Competitive Strategy and Innovation, business and finance homework help

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The assignment submission should take the form of a board level PowerPoint presentation, on individual basis. Case 20 The Virgin Group in 2015 On July 18, 2015, Sir Richard Branson celebrated his 65th birthday. There was little in his appearance or behavior that suggested a man who had reached normal retirement age. His enthusiasm for his business ventures seemed little dimmed. During the early months of 2015, he announced the launch of a Virgin cruise line, he accompanied the Virgin Racing team to a Formula E race at Miami where he expressed an interest in launching a Virgin electric automobile to compete with Tesla, in Chicago he opened the first of a US chain of Virgin hotels, and announced a major investment in OneWeb—a satellite internet service company whose satellites would be launched by Virgin Galactic’s LauncherOne spacecraft. However, the Virgin Group’s investment in new ventures was dwarfed by its recent divestments. During 2014–2015, these included the sale of Virgin Mobile France, the flotation of Virgin America and Virgin Money, and the sale of the major part of Virgin’s stake in Virgin Active. Yet, even after these sales, the Virgin Group remained a highly diversified business empire. Bloomberg described Virgin as follows: Virgin Group Ltd., through its subsidiaries, engages in the businesses of mobile telephony, travel, financial services, leisure, music, holidays, and health and wellness in the United Kingdom and internationally. Its mobile telephony business includes IP-VPN, Wi-Fi, phones, phone plans, mobile broadband, TV phone, broadband services, and SIM cards. The company’s travel business comprises airlines, leisure and travel Websites, travel booking services, travel information, flying clubs, commercial spaceline services, holiday services, hotel services, holiday cruise services, hotels, private islands, mountain retreats, game reserves, catamarans, lodges, tented camps, vineyards, restaurants, private members clubs, trains, and tour operating services. Its financial services include credit cards, home loans, insurance, savings, superannuation, fundraising services, and small business funding. The company’s leisure businesses comprise balloon rides, corporate gifts, competition prizes and promotions, benefits, rewards and incentives, corporate events and hospitality, PR events and photography/filming, advertising balloons, book publishing, employee rewards, gift cards, electric vehicle championships, wine production, and online wine retail. Its health and wellness business includes health clubs, fitness clubs, NHS and social care services, health banks, and employee wellness services. The company also engages in entertainment businesses, such as casinos, bingo, slots, and radio stations.1 The complexity of the Virgin Group was also reflected in its structure. In May 2015, there were 312 Virgin companies registered at Britain’s Companies House (113 of This case was prepared by Robert M. Grant. ©2015 Robert M. Grant. Case20The Virgin Group in 2015.indd 655 09/11/15 3:05 PM 656 CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS which had been identified as “converted/closed” or “recently dissolved”). In addition, there were Virgin companies registered in about 28 other countries. The Virgin companies were linked through a complex network of parent–subsidiary relations—many of which were identified as “holding companies.” For most of the Virgin companies the ultimate parent was identified as Virgin Group Holdings Ltd., registered in the British Virgin Islands. Some Virgin companies where wholly or majority owned; in others, Virgin Group held minority stakes. In some, such as Virgin Media, a subsidiary of Liberty Global, Virgin Group owned no equity and simply licensed the Virgin brand. The dispersed ownership and control structure of the Virgin Group had facilitated its dynamic, entrepreneurial growth. But now that Branson’s business empire had matured and was consolidating around fewer businesses, did its structure and management systems still match the strategy? And was the strategy attuned to the changing conditions the group faced? The maturing of Virgin had been accompanied by greater formalization of structure and management systems. The appointment of co-CEOs in 2011 marked the beginning of a more conventional management structure and Branson’s transition to a more peripheral role, where he remained the inspiration, public face, and unifying force for the group but was less involved in Virgin’s business activities and more committed to environmental and charity activities. However, the future of the Virgin Group remained uncertain—would Virgin remain an entrepreneurial organization committed to launching new business ventures designed to upset the status quo in different industries or was Virgin transitioning to a more conventional financially based holding company along the lines of Warren Buffet’s Berkshire Hathaway or the Wallenberg family’s Investor AB group? Perhaps, the string of divestments pointed to the fact that Virgin—like Branson himself—was entering an era of old age and decline where the break-up of the group was the best option. Development of the Virgin Group, 1968–2015 Richard Branson’s first business venture was a magazine, Student, which was first published on January 26, 1968 when he was a student at Stowe, a private boarding school. The magazine displayed features that would characterize many of Branson’s subsequent entrepreneurial initiatives. It targeted the baby-boomer generation; embodied the optimism, irreverence, and anti-authoritarianism of the 1960s; combined fashion, popular music, and avant-garde culture; and filled a “gaping hole in the market.” The success of the magazine encouraged Branson to leave school at the age of 17, before taking final exams. Virgin Records Branson’s next venture, mail-order record sales, saw the birth of the Virgin brand name. In 1971, Virgin Records opened its first retail store, on London’s busy Oxford Street and, in 1973, Virgin created its own record label. Its first release, Tubular Bells, by an unknown musician, Mike Oldfield, was a huge hit eventually selling over five million copies. Virgin Records went on to sign up a series of new artists such as Phil Collins, Human League, Simple Minds, and Boy George’s Culture Club—including several that had been shunned by the major record companies, most notably the Sex Pistols. Case20The Virgin Group in 2015.indd 656 09/11/15 3:05 PM Case 20 The Virgin Group in 2015   657 Virgin Atlantic Airways Virgin Atlantic began with a phone call from Randolph Fields, a Californian lawyer, suggesting a transatlantic, budget airline. To the horror of his colleagues at Virgin Records, Branson was enthralled with the idea. On June 24, 1984, Branson appeared in a First World War flying outfit to celebrate the inaugural flight of Virgin Atlantic in a second-hand 747 bought from Aereolíneas Argentinas. Unlike Branson’s other businesses, the airline business was highly capital-intensive and heavily regulated; it also required a completely new set of business skills, including collaboration with governments, banks, and aircraft manufacturers. Virgin Atlantic’s massive financing needs encouraged Branson to seek an initial public offering for most of Virgin’s other businesses. In 1985, 35% of Virgin Group PLC was listed on the London and NASDAQ stock markets and Branson began an unhappy few years as the chairman of a public corporation—a role which ill-fitted his own personality and leadership style. Following the October 1987 stock market crash, Branson took the opportunity to raise £200 million to buy out external shareholders. Virgin Everywhere, 1988–2004 Between 1988 and 2004, Virgin launched a near-continuous stream of new businesses. These were concentrated around a few main areas of opportunity: ●● ●● ●● ●● Travel: The success of Virgin Atlantic encouraged Branson to launch other airlines. The Virgin approach was to mesh the business model of the low-cost carriers with Virgin’s dist
inctive approach to enhancing customers’ experience in novel ways. New airlines included the Brussels-based Virgin Express, Virgin Australia (originally Virgin Blue and Pacific Blue), and Virgin America. Other aviation ventures included Vintage Air Tours, Virgin Lightships (blimp advertisements), Virgin Galactic, and Virgin Balloons. Virgin Rail was established in 1997 to operate two passenger rail franchises awarded in the privatization of Britain’s rail system. In 1998, Virgin sold 49% of Virgin Rail to the Stagecoach travel group. Holidays: Linked to Virgin’s airline interests were investments in hotels and vacation services, including a lodge and wildlife park in South Africa and Branson’s own Necker Island resort in the Caribbean. Retailing: Virgin’s record stores provided a platform for internationally expanding retail interests. The Our Price chain of UK record stores was a joint venture between Virgin and WHSmith. Virgin Megastores pioneered “experience-based retailing” not just in the UK but also in Japan, the US, Australia, and Europe. Virgin Bride was a UK chain of bridal stores. Information and communication technology: Developments in digital technologies offered a broad new field of opportunity to Virgin. The internet allowed Virgin to expand its retail interests into the online retailing of cars, motorcycles, wine, and music downloads. The most successful of these was Virgin Direct (later renamed Virgin Money), a joint venture with Norwich Union, which offered credit cards and other personal financial products. The start of cellular communication encouraged the launch of Virgin Mobile, a joint venture with Deutsche Telekom, which pioneered the “virtual network Case20The Virgin Group in 2015.indd 657 09/11/15 3:05 PM 658 CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS ●● ●● operator” model of wireless service (Virgin Mobile purchased network access from other providers). The Virgin Mobile strategy was then replicated in the US, Australia, South Africa, and South-East Asia. Virgin.net, an internet service provider, was a joint venture with cable operator NTL. NTL subsequently acquired both Virgin.net and Virgin Mobile UK to create Virgin Media Inc., the UK’s first “quadruple play” provider offering TV, broadband internet, mobile, and fixed-line phone services—Virgin Group held a 10.6% shareholding in Virgin Media. Leisure and entertainment. From its origins in music and magazine publishing, Virgin entered video games (Virgin Games, 1991), book publishing (Virgin Publishing, 1991), radio broadcasting (Virgin Radio, 1992), cinemas (Virgin Cinemas, 1995), and health clubs (Virgin Active, 1998). International expansion: Virgin’s expansion outside the UK began with its Megastores. After 2000, Virgin replicated several of its successful UK businesses overseas, including Virgin Mobile, Virgin Active, and Virgin Money. Other new ventures defied categorization; they were the result of opportunism and Branson’s whims. These included biofuels (Virgin Fuels, Virgin Bioverda), video games (Virgin Interactive), beverages (Virgin Drinks, Virgin Cola), clothing (Victory Corporation), cosmetics (Virgin Vie), and Virgin Health Bank, where parents could store the stem cells from their newly born babies. Focusing the Group, 2004–2015 Throughout its history, Virgin has divested businesses, either wholly or partially, in order to release equity for other business ventures or simply to take advantage of the high valuations that others placed on Virgin businesses. In 1992, it sold its music business to EMI and, in 1999, sold 49% of Virgin Atlantic to Singapore Airlines. From 2005, the pace of divestment increased with the sale or closure of financially unsuccessful businesses—such as Virgin Vie, Virgin Cosmetics, Virgin Cars, Virgin Bikes, Virgin Brides, Virgin Cola, Virgin Drinks, and Virgin Money USA—and the sale or floatation of some of its most successful businesses, including Virgin Media, Virgin Money, and Virgin America. Many of Virgin’s new initiatives during this period reflected Branson’s increased commitment to environmental and charitable causes. Virgin Unite was established by The Virgin Foundation, the charitable arm of Virgin, to channel efforts by Virgin Group companies, Virgin employees, and contributions from Virgin customers toward charitable causes. Virgin Green Fund was established as a private equity fund to invest in renewable energy and resource conservation businesses. One indication of Virgin’s shifting view of itself was when, in 2012, the Virgin website described itself as a “branded venture capital organization”; by 2015, it proclaimed: “Virgin is a leading international investment group” and described its corporate executives as “Virgin’s Senior Investment Team.”2 The Virgin Group of Companies in 2015 Among the several hundred companies that are part of the Virgin Group, the Virgin website lists 59, which it groups into seven categories. These are shown in Figure 1. Case20The Virgin Group in 2015.indd 658 09/11/15 3:05 PM Case 20 The Virgin Group in 2015   659 FIGURE 1 Virgin’s business portfolioa Entertainment Virgin Casino Virgin Festival Virgin Games Virgin Megastore Virgin Produced Virgin Radio Telecom and Tech Virgin Connect Virgin Media Virgin Media Business Virgin Mobile (Australia, Canada, Chile, Columbia, France, India, Mexico, Poland, South Africa, UK, USA, Saudi Arabia) Health and Wellness Virgin Active (separate cos. in Australia, Italy, Portugal, South Africa, Spain, UK) Virgin Care Virgin Health Bank Virgin Pulse Virgin Pure Planet and People Virgin Earth Challenge Virgin Green Fund Virgin Unite Money Virgin Money UK Virgin Money Australia Virgin Money S. Africa Virgin Money Giving Virgin Start-up Leisure Virgin Balloon Flights Virgin Experience Days Virgin Gift Cards Virgin Megastore Virgin Racing Virgin Wines (UK, US, Australia) Travel Virgin America Virgin Atlantic Virgin Australia Virgin Galactic Virgin Holidays Virgin Holidays + Hip Hotels Virgin Limited Edition Virgin Trains Virgin Vacations Note: a Includes only those companies listed on the Virgin website. Sources: http://www.virgin.com/company. Most Virgin companies were not wholly owned by Virgin Group. Virgin Atlantic and Virgin Trains were 51% owned, Virgin Money 34%, and Virgin Active 20%. Virgin had sold off Virgin Media, Virgin Mobile and Virgin Wines entirely, licensing the brand to the new owners. Virgin’s Financial Performance Financial reporting by the Virgin companies was fragmented, hard to locate, and difficult to interpret. No consolidated accounts were available for the group as a whole and tracking financial results for individual companies was complicated by Virgin’s tendency to transfer its investments in operating companies between group companies. Among the several hundred British-registered Virgin companies filing their financial statements with the UK’s Companies House, the closest to an overall parent company was Virgin Wings Ltd. Table 1 shows financial data for Virgin Wings, Table 2 shows data for its main business segments, and Table 3 shows its principal subsidiaries. Doubts had frequently been expressed about the overall financial health of the group.3 Branson was dismissive of such speculation, claiming that analysts and journalists misunderstood his business empire, emphasizing that the financial performance goals of a private company were different from a public corporation: “Short-term taxable profits with good dividends are a prerequisite of public life. Avoiding short-term taxable profits and seeking long-term capital growth is the best Case20The Virgin Group in 2015.indd 659 09/11/15 3:05 PM 660 CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS TABLE 1 Consolidated financial data for Virgin Wings Ltd. 9 months to 31/12/2013 12 months to 31/03/2013 (£million) (£million) Turnover Operating profit Pre-tax profit Net profit Fixed assets Current assets Total assets Total liabilities Net assets Shareholders’ equity 3,548 70 62 60 880 1,383 2,263 1,977 286 285 4,046 99 86 106 853 1,668 2,521 2,316 205 204 Source: Virgin Wings Ltd. and
Subsidiary Companies: Strategic Report, Directors’ Report and Financial Statements (December 31, 2013). approach to growing private companies.”4 The observation that few Virgin companies were generating significant profits was reinforced by concerns over the balance sheet strength of the group. The complex financing arrangements between Virgin companies made it difficult to estimate the overall financial position—it is notable that many Virgin companies operated with negative shareholder equity and liabilities exceeding current assets. Also, the accounts for UK companies did not take account of the cash drain from Virgin Galactic. Galactic had absorbed over $600 million by November 2014, $380 million of which was provided by Abu Dhabi’s state investment agency.5 The Virgin Brand The Virgin brand was the group’s greatest single asset. Compared to most other consumer brands, it was unusual in the range of products it encompassed. Could a TABLE 2 Segment financial data for Virgin Wings Ltd. Revenue (£million) 9 months to 12 months to 31/12/2013 31/03/2013 Air travel Rail Mobile telecoms Financial services Hotels Healthcare Other trading Management services TOTAL Operating profit (£million) Net operating assets (£million) 9 months to 31/12/2013 12 months to 31/03/2013 9 months to 31/12/2013 12 months to 31/03/2013 2,554 716 120 25 22 153 22 59 2,854 898 211 29 28 156 30 55 20 8 (3) (2) (2) (3) 8 44 (78) 31 1 (4) (5) (5) 10 149 (123) (33) (23) (5) (11) (11) 32 423 (247) (43) (20) (8) (8) (8) 30 159 3,671 4,261 70 99 311 159 Source: Virgin Wings Ltd. and Subsidiary Companies: Strategic Report, Directors’ Report and Financial Statements (December 31, 2013). Case20The Virgin Group in 2015.indd 660 09/11/15 3:05 PM Case 20 The Virgin Group in 2015   661 TABLE 3 Virgin Wings Ltd. subsidiary companies Subsidiary Country Activity Virgin Holdings Ltd. Classboss Ltd. Virgin Rail Group Holdings Ltd. Virgin Management SA Virgin Healthcare Holdings Ltd. VML 2 Ltd. Virgin Atlantic Ltd. Barfair Ltd. Vanson Developments Ltd. Virgin Management Ltd. Virgin Models Ltd. Voyager Group Ltd. Necker Island BVI Virgin Life Care Investments Ltd. Virgin Management USA Inc. Virgin Sky investments Ltd. Vexair Ltd. Virgin Management Asia Pacific Pty Ltd. Bluebottle UK Ltd. Bluebottle Investment (UK) Ltd. Virgin Cinemas Group Ltd. VEL Holdings Ltd. Virgin Enterprises Ltd. Virgin Hotels Group Ltd. Virgin Insight Ltd. UK UK UK Switz. UK BVI UK UK UK UK UK UK BVI UK USA UK UK Australia UK UK UK UK UK UK UK Investment holding co. Investment holding co. Train operator Management services Health service provider Investment holding co. Flight and holiday operator Investment holding co Investment holding co. Management services Investment holding co. Investment holding co. Hotel operator Health and rewards program Management services Investment holding co. Investment holding co. Management services Investment holding co. Investment holding co. Investment holding co. Investment holding co. Brand licensing Hotel operator Procurement services Ownership (%) 100 100 51 100 94 100 51 100 100 100 100 100 100 91 100 100 100 100 100 100 100 100 100 100 100 Note: For all but two of the companies listed above, Virgin Wings’ investments are held indirectly. Source: Virgin Wings Ltd. and Subsidiary Companies: Strategic Report, Directors’ Report and Financial Statements (December 31, 2013). brand that extended from rail travel to streamed music have any meaningful identity? The Virgin website offered the following explanation: Al …
 
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ith reference to the e-car industry, discuss the elements that make up the external environment that it faces, and how an individual car manufacturer with a base in the UK might take these elements into account in its strategic and operations management. What should the company’s strategy be in order to continue expanding its business?

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Academic English Skills Coursework 1: Source Report Name: Class: Academic English Date: 18/10/2019 Essay title or question: Title: With reference to the e-car industry, discuss the elements that make up the external environment that it faces, and how an individual car manufacturer with a base in the UK might take these elements into account in its strategic and operations management. What should the company’s strategy be in order to continue expanding its business? Plan for overall structure of essay: Plan for overall structure Introduction P1. Factors that have contributed to the need for having e-car in UK auto market. P2. Elements that make up the external environment of e-car industry. P3. The challenges that the e-car company might experience while conducting its operation in UK. P4. How an e-car manufacturer company that wants to establish its base in UK need to consider the external elements in the organization strategic and operations management. P5. The strategies that e-car manufacturing company would integrate into the organization to expands its business in the vast UK market. Conclusion Part 1: Annotated List of Sources Select TWO sources you have read and plan to use in your essay and complete the table below outlining: • why the text is useful for your essay • how you found the source. You will focus on three different sources in part 2. Include a reference in the following format: Books / chapters of books: Surname, I. & Surname, I. (Year). Title of the book. Place of Publication: Publisher Surname, I. (Year). Chapter of the book. In: I. Surname & I. Surname (Eds), Title of the book. Place of Publication: Publisher, pp. 1-18 Journal articles (print/ online) Surname, I. (Year). The Title of the Article. The Name of the Journal, 1(1), 1-18 Reports / articles online Surname, I. (Year). The Title of the Article or Report. The Name of the Organisation or website. Retrieved from url Lectures / talks Surname, I. (Year). The Title of the Lecture or Talk. TED. Retrieved from url Note that you should summarise and paraphrase key information in the text in order to demonstrate that you have understood the sources. You may use bullet points. You are not marked for your language accuracy, but you will be penalised for copying text from the source. Source 1 Type of source: Journal Article Reference Debye, Y. (2014). E-car industry analysis from the perspective of business model dynamics (Bachelor’s thesis, University of Twente). Retrieved from: https://essay.utwente.nl/65344/1/Debye_BA_MB.pdf This source is relevant because… The source is relevant since it provides the various factors in the UK market that contributed to the e-car company to decide to operate in the UK market. Through the environmental regulations in the UK market on greenhouse gas emissions and the need to reduce air pollution and depletion of fossil fuels, it has led to the UK government actively promote electric vehicles that have led to the introduction of new e-car companies in the UK. The article is also relevant since it has effectively highlighted the various external environment elements which make it difficult for an e-car company to operate in the UK auto market. External environmental elements such as policy incentives, availability of charging stations, public visibility, vehicle diversity, and consumer characteristics are some of the elements that have made it difficult for e-car companies to operate in the UK market. I found this source by… Researching on the various factors that have contributed to the need for having e-car in the UK market together with external environmental elements which have made it difficult for the flourishment of e-car companies in the UK. Type of source: Journal Article Reference Yong, T., & Park, C. (2017). A qualitative comparative analysis on factors affecting the deployment of electric vehicles. Energy Procedia, 128, 497-503. Retrieved from: https://www.sciencedirect.com/science/article/pii/S1876610217339103 This source is relevant because… The source is relevant since it highlights the different ways that an e-car company, which is based in the UK, might consider the external environment elements in its strategic and operations management to ensure that it effectively conducts its operation in the UK auto market. The source highlights that through a car manufacturer that is based in the UK being able to conduct adequate market strategy and being able to solve the external environmental elements that hinder smooth operation of e-car companies in the UK market would help the company to achieve its goals and increase its market share. The article has also highlighted the different strategies that an organization can utilize towards expanding its e-car business in the UK market. I found this source by… Researching on how the external environmental elements that impact e-car operation in the UK can be integrated into the organization strategy and operations management to achieve market success. Source 2 Part 2: Source Report Complete the source report for THREE more sources you have read. Include: • The reference • How you have identified the source as suitable for academic use • Three main points from the text which are useful for your essay, including the supporting information for each idea or argument. • The section of your essay the information will be useful for – make sure each source covers a different aspect of your essay • Conclusions you have drawn from your reading Source 3 Reference: Coffman, M., Bernstein, P., & Wee, S. (2017). Electric vehicles revisited: a review of factors that affect adoption. Transport Reviews, 37(1), 79-93. Retrieved from: https://ideas.repec.org/a/taf/transr/v37y2017i1p7993.html Source Evaluation Authority Who is the author / organisation? Are they qualified? Reliability Where is the text published? Is the source peer-reviewed? Objectivity Where does the information in the article come from? Are the points supported? Currency When was the text published? Are the citations and references used in the text current? Academic Conventions Are academic conventions used? There are three authors of the article who include Coffman, Bernstein and Wee and they are very qualified. The text has been published by Transport Reviews which is an international review journal organization that provide authoritative and up to date research-based reviews of transport related topics. The source is peer reviewed. The information in the article comes from a thorough research conducted in the transport industry to identify the various factors that have make it difficult for adoption of e-cars in different economies. The text was published in 2017 and there are citations and references. Yes, academic conventions are used. Which point will the information and arguments from the text be used to support or explain? The information and arguments from the text that can be used to support the claims are that it has become difficult for the UK to adopt e-cars due to the various external environment elements which have become a hindrance. For example, many people are not ready to use e-cars due to their high costs compared to cars that use gasoline; therefore, many have engaged in preferring the latter. The UK government, as an external element, has not been able to set government incentives, which will encourage the development of e-cars, therefore, making it difficult for car manufacturers to manufacture e-cars. The provision of infrastructure to be used by e-cars has also been a challenge in the UK, making it difficult for the adoption of e-cars. Relevant points from the text It has become difficult for people to integrate the use of e-cars, whereas there are cars that run on gas. Supporting evidence / example/ data in the text Supporting evidence from the text is that more than 90% of people in the UK use cars than ran in gas, and they are not yet ready to use ecars. There are no government incentives put forward by the UK government to encourage manufacturing companies to set their base in the UK to engage in manufacturing e-cars. Supporting e
vidence is that operating an e-car manufacturing company in the UK will come with increased costs to the company due to the materials, labor, capital, and infrastructure that the company would require to utilize in the process and without government incentive it would be difficult for many companies to operate in the UK market. The UK government has not been able to set adequate infrastructure that would ensure that its citizens will be able to use e-cars once they have been manufactured since there are no guidelines about public charging infrastructure. From the text, the authors have engaged in highlighting that the UK government has been tight-lipped about the construction of public charging infrastructure that would enable e-cars to use such an infrastructure since, from its research, many citizens have shown the desire to use cars that use gas. Source 4 Reference: Saebi, T., & Foss, N. J. (2015). Business models for open innovation: Matching heterogeneous open innovation strategies with business model dimensions. European Management Journal, 33(3), 201-213. Retrieved from: https://openaccess.nhh.no/nhhxmlui/bitstream/handle/11250/298636/Saebi_Business.pdf?sequence=3&isAllowed=y Source Evaluation Authority Who is the author / organisation? Are they qualified? Reliability The authors are Saebi and Foss and they are qualified authors. The text is published in European Management Journal and it is a peer reviewed source. Where is the text published? Is the source peerreviewed? Objectivity The information come from different companies that operate in Europe and the points are Where does the supported by owners, CEOs and managers of many performing organizations in Europe. information in the article come from? Are the points supported? Currency The text was published in 2015 and there are citations and references used in the text. When was the text published? Are the citations and references used in the text current? Academic Yes, the academic conventions are used in the journal. Conventions Are academic conventions used? Which point will the information and arguments from the text be used to support or explain? The information and arguments from the text that would be used to support the topic is that the text has effectively highlighted that there is the need for any company that operates in the European market to ensure that it is able to counter all the external environment elements that it encounters to ensure that it achieves its organizational goals and attain an increased market share. Through the integration of such challenges in the organization’s operational management, it will enable the organization to engage in its daily activities of producing its goods and services. Since strategic management focuses on activities that ensure an organization attains a competitive positioning through integrating the external environment elements in strategic management, it will ensure organization success. Through the e-car company integrating innovation strategies in its operation and strategic management, it will enable her to solve and ensure mitigating the external elements that hinder its operation. Relevant points from the text There is a need for a business that finds it difficult operating in the European market due to external environment elements to engage in aligning the internal organization elements with their business model to accommodate open innovation that will ensure organization success. Supporting evidence / example/ data in the text Data in the text shows how different organizations that operate in the European market, including Apple Inc., has shown the importance of aligning the internal elements of the organization with the external elements that it experiences in its business model to be able to accommodate innovation strategies. Restructuring of the organization’s business model and being able to integrate innovation strategies in the organization strategy and operations management is fundamental to ensure that the organization integrates the external environment to achieve success. Supporting evidence provided by the authors is that when an organization that operates in the European market is able to take the external elements into account in its strategic and operations management, it often helps such organization to engage in wise decision-making process thereby supporting business functions and operations in the organization leading to the attainment of organization goals. When an organization that operates in the European market is able to consider the The authors have highlighted that when external environment elements are being integrated into strategic and operation external elements that affect its operations and integrates the same in its strategic and operational management, it often helps such an organization to achieve success in the market it is operating. management in the organization through the use of innovative strategies such an organization will be able to solve all its challenges that it experiences, leading to the attainment of organization goals. Source 5 Reference: Verbeke, A. (2013). International business strategy. Cambridge University Press. Source Evaluation Authority Who is the author / organisation? Are they qualified? Reliability Where is the text published? Is the source peerreviewed? Objectivity Where does the information in the article come from? Are the points supported? Currency When was the text published? Are the citations and references used in the text current? Academic Conventions Are academic conventions used? The author is Verbeke and a qualified author. The text has been published in Cambridge University Press. The source is a book. The information in the book comes from different performing organizations globally that have been able to expand their business processes and the points are supported. The text was published in 2013 and there is the use of citations and references in the text. Yes, academic conventions are used. Which point will the information and arguments from the text be used to support or explain? The information and argument from the text that will be used to support the essay title is that there is the need for an organization that operate in any market to engage in undertaking effective strategies such as integrating innovation, technology, cultural competency, strategic orientation, collaboration and integration of all employees in the organization process to be able to expand its business operation that will lead to organization success and increase in market share. Relevant points from the text The relevant points from the book are that when an organization is able to integrate its employees in organization process and ensures that there is the integration of new technology in business environments such undertaking will ensure that the business is able to expand its business operations since they will have the support of its employees. Supporting evidence / example/ data in the text There are supporting data in the text which have shown that there is the need for any organization that needs or wants to expand it’s business operations need to integrate its employees in the process as this will ascertain that the employees would be able to align themselves with the organization goals and objectives to achieve success. International business organizations need to ensure that they align themselves with the market needs together with integrating technology in the business process as this will help an organization to be successful when expanding its operations. The author has used examples of different organizations that operate in different markets to explain how through the integration of new technology in the business process and ensuring that the organization meets the market needs it has helped such organization to continue expanding in new markets which can also be implemented by any e-car company. The text also highlights that a company that wants to expand its business operations it needs to undertake the strategies of ensuring that it receive financial incentives, engage in diversification and effectively engaging in product developmen
t that will meet the desire of the customers. The author has provided supportive evidence by explaining that a business that looks forward to expanding its business process needs to ensure that it undertakes effective market, product, and financial strategies to ensure that it achieves adequate market share. There is the use of General Motors’ example in the text whereby the company attained financial incentives and engaged in diversification, which enables the company to expand in new markets. Conclusions drawn from your reading The conclusion that can be drawn from the readings is that there are many external environment elements that tend to impact the operation of e-car manufacturers in the UK. The readings also highlighted the contributing factors that have led to the UK to consider introducing e-cars in the economy. These external environment elements in the UK include policy incentives, availability of charging stations, public visibility naming a few. When an organization is able to integrate the external environment elements in its operation and strategic management, it will help in ensuring that such effects are reduced in the industry thereby, enabling the e-car manufacturing companies in the UK to attain market success. Adequate strategies are required by businesses that operate in an international market, as highlighted in one of the readings to ensure that it is able to expand their businesses. These strategies include ensuring the organization attains financial and production incentives, integration of technology, and employees in the organization process, diversification, and product development are some of the strategies. You will be given a tutorial following submission of the assessment. In the tutorial, you will be asked to: • • Show your tutor how you found your sources Talk your tutor through what you think are the useful parts of the sources You will also be given opportunity to: • • Ask any questions you have on the assessment Get feedback on the work you have done so far This assessment is worth 25% of your reading mark. The mark you are awarded for Evidence of Subject Knowledge may be amended based on your tutorial discussion. Factors Contributing to External Environment of E-Cars in the UK – Outline I. II. Introduction Factors that Contribute to the Need for E-Cars in the UK III. The Elements that Make up the External Environment that E-Car Industry Faces IV. Challenges that E-Car Manufacturing Company Experience in the UK V. How a Car Manufacturer in the UK Might Consider Integrating the External Environment Elements in its Strategic and Operations Management VI. The Manufacturing Company Strategy to Continue Expanding its Business VII. Conclusion Running head: EXTERNAL ENVIRONMENT OF E-CARS IN THE UK Factors Contributing to External Environment of E-Cars in the UK Name Institution 1 EXTERNAL ENVIRONMENT OF E-CARS IN THE UK Factors Contributing to External Environment of E-Cars in the UK Introduction Electric Cars, also known as battery-electric cars, are being produced in different parts of the universe, including the Netherlands, Canada, China, the United States, the UK and Germany. Electric vehicles have been considered as automobile technology of the future, which led to the emergence of manufacturing companies that produce e-cars. Most of the UK drivers are not willing to replace their conventional combustion engine cars with e-cars, and this has become difficult for the government to ascertain its ability to tackle air pollution caused by combustion engine cars. The tra …
 
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STRATEGIC MANAGEMENT BU7405: FULL-TIME COHORTS

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A: Assessment Details
Module Title STRATEGIC MANAGEMENT
Module Code BU7405: FULL-TIME COHORTS
Component Number A2
Assessment Type, Word Count & Weighting 3000-WORD WRITTEN ASSIGNMENT (75%)

 

B: Learning Outcomes
1.            Critically analyse the characteristics of strategic decisions and explain what is meant by strategy and strategic management.
2.            Critically evaluate the role of organisational stakeholders, structures and processes and how stakeholders’ expectations shape strategy.
3.            Critically assess and apply appropriate concepts and principles of strategic management in an organisational context.

 

C: Assessment Task
Applying what you have learnt from the module content, you are to produce a fully referenced written submission of approximately 3000 words (+/- 10%) that uses appropriate models, frameworks and concepts to analyse a strategic business issue (s) within a chosen organisation.
Note: The chosen organisation cannot be one you have already significantly referred to in other assignments or dissertation.

 

D: Specific Criteria/Guidance
Students can use their own employer or select a large international organisation and address the following issues:
*             Brief introduction to the organisation and sector it operates in.
*             Outline of the strategic business issue – contextualised within the organisational setting, including an overview of relevant strategic decisions that led to the current position (discussed through relevant literature, tools and techniques).
Critical analysis which sets out why the issue had strategic implications and the impact it had on competitive performance (discussed through relevant literature and supported by other contemporary examples).
*             Relevant conclusions.
*            Recommendations (if appropriate).
*             List of References.

 

E: Key Resources
De Wit, B., & Meyer, R. (2010). Strategy, Process, Content, Context: An International Perspective. (4th ed.). London, UK: Thomson Learning.
Johnson, G., Scholes, K., Whittington, R., Agwin, D., & Regner, P. (2017). Exploring Strategy: Text and Cases. (11th ed.). Harlow, UK: Pearson Education.
Mintzberg, H., Ahlstrand, B., & Lampel, J. (2009). Strategy Safari. (2nd ed.). Harlow, UK: FT Prentice Hall.
Supported by:
Ansoff, I. (1987). Corporate Strategy. London, UK: Penguin.
Clegg, S. R., Schweitzer, J., Whittle, A., & Pitelis, C. (2017). Strategy Theory and Practice. (2nd ed.). London, UK: Sage Publishing Ltd.
Coulter, M. (2012). Strategic Management in Action. (6th ed.). London, UK: Prentice Hall.
Cummings, S., & Wilson, D. (Eds.). (2003). Images of Strategy. Oxford, UK: Blackwell Publishing.
Doherty, T., & Horne, T. (2013). Managing Public Services: Implementing Changes – a Thoughtful Approach to the practice of management. (2nd ed.). London, UK: Routledge.
Finlay, P. (2000). Strategic Management: an Introduction to Business and Corporate Strategy. London, UK: FT Prentice Hall.
Haberberg, A., & Rieple, A. (2001). The Strategic Management of Organisations. London, UK: FT Prentice Hall.
Mintzberg, H., & Quinn, J. B. (2003). The Strategy Process. (4th ed.). Harlow, UK: Pearson Education.
Pettinger, R. (2004). Contemporary Strategic Management. Basingstoke, UK: Palgrave Macmillan.
Porter, M. (2004). Competitive Advantage: Creating and sustaining superior performance. New York, NY: Free Press.
Segal-Horn, S. (ed). The Strategy Reader. (2nd ed.). Malden, MA: Blackwell Business.
Thompson, J., & Martin, F. (2014). Strategic Awareness Management & Change. (7th ed.) London, UK: Thomson.
White, C. (2004). Strategic Management. Basingstoke, UK: Palgrave Macmillan.
Whittington, R. (2001). What is Strategy and Does it Matter? (2nd ed.). London, UK: Thomson.

 

F: Submission Guidance
·         Students should submit work before 12 noon on the deadline date via the appropriate ‘Turnitin submission’ link on the Moodle module page. Please check your email confirmation to ensure you have submitted to the correct place.
·         Assessments should be submitted in Microsoft Word (.doc and .docx), Microsoft PowerPoint (.ppt, .pptx. .pps and .ppsx), Excel (.xls and .xlsx) or PDF format (generated from the word-processing or presentation software you are using, not a scanned document. Do not upload Open Office documents (.odt, .odp).
·         Do not upload documents directly from Google Drive and One Drive.
·         The file must be no larger than 40MB.
Please refer to Help with Assignment Submission section on Moodle for further guidance on online submissions.
G: Document Format  
 
·         The font size must be a minimum of point 12 Calibri (or equivalent).
·         Line spacing in the body of the assessment must be 1.5 lines.
·         Include the following details written on the first page:
Title of your work
Module title and code
Your student assessment number (J Number). Do not write your name or your student number.
Word count (Please note penalties for excess word count)
Module Leader and Seminar Tutor (if relevant)
·         Number the pages consecutively.		  

 

H: Academic Integrity and Penalties
 
It is your responsibility to ensure that you are familiar with all of the information contained in this brief as failure to do this may impact on your achievement.
Please refer to the various Assessment Guidance below for detailed information on:

 

 

 

 
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BUSINESS FINANCE

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Length: Please write your response in essay format and/or point form as appropriate and limit your response to 4 pages using 1.5 line-spacing. Assessment: This part of the assignment will be assessed using the following criteria: Comprehensiveness Depth of insight and analysis Rationale/support for the conclusions drawn Go to the Internet and log onto Starbucks’ website at http://www.starbucks.ca. At the bottom of the home page under “About Us” read about the company’s heritage, company, and investor relations (overview). Go back to the top of the home page and review the products, menu offerings, and the responsibilities of the company. If you have an opportunity visit a Starbucks store. (This is not necessary to successfully complete this part of the assignment.) Now answer the following five questions: In spite of heavy competition from other coffee retailers in the marketplace, Starbucks secured the largest market share. What five factors do you think accounted for Starbucks’ success in securing its market share? (10 points) Using marketing concepts, terms, and information from this module, describe Starbucks’ product strategy of in terms of: Product concept: core, actual, augmented, and potential product. (8 points) Product line: width, length, depth, and product line strategy. (12 points) Describe and evaluate the branding strategy for Starbucks. What are the main advantages and disadvantages of this strategy? (5 points) Given Starbucks’ growth all over the world, how would you recommend they organize their marketing effort (the structure of the people) for managing existing products and developing new products? (5 points) In your opinion, what stage of the product life cycle are Starbucks’ products? What makes you think so? What are the marketing mix implications of being in this stage? Discuss product strategy, pricing strategy, distribution strategy, and communication strategy implications. (10 points)

 
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