African context)?

5.1.7 Conclusion

So far we have established the following:

Competitive advantage is temporary.

Internal and external factors combine to provide the basis for a competitive advantage.

The basis for competitive advantage has to change as time passes and the business

environment changes.

The next topic takes this idea further, as we consider the effects of industry evolution and

industry type on competitive advantage.

5.2 Business strategies in different industry contexts







Several questions in the previous topic hinted that the particular industry has an important

bearing on competitive advantage and dynamic strategy. Those of you in service industries

may, for example, believe that your industry conditions are totally different from those prevailing

in the manufacturing industries. This may be a good time for you to think about the following:

What are the key success factors in your industry?

How do these factors affect your strategic options?

This topic examines the requirements for success (i.e. a competitive advantage) in different

industry settings and stages of maturity.



chapters 8-10 in Grant, R.M. 2013. Contemporary strategy analysis text and cases. 8th

edition. Malden, MA: Blackwell

Google, Inc.: What’s the corporate strategy? In Grant (2013: 709)


The idea of industry evolution is addressed in chapter 8 of Grant (2013). Many of you may be

familiar with the concept of the industry life cycle (ILC). This concept implies that industries

generally move through stages of demand growth, and that key success factors and strategic

options change as organisations move through the ILC. Consider the telecommunications

industry in South Africa. There are signs that cellular telecommunications in South Africa are

now entering a mature stage. The options available to new entrants such as Telkom Mobile may

accordingly be very limited.

In chapters 9 and 10 Grant (2013) explores competitive advantage in two specific industry

contexts: high-technology industries and mature industries. I believe that two important ideas

emerge from this section:

Innovation in itself does not necessarily translate into competitive advantage.

Industry maturity actually offers more strategic options than may be obvious at first

glance.

The Google case provides a good example of a company competing successfully in a

technology-intensive industry.


What are the reasons for Google’s success in a high technology industry? What are the key

competitive challenges it faces in the future?


5.2.6 Reflection

Take a few minutes to reflect on your learning so far:

Does the ILC play an important role in strategy, or does it simply constrain strategic

thinking?

Do you feel that key success factors (KSFs) are a useful concept, or are they something

sought after by all companies in an industry, but never quite achieved?

5.2.7 Conclusion

You should by now have a good conceptual understanding of the following:

the ILC and its implications for strategy

the role of innovation in technology-intensive industries

the strategic options available to organisations in mature industries

We now move on to the comprehensive and important topic of corporate strategic management.

5.3 Corporate strategy



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Students are able to appraise the corporate strategic decisions and management in a multi-

business organisation and make appropriate recommendations.


Owing to the size of transactions and the risk normally involved for shareholders, corporate

strategic decisions typically enjoy high visibility. Just recently, SABMiller made headlines when

its bid for Heineken Breweries was rejected, and analysts speculated that SABMiller might in

turn become a takeover target for American brewer Anheuser-Busch. Mergers, acquisitions and

takeovers are all forms of corporate strategy, and we hear and read about them almost every

day.

Think about the following:

Why do corporate-level strategic decisions occur?

Which factors influence the success of corporate strategic decisions?

Despite the high stakes involved, a disappointingly large number of corporate decisions fail to

add value to the corporate portfolio, mainly because few holding companies have a clear idea of

how to add value to subsidiaries.

Corporate strategy normally involves decisions about vertical scope, horizontal scope and

geographical scope. In this topic we focus on vertical and horizontal scope, and on the

management of multi-business corporations. Geographical scope is addressed in the topics on

international strategy.



chapters 11, 13, 14 and 15 in Grant, R.M. 2013. Contemporary strategy analysis text and

cases. 8th edition. Malden, MA: Blackwell

Piddun, U., Rubner, H., Krühler, M., Untiedt, R., The Boston Consulting Group & Nippa,

M. 2011. Corporate portfolio management: theory and practice. Journal of Applied

Corporate Finance, 23(1):63-76


International Review, 50(4):403-412

Google, Inc.: What’s the corporate strategy? In Grant (2013: 709)

the website of the Institute of Directors of SA (www.iodsa.co.za) and the articles on the

King Report; you will find there are useful resources in understanding some of the

principles of corporate strategy

In chapter 11 Grant refers to the vertical scope, or vertical integration, decision. This decision

requires corporations to think about positive and negative aspects of vertical integration (in

other words, whether it makes economic sense to integrate vertically), and how vertical

relationships could be structured.

In chapter 13 Grant addresses the decision of diversification, or product scope. The motives for

diversification and the potential competitive advantage to emerge from diversification are

http://www.iodsa.co.za/


discussed. In this chapter Grant makes a particularly important point about "relatedness" (in

other words, when is diversification related and when is it unrelated?). This section of the

prescribed book also examines the research and issues relating to diversification in practice.

The article by Piddun et al. (2011) considers the theory and practice of managing the diversified

corporate portfolio.

Chapter 14 addresses the important issue of managing the corporation. Quite often mergers

and acquisitions fail (despite the fact that they make strategic sense) because they are not

properly managed. The prescribed article by Ambos & Mahnke (2010) considers the role of the

corporate parent in Multinational Corporations (MNCs). Chapter 15 examines the three major

external growth strategies that play an important role in corporate strategy, namely mergers,

acquisitions and strategic alliances.


Critically evaluate Google’s corporate strategy. What recommendations would you make to

Google with regard to their corporate strategy?


5.3.6 Reflection

Now that you have assessed your position on some aspects of this topic, think about the

following:

How important do you think it is to "stick to your knitting" (i.e. not deviate from your core

business)?

Do you think that holding companies in South Africa create value? Why, or why not?

5.3.7 Conclusion

This topic addressed two types of corporate strategic decisions and the management of multi-

business corporations. The following topics address geographical scope, and especially the

context of internationalisation.

5.4 Global strategy development and implementation


Time allocation: Before assignment 2


Students are able to appraise the international strategic decisions and management in an

international organisation and make appropriate recommendations.


Why would a company want to invest outside its home country?

What are the main global growth models?



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chapters 13-20 in Hill, C.W.L. 2011. International business: competing in the

marketplace. 9th edition. New York: McGraw Hill

Bartlett, C.A. 2000. Going global: lessons from late movers. Harvard Business Review,

78(2):132–142

Ghemawat, P. 2001. Distance still matters: the hard reality of global expansion. Harvard

Business Review, 79(8):137-147

Gupta, A.K. & Govindarajan, V. 2000. Managing global expansion: a conceptual

framework. Business Horizons, 43(2):45–54

Rosenzweig, P. 1995. Managing the new global workforce: fostering diversity and forging

consistency. European Management Journal, 16(6):644–652

Grant, R.M. 2013. Contemporary strategy analysis text and cases. 8th edition. Malden,

MA: Blackwell


International Review, 50(4):403-412

Vodafone in 2012: Rethinking international strategy. In Grant (2013: 676)

This topic is broadly structured into three sub-topics. In the first instance, the focus is on the

development of international strategy by way of international strategic decisions and entry

strategies. This is covered in chapters 13 and 15, and the articles by Bartlett (2000), Ghemawat

(2001) and Gupta (2000) are also important resources in this regard.

Chapter 15 of Hill (2011) addresses the topic of organising international business, and the

article by Ambos & Mahnke (2010) examines the role of the MNC parent.

Chapters 16-20 in Hill (2011) examine the implementation of international strategy by virtue of

the various business functions. The article by Rosenzweig (1995) examines the important

element of managing the global workforce, one of the important elements of implementing an

international strategy.


Critically evaluate Vodafone’s international strategy. What recommendations would you make to

Vodafone with regard to their international strategy?


5.4.6 Reflection

Is your company involved in international business? If so, which part(s) of what you learnt from

the above chapters apply to your company? If not, can you identify relevant aspects with regard

to an international company that you are familiar with?

5.4.7 Conclusion

International business managers must understand the dynamics of global strategy development

and global venture creation, also in the context of the “global business environment”.


6 STUDY SCHOOL PLAN

All study schools are held in Midrand. Attendance is compulsory and students will be advised about the dates and venues well in advance. Students are responsible for their own accommodation, travel arrangements and expenses incurred while attending the study schools. Study schools give students an opportunity to network with fellow students and to interact with academics.

6.1 Study school 1

Topic number Topic description

1 Analysis of competitive advantage

2 Business strategies in different industry contexts

3 Corporate strategy (introduction)

6.2 Study school 2

Topic number Topic description

1 Corporate strategy

2 Global strategy development and implementation

7 MODULE-SPECIFIC STUDY PLAN

Use your my Studies @ Unisa brochure for general time management and planning skills. This brochure is available at http://www.unisa.ac.za/contents/study2012/docs/myStudies-Unisa-2014.pdf. We strongly recommend that you set a study programme for yourself for this year and that you allocate sufficient time to work through the study guide, to study and read the relevant sections of the prescribed books, to incorporate additional material if necessary, to do the assignments, and to prepare for the examination.

You will need to spend at least 200 hours working on this module. This includes approximately 83 hours of reading and studying the learning material, 67 hours of doing activities and assignments, and 50 hours of preparation for the examination. This includes attending the study school.

8 ASSESSMENT

The distributed distance learning elements comprise self-tuition and group work in which you must do both prescribed and recommended reading, complete assignments, and contribute to group activities.

8.1 Assessment on postgraduate level

There are different types of performance standards that one can use when assessing performance. This module is based on the mastery of specified learning outcomes that, along with assessment criteria, are included in this module overview. Standards for accrediting

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qualifications are set by the South African Qualifications Authority (SAQA), which oversees the National Qualifications Framework (NQF).

Assessment plays an important role in the learning process. The individual test and group assignments form part of the formative assessment in this module and are used to assess your progress during the year and to provide feedback which you can use to improve your future performance in this module. In addition to being assessed on the learning outcomes of the module, you will also be assessed on the critical cross-field outcomes (CCFOs) associated with the module and with postgraduate studies in general. These CCFOs are generic outcomes that inform all teaching and learning and they have been integrated with the formative and summative assessment in this module. The following table indicates some of the CCFOs and practical examples useful in assessing them:

CCFO Example

Organising and managing oneself and one’s activities responsibly and effectively

Submitting your completed assignment by the due date is an indication that you have mastered this outcome.

Collecting, analysing, organising and critically evaluating information

Searching for other sources, incorporating different views and forming a substantiated opinion are indications that you have mastered this outcome.

Communicating effectively using language skills in written presentation

Adhering to the technical requirements for an essay assignment is an indication that you have mastered this outcome.

For more information on the CCFOs, please visit the South African Qualifications Authority (SAQA) website at http://www.saqa.org.za.

8.2 Assessment plan

To determine how well you have accomplished the learning outcomes for the module, you will be assessed throughout the year by means of an individual test (on 17 June 2015), two group assignments and an examination. Group assignments contribute 24% towards the final mark of this module. The individual test is written towards the end of the first semester and contributes 16% towards the final mark. The weight of the year mark is 40% and that of the written examination is 60%.

8.3 General assignment numbers

Assignments are numbered consecutively per module, starting from 01.

8.3.1 Due dates for assignments

A due date is the last date on which the assignment should reach the university. If your assignment is not registered on the system by the due date, you should contact your lecturer immediately and have a copy of your assignment ready. The due dates for this module are:


Assignment

Due date Year mark contribution Type Marks

01 12 May 2015 Contributes 12% towards final mark Group 100

02 17 June 2015 Contributes 16% towards final mark Individual test

TBC

03 21 August 2015 Contributes 12% towards final mark Group 100

VERY IMPORTANT

Please ensure that your assignments reach us on or before the due dates. Penalties will be awarded for assignments received after the due date:

Assignments received up to 3 days after the due date will incur a 25% penalty.

Assignments received up to 6 days after the due date will incur a 50% penalty.

No assignment received 7 days or more after the due date will be marked. A mark of 0 will be recorded on the system.

8.4 Submission of assignments

All assignments are to be submitted online using the Electronic Delivery System (eds online). For detailed information on how to use the eds online and instructions about assignment submission, please refer to the eds Guide, which you received with your study package.

8.5 Assignments

We strongly recommend that students unfamiliar with the case method of learning visit the publisher Online Learning Centre (OLC) at www.mhhe.com/thompson. The OLC provides access to a guide to case analysis. This guide explains what a case is, why cases are a standard part of courses in strategy, how to prepare for a class discussion of a case, and how to prepare a written case analysis. All assignments are group assignments. Note, however, that repeaters of this module are expected to submit individual assignments. Also note that we will adopt a very strong stance on plagiarism for all assignments and may decide to take disciplinary steps against students who plagiarise. Plagiarism is the act of taking the words, ideas, and thoughts of others and passing them off as your own. It is a form of theft that involves a number of dishonest academic activities. An example of plagiarism is retrieving information from the internet, copying and pasting this information into your assignment and submitting it as your own work.

You may access the Unisa Policy for Copyright Infringement and Plagiarism from http://www.unisa.ac.za/Default.asp?Cmd=ViewContent&ContentID=27715

8.5.1 Group assignments

GROUP ASSIGNMENT 01

Topics 1 and 2

Due date: 12 May 2015

Technical requirements: Maximum length 15 A4 pages (excluding references and appendices), 12 Font, 1, 5 spacing (excluding

http://www.mhhe.com/thompson

http://www.unisa.ac.za/Default.asp?Cmd=ViewContent&ContentID=27715

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appendices). Kindly note that markers will only review the first 15 pages. Referencing: Harvard Referencing Method

Assignment question:

Select any listed company (listed on any securities exchange) of your choice and answer the

questions that follow.

1) Does the company have a competitive advantage? Provide a motivation for your answer.

2) What recommendations would you make to the management with regard to building or

sustaining competitive advantage? In your discussion you should address:

a. the current sources of competitive advantage

b. possible future sources of competitive advantage

c. sustainability of current and future sources of competitive advantage

d. the industry and industry life cycle and their effect on strategic direction

Assignment guidelines:

You will be required to conduct research by way of, for example, reviewing company involuntary

disclosures (e.g. annual reports), news reports and analyst commentary to demonstrate how

this company’s sources of competitive advantage have changed over time.

Please do not contact the company directly for commentary and interviews – listed

companies publish enough information for you to be able to do this assignment without having

to take up their executives’ time! If you would like to use an unlisted company for the

assignment, please contact me for permission – remember that the assignment has to be

conducted on a business organisation.

Please use the following assignment structure:

1. Company history – attach as Appendix A

2. Executive Summary – maximum of one page

3. Introduction – explains your approach and the content of the assignment

4. Discussion

5. Recommendations (with motivation – recommendations should flow from analysis)

6. Conclusion

7. Reference list

8. Appendices (note that appendices will not be marked)

Refer to the assessment guidelines included in this document as Annexure A before starting

with the assignment.

Your answers to the above will be assessed in terms of the level of communication displayed, the insights and inferences drawn, and your ability to show the implications of the factors that you have assessed and discussed. An answer that merely gives a list of events that have happened or a synopsis of a situation, without showing insight into the reasons and results, will not earn good marks. Your method of referencing must consistently follow the augmented Harvard method.


GROUP ASSIGNMENT 03

Topics 3 and 4

Due date: 21 August 2015

Technical requirements: Maximum length: 20 pages (excluding references and appendices), 12 Font, 1.5 spacing (excluding appendices). Kindly note that markers will only review the first 20 pages. Referencing: Harvard Referencing Method

Read the case study “Vodafone in 2012: Rethinking international strategy” in Grant (2013: 676).

Critically examine Vodafone’s corporate and international strategy by addressing the following

questions.

1 Critically examine the role of the Vodafone corporate centre

from both a corporate and international perspective.

20 marks

2 Describe Vodafone’s international strategy. What are the advantages

and disadvantages associated with this strategy?

20 marks

3 Analyse the Vodafone corporate portfolio and point out the strengths

and weaknesses in its portfolio.

20 marks

4 Critically evaluate Vodafone’s implementation of its international

strategy by examining its international structure and business

operations.

20 marks

5. What recommendations would you make to Vodafone with regard to its

corporate and international strategy?

20 marks

Refer to the assessment guidelines included in this document as Annexure B before starting



8.5.2 Repeaters’ individual assignments

REPEATERS’ INDIVIDUAL ASSIGNMENT 01

Topics 1 and 2

Due date: 12 May 2015

Technical requirements: Maximum length 15 A4 pages (excluding references and appendices), 12 Font, 1. 5 spacing (excluding appendices). Kindly note that markers will only review the first 15 pages. Referencing: Harvard Referencing Method

Assignment question:

Read the Starbucks case study in Grant (2013: 445) and answer the questions that follow.

MBL923P

19

1) Does Starbucks have a competitive advantage? Provide a motivation for your answer.

2) What recommendations would you make to the management of Starbucks with regard to building or sustaining competitive advantage? In your discussion you should address:

a. the current sources of competitive advantage

b. possible future sources of competitive advantage

c. sustainability of current and future sources of competitive advantage

d. the industry and industry life cycle and their effect on strategic direction

Assignment guidelines:

You will be required to conduct research by way of, for example, reviewing company involuntary disclosures (e.g. annual reports), news reports and analyst commentary to demonstrate how this company’s sources of competitive advantage have changed over time.

Please do not contact the company directly for commentary and interviews – listed companies publish enough information for you to be able to do this assignment without having to take up their executives’ time! If you would like to use an unlisted company for the assignment, please contact me for permission – remember that the assignment has to be conducted on a business organisation.

Please use the following assignment structure:

1. Executive Summary – maximum of one page

3. Introduction – explains your approach and the content of the assignment

4. Discussion

5. Recommendations (with motivation – recommendations should flow from analysis)

6. Conclusion

7. Reference list

8. Appendices (note that appendices will not be marked)

Refer to the assessment guidelines included in this document as Annexure A before starting with the assignment.

Students repeating this module must complete this assignment individually.

Your answers to the above will be assessed in terms of the level of communication displayed, the insights and inferences drawn, and your ability to show the implications of the factors that you have assessed and discussed. An answer that merely gives a list of events that have


happened or a synopsis of a situation, without showing insight into the reasons and results, will not earn good marks. Your method of referencing must consistently follow the augmented Harvard method. Annexures can be used to highlight additional information.

REPEATERS’ INDIVIDUAL ASSIGNMENT 03

Topics 3 and 4

Due date: 21 August 2015

Technical requirements: Maximum length: 20 pages (excluding references and appendices), 12 Font, 1.5 spacing (excluding appendices). Kindly note that markers will only review the first 20 pages. Referencing: Harvard Referencing Method

Read the case study “Vodafone in 2012: Rethinking international strategy” in Grant (2013: 676).

Critically examine Vodafone’s Corporate and International strategy by addressing the following

questions.

1 Critically examine the role of the Vodafone corporate centre

from both a corporate and international perspective.

20 marks

2 Describe Vodafone’s international strategy. What are the advantages

and disadvantages associated with this strategy?

20 marks

3 Analyse the Vodafone corporate portfolio and point out the strengths

and weaknesses in its portfolio.

20 marks

4 Critically evaluate Vodafone’s implementation of its international

strategy by examining its international structure and business

operations.

20 marks

5. What recommendations would you make to Vodafone with regard to its

corporate and international strategy?

20 marks

Refer to the assessment guidelines included in this document as Annexure B before starting



8.6 Marking guideline/matrix/rubric

See Annexures A and B for marking guidelines.

9 OTHER ASSESSMENT METHODS

More information about the form and scope of assessment as well as the dates will be supplied well in advance.

MBL923P

21

10 EXAMINATION

Open book examinations will be written during October/November. The duration of the examination is four hours. The examination will consist of one or more case studies and specific questions related to the case(s). All reading material set out in this module overview, together with all material covered at the study schools, should be studied for the examination. You are allowed to bring all reading materials to the examination, but electronic devices are not allowed.

Examination eligibility will be according to the rules and procedures applicable to the MBL. Students will be required to adhere to the Unisa examination timetable, as well as the designated Unisa examination centres. Students may be required to write more than one module per day during the examination period.

11 FREQUENTLY ASKED QUESTIONS

The my Studies @ Unisa brochure contains an A-Z guide of the most relevant study information. This brochure is available at http://www.unisa.ac.za/contents/study2012/docs/myStudies-Unisa-2014.pdf

12 SOURCES CONSULTED

The following sources were consulted in compiling this module overview:

SABMiller. 2013. Heritage. Available from:

http://www.sabmiller.com/index.asp?pageid=27 [Accessed 12 November 2013].

13 CONCLUSION

I hope that you will find this challenging module interesting and valuable. Should you experience any problems with your studies, you are welcome to contact me.

I wish you a very successful year of study!

PROF PEET VENTER

GRADUATE SCHOOL OF BUSINESS LEADERSHIP

UNISA

http://www.sabmiller.com/index.asp?pageid=27


ANNEXURE A: ASSIGNMENT 1 MARKING GUIDELINES

Weight FAIL (0-50%)

PASS (50-75%)

DISTINCTION (75-100%)

An

aly

sis

an

d c

riti

cal e

valu

ati

on

70 Little understanding of what competitive advantage is

Understanding of competitive advantage is at a very basic level

Very little understanding of industry evolution and context in competitive strategy and advantage

No or very limited use of theoretical frameworks

Limited use of course resources

Clearly has a limited grasp of theory

Lacks critical evaluation

Incorrect frameworks used

Application evidence lacking or inappropriate

Acceptable understanding of what competitive advantage is

Good, perhaps not advanced, understanding of the sources of competitive advantage

Acceptable, perhaps somewhat flawed understanding of industry evolution and context in competitive strategy and advantage

Limited use of theory

Limited use of course resources

Some gaps in understanding of theory

Theory and application mostly but not always correct

Critical evaluation is not consistently of high quality

Clear grasp of what competitive advantage is

Clear grasp of the sources of competitive advantage and how it emerges and evolves

Excellent understanding of industry evolution and context in competitive strategy and advantage

Clearly understands theory

Theory is applied in the right context

Theory is applied correctly

Analysis shows insight

Critical evaluation is of high quality

Comments:

Reco

mm

en

dati

on

s/

Asse

ssm

en

ts

30

Recommendations are not at the strategic level

Recommendations do not flow from analysis

Recommendations are not practical

Recommendations show a very limited level of strategic thinking and insight

Recommendations are not always at the strategic level

Recommendations do not always flow from analysis

Recommendations are mostly practical

Recommendations show an acceptable level of strategic thinking and insight

Recommendations are clearly at the strategic level

Recommendations flow from analysis

Recommendations are practical and potentially useful to the company

Recommendations show a high level of strategic thinking and insight

Comments:

MBL923P

23

Tech

nic

al

req

uir

em

en

ts -20

(max penalty)

Did not follow instructions

Poor grammar and spelling

No or very poor referencing

Poor structure

Editing is generally of a poor standard

Generally followed instructions

Acceptable grammar and spelling

Referencing is included, but not always consistent and complete

Acceptable structure

Editing is generally of an acceptable standard

Followed instructions

Good grammar and spelling

Consistent and complete referencing

Good structure

Editing is generally of a high standard

Comments:


ANNEXURE B: ASSIGNMENT 2 MARKING GUIDELINES Weight FAIL

(0-50%) PASS (50-75%)

DISTINCTION (75-100%)

Ro

le o

f M

NC

HQ

20 No or very limited understanding of the role of the corporate centre

Application evidence shows no or limited understanding



No critical analysis

Understands the role of the corporate centre – some gaps may exist

Application evidence shows acceptable understanding

Some critical analysis is evident

Clearly understands the role of the corporate centre

Application evidence shows insight and understanding

Critical analysis is excellent

Comments:

Inte

rnat

ion

al s

trat

egy

20 Does not understand the international strategic options





Understands the international strategic options – some gaps may exist



Clearly understands the international strategic options



Comments:

MBL923P

25

Po

rtfo

lio a

nal

ysis

20 Does not understand corporate portfolio analysis

Application evidence shows limited insight and understanding




Understands corporate portfolio analysis – some gaps may exist



Clearly understands corporate portfolio analysis at advanced level



Comments:

Imp

lem

en

tati

on

20

Does not understand the issues of international implementation





Understands international implementation – some gaps may exist



Clearly understands international implementation at advanced level



Comments:

Re

com

men

dat

ion

s

20

Recommendations are not at the strategic level

Recommendations do not flow from analysis

Recommendations are not practical

Recommendations show a very limited level of strategic thinking and insight

Recommendations are not always at the strategic level

Recommendations do not always flow from analysis

Recommendations are mostly practical

Recommendations show an acceptable level of strategic thinking and insight

Recommendations are clearly at the strategic level

Recommendations flow from analysis

Recommendations are practical and potentially useful to the company

Recommendations show a high level of strategic thinking and insight

Comments:


Tech

nic

al

req

uir

em

en

ts

-20 Did not follow instructions

Poor grammar and spelling

No or very poor referencing

Poor structure

Editing is generally of a poor standard

Generally followed instructions

Acceptable grammar and spelling

Referencing is included, not always consistent and complete

Acceptable structure

Editing is generally of an acceptable standard

Followed instructions

Good grammar and spelling

Consistent and complete referencing

Good structure

Editing is generally of a high standard

Comments:

Documents

MBL923P Module Overview 2015