Topic : Strategy Making Aviation Assessment

Strategy Making

Case study essay (MO 1,2,3 and 4) – Aviation Related Organisation
The purpose of this assessment is to employ concepts and theory from the field of strategy
and strategic management. The purpose of this assessment is to assess knowledge of the
subject area and employ strategy making models and concepts in the analysis of the
strategy of an organisation.
In your final assignment Part 2, you will, in the hypothetical role of a consultant to senior
leadership, prepare and submit a business strategy study to the management of your
selected organisation (Aviation related).
Your Case Study Essay will provide an in‐depth set of analyses, based on work done in
Weeks (Units) 1 through 7, of an organisation current strategic position.
The case study essay should be based on an organisation (Aviation related).
The case study essay will also provide a comprehensive set of recommendations and action
plans, with supporting reasoning and evidence.
In the case study essay, address the following points:
Part 2 A: (A Strategy Report of the Organisation – Aviation Related) – 1,500 words (+/‐
10%)
 Perform internal and external strategic analyses
 Analyse the context in which the firm operates (Aviation industry)
 Assess the competitive situation and review the current strategy of the firm, including its
financial results, (or/and other relevant benchmarks) with the objective of identifying the
key issues (problems) that must be addressed. This is not a summary of the information
presented in the case text, but rather your personal evaluation and/or critique of the
situation using the relevant tools mentioned in the readings and class
presentations/discussions.
 Conduct a qualitative or quantitative assessment of the situation/performance of the firm
Part 2 B: (Potential Alternatives and Strategy Recommendations) – 1,000 words (+/‐
10%).
• Based on the outcomes of the analyses performed in part 1, identify strategic alternatives
or options to address the issues identified, select the strategic option that you consider the
most appropriate.
• Provide recommendations and action plan to implement the chosen strategy. This is a very
important and potentially the most difficult part of the case analysis. The search for
alternatives must be broad and should consider significant redirection, reorganization or
disposition of parts or all of the business. Also, changes in business and competitive
strategies are expected here.
Please ensure that you show that you have engaged with the literature whilst developing your
Case study essay, by including citations.
In determining the case (organisation – Aviation related) to be explored, please ensure that you
will have access to key information such as the organisation’s current strategy, products,
financial performance and annual reports. (MO1, MO2, MO3 and MO4)
Module Learning Outcomes (MO) Assessed:
LO1 Evaluate and demonstrate knowledge of the context in which a strategy can be made and
implemented
LO2 Analyse different theoretical approaches, tools and models used in understanding strategy
making
LO3
Review an organisational strategy and the internal and external contexts of the
organisation by using relevant models and tools to enable the achievement of competitive
advantage for the organisation
LO4 Apply strategy making models and tools to proffer recommendations for organisational
growth and ethically sound sustainable strategic route
Below are more details about the learnings in each week and the Summary outcome of each
week.
Week 1: Introducing Strategy
 Andersen, T. J. (2013) Short Introduction to Strategic Management. Cambridge:
Cambridge University Press. Chapter 1 (WO 1,2)
 Porter, M. E. (1996) What Is Strategy?. Harvard Business Review, 74(6) 61–78. (WO 1,2)
 Wurthmann, K. (2019) The essential mix: Six tools for strategy‐making in the next
decade. Journal of Business Strategy, 41(1) 38‐39. (WO 1,2)
 Case study on Samsung Electronics presenting their strategy statement to understand
what constitutes the ethos of an organization available in Johnson et al. (2017, 9) ‐ (WO
2, 3)
Weekly Summary
During this week you have explored a range of resources linked to the term ‘strategy’. This will
form a valuable foundation. You have read about a range of definitions linked to strategy and
considered the relevance of ethos and the structure of an organisation..
Week 2: Making Sense of Strategy Making and the Execution Process
 Amason, A. (2011) Strategic management: from theory to practice. New York:
Routledge. Chapter 3 (WO 1,2,3)
 Collins, J. C. and Porras, J. I. (1996) Building Your Company’s Vision. Harvard Business
Review, 74(5) 65–77. (WO 1)
 Neilson, G.L., Martin, K.L. and Powers, E. (2008) The Secrets to Successful Strategy
Execution. Harvard Business Review, 86(6) 60‐71. (WO 3)
 The case study on ‘Google (Alphabet) – who and what drives the strategy?’ available at
Johnson et al. (2017, 434‐436) – (WO 1,2)

Weekly Summary
T During this week you have explored a range of resources linked to strategy making, strategic
vision, and execution. This has broadened your horizon on some of the crucial factors that must
be considered for strategy making.
Week 3: Understanding and Analysing the External Environment Using Analytical Tools
 Edmondson, V.C. (2018), The Thinking Strategist : Unleashing the Power of Strategic
Management to Identify, Explore and Solve Problems. Bingley:Emerald Publishing
Limited. Chapter 3 (WO 1,2,3,4,5)
 Porter, M. E. (2008) The Five Competitive Forces That Shape Strategy. Harvard Business
Review, 86(1) 78–93. (WO 1,4,5)
Weekly Summary
During this week you have explored the relevance of scanning the environment of an
organisation employing two analytical tools (PESTLE analysis and Porter’s Five Forces). The tools
explored and analysed will form a vital component of your module assessment.
Week 4: Understanding and Analysing Industry/Sector Contexts Using Analytical Tools
 De Kluyver, C.A. and Pearce, J.A. (2015) Strategic Management : An Executive
Perspective. New York: Business Expert Press. Chapter 4 (WO 1,2,3)
 Hagen, B., Zucchella, A., Cerchiello, P., and De Giovanni, N. (2012) International Strategy
and Performance – Clustering Strategic Types of SMEs. International Business Review,
21(3) 369‐382. (WO 3,4,5)
 Dobbs, M. E. (2014) Guidelines for applying Porter’s five forces framework: A set of
industry analysis templates. Competitiveness Review, 24(1) 32‐45. (WO 2,3)
 The Case study ‘Global Forces and the Advertising Industry’ available at Johnson et al.
(2017, 92‐95) – (WO 4,5)
Weekly Summary
During this week you explored a range of resources linked to the industry/sector context of an
organisation known to you. You also identified some critical drivers of success in the industry
explored and went on to compare some key variables within two industries.
Week 5: Understanding and Analysing the Internal Context of an Organisation Using
Analytical Tools
 Shimizu, K. (2012) The Cores of Strategic Management. New York: Routledge. Chapter 2
(WO 1,2,3)
 Levenson, A. (2018) Using workforce analytics to improve strategy execution. Human
Resource Management, 57(3) 685‐700. (WO 1,2,3)
 Teece, D. J., Pisano, G. and Shuen, A. (1997) Dynamic capabilities and strategic
management. Strategic Management Journal, 18(7) 509‐533. (WO 1,2)
 Collis, D. J. and Montgomery, C. A. (2008) Competing on Resources. Harvard Business
Review, 86(7/8) 140–150. (WO 1,2)
 The case study on ‘Rocket Internet – will the copycat be imitated?’ identified for the
week, and available at Johnson et al. (2017, 128‐130) – (WO 1,2,3)
Weekly Summary
During this week you have explored the internal context of an organisation while also
considering the firm’s resources, capabilities and competencies. The tools explored and
analysed will form a vital component of your module assessment..
Week 6: Crafting a competitive strategy and achieving a competitive advantage
 Shimizu, K. (2012) The Cores of Strategic Management. New York: Routledge. Chapters 4
and 5 (WO 1,2,3)
 Kim, W. C. and Mauborgne, R. (2004) Blue Ocean Strategy. Harvard Business Review,
82(10) 76–84. (WO 1,2,3)
 The case study on AMD “Competing with Intel, AMD’s strategy to break a monopoly”
identified for the week, and available at Amason (2011, 141) (WO 1,2,3)
Weekly Summary
During this week you have explored a range of resources linked to the crafting of a strategy and
the achievement of a competitive advantage. The various strategies to achieving a competitive
advantage and the use of differentiation were also considered.
Week 7: Designing Organisational Control Systems to Sustain Effective Strategy and Promote
Ethical Business Behaviour and Environmental Sustainability
 Lynch, R. (2018) Strategic Management. Harlow, United Kingdom: Pearson Education.
Chapter 12 (WO 1,3)
 Agnihotri, A. (2013) Doing Good and Doing Business at the Bottom of the Pyramid.
Business Horizons, 56(5) 591‐600. (WO 2)
 Kaplan, R. S. and Norton, D. P. (2007) Using the Balanced Scorecard as a Strategic
Management System. Harvard Business Review,85(7/8) 150–161. (WO 1,3,4)
 Porter, M. and Kramer, M. (2006) Strategy and Society: The Link Between Competitive
Advantage and Corporate Social Responsibility. Harvard Business Review, 84(12) 78‐93.
(WO 2)

Weekly Summary
During this week you have explored organisational control systems and how they could be used
to sustain effective strategy. Also, you have defined ethical behaviour, Corporate Social
Responsibility and Environmental Sustainability.

Pages 9 Double spaced(2475 words)
Style and sources Harvard, 10 sources
Free extras
Outline

Title page

Bibliography / Reference page

Study level Master
Assignment type Assessment
Subject Aviation
Language US

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