AssignmentTopic
Assignment 1: IndividualEssay&CaseAnalysis
Value: Topic:

Question:

40marks / Pleaseusedouble spacingand 12ptfont.

CaseStudyAnalysis: TheReeceGroup’sExternalEnvironment,Core
Competenciesand StrategicChoices. (Using reference from recommended reading below of each TOPIC from 1-4 ).

First,using the internetand business related literature, research the company,TheReeceGroup,anAustraliancompany comprisedofthree businessesin theplumbing,bathroom (Reece), heating,airconditioning and refrigeration (Actrol andMetaflex)industries. Youcouldbeginyour searchwithTheReeceGroup’swebsite, http://www.reecegroup.com.au/.Be suretoclickonthe various linksonthesite.

Second,bywayofaformalintroductiontoyourformalacademicessay (ienotabusinessreport),provideabriefsynopsisofthecompanyand thestrategicissues,opportunities and challengesit faces.

Note: You are notwritinga descriptive case study;you are requiredto write acaseanalysisinaformal academicessaystyle. Youneedtoknow aboutthecase toidentify relevantstrategic managementissuesandyou needtoidentify thestrategicissuesinordertoundertakeananalysisof theminthebody ofyouressay. Ifyoudonotidentify relevantstrategic issuesupfront,youwill struggle toundertakeameaningful analysisin the bodyofyouressay.

Third,inthebodyofyouressayundertakethefollowinganalyses:

1. TheReeceGroup’s generalexternalenvironment. Focuson the mostsalientelementsapplicabletoTheReeceGroup(allocate yourwordsaccordingto themarkingcriteriaanddonotspendtoo manywordson thissection).

Note,donotwritea seriesofshortparagraphs aboutallseven segmentsin theenvironment. Instead,develop acomplete paragraphthatidentifies allsegments,butexplainsanddiscusses themostrelevantsegments. Youmightfindthattwosegments canbecombined into one.

2. An industry analysis for Reece, the plumbing and bathroom businesswithinTheReeceGroup. Remember todrawsome conclusionsorinsights aboutReece’sexternal environmentand henceitsopportunitiesandthreats. Forexample,whatarethe industrystructureanddynamics? Whataretheindustrytrends
and theimplications of thosetrends?

3. AninternalorganisationanalysisforTheReeceGroup. Again draw insightsaboutitsresources,capabilities,corecompetencies and hence competitive strengthsand weaknesses. Alsoconsider theimplicationsfor TheReece Group’svision,missionand values.

4. Identify,discussandevaluatethebusinesslevelstrategiesused by Reece(plumbingandbathroom)tocompete intheindustryit operatesin. Consider the risksandbenefitsassociatedwith those strategies(egagainsttheforcesofcompetitionandwhy the companyhasbeensosuccessfulto date).

Note: in undertaking the above analyses be sure to demonstrate yourknowledgeandunderstandingofthe relevantcorestrategic managementconceptsandtheories,aswellasyourabilityto applythemmeaningfullytothebusinesscaseofReece. This requires that you undertake a solid literature review and use theorytoinformpracticeandstrategy. Guardcarefullyagainst undocumentedassertions. Besuretofullyreferenceyourwork (in-textandendreference list).

Fourth,commentbrieflyonTheReeceGroup’scorporatelevelstrategy
with regardto diversification.

Finally,assumeyouareastrategicadvisertotheReeceGroup Inlight ofthe issues you identified in the introduction and the analyses you have undertaken,whatrecommendationswouldyou maketoThe Reece Group withregardtodevelopingthecompany’scompetitiveadvantage forabove averagereturns overthenext5years?

Note: theassignmentisdesignedtofocusontopics1-4ofthestudy schedule,andtoincludeabriefcommenton the conceptofdiversification from topic5.
Notes
1.

2.

Thisisa majorpiece ofassessmentwhichwillrequiresustained reading, reflectionandwriting. Itisstronglyrecommendedthatyoucommenceyour assignmentin Week1oftheteachingperiodandconsistentlydevelopitona week-by-weekbasis. Youwillneedmorethan two(orthree)draftsinorderto achievetheclarity,consistency,andstructurenecessary fora graduatelevel analyticalessay. Remember,italwaystakeslongerthanyouthink;failureto prepare is tobeprepared tofail!

You are expected to conform to high standards of literacy and academic practice,includingliteratureresearchandfulldocumentationofsources. This means you must use references in your essay and you must cite those referencesbothinthetextandinanendreferencelist. Failuretodosoislikely to resultin afailedpaper. Please use theauthor-date method which is explained in thisCompanion(p26-28). Be sure to expresstheideas you read about in your ownwords,butacknowledgetheirsourcebycitingthe reference. Avoid direct quotesandbulletpointsastheydonotdemonstrate tothe markeryour understandingoftheconceptsandreadingmaterial. Directquotesattractno marks.
Highstandardsofliteracy meansthatyourparagraphsshouldbewelldeveloped (notonesentence!). Ifyoudonotknow how toconstructaparagraphoressay, thenpleasevisitthe AcademicSkills. If you do not know how to access electronicjournals,please seethelibrarystaff for a trainingsession.

3.
Urkundisatext-matchingsoftwareprogram. Whenyouuploadanassignment
toMoodle,itisatwo-stepprocess. First,whenyouuploadyourassignment to Moodle,Urkundwillcheckitandprovideareportonthepercentage ofyour assignment thathasbeen foundto match with existing material on theinternet. It willalsoprovidedetailsofthe passages thathavebeenmatched. Ifthereport showsalowp01ercentage,forexample,10to20%thatismostly duetothe referencesyouhavecited,thenyoucanproceedtothesecondstep whichis submittingyourassignment.

Pleasenote,thatthe reportisunlikely tobegeneratedimmediately,especially duringpeaksubmission times. Ifyouressayhasbeen found tobematchedwith materialontheinternet(otherthanreferences),toavoidtheriskofplagiarism, youwillneedtoreviseyoursubmissionso thatitiswrittenentirely inyourown wordsandwithyoursources cited. You areadvised to upload yourassignment fourorfivedaysbefore theduedate (oraftereachdraft)inorderto make fulluse oftheUrkundtext-matchingfacilityonMoodle. Assignmentsmustbesubmitted by theduedate. Extensionswillnotbe grantedonthebasisofanUrkund report orassessmentduein otherunits.
TOPIC 1. Introduction: StrategicManagementand Strategic
Competitiveness

The challengeofstrategic managementand thestrategic management processwillbe introduced. Thiswillinclude adiscussionofthecompetitive landscape and how itisbeing shapedby globalandtechnologicalchanges. Twomodelsareintroducedtoexplainhow firmscanearnabove-average returns,the industrialorganisationmodel(I/O)and the resource-based model. The importance of vision, mission, stakeholder power and strategicleadershipareexplained. Thecaseanalysisprocesswill alsobepresentedand itsuseexplained sothatstudentscanmake astarton theunitassignments (Hansonetal, pagesC-2toC-18).

Required Reading:

Hansonet al Chapter1andpages 416–418.

Recommended Reading:
Porter,M.1996WhatisStrategy,Harvard Business Review,Nov-Dec.,pp.1-20. (Moodle) Bart,C.K.,Bontis,N.&Taggar,S.2001.Amodeloftheimpactofmissionstatementson
firm performance,Management Decision,vol.39,no.1,pp.19-35.

Davies,W.2000.UnderstandingStrategy,Strategy&Leadership,vol.28,no.5,pp.25-
30.

Frery, F. 2006 The Fundamental Dimensions of Strategy, MIT Sloan Management
Review,48(1): 71-5.

Hitt,M.,Boyd,B.&Li,D.2004.TheStateofStrategicManagementResearchanda
Visionfor theFuture, ResearchMethodologyin Strategyand Management,1:1-31.

Slesky,J., Goes, J. &Baburoglu,E.2007.ContrastingPerspectives ofStrategyMaking,
OrganisationStudies,28(1): 71-94.

Suddaby, R. &Greenwood 2005. Rhetorical Strategies of Legitimacy, Administrative
Science Quarterly,50: 35-67.

Hambrick&Fredrickson, 2001.AreYouSure YouHave aStrategy? Academyof
ManagementExecutive, November.

Seminar Review Questionsand Case:

Hansonet al,P27 (questions 1-8), P3(Borderscasestudy). http://www.jnj.com/sites/default/files/pdf/JJStrategic_Framework_121206.pdf(Johnson &Johnson’s StrategicFramework)

TOPIC 2. TheExternalEnvironment: Opportunities,Threats,Industry
Competition and CompetitorAnalysis

Thechallengeandcomplexityoffirms’externalenvironmentswillbeexamined. This includesdifferencesbetweenthe general environmentandthe industryenvironmentand theimportanceoflearningfromanexternalenvironmentalanalysis. A modelofhow to frame and then analyse the external environment will be discussed (the five forces model).

Required Reading:

Hansonet al Chapter2

Recommended Reading:

Hambrick,D.&Fredrickson,J.2005.AreYouSureYouHaveaStrategy?,Academyof
ManagementExecutive, 19 (4): 51-62.

Hamel, G. (1996)‘Strategyas Revolution’,HBR (July-August)

Hamel,G.andPrahalad,C.K.1989,’StrategicIntent’,HarvardBusinessReview,vol.67, no.3,p.63.

Mintzberg,H.1987.CraftingStrategy,HarvardBusinessReview[HBR](July/August):66-
75(reprintedinC.A.Montgomery&M.Porter(Ed.)Strategy,HarvardBusinessSchool
Press.

Mintzberg,H.1996,FivePsforStrategy,inTheStrategyProcess:Concepts,Contexts, Cases,H.Mintzberg,andJ.B.Quinn,eds., PrenticeHall:UpperSaddleRiver,NJ,,pp.
12-19.

Porter,M.E.2008.Thefivecompetitiveforcesthatshapestrategy.HarvardBusiness
Review(January): 78-93.

Ford,J.A.,Steen,J.&Verreynne,M.2014.How environmentalregulationsaffect innovationin theAustralianoil andgasindustry: goingbeyond thePorterhypothesis. Journal of CleanerProduction.

Seminar Review Questions andCases:

Hansonet al,
P65(questions 1-7), P35(BPcasestudy)
P428(C3,Coles,WoolworthsandotherplayersinAustralia’sretailindustry. Notethis casewaswrittenaround2012.)

Assignment 1 &2 casestudies
Ikea: Daring to be Differentcase (seeMoodle)
UniversityofCanberra, Purpose andVisionBreakthroughStrategic Plan2013-2017 http://www.canberra.edu.au/breakthrough

Note:studentsshouldgatherinformationabout thesecompaniespriortotheclassand comeprepared todiscussexternal(general&industry)environmental factorsrelevantto thesecases. Studentsshouldalsobepreparedtodiscussthepurposeoftheindustry analysis (outside-in approach to strategy).

TOPIC 3. TheInternalOrganisation: Resources,Capabilities,Core
Competenciesand CompetitiveAdvantages

A firm’s resources,capabilities,andcorecompetencies (theinternal environment) may have a strongerinfluence on the developmentofcompetitive advantage and the formulationandimplementationofstrategiesthan dothecharacteristicsandconditionsof theexternalenvironment. Asetofconceptstouseindescribingandanalysingthe internal environment of thefirmispresentedanddiscussed (chapter3).

Required Reading:

Hansonet al Chapter3

Recommended Reading:

Hamel, G. &Prahalad,C.K., 1990. TheCoreCompetence of theCorporation,Harvard
BusinessReview,68(3):79-91

Bradfield,R.&vanderHeijden,K.2006.TheRoleofScenarioPlanninginExploringthe EnvironmentinViewoftheLimitationsofPESTanditsDerivatives,InternationalStudies ofManagement andOrganisation,36(3):50-76.

Lei,D.&Slocum,J.2005.StrategicandOrganisationalRequirementsforCompetitive
Advantage, Academyof ManagementExecutive, 19(1):131-45.

Wang, C.L. &Ahmed, P.K. 2007. Dynamic Capabilities, International Journal of
ManagementReview, 9(1): 31-52.

Conti,T.2010. Thedynamicsofvaluegenerationand the9irdependenceonan organization’s internal and external value system, Total Quality management and BusinessExcellence(see Moodle).

ThestoryofZara(see Moodle)

Seminar Review Questions andCases:

Hansonet al,
P95(questions 1-9),
P72 (SubwayRestaurantscasestudy) P436 (David Jones casestudy)

Assignment 1 &2 casestudies

Ikea: Daring to be Differentcase (seeMoodle) FastFashionat Zaracase (seeMoodle)
Note:
Studentsshouldgatherinformationabouttheabovecompaniespriortotheclassand comeprepared todiscuss the capabilitiesandcorecompetenciesrelevanttothese companycasesandthesignificanceoftheVRINand valuechain analyses.

Studentsshouldalsoconsidertheimplicationsoffollowinganinside-outoranoutside-in approachforsubsequent strategicdecision making.
TOPIC 4. TheBusiness-levelStrategy

Firstbusiness-levelstrategy isdefined, followedbya discussionoftherelationship betweencustomersandbusiness-levelstrategiesintermsofwho,whatandhow. The five forcesofcompetitionmodelisintroducedandusedtoexplainhowabove-average returnscanbeearnedthroughdifferentbusiness-level strategies. The risksofusingeach ofthebusiness-level strategies is identified.

Required Reading:

Hansonet al Chapter4

Recommended Reading:

Kumar,N. 2006.Strategies toFight LowCostRivals,HarvardBusinessReview, 84(12):
104-13.

Sinfield, J. V.,E. Calder,B.McConnell and S.Colson.2012.Howtoidentifynewbusiness models. MIT Sloan Management Review(Winter): 85-90.

Wan,W.P.&Hoskisson, R.E. 2003. Home Country Environments,CorporateDiversity
Strategiesand Firm Performance,Academyof Management Journal,46(1): 27-45.

Zook,C.&J.Allen.2011.The great repeatablebusinessmodel:Leveraginga simple formulaallowscorporationstocreatenew andmore-lastingdifferentiation.Harvard BusinessReview(November): 106-114.

GavettiandRivkin,2005HowStrategistsReallyThink,HarvardBusinessReview,April, pp.54-63.

GuttermanA.S. 2011. BusinessLevel Strategy(seeMoodle). Seeend ofchapterreferences inHansonet al P128-130.

Assignment 1 Evaluation Criteria:
StrategicManagement and PolicyDevelopmentPG

Name:

MarkandGrade: /40

Comments:

Areaofevaluation
Mark
Available
Mark
Achieved
Comment(if applicable)
Introduction:
Synopsisof TheReeceGroup,thestrategic issues,opportunitiesandchallengesitfaces, andstatementoftheessay’spurpose. 4
Externalanalysis.
Identificationandanalysisofthemainissues inTheReeceGroup’sgeneralenvironment.

IndustryanalysisforReece(plumbing& bathroom).Besuretouse Porter’sfive forcesofcompetitionthatshapestrategy).

Bothanalysesshoulddrawconclusionsand insightsforTheReeceGroup’sopportunities andthreats,aswellas itsvision,missionand values. 4

6
InternalAnalysis
Identificationandanalysisof keyissuesin theinternalenvironment.
(Besuretousetheresourcemodeland associatedconcepts,egbuildingcore
competenciesandanalysisofthem using
VRINandthe valuechain).
Implicationsforcompetitivestrengthsand possibleweaknesses. 10
Identification,discussionandevaluationof
businesslevelstrategiesusedbyTheReece
Group.

Discussionshouldbe wellsupportedby referencetorefereedjournalarticles,texts, thebusinessliterature,etc. 10
CommentonTheReeceGroup’s
diversification(corporatelevel)strategy. 2
RecommendationstoTheReeceGroupfor
sustainedcompetitiveadvantage. Recommendationsmustbeconsistentwith theearlieranalyses. 4

AssignmentTopic
Assignment 1: IndividualEssay&CaseAnalysis
Value: Topic:

Question:

40marks / Pleaseusedouble spacingand 12ptfont.

CaseStudyAnalysis: TheReeceGroup’sExternalEnvironment,Core
Competenciesand StrategicChoices. (Using reference from recommended reading below of each TOPIC from 1-4 ).

First,using the internetand business related literature, research the company,TheReeceGroup,anAustraliancompany comprisedofthree businessesin theplumbing,bathroom (Reece), heating,airconditioning and refrigeration (Actrol andMetaflex)industries. Youcouldbeginyour searchwithTheReeceGroup’swebsite, http://www.reecegroup.com.au/.Be suretoclickonthe various linksonthesite.

Second,bywayofaformalintroductiontoyourformalacademicessay (ienotabusinessreport),provideabriefsynopsisofthecompanyand thestrategicissues,opportunities and challengesit faces.

Note: You are notwritinga descriptive case study;you are requiredto write acaseanalysisinaformal academicessaystyle. Youneedtoknow aboutthecase toidentify relevantstrategic managementissuesandyou needtoidentify thestrategicissuesinordertoundertakeananalysisof theminthebody ofyouressay. Ifyoudonotidentify relevantstrategic issuesupfront,youwill struggle toundertakeameaningful analysisin the bodyofyouressay.

Third,inthebodyofyouressayundertakethefollowinganalyses:

1. TheReeceGroup’s generalexternalenvironment. Focuson the mostsalientelementsapplicabletoTheReeceGroup(allocate yourwordsaccordingto themarkingcriteriaanddonotspendtoo manywordson thissection).

Note,donotwritea seriesofshortparagraphs aboutallseven segmentsin theenvironment. Instead,develop acomplete paragraphthatidentifies allsegments,butexplainsanddiscusses themostrelevantsegments. Youmightfindthattwosegments canbecombined into one.

2. An industry analysis for Reece, the plumbing and bathroom businesswithinTheReeceGroup. Remember todrawsome conclusionsorinsights aboutReece’sexternal environmentand henceitsopportunitiesandthreats. Forexample,whatarethe industrystructureanddynamics? Whataretheindustrytrends
and theimplications of thosetrends?

3. AninternalorganisationanalysisforTheReeceGroup. Again draw insightsaboutitsresources,capabilities,corecompetencies and hence competitive strengthsand weaknesses. Alsoconsider theimplicationsfor TheReece Group’svision,missionand values.

4. Identify,discussandevaluatethebusinesslevelstrategiesused by Reece(plumbingandbathroom)tocompete intheindustryit operatesin. Consider the risksandbenefitsassociatedwith those strategies(egagainsttheforcesofcompetitionandwhy the companyhasbeensosuccessfulto date).

Note: in undertaking the above analyses be sure to demonstrate yourknowledgeandunderstandingofthe relevantcorestrategic managementconceptsandtheories,aswellasyourabilityto applythemmeaningfullytothebusinesscaseofReece. This requires that you undertake a solid literature review and use theorytoinformpracticeandstrategy. Guardcarefullyagainst undocumentedassertions. Besuretofullyreferenceyourwork (in-textandendreference list).

Fourth,commentbrieflyonTheReeceGroup’scorporatelevelstrategy
with regardto diversification.

Finally,assumeyouareastrategicadvisertotheReeceGroup Inlight ofthe issues you identified in the introduction and the analyses you have undertaken,whatrecommendationswouldyou maketoThe Reece Group withregardtodevelopingthecompany’scompetitiveadvantage forabove averagereturns overthenext5years?

Note: theassignmentisdesignedtofocusontopics1-4ofthestudy schedule,andtoincludeabriefcommenton the conceptofdiversification from topic5.
Notes
1.

2.

Thisisa majorpiece ofassessmentwhichwillrequiresustained reading, reflectionandwriting. Itisstronglyrecommendedthatyoucommenceyour assignmentin Week1oftheteachingperiodandconsistentlydevelopitona week-by-weekbasis. Youwillneedmorethan two(orthree)draftsinorderto achievetheclarity,consistency,andstructurenecessary fora graduatelevel analyticalessay. Remember,italwaystakeslongerthanyouthink;failureto prepare is tobeprepared tofail!

You are expected to conform to high standards of literacy and academic practice,includingliteratureresearchandfulldocumentationofsources. This means you must use references in your essay and you must cite those referencesbothinthetextandinanendreferencelist. Failuretodosoislikely to resultin afailedpaper. Please use theauthor-date method which is explained in thisCompanion(p26-28). Be sure to expresstheideas you read about in your ownwords,butacknowledgetheirsourcebycitingthe reference. Avoid direct quotesandbulletpointsastheydonotdemonstrate tothe markeryour understandingoftheconceptsandreadingmaterial. Directquotesattractno marks.
Highstandardsofliteracy meansthatyourparagraphsshouldbewelldeveloped (notonesentence!). Ifyoudonotknow how toconstructaparagraphoressay, thenpleasevisitthe AcademicSkills. If you do not know how to access electronicjournals,please seethelibrarystaff for a trainingsession.

3.
Urkundisatext-matchingsoftwareprogram. Whenyouuploadanassignment
toMoodle,itisatwo-stepprocess. First,whenyouuploadyourassignment to Moodle,Urkundwillcheckitandprovideareportonthepercentage ofyour assignment thathasbeen foundto match with existing material on theinternet. It willalsoprovidedetailsofthe passages thathavebeenmatched. Ifthereport showsalowpercentage,forexample,10to20%thatismostly duetothe referencesyouhavecited,thenyoucanproceedtothesecondstep whichis submittingyourassignment.

Pleasenote,thatthe reportisunlikely tobegeneratedimmediately,especially duringpeaksubmission times. Ifyouressayhasbeen found tobematchedwith materialontheinternet(otherthanreferences),toavoidtheriskofplagiarism, youwillneedtoreviseyoursubmissionso thatitiswrittenentirely inyourown wordsandwithyoursources cited. You areadvised to upload yourassignment fourorfivedaysbefore theduedate (oraftereachdraft)inorderto make fulluse oftheUrkundtext-matchingfacilityonMoodle. Assignmentsmustbesubmitted by theduedate. Extensionswillnotbe grantedonthebasisofanUrkund report orassessmentduein otherunits.
TOPIC 1. Introduction: StrategicManagementand Strategic
Competitiveness

The challengeofstrategic managementand thestrategic management processwillbe introduced. Thiswillinclude adiscussionofthecompetitive landscape and how itisbeing shapedby globalandtechnologicalchanges. Twomodelsareintroducedtoexplainhow firmscanearnabove-average returns,the industrialorganisationmodel(I/O)and the resource-based model. The importance of vision, mission, stakeholder power and strategicleadershipareexplained. Thecaseanalysisprocesswill alsobepresentedand itsuseexplained sothatstudentscanmake astarton theunitassignments (Hansonetal, pagesC-2toC-18).

Required Reading:

Hansonet al Chapter1andpages 416–418.

Recommended Reading:
Porter,M.1996WhatisStrategy,Harvard Business Review,Nov-Dec.,pp.1-20. (Moodle) Bart,C.K.,Bontis,N.&Taggar,S.2001.Amodeloftheimpactofmissionstatementson
firm performance,Management Decision,vol.39,no.1,pp.19-35.

Davies,W.2000.UnderstandingStrategy,Strategy&Leadership,vol.28,no.5,pp.25-
30.

Frery, F. 2006 The Fundamental Dimensions of Strategy, MIT Sloan Management
Review,48(1): 71-5.

Hitt,M.,Boyd,B.&Li,D.2004.TheStateofStrategicManagementResearchanda
Visionfor theFuture, ResearchMethodologyin Strategyand Management,1:1-31.

Slesky,J., Goes, J. &Baburoglu,E.2007.ContrastingPerspectives ofStrategyMaking,
OrganisationStudies,28(1): 71-94.

Suddaby, R. &Greenwood 2005. Rhetorical Strategies of Legitimacy, Administrative
Science Quarterly,50: 35-67.

Hambrick&Fredrickson, 2001.AreYouSure YouHave aStrategy? Academyof
ManagementExecutive, November.

Seminar Review Questionsand Case:

Hansonet al,P27 (questions 1-8), P3(Borderscasestudy). http://www.jnj.com/sites/default/files/pdf/JJStrategic_Framework_121206.pdf(Johnson &Johnson’s StrategicFramework)

TOPIC 2. TheExternalEnvironment: Opportunities,Threats,Industry
Competition and CompetitorAnalysis

Thechallengeandcomplexityoffirms’externalenvironmentswillbeexamined. This includesdifferencesbetweenthe general environmentandthe industryenvironmentand theimportanceoflearningfromanexternalenvironmentalanalysis. A modelofhow to frame and then analyse the external environment will be discussed (the five forces model).

Required Reading:

Hansonet al Chapter2

Recommended Reading:

Hambrick,D.&Fredrickson,J.2005.AreYouSureYouHaveaStrategy?,Academyof
ManagementExecutive, 19 (4): 51-62.

Hamel, G. (1996)‘Strategyas Revolution’,HBR (July-August)

Hamel,G.andPrahalad,C.K.1989,’StrategicIntent’,HarvardBusinessReview,vol.67, no.3,p.63.

Mintzberg,H.1987.CraftingStrategy,HarvardBusinessReview[HBR](July/August):66-
75(reprintedinC.A.Montgomery&M.Porter(Ed.)Strategy,HarvardBusinessSchool
Press.

Mintzberg,H.1996,FivePsforStrategy,inTheStrategyProcess:Concepts,Contexts, Cases,H.Mintzberg,andJ.B.Quinn,eds., PrenticeHall:UpperSaddleRiver,NJ,,pp.
12-19.

Porter,M.E.2008.Thefivecompetitiveforcesthatshapestrategy.HarvardBusiness
Review(January): 78-93.

Ford,J.A.,Steen,J.&Verreynne,M.2014.How environmentalregulationsaffect innovationin theAustralianoil andgasindustry: goingbeyond thePorterhypothesis. Journal of CleanerProduction.

Seminar Review Questions andCases:

Hansonet al,
P65(questions 1-7), P35(BPcasestudy)
P428(C3,Coles,WoolworthsandotherplayersinAustralia’sretailindustry. Notethis casewaswrittenaround2012.)

Assignment 1 &2 casestudies
Ikea: Daring to be Differentcase (seeMoodle)
UniversityofCanberra, Purpose andVisionBreakthroughStrategic Plan2013-2017 http://www.canberra.edu.au/breakthrough

Note:studentsshouldgatherinformationabout thesecompaniespriortotheclassand comeprepared todiscussexternal(general&industry)environmental factorsrelevantto thesecases. Studentsshouldalsobepreparedtodiscussthepurposeoftheindustry analysis (outside-in approach to strategy).

TOPIC 3. TheInternalOrganisation: Resources,Capabilities,Core
Competenciesand CompetitiveAdvantages

A firm’s resources,capabilities,andcorecompetencies (theinternal environment) may have a strongerinfluence on the developmentofcompetitive advantage and the formulationandimplementationofstrategiesthan dothecharacteristicsandconditionsof theexternalenvironment. Asetofconceptstouseindescribingandanalysingthe internal environment of thefirmispresentedanddiscussed (chapter3).

Required Reading:

Hansonet al Chapter3

Recommended Reading:

Hamel, G. &Prahalad,C.K., 1990. TheCoreCompetence of theCorporation,Harvard
BusinessReview,68(3):79-91

Bradfield,R.&vanderHeijden,K.2006.TheRoleofScenarioPlanninginExploringthe EnvironmentinViewoftheLimitationsofPESTanditsDerivatives,InternationalStudies ofManagement andOrganisation,36(3):50-76.

Lei,D.&Slocum,J.2005.StrategicandOrganisationalRequirementsforCompetitive
Advantage, Academyof ManagementExecutive, 19(1):131-45.

Wang, C.L. &Ahmed, P.K. 2007. Dynamic Capabilities, International Journal of
ManagementReview, 9(1): 31-52.

Conti,T.2010. Thedynamicsofvaluegenerationand the9irdependenceonan organization’s internal and external value system, Total Quality management and BusinessExcellence(see Moodle).

ThestoryofZara(see Moodle)

Seminar Review Questions andCases:

Hansonet al,
P95(questions 1-9),
P72 (SubwayRestaurantscasestudy) P436 (David Jones casestudy)

Assignment 1 &2 casestudies

Ikea: Daring to be Differentcase (seeMoodle) FastFashionat Zaracase (seeMoodle)
Note:
Studentsshouldgatherinformationabouttheabovecompaniespriortotheclassand comeprepared todiscuss the capabilitiesandcorecompetenciesrelevanttothese companycasesandthesignificanceoftheVRINand valuechain analyses.

Studentsshouldalsoconsidertheimplicationsoffollowinganinside-outoranoutside-in approachforsubsequent strategicdecision making.
TOPIC 4. TheBusiness-levelStrategy

Firstbusiness-levelstrategy isdefined, followedbya discussionoftherelationship betweencustomersandbusiness-levelstrategiesintermsofwho,whatandhow. The five forcesofcompetitionmodelisintroducedandusedtoexplainhowabove-average returnscanbeearnedthroughdifferentbusiness-level strategies. The risksofusingeach ofthebusiness-level strategies is identified.

Required Reading:

Hansonet al Chapter4

Recommended Reading:

Kumar,N. 2006.Strategies toFight LowCostRivals,HarvardBusinessReview, 84(12):
104-13.

Sinfield, J. V.,E. Calder,B.McConnell and S.Colson.2012.Howtoidentifynewbusiness models. MIT Sloan Management Review(Winter): 85-90.

Wan,W.P.&Hoskisson, R.E. 2003. Home Country Environments,CorporateDiversity
Strategiesand Firm Performance,Academyof Management Journal,46(1): 27-45.

Zook,C.&J.Allen.2011.The great repeatablebusinessmodel:Leveraginga simple formulaallowscorporationstocreatenew andmore-lastingdifferentiation.Harvard BusinessReview(November): 106-114.

GavettiandRivkin,2005HowStrategistsReallyThink,HarvardBusinessReview,April, pp.54-63.

GuttermanA.S. 2011. BusinessLevel Strategy(seeMoodle). Seeend ofchapterreferences inHansonet al P128-130.

Assignment 1 Evaluation Criteria:
StrategicManagement and PolicyDevelopmentPG

Name:

MarkandGrade: /40

Comments:

Areaofevaluation
Mark
Available
Mark
Achieved
Comment(if applicable)
Introduction:
Synopsisof TheReeceGroup,thestrategic issues,opportunitiesandchallengesitfaces, andstatementoftheessay’spurpose. 4
Externalanalysis.
Identificationandanalysisofthemainissues inTheReeceGroup’sgeneralenvironment.

IndustryanalysisforReece(plumbing& bathroom).Besuretouse Porter’sfive forcesofcompetitionthatshapestrategy).

Bothanalysesshoulddrawconclusionsand insightsforTheReeceGroup’sopportunities andthreats,aswellas itsvision,missionand values. 4

6
InternalAnalysis
Identificationandanalysisof keyissuesin theinternalenvironment.
(Besuretousetheresourcemodeland associatedconcepts,egbuildingcore
competenciesandanalysisofthem using
VRINandthe valuechain).
Implicationsforcompetitivestrengthsand possibleweaknesses. 10
Identification,discussionandevaluationof
businesslevelstrategiesusedbyTheReece
Group.

Discussionshouldbe wellsupportedby referencetorefereedjournalarticles,texts, thebusinessliterature,etc. 10
CommentonTheReeceGroup’s
diversification(corporatelevel)strategy. 2
RecommendationstoTheReeceGroupfor
sustainedcompetitiveadvantage. Recommendationsmustbeconsistentwith theearlieranalyses. 4