Capstone: Strategy

Capstone: Strategy

Assessment Information

COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The

material in this communication may be subject to copyright under the Act. Any further reproduction or communication of this material by you may be the subject of

copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd

ABN 86 098 181 947 is a registered higher education provider CRICOS Provider Code 02426B.

Assessment Information

Subject Code:

Subject Name:

Assessment Title:

Weighting:

Total Marks:

Due Date:

MBA600

Capstone: Strategy Assessment 1 – Recorded Video and Slides

25%

100

Week 5, Monday at 11.55pm

.

Assessment Description

Students are to pick a real organisation of their choice that is either privately or publicly owned. It should be of interest or relevance to their industry sector, job role and/or MBA specialisation. Note, the organisation you pick should also be used in Assessment 2.

Assuming the role of an organisational consultant, students are to apply their strategic thinking skills by researching the organisation and analysing the factors that clearly identify and explain its competitive advantage.

Findings should be presented in a video which provides an overview in a form and tone that is presentable to the organisations executive team. It should be 15 minutes long and contain 10 to 15 slides that assist the executive to understand the findings presented.

Areas covered should include:

• Introduction.

• A brief overview of the organisation.

• An analysis of the external and internal environment using appropriate theories and frameworks.

• Clear articulation of the competitive advantage identified.

• A diagnosis of the strengths, weaknesses, sources and future sustainability of the competitive advantage outlined.

• A conclusion that identifies strategic opportunities and risks.

Students are encouraged to use a wide variety of information sources that include, where possible, primary research such as interviews with staff or executive members within their chosen organisation.

Students are encouraged to explore and utilise features of webinar technologies and to include a wide range of multimedia and/or interactive content that is in appropriate for a presentation to an executive.

Students will be provided with guidance on the LMS on how to submit their webinar through Vimeo.

 

 

COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further

reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86

098 181 947 is a registered higher education provider CRICOS Provider Code 02426B.

 

 

Criteria F (Fail) 0%-49%

P (Pass)

50%-64%

CR (Credit) 65%-74%

D (Distinction)

75% – 84%

 

 

HD (High Distinction)

85%-100%

 

Mark

 

Assessment Content (Subject Specific) OUT OF 80 MARKS

Introduction Provides poor context and does not link to the assessment in a clear and coherent way. May be missing entirely.

Provides satisfactory context but links to the assessment in only a partially clear and coherent way.

Provides reasonable context and links to the assessment in a fairly clear and coherent way.

Provides solid context and links to the assessment in a clear and coherent way.

Provides excellent context and links to the assessment in an extremely clear and coherent way.

/10

Organisation Overview Overview is poorly presented, not thorough and identifies an unsatisfactory amount of the pertinent issues.

Overview is satisfactorily presented, not very thorough and only identifies a few of the pertinent issues.

Overview is well presented, reasonably thorough and identifies some of the pertinent issues.

Overview is very well presented, very thorough and identifies most of the pertinent issues.

Overview is excellently presented, extremely thorough and identifies all the pertinent issues.

/10

Analysis of External and Internal Environment

Poor evaluation of environment that superficially describes and poorly identifies context. Answer is not substantiated by strategy frameworks.

Satisfactory evaluation of environment that describes and identifies context. Answer has limited substantiation using strategy frameworks.

Good evaluation of environment that partially analyses and partially identifies context. Answer is partially substantiated by strategy frameworks.

Very good evaluation of environment that fully analyses and clearly identifies context. Answer is predominantly substantiated by strategy frameworks.

Excellent evaluation of environment that logically analyses and thoroughly identifies context. Answer is fully substantiated by strategy frameworks.

/15

Outline of Competitive Advantage

Competitive advantage is discussed using no or minimal key theories to frame an answer that is incoherent and does not link to the explanation of current sources.

Competitive advantage is discussed using a small number of key theories to frame an answer in a relatively coherent way that partially links to the explanation of current sources.

Competitive advantage is discussed using some key theories to frame an answer in a reasonably clear way that links reasonably well to the explanation of current sources.

Competitive advantage is discussed using most key theories to frame an answer in a coherent way that links clearly to the explanation of current sources.

Competitive advantage is discussed using all key theories to frame an answer in an extremely coherent way that links seamlessly to the explanation of current sources.

/25

Conclusion with Strengths, Weakness and Sustainability

Strengths, weaknesses and sustainability poorly evaluated, poorly analysed, and poorly applied with respect to the organisation in question. It has little or no theory and research.

Strengths, weaknesses and sustainability reasonably well evaluated, reasonably well analysed, and reasonably well applied with respect to the organisation in question. It is inconsistently substantiated by theory and research.

Strengths, weaknesses and sustainability well evaluated, well analysed, and well applied with respect to the organisation in question. It is partially substantiated by theory and research.

Strengths, weaknesses and sustainability very well evaluated, very well analysed, and very well applied with respect to the organisation in question. It is mainly substantiated by theory and research.

Strengths, weaknesses and sustainability excellently evaluated, skilfully analysed, and thoughtfully applied with respect to the organisation in question. It is fully substantiated by theory and research.

/20

 

Structure Format and Presentation (Consistent across all courses) OUT OF 20 MARKS

Answer clearly and logically presented.

Answer presented is not clear and logical.

Answer presented is somewhat clear and logical.

Answer presented is very clear and logical.

Answer presented is substantially clear and logical.

Answer presented is exceptionally clear and logical.

/4

Appropriate theory and research used to answer question posed.

Answer unsatisfactorily incorporates, integrates and applies theory and research.

Answer satisfactorily incorporates but only minimally integrates and applies theory and research.

Answer solidly incorporates, integrates and applies theory and research.

Answer predominantly incorporates, integrates and applies theory and research.

Answer skilfully incorporates, integrates and applies theory and research.

/4

Correct academic writing style used, including correct spelling, grammar and punctuation.

Slides inadequate standard with substantial errors.

Slides reasonable standard but with quite a few errors.

Slides a good standard with some errors.

Slides a high standard with minimal errors.

Slides an impeccable standard with errors that are only negligible.

/4

Format of answer/wordcount consistent with question requirements and KBS guidelines.

Format of answer/wordcount poorly follows the question requirement and KBS guidelines.

Format of answer/wordcount partially follows the question requirement and KBS guidelines.

Format of answer/wordcount solidly follows the question requirement and KBS guidelines.

Format of answer/wordcount substantially follows the question requirement and KBS guidelines.

Format of answer/wordcount almost faultlessly follows the question requirement and KBS guidelines.

/4

 

 

COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 (‘Act’). The material in this communication may be subject to copyright under the Act. Any further

reproduction or communication of this material by you may be the subject of copyright protection under the Act. Kaplan Business School is a part of Kaplan Inc., a leading global provider of educational services. Kaplan Business School Pty Ltd ABN 86

098 181 947 is a registered higher education provider CRICOS Provider Code 02426B.

 

 

 

In-text referencing and reference list follows Harvard style and consistent with KBS guidelines.

Frequent errors and/or inconsistent application of Harvard referencing conventions.

Some errors and/or inconsistent application of Harvard referencing conventions.

Occasional errors and/or inconsistent application of Harvard referencing conventions.

Minimal errors and/or inconsistent application of Harvard referencing conventions.

Negligible errors and/or inconsistent application of Harvard referencing conventions.

/4

Comments:

 

/80

/20

/100

 
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