The assignment is a 3,000-word research project.  Students will select an international company in any sector (normally a publicly-quoted company).

YOUR TASK: Critically analyse and evaluate the strategy of your chosen international company over the last 3 years

Exclusions:  Students may not select an organisation which they have covered in any other major piece of work for another module or the dissertation. If in doubt, consult your lecturer.

Selection of the chosen organisation will follow a period of investigation to ensure there are sufficient source materials to support the necessary desktop research.

In analysing and evaluating the company’s strategy, students should address the following questions:

1. To what extent did the company experience strategic success or strategic failure in the last 3 years? Provide a critical analysis of the company’s performance and strategic outcomes.

1. What were the key strategic issues faced by the company in its macro, industry and market environments in the last 3 years?

1. What were the strategies of the company in the last 3 years? Was the underlying logic for these strategies sound or misconceived in relation to the external markets and/or internal capabilities? Provide a critical evaluation of the appropriateness and fit of the strategies selected (better answers will consider alternative strategies rejected, ignored or overlooked)

1. What is your overall evaluation of the strategic management of this company in this period? What recommendations for its strategic management can you make to the company as it moves forward? Alternatively, if the company has ceased trading, what are the key lessons that can be learned from the experience of your chosen company?

You are expected to apply advanced strategic planning/ management tools covered in this module to address these questions. You are advised NOT to use SWOT analysis.

1.       Critical analysis of the company’s performance and strategic outcomes. (20%)

2.       Critical analysis of the macro, industry and market environments in the last 3 years and identification of key strategic issues facing the company.   (20%)

3.       Critical evaluation of the appropriateness and fit of the strategies selected.   (20%)

4.       Critical evaluation of the strategic management of the company in the last 3 years. Development of arguments leading to clear conclusions and recommendations. (25%)

5.       Effective use of research, writing styles, citation and referencing. (15%)

Hill, C. and Jones, G. (2014). Strategic management theory: an integrated approach (11^th Ed.). USA: South-Western College Publishing.

Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2014). Exploring Strategy: Text and Cases(10th ed.). Harlow, United Kingdom: Pearson Education Ltd.

Kim, W.C. and Mauborgne, R. (2015). Blue Ocean Strategy (Expanded Edition). New York: Harvard Review Press.

Volberda, H. ,Morgan, R., Reinmoeller, P., Hitt, M., Ireland,R., and Hoskisson, R. (2011). Strategic Management. Andover, United Kingdom: Cengage Learning EMEA

Tourism and Events Management Programmes:

Bramwell, B. (1997). Strategic planning before and after a mega event. Tourism Management, 18(3), pp.167-176.

Evans, N. (2014;2015;). Strategic management for tourism, hospitality and events (2nd Ed.). London, United Kingdom: Routledge.

Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regner, P. (2014). Exploring Strategy: Text and Cases(10th ed.). Harlow, United Kingdom: Pearson Education Ltd.

Lynch, R. L. (2015). Strategic management (7th ed.). Harlow, United Kingdom: Financial Times Prentice Hall.

Tribe, J. (2010). Strategy for tourism. London: Goodfellow Publishers.

Whittington, R. (2001). What is strategy – and does it matter? (2nd ed.). London, United Kingdom: Thomson Learning.