Tesco Company.

Excellent

Above average

Average

Below Average

Strategic Leadership

The group was able to show all the ways the company created or will create competitive advantage through the effective management of the strategy-making process. All claims were backed with scholarly evidences

The group was able to show most of the ways the company created or will create competitive advantage through the effective management of the strategy-making process. Most claims were backed with scholarly evidences

The group was able to show some of the ways the company created or will create competitive advantage through the effective management of the strategy-making process. Some of the claims were backed with scholarly evidences

The group was not able to show most of the ways the company created or will create competitive advantage through the effective management of the strategy making process. Numerous claims made in the paper were not backed by scholarly evidences

Company’s Business Model

All the ways the company selects, acquires, and keeps its customers; defines and differentiates its product offerings; creates values for its customers; produces goods and services and delivers to the market; lowers costs and organizes its resources and activities; achieves and sustains high profitability; were all given. All claims were backed with scholarly evidences

Most of the ways the company selects, acquires, and keeps its customers; defines and differentiates its product offerings; creates values for its customers; produces goods and services and delivers to the market; lowers costs and organizes its resources and activities; achieves and sustains high profitability; were given. Most of the claims were backed with scholarly evidences

Some of the ways the company selects, acquires, and keeps its customers; defines and differentiates its product offerings; creates values for its customers; produces goods and services and delivers to the market; lowers costs and organizes its resources and activities; achieves and sustains high profitability; were given. Some of the claims were backed with scholarly evidences

Most of the ways the company selects, acquires, and keeps its customers; defines and differentiates its product offerings; creates values for its customers; produces goods and services and delivers to the market; lowers costs and organizes its resources and activities; achieves and sustains high profitability; were not given. Most of the claims were not backed with scholarly evidences

SWOT Analysis

All the elements of the SWOT analysis: strengths, weaknesses, opportunities, and threats of the company were properly explained, and backed with scholarly evidences.

Most of the elements of the SWOT analysis: strengths, weaknesses, opportunities, and threats of the company were properly explained, and most were backed with scholarly evidences.

Some of the elements of the SWOT analysis: strengths, weaknesses, opportunities, and threats of the company were properly explained, and some were backed with scholarly evidences.

Most of the elements of the SWOT analysis: strengths, weaknesses, opportunities, and threats of the company were not properly explained, and most were not backed with scholarly evidences.

Development of Competencies

The group gave all the firm-specific strength that allowed the company to differentiate its products and/or achieve lower costs than its rivals. They were able to show all the resources and the capabilities. All claims were supported by scholarly evidences.

The group gave most of the firm-specific strength that allowed the company to differentiate its products and/or achieve lower costs than its rivals. The group showed most of the resources and the capabilities. Most claims were supported by scholarly evidences.

The group gave some of the firm-specific strength that allowed the company to differentiate its products and/or achieve lower costs than its rivals. The group showed some of the resources and the capabilities. Some claims were supported by scholarly evidences.

The group could not give firm-specific strengths, which allowed the company to differentiate its products and/or achieve lower costs than its rivals. The group could not identify the resources and the capabilities. Most claims were not supported by scholarly evidences.

Competitive Advantage

The group showed how this company’s profitability is greater than the average profitability of firms in its industry. All claims were supported by scholarly evidences

The group showed how this company’s profitability is greater than the average profitability of firms in its industry. Most claims were supported by scholarly evidences

The group showed how this company’s profitability is greater than the average profitability of firms in its industry. Some claims were supported by scholarly evidences

The group did not show how this company’s profitability is greater than the average profitability of firms in its industry. Most claims were not supported by scholarly evidences

Competitive Advantage at Functional Level

The group showed all the strategies, at the functional level, that led to competitive advantage: superior efficiency, quality, innovation, and customer responsiveness. All claims were supported by scholarly evidences.

The group showed most of the strategies, at the functional level, that led to competitive advantage: superior efficiency, quality, innovation, and customer responsiveness. Most claims were supported by scholarly evidences.

The group showed some of the strategies, at the functional level, that led to competitive advantage: superior efficiency, quality, innovation, and customer responsiveness. Some of the claims were supported by scholarly evidences.

The group did not show some of the strategies, at the functional level, that led to competitive advantage: superior efficiency, quality, innovation, and customer responsiveness. Most of the claims were not supported by scholarly evidences.

Competitive Advantage at Business level

The group identified and explained the overall competitive theme of the company. They showed all the differentiation, innovation, and cost strategies that the company employed so that it can have superior profitability over other companies in the industry.

The group identified and explained the overall competitive theme of the company. They showed most of the differentiation, innovation, and cost strategies that the company employed so that it can have superior profitability over other companies in the industry.

The group identified and explained the overall competitive theme of the company. They showed some of the differentiation, innovation, and cost strategies that the company employed so that it can have superior profitability over other companies in the industry.

The group could not identify and explain the overall competitive theme of the company. They could not show most of the differentiation, innovation, and cost strategies that the company employed so that it can have superior profitability over other companies in the industry.

Strategy at Industry Level

The group identified the different phases of an industry, the phase of the industry the company was operating in, and showed all the strategies that the company employed. Claims were all supported by scholarly evidences

The group identified most phases of an industry, the phase of the industry the company was operating in, and showed most of the strategies that the company employed. Most claims were supported by scholarly evidences

The group identified some phases of an industry, the phase of the industry the company was operating in, and showed some of the strategies that the company employed. Some of the claims were supported by scholarly evidences

Industry phases were not identified, and the group could not identify the phase of the industry in which the company operates. Most claims were not backed with scholarly evidences.

Application of Michael Porter’s Model to the Company

All Michael Porter’s 5 Forces were identified, and applied to the company. Claims were backed with scholarly evidences.

Most of Michael Porter’s Forces were identified, and applied to the company. Most claims were backed with scholarly evidences.

Some of Michael Porter’s Forces were identified, and applied to the company. Some of the claims were backed with scholarly evidences.

Most of Michael Porters Forces were not identified, and most were not applied to the company. Numerous claims had no scholarly backing.

APA Style of Writing

The APA style was followed without mistakes. Both in-text citations and reference list matched and had no mistakes.

The APA style was mostly followed with very few mistakes. Both in-text citations and reference list matched and had no mistakes.

The APA style was somewhat followed with some mistakes. Both in-text citations and reference list matched and had no mistakes.

The APA style of writing was ignored. There were numerous mistakes. In-text citations did not match the reference list given.