Task Overview:
Internal analysis and business-level strategy Your brief is to provide a report that evaluates the capabilities of Vodafone Australia and its business-level strategy. Note: All information that would be provided for this report must be based and related to a textbook concepts (Grant, R., Murray, P.A., Orr, S., Butler, B., Bezemer, P-J. 2021. Strategic management essentials. 1st edition, Wiley). Report Structure The following list sets out the sections of the report. 1. Title page In the title page you should include: 1. Title of the report. 2. Name. 3. Date. 2. Table of contents Include all the section headings and subheadings below, together with the page numbers. 3. Executive summary (200 words) This is a one-page introduction and summary of the report, written as a series of short paragraphs or in point form, outlining the: 1. Purpose: A description of why you have undertaken the analysis and written the report. 2. An outline of the organisation’s capabilities. 3. An outline of the organisation’s competitive strategy. 4. Strategic analysis This section comprises the following sub-sections. Organisational capabilities (900 words) . Clearly identify the firm’s resources and distinctive capabilities, ensuring your provide tangible examples. . Apply the ‘VRIO’ criteria to evaluate the strategic capabilities of your business and assess whether they have a competitive advantage and how sustainable this is likely to be. Competitive strategy (900 words) Identify how your organisation should compete and explain how/why their competitive strategy will be: Externally and internally consistent Feasible Ethical A possible basis for achieving competitive advantage. 5. References: List all references cited in the report. Use the Harvard system of referencing. 80% of resources that would be used for this report must be out of resources that mentioned below: Sustainability and Ethics: Eccles, R. & Klimenko, S. (2019). The Investor Revolution, Harvard Business Review, May-June. HBR Collection (2020). Making Sustainability Count. Harvard Business Review, Sept-Oct. Hsieh, N. (2018). Responsibilities to Society. HBSP. Porter, M. & Kramer, M. (2006). Strategy and Society. Harvard Business Review, Dec. Sharp-Paine, L. (2007). Ethics: A Basic Framework. HBSP. Sucher, S. & Hsieh, H. (2011). A Framework for Ethical Reasoning. HBSP. Internal Analysis: Barney, J. (1995) Looking Inside for Competitive Advantage, Academy of Management Executive 9(4), 49-61. Collis, D. & Montgomery, C. (1995) Competing on Resources: Strategy in the 1990s, Harvard Business Review, 73(4), 118-128. Kay, J. (1995) Why Firms Succeed. OUP. Ch’s 5, 6, and 7. Corporate-level Strategy: Campbell et al. (1995). Corporate Strategy: The Quest for Parenting Advantage, Harvard Business Review, March-April, 120-132. Collis, D. & Montgomery, C. (1998) Creating Corporate Advantage, Harvard Business Review, May-June, 71-83. Goold, M. & Campbell, A. (1998). Desperately Seeking Synergy. Harvard Business Review, Sept-Oct, 131-143. Porter, M. (1987) From Competitive Advantage to Corporate Strategy, Harvard Business Review, May-June, 43-59. Cooperative Strategies and Alliances: Dyer et al. 2004. When to Align and when to Acquire. Harvard Business Review, July-Aug, 109-115. Kale et al. 2009. Don’t Integrate Your Acquisitions, Partner with Them, Harvard Business Review, December, 109–115. Capron, L. & Mitchell, W. (2012). Build, Borrow, or Buy. HBSP. Ch. 1. Shih, W. & Wang, J-C. 2013. Will our Partner Steal Our IP? Harvard Business Review Jan-Feb. Global Strategies and the MNC: Ghemawat, P. 2001. Distance still matters. Harvard Business Review Sept. 137-147. Ghemawat, P. 2007. Managing Differences. Harvard Business Review March, 58-68. Ozturk et al. 2015. Delineating foreign market potential. Thunderbird International Business Review 57(2), 119-141. Business-level Strategy: Porter, M. (1996). What Is Strategy? Harvard Business Review, November-December. Blue Ocean Strategy: Chan Kim, W. & Mauborgne, R. (2005) Blue Ocean Strategy, California Management Review. Entrepreneurship and Startups: Burgleman, R. (1984). Designs for Corporate Entrepreneurship in Established Firms. California Management Review, 26(3), 154-166. Gans, J. (2016). The Other Disruption. Harvard Business Review, March. Gans, J. et al. (2018). Strategy for Startups. March-June. Markides, C. & Oyon, D. (2010) What to do Against Disruptive Business Models. MIT Sloan Management Review, Summer, 24-32. Wolcott, R. & Lippitz, M. (2007). The Four Models of Corporate Entrepreneurship. MIT Sloan Management Review, Fall, 75-82. Strategy Evaluation and Implementation: Ferraro et al. (2018). A Road Map for Successful Strategy Execution. IESE Insight, Issue 36, pp. 44-51. Hambrick, . and Canella, . (1989). Strategy Implementation as Substance and Selling. Academy of Management Executive, 3(4): 278-285. Harreld J. B. (2014). Executing Strategy. HBS Report Format Max words: 2000 (excluding title page, table of contents and references. Appendices are not allowed. Section word limits are a guide.) Line spacing: Font size: 12
