2018 Strategic Management ASSESSMENT BRIEF Assessment General Information : Individual Strategic Management Report (100%) The summative assessment will be submitted in week 14 . In the run -up to submission you will have the opportunity to submit different sections comprising the final report for feedback. Details of Assessment Assessment Task: To conduct a strategic assessment of Five Guys in terms of their external and internal environment, and to identify strategic options and recommendations in which Five Guys can strengthen their Europe market position (suggested countries) . To complete that you will choose ONE country from below and de velop the report: Sweden Italy Belgium Portugal Weighting: 100% of final module mark; the threshold mark (passing mark) is 40% Word count or equivalent : the assignment should be between 3,000 to 3,500 words . Background In this assessment you will have the experience of developing strategic management analysis and recommendations for Five Guys operating in Europe food industry. Story of Five Guys: Five Guys has been a Washington, DC area favourite since 1986 when Jerry and Janie Murrell offered sage advice to the four young Murrell brothers: “Start a business or go to college.” The business route won and the Murrell family opened a carry -out bur ger joint in Arlington Virginia (Five Guys). Early in 2003, Jerry and Janie, together with the “Five Guys,” began offering franchise opportunities. In just under 18 months, Five Guys Enterprises sold options for more than 300 units. The overwhelming success of franchising a local restaurant made national news, with articles in tra de publications such as Nation’s Restaurant News, Restaurant Business Magazine and the Franchise Times. Five Guys is looking to expand its market share in the European food market, having already formed some successful branches in the UK. Considering th e Five Guys expansion approach , your brief as a strategic consultant will be to analyse and recommend strategies identifying ways in which they can expand and strengthen its position in one of the European countries (suggested above) . Assessment Details Your individual strategic management report will need to identify the internal and external opportunities and threats facing the organisation (s) given in the case study, and present appropriate frameworks that inform the development of strategic o ptions and recommendations for the organisation(s) in terms of future strategic directions and methods of expansion. The report should therefore be comprised of areas for consideration that address the following questions: 1. What is the current strategic positioning of the organisation (s) given in the case study ’s in the EU (of the chosen country) market? The following will need to be carried out to address this question: Strategic analysis of the current positioning of the organisation(s) in the case study . This will need to include an assessment of the external MACRO environment (using the PEST or PESTEL framework); external MICRO environment (using Porter’s 5 Force framework) and internal analysis of the organisation (s) given in the case study internal environment (ap plying Jay Barney’s VRIO or Michael Porter’s Value Chain Analysis) to identify opportunities and threats in both these external and internal environmental layers. 2. What strategic recommendations can you propose for the organisation (s) given in the case study to strengthen its current position in the EU Market? The following will need to be carried out to address this question: An identification of the competitive strategies currently being followed by the organisation (s) given in the case study and a consideration of their future competitive strategies applying either Porter’s Generic Strategies of Competition framework or Bowman and Faulkner’s Strategy Clock and a consideration of the future methods of strategic expansion and directions availabl e to the organisation (s). Your final strategic management report should contain: Executive Summary Introduction (Company & industry background, key challenges faced by the selected company) External environmental analysis for identifying oppor tunities and threats: Macro (PEST or PESTEL) & Micro (5 Forces Framework for analysing industry structure and the nature of competition) Internal environmental analysis for identifying strengths and weaknesses : VRIO or value chain analysis Identificatio n of Competitive Strategies (Bowman’s Clock or Porter’s Generic Strategies) Strategic directions (Markets, Products, Services) & methods of expansion In -text citations and list of references using Harvard Referencing Marking allocations : Sections Maximum Marks Awarded Executive Summary ( not part of word count) Introduction (Company & industry background, key challenges faced by the selected company) 10 External analysis Macro (PESTEL or STEEPLE) & Micro (5 Forces Framework) 25 Internal analysis (VRIO or value chain analysis) 15 Identification of Competitive Strategies (Bowman’s Clock or Porter’s Generic StrategiesF 20 Strategic directions (Markets, Products, Services) & methods of expansion 20 Writing and Harvard Referencing 10 Elements (100%) (≥ 70%%) Disti nction 60% – 69% Merit 50% – 59% Good 40% – 49% Fair <40% Poor This range is reserved for work of high quality which shows evidence of a deep understanding of and insight into the full range of ideas, principles, themes and/or techniques in question and independence of thought. It demonstrates a full and systematic understanding of knowledge, and a critical awareness of current problems and/or new insights, at or informed by the forefront of the discipline, field of study, or area of professional practice This range is for work which shows evidence of a very good und erstanding of the main ideas, principles, themes and/or techniques in question coupled with some insight and the expression of some independent thought. It demonstrates a systematic understanding of knowledge, and a critical awareness of current problems and/or new insights, much of which is at, or informed by, the forefront of the discipline, field of study, or area of professional practice. This range is for work which shows evidence of appropriate study, presented clearly and adequately marshalled to illustrate the most significant of the main ideas, principles, themes and/or techniques in question and to demonstrate a sound grasp of them. It demonstrates a good understanding of knowledge, and a critical awareness of current problems and/or new insights, some of which is at, or informed by, the forefront of the discipline, field of study, or area of professional practice. The range is reser ved for work that is lacking in some respects or contains flaws which are noticeable and serious enough to warrant the award of a failing grade, but nonetheless essentially approaches the criteria necessary for the good category sufficiently for it of itse lf not to prevent the award of an overall pass. This is a failed category. It is for work which fails to meet or in significant ways does not approach the criteria described for a good grade. Introduction (10%) (Company & industry background, key challenges faced by the selected company) Understand the role of strategic management within an organisation (≥ 7.0) (6.0 – 6.9) (5.0 – 5.9) (4.0 – 4.9) (<4.0) Demonstrate highly comprehensive level of understanding Demonstrate robust level of understanding Demonstrate adequate level of understanding Demonstrate a fair level of understanding Demonstrate a very limited level of understanding External analysis (25%) Macro (PESTEL or STEEPLE) & Micro (5 Forces Framework) Critically analyse an organisation’s competitive environment (≥ 18.0) (15.0 – 17.9) (13.0 – 14.9) (10.0 – 12.9) (<10.0) Demonstrate ability to provide comprehensive, lucid analysis; Demonstrate highly developed critical skills Demonstrate ability to provide detailed and coherent analysis and demonstrate consistently sound critical skills Demonstrate adequate ability to analyse and some sound critical skills demonstrated Demonstrate some ability to analyse and some sound critica l skills demonstrated Demonstrate little ability to analyse and some sound critical skills demonstrated Internal analysis (15%) (VRIO or value chain analysis) Evaluate the resources, capabilities and core competences of an organisation (≥ 11.0) (9.0 – 10.9) (8.0 – 9.9) (6.0 – 7.9) (<6.0) Provide a consistently strong assessment with well -reasoned and original assumptions; All ideas are highly coherent Provide a generally strong assessment with some well – reasoned assumptions; Ideas are consistently coherent Provide a reasonable assessment of the subject; Ideas are generally coherent Provide some assessment of the subject; Ideas are generally coherent Provide little assessment of the subject; Ideas are generally coherent Identification of Competitive Strategies (20%) (Bowman’s Clock or Porter’s Generic Strategies) Understand the impact of competition on the strategy of an organisation (≥ 14.0) (12.0 – 13.9) (10.0 – 11.9) (8.0 – 9.9) (<8.0) Demonstrate highly comprehensive level of understanding Demonstrate robust level of understanding Demonstrate adequate level of understanding Demonstrate a fair level of understanding Demonstrate a poor level of understanding Strategic directions (20%) (Markets, Products, Services) & methods of expansion Understand the formulation and implementation of organisational strategy based on Markets, Products, Services Understand the effect of business ethics and social responsibility on strategy of methods of expansion (≥ 14.0) (12.0 – 13.9) (10.0 – 11.9) (8.0 – 9.9) (<8.0) Demonstrate highly comprehensive level of understanding Demonstrate robust level of understanding Demonstrate adequate level of understanding Demonstrate a fair level of understanding Demonstrate a poor level of understanding Writing and Harvard Referencing (10%) Understand the use of referencing. Various credible and up -to-date sources are used (≥ 7.0) (6.0 – 6.9) (5.0 – 5.9) (4.0 – 4.9) (<4.0) Demonstrate highly comprehensive level of understanding Demonstrate robust level of understanding Demonstrate adequate level of understanding Demonstrate a fair level of understanding Demonstrate a poor level of understanding
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