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赫尔大学战略管理课程作业要求参考指导:The Business School Assessment Strategic Management

Your programme and module handbooks should be used for further reference and guidance.你的程序和写作内容手册的参考和指导。

 B) A WRITTEN STRATEGIC REPORT ANALYSIS:书面战略报告分析

The second submission is specifically focused on building upon your experience and skills evidenced in the first submission, through submitting an individual management report (maximum 4000 words).第二次提交的是专门针对在第一次提交证明你的经验和技能的基础上,通过提交个人管理报告(最多4000字)。

YOU MUST SUBMIT WORK IN A MANAGEMENT REPORT FORMAT. You can find guidance in the Resources folder on eBridge and by contacting the Study Advice Service. However, you must also follow the guidance in this assessment brief in terms of your presentation of your report (see below).你必须提交工作,在管理报告格式。你可以找到在资源上的文件夹eBridge和通过接触研究咨询服务的指导。英国战略管理assignment但是,你也必须遵循的指导,在本次评估您的演示文稿在您的报告中简要(见下文)。
 

This management report can be based upon  ANY case in the core text to analyse in the second submission,
(My case is Wal-Mart, copy from the book in Attachment)

If you analyse a company NOT in the core text (Grant (2010)) and you have NOT received permission to do so – you will not have met the assessment criteria and risk a pass grade only (see assessment criteria).

Content of your report

In this submission you are expected to critically analyse the strategic competitive position of an organisation You will then make reasoned strategic corporate and business recommendations to improve its competitive position. It is expected therefore that to achieve a good grade, submissions will include (but not be limited to):

An appropriate overview and introduction – which contextualises your strategic methodology (i.e. review your Assessment 1 submission)
A detailed environment/industry analysis
A consideration of competitors and competitive groups (competitor analysis)
A consideration of markets and competitive characteristics
A consideration of likely scenarios within which the organisation will compete (through a FAR analysis for example)
A consideration of the developmental stage of market(s)/ industries within which the organisation competes/chooses to compete (i.e. how important are innovations? Technology? Market /industry maturity?)
A consideration of the narrowness/breadth of resources and capabilities articulated by GAP analysis for your recommendations
A consideration of appropriate technical and landscape fitness for the organisation.


The assessment criteria for the second case summary, based upon these expected considerations, have a focus on breadth and depth of analysis and the linkage to your final recommendations. Accordingly, the assessment criteria are:



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