corrections
Asmaa87
part3_Feedback_78.pdf
MGMT 4309 – Part III (& Revised Parts I & II)
Page 1 of 5 pages
Grading Dimension Score Range Points
PART I: EXTERNAL ENVIRONMENTAL ANALYSES
Poor Average Excellent 15
12
3.1. Analysis of the external environment (P.E.S.T) and driving forces (DFs)
The analysis does not demonstrate clear understanding of the DFs. The section may be poorly written.
The analysis covers all segments of the P.E.S.T. framework at a moderate level. The write up consists of parts that are analyzed well but some parts are not completely analyzed.
The analysis completely covers all segments of the P.E.S.T. framework and identifies DFs that will cause the industry change with adequate references and convincing arguments.
3
2.5
3.2. Analysis of the industry economic characteristics
The section demonstrates a superficial grasp of the industry economic characteristics.
The economic characteristics of the industry are identified but may not be clearly described.
Complete description of the industry economic characteristics demonstrating a solid grasp of the context with adequate references and convincing arguments.
3
2.5
3.3. Five‐force Analysis: An industry profitability analysis
The section demonstrates a superficial application of the model without exposition of its nuances.
The analysis covers all segments of the five‐force framework at a moderate level. The write up consists of parts that are analyzed well but some parts are not completely analyzed.
The analysis completely covers all segments of the five‐force framework with adequate references and convincing arguments.
3
2.5
3.4. Competitors Analysis and Analysis of their Anticipated Strategic Moves
The section demonstrates a superficial analysis without exposition of nuances in anticipated strategic moves.
The analysis contains some sense of the value propositions of most relevant competitors. Relative strengths and weaknesses of some competitors are incomplete or missing.
The analysis contains insights into value propositions of all relevant competitors and their relative strengths and weaknesses. Competitors’ anticipated strategic moves are explained clearly with adequate references and convincing arguments.
3
2.5
3.5. Identification of industry key success factors (KSFs)
The KSFs are poorly defined. The depth may be inappropriate or the rationale for selection may be weakly presented.
The KSFs may be properly identified and defined but the clarity of linkages to economic or competitive success may be lacking.
The analysis thoroughly identifies and describes the factors that are the major determinants of financial & competitive success in the industry and explains why this is so. A list of KSFs was generated and the top 3‐5 were properly identified with adequate references and convincing arguments.
3
2
MGMT 4309 – Part III (& Revised Parts I & II)
Page 2 of 5 pages
Grading Dimension Score Range Points
PART II: INTERNAL SITUATION ANALYSES
Poor (1‐2) Average (3‐4) Excellent (5) 15
12
4.1. Organizational Strategy Analysis
The analysis may oversimplify, confuse or misidentify the strategy or its efficacy. The data used is insufficient to warrant the evaluation made.
The analysis identifies the current strategy at a moderate level. May include some insights into sustainability, competitive advantage, and position. Each of the major factors related to the quality of the firm’s structure, culture and leadership may be properly identified with limited linkages to the data.
The analysis decomposes and evaluates the quality of the firm strategy in terms of sustainability, competitive advantage, position and distinctive competences with adequate references and convincing arguments. The analysis clearly decomposes and evaluates the quality of the firm structure, culture and leadership in terms that are applicable to the situation.
5
4
4.2. Financial Analysis
The financial analysis may be incomplete, missing absolute or relative measures of the firm performance. It may report only a historical perspective.
The financial analysis may evaluate the key financial statements from a limited point of view. It may take a limited perspective or not clearly reflect all the implications.
A complete financial analysis that includes the implications of absolute and relative measures of all firm financial statements. Excellent analysis of financial ratios. The write up reflects an excellent understanding of how the various financial ratios impact business with adequate references and convincing arguments.
5
4
4.3. Value Chain Analysis The quality of analysis is poor, incomplete and may apply the wrong models.
The quality of analysis is good, but one or more unit of analysis may be incomplete.
The analysis clearly explains, decomposes and evaluates the firm cost structure using value chain approach in terms that are applicable to the situation. Absolute and relative measures are included with adequate references and convincing arguments.
5
4
MGMT 4309 – Part III (& Revised Parts I & II)
Page 3 of 5 pages
Grading Dimension Score Range Points
PART III: STRATEGIC FIT (SWOT) ANALYSIS
Poor Average Excellent 60
48
5.1. Critical Strategic Challenges
The section demonstrates a superficial or incomplete analysis of factors. The analysis may be poor.
The analysis contains some critical strategic issues of the firm, but it may be incomplete or lacking convincing argument.
The analysis contains comparison of several challenges and identification of the top two strategic challenges with adequate references and convincing arguments.
20
16
5.2. Core Competencies /Capabilities
Internal capabilities and weaknesses are poorly articulated and not clearly linked to other parts of the report.
Some internal capabilities and weaknesses are defined; the core competency descriptions are well written, but not clearly linked to other parts of the report.
Concise, complete and well written analysis of the firm internal capabilities and weaknesses. The core competency is clearly defined and linked to other parts of the report with adequate references and convincing arguments.
20
16
5.3. Strategic Fit (SWOT) Analysis
The section demonstrates a superficial or incomplete SWOT analysis or the analysis does not logically flow from the external and internal analysis.
The SWOT analysis may be properly demonstrated with limited linkages to the challenges in the external environment and internal resources and capabilities.
Excellent SWOT analysis; The write up reflects an excellent understanding of SWOT analysis and the analysis is completely based on the external and internal analysis with adequate references and convincing argument.
20
16
MGMT 4309 – Part III (& Revised Parts I & II)
Page 4 of 5 pages
Grading Dimension Score Range Points
WRITTEN COMMUNICATION
Poor Average Excellent 10
6
Citations and sources (APA Style)
Citations are not in APA style. A list of sources if provided is not complete.
A proper APA style has been used in some but not all parts of the report.
A proper APA style has been used in all parts of the report. The report includes a list of sources.
4
1.5
Sentence structure, grammar, etc.
There is a distracting number of errors in sentence structure, grammar, or spelling.
There is a small number of errors in sentence structure, grammar, or spelling
Proper sentence structure, grammar, and spelling have been used.
2
1.5
Graphics, tables, and figures
Supporting graphics, tables, and figures are not used.
Graphics, tables, and figures used are of average quality and contribute somewhat to the analysis.
High quality graphics, tables, and figures are very well used which significantly contribute to the overall understanding of the report.
2
1.5
Report Appearance (cover paper, table of contents, executive summary, page number, subheadings and labels)
The report demonstrates a poor appearance. Some parts such as cover paper, table of contents, or executive summary is missing.
Although well formatted, the report is unremarkable.
Overall, the report is a professional‐ looking document that would make an outstanding impression.
2
1.5
MGMT 4309 – Part III (& Revised Parts I & II)
Page 5 of 5 pages
78
Please carefully follow the project instructions The numbering format of the titles and subtitles need to be exactly followed. All graphs and tables need to be placed at the end of the report in the appendix section
In any section of the report, please continue to provide examples or citations to support your argument/ analysis. Several sections of you report needs improvements in this regard.
Please continue to follow the instructions regarding the page limits (Minimum and maximum) for each section of the report. Part III:
1. In regards to section 5, please watch the “SWOT analysis video” available on the blackboard in the project instructions area. 2. In regards to section 5, please have a look at the sample report available on the blackboard. Although it is not perfect, but it has a good format especially in regards to
section 5.3. 3. You did a good job in Section 5.1; however, please remember that section 5.1 needs to be consistent with the conclusions reached in sections 3.1.7 and 3.3. Please
make sure this consistency is clear. 4. You did a good job in Section 5.2; however, please remember that section 5.2 needs to be consistent with the conclusions reached in sections 4.1., 4.2, and more
importantly 4.3. Please make sure this consistency is clear. 5. Regarding Section 5.3, Please remember that you need to be more specific in your SWOT Matrix. Please provide more examples or citations to support your argument/
analysis. I am a bit worried for your team. Your project quality needs to improve. Please plan to meet every week, and improve the previous parts and move forward with Part IV.
