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MGT604_Assessment 2B Brief
ASSESSMENT 2 Part B BRIEF
Subject Code and Title MGT604/MGMT6011 Strategic Management
Assessment Stakeholder Meeting Simulation and White Paper
PART B: Final Submission
Individual/Group Individual
Length Up to 2,000 words
Learning Outcomes b) Critically evaluate different strategy formulation
processes utilised by organisations and evaluate their
relevance to particular organisational contexts
c) Develop and plan the implementation of a selected
strategy for different organisational levels including for
change management processes
Submission By 11.55pm AEST/AEDT Friday of Module 4.2 (Week 8)
Weighting
30%
Total Marks 30 marks
Context:
The assessment of this subject supports students in developing their skills and knowledge in
topics that include environmental assessment, problem diagnosis, strategy development,
and cultural and ethical contexts. Stakeholder meetings are a critical element in strategic
management. This assessment task provides experience and immersive understanding of
the complex interactions involved in the development of strategic choices, and the need to
take an integrative approach to problem solving. The increasing pace of technological
change and the increased impact of social media provides many challenges for businesses
attempting to navigate towards growth and increased profitability. Rapid cycle times for
new products can lead to decisions being made that are not always in the best interests of
the long-term survival of the firm. Disruptions to the everyday course of business come
from anywhere and need to be responded to often in short time frames.
Introduction
Assessment 2 Part B continues from scenario in Part A. In Part B, a disruption is introduced
which necessitates re-consideration of the white paper done in Part A of the Assessment.
Here is a recap of the scenario.
Scenario Recap
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MGT604_Assessment 2B Brief
Pro-Go Pty Ltd is a privately-owned manufacturer of small, high-quality action cameras based in
Geelong, Victoria. Founded in 2004 it has enjoyed continuous year-on-year growth until the last
financial year. Pro-Go has a track record of innovation, and technology that provides excellent quality
results in a small package able to operate with small batteries for extended periods of time. The
video files these cameras produce are known for having superior colour, and operate effectively in
lower lighting conditions than competitor’s cameras. They are also marketed on the basis of their
extreme ruggedness, and reliability. Much of the technology used in its devices has been patented by
Pro-Go and is not currently available to other manufacturers.
The Pro-Go management team has recognised that the ability to capture videos is now a feature of
most phones. It suggests to them that the future of the stand-alone camera may be limited. Pro-Go’s
CEO has requested the executive team meet independently to develop a strategy to guide the
company over the next five years.
Instructions:
Please watch the below video Announcement from the CEO of Pro-Go Pty Ltd.
DISRUPTION
A number of Pro-Go cameras have burst into flames without an explanation being found. In addition,
the company’s largest customer – a major retail chain throughout China – exercised their right, under
our sales agreement, to cancel their contract with us. Sales have halved in the last 24 hours and
immediate action must be taken.
Re-convene the (emergency) stakeholder meetings to address these concerns raised in this video.
The stakeholder meetings must discuss this disruption and develop a modified strategic plan/white
paper. Please return to your groups immediately to discuss these events and adjust your strategic
approach accordingly.
Suggested format
Your 2000 word, individual, White paper should be structured as follows:
• Executive Summary – Summarise the entire report – for example, don’t tell the reader that
the report discusses the external/internal environment, summarise the points the report
makes about the external/internal environment.
• Table of Contents – Make it look good. Include page numbers and ensure the layout looks
balanced on the page.
• Introduction – Provide background and context to the report. Tell the reader what has
happened in the past that has led to this report being needed.
• Aim – State in a single sentence what this report is seeking to achieve.
• Discussion – Cover the content you wish to address.
• Conclusion – Restate the aim and sum up the discussion to demonstrate to the reader that
the aim has been satisfied. There should be no new content in the conclusion.
• Recommendations – What are the next steps? What is required to progress into the future?
Evaluate/justify your recommendations?
• References – Please ensure you use the correct APA referencing style throughout.
Remember EVERY factual statement requires a reference.
http://www.kaltura.com/tiny/cg0tg
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MGT604_Assessment 2B Brief
• Appendices – Additional material to substantiate or add greater depth to the material
presented in the report, and your Teamwork log.
The white paper is to be completed individually by each member of the team reflecting the impact
of the proposed strategy on their particular part of the business after the disruption and should be
completed to the professional standard that would be required if the below scenario were real.
Below is a recap of the scenario and the requirements of the Five-year strategy white Paper which
was outlined in Assessment 2 Part A.
Deliverables
The stakeholder meeting will discuss and agree on three strategy options for Pro-Go.
In doing so, the Stakeholder meeting may consider strategy options that exist in
adjacent markets or with related but different products or technologies. Remember to
apply strategy concepts in your stakeholder meeting discussions to identify strategy
options (strategy planning).
The deliverables required of each student are to produce a white paper covering the following:
1. Nominate the preferred strategy option and apply a strategy framework(s) to analyse and
justify why you believe it is the best strategy option; and
2. Discuss the implications specifically relating to your part of the business, and what
challenges these might represent. Separate the discussion into short-term and
long-term issues.
Students are to address the assessment task from the perspective of their own functional
area of responsibility. Integrate theory in your white paper.
Appendix – Teamwork Log:
Students should also keep a log of how they have worked together as part of a team in the delivery
of this project. This includes meeting dates and times, meeting minutes/notes, a detailed description
of how tasks were allocated and completed (and by whom), copies of emails and/or written
discussion regarding the project, and any other evidence of teamwork that students would like to
include. All students involved in the project need to check the log before submission. It is assumed
that the final submission has been agreed between students as being an accurate record of the work
that has taken place for the project.
The appendix log needs to be submitted with the assessment but is not a part of the overall word
count.
Submission Instructions:
Assessment 2 Part B Final White Paper is to be written according to academic writing guidelines and
must be submitted in compliance with the following;
1. You should make significant references to the subject material and substantial wider
reading. A minimum five (5) academic (books & peer-reviewed journal articles) & two (2)
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MGT604_Assessment 2B Brief
other sources (newspaper article, trade publications, websites, etc.) must be used. These
should be referenced in the APA style, both in-text and in a reference list. References to
‘Wikipedia’ or similar unsubstantiated sources will not be accepted. The assignment is to
include in-text citations and a reference list following the latest APA referencing style. The
APA referencing guide can be located in the Academic Writing Guide at
http://library.think.edu.au/ld.php?content_id=1882254
2. Students will also need to participate in the stakeholder meeting. Some class time (for class
based students) will be allocated to this discussion. Online students will need to participate
in pre organised forums/sessions. In addition, a summary of notes and ideas discussed
during group work sessions needs to be attached to your submission as an appendix (but will
not form part of your final word count).
3. Submit the Assessment 2 Part B: Final Submission (with references) via the Assessment link
in the main navigation menu in MGT604 Strategic management on the Student Portal. The
Learning Facilitator will provide feedback via Grade Centre in the Student Portal. Feedback
can be viewed in My Grades.
Students should use the brief to guide what to include in the assessment and the following rubric to
inform the standard required.
http://library.think.edu.au/ld.php?content_id=1882254
MGT604_Assessment 2B Brief Page 5 of 6
Learning Rubric: MGT604 Assessment 2 Part B Stakeholder Meeting Simulation Final Submission
Assessment
Attributes
Fail (Unacceptable)
0-49%
Pass
(Functional)
50-64%
Credit
(Proficient)
65-74%
Distinction
(Advanced)
75 -84%
High Distinction
(Exceptional)
85-100%
Research and
comprehension:
30%
Content does not
adequately
demonstrate a
postgraduate standard
of detail and thought
Content somewhat
superficial or with some
gaps in understanding
Good coverage of the topic
with clearly articulated
explanation of the topic.
Reasonable fit between
theory and practice
Thorough coverage of
the topic. Good
application of theory.
Good use of credible
sources
Demonstrates a
comprehensive
understanding; insightful
discussion; excellent and
relevant application of
theory. Multiple and
credible references used
Analysis and
synthesis:
30%
Reader cannot
understand the
foundations of the
topics from the
information provided.
Poor logic. No evidence
provided to support
arguments. Disruptive
event not adequately
considered
Basic intent covered;
analysis and arguments
could be more
convincing with some
evidence provided.
Disruptive event
considered but with little
insight
Reader understands the
arguments presented
through focused analysis
and evidence. Disruptive
event considered with
appropriate level of detail
Reader has a good sense
of the analysis and
evidence which is well
discussed in argument.
Insights are drawn from
synthesised information.
Disruptive event
considered in
considerable detail
consistent with all
internal
interrelationships
Readers’ understanding
of the analysis and
arguments is clear;
logical and well
organised; detailed and
insightful analysis;
structured arguments;
synthesis and
understanding of links
between issues.
Disruptive event
considered and
integrated into revised
strategy with elegance
and insight
Writing mechanics:
15%
Layout is confusing;
logic, flow and use of
language difficult to
Layout is adequate with
acceptable logic flow and
use of language. Some
Overall presentation is
easy to digest; language
succinct and well chosen;
Good presentation
content and language;
easy to read and draw
Overall style, use of
language, figures and
tables encourages
MGT604_Assessment 2B Brief Page 6 of 6
follow; numerous
spelling and
grammatical errors
misspellings and
grammatical errors
less than four spelling and
grammatical errors
conclusions; no more
than two spelling and
grammatical errors
comprehension; creative
and engaging report
Reflection and
conclusions:
25%
Little reflection evident;
unclear conclusions.
Little consideration of
the disruptive event.
Poor reflections and
generic or somewhat
irrelevant conclusions.
Some consideration of
the disruptive event
Good reflections
highlighting key aspects;
relevant conclusions which
are a mix of generic and
specific conclusions.
Appropriate consideration
of the disruptive event
Rich reflections drawing
from good research,
analysis and synthesis.
Relevant and specific
conclusions. Well
detailed consideration of
the disruptive event
Insightful conclusions
drawing well from the
discussion and evidence;
creative and insightful
reflection with relevance
to the topic. Excellent,
insightful and detailed
consideration of the
disruptive event
Executive Summary –
• Table of Contents –
• Introduction –
• Aim –
• Conclusion –
• Recommendations –
• References –
Appendices
MGT604
STRATEGIC MANAGEMENT
GROUP ASSESSMENT
PART A: Preliminary Outline
ROLE: GENERAL MANAGER OF GoPro
SUBMITTED BY: RUPALI GOYAL
(00294423T)
GoPro is a company of action cameras which is also known as digital cameras. This company was established by Nick Woodman in 2002 when he went for surfing. As a General Manager of the company, I would like to bring new software to the company for the success of the company for a long period.
GoPro’s reason of failure was the lack of understanding about the market. In the beginning of their journey, they had never expected or received any competition from smartphones. Instead of taking care competition, they were busy only in innovation of the cameras. They had never tried to know about the consumer’s expectations. They had made a mistake of layoffs the employees of the company for reducing the cost. For making it profitable, company has to invest the money. Cost of the GoPro’s cameras was higher along with this people have to buy different accessories for the different activities of the camera. So, by using the diversification strategy, I would like to make the company competitive in the market by bringing new thing to the company so that company can able to attract new customers as well.
Firstly, the company have decided to hire the JP Morgan Chase then a month later they denied that offer which was the big mistake of the company. So, as a General Manager, I have decided by discussing with my team to start supplying our cameras to the phone manufacturing company so that they can use the technology of GoPro for which only they had patent previously. Then phone manufacturing company is going to develop a new software of high-quality of quick editing and sharing photos or videos in 3D or 4D manner. With this company can attract the phone manufacturing company’s customers and can develop a new market and can sell their cameras with 3D editing app to the Graphic Designers which is going to be useful thing in their profession. Moreover, GoPro have to hire new IT staff with lots of experience in making software. One more thing, company should lower down their camera’s prices as well by offering some discount so that youngsters or students can easily buy the cameras who have a hobby of photography and can see their future as an Amateur Photographer.
As most of the population is using smartphones for capturing their photos or videos as a memory while going on holidays which is also easy to carry for them then this new app is going to be very useful for that people who wants to quickly edit their pictures and post them on social networking sites like Instagram, Facebook, YouTube, etc. With this, new customers will come to know about the GoPro company’s cameras who are fond of digital cameras. At the last, I think for the company’s well-being they need new suppliers for the enhancement of the union team.
References:
GoPro Success Or Failure, Business Details. (2018, December 20). Retrieved March 20, 2020, from iGyaan Network website: https://www.igyaan.in/163949/why-gopro-failed/
Wikipedia Contributors. (2019, May 21). GoPro. Retrieved from Wikipedia website: https://en.wikipedia.org/wiki/GoPro
MGT604 Strategic Management
Meetings and Ideas Log
Team Members for Group 2 & Stakeholder Role
·
Binod
[Operations manager]
·
Daljeet
[GM of suppliers]
·
Peter Vella
[Union Official]
· Rupali [General Manager]
Fri 03 April 21:30 PM
· PV, Binod and Daljeet meeting
· Both watched disruption video
· Company is in crisis, press coverage, the camera is bursting into flames for no reason
· Tech development had a look, all with in spec
· Chinese customers, 70% of production, call to advise to cancel their contract with us
· GM thinks that the relationship with china can be rebuilt
·
Liquidation
threat
· Strategy plan by next meeting, we don’t have time
Our previous plan to make cameras for mobile phones is not going to work soon enough. We have liquidation issues. We need a Plan A (Rescue) and a Plan B (Liquidation). Need both plans because legally not allowed to run a company that is insolvent under the Corporations Act.
Daljeet
· Task division – new concepts, research
· Previous discussion was to collaborate with phone company and medical
· Patents – could look into licencing the patents so we can move in a different direction, we could do a deal that would get cash back into the country
· Warranty/Replacement/Guarantee
· Apple example with low battery scandal
· Give a refund/insurance/
· Collect the cameras from all the customers, drop it there
· Is it an issue in the production?
· Need to work out what the actual problem is
· We need to shape the narrative – separate the issue from the camera versus battery, want the focus to be on the camera
· Battery issue or Battery + Camera
· PV – Nobody is going to buy a camera that might burst into flames, customers are not obliged to buy
· Look at the supplier of batteries – this likely to be external, maybe we need to control the battery supply, only have us replace or make the battery. [ Research, how do go pro cameras get their battery?]
· Short term we are not going to have sales – whether or not we find out what the problem is
· Who are our stakeholders and what are our obligations to them – map out the stakeholders
· Our main customer in China
· Who is the other 20%
· Background research into crisis management
· Obligation to recall our cameras from sale (Ethical and Legal responsibility)
· Odd that that technical did not find an fault with the camera
· What is the problem and where is it?
· How did the technical section do their investigation
· Possibilities
· Is there a precedent, yes there is in NYC police
https://www.nytimes.com/2018/10/21/nyregion/police-body-camera-explode.html
· Defamation someone is campaigning this up
· Can we get a camera to burst into flames (faulty batch?)
· Can we get a camera that is damaged to investigate
· Could be a battery issues – thorough investigation, cameras have litihium batteries, batteries could be incompatible or faulty, could be how the camera is used. Could be a new type of battery – overheating
· Tentative options
· Lease or sell the patents
· Liquidate
· Might be hard to sell the business to the customer (vertical integration)
· Merger – company might have a long term value, but a short term crisis that means that the company can’t survive in the short term (ownership stake). Common during a time of company distress
· Our long term value comes from the patents
· Goal to survive in the short term, so that we can reconnect with the long term value from the patents and the innovation
· Ties in with the theory of core competencies, barney’s resource theory, we have things that other companies don’t have that are of value!
· Crisis is for now, value will return
· Three or more parts
· Stakeholders analysis
· Things we must do (reputation, legal, ethical, employees, investigations, refunds or replacements, repair).
· We have to pull from the shelves, as we now know that there is a problem
· Company’s resources, advantages, core competencies
· Can we get into a new market quickly? Others might be reluctant to partner with us even in a new market
· First thing they are going to ask is what went wrong, we need to know answers on that.
· Other precedents
· Apple iPhones catching on fire
·
·
https://www.washingtonpost.com/business/how-samsung-moved-beyond-its-exploding-phones/2018/02/23/5675632c-182f-11e8-b681-2d4d462a1921_story.html
· Android batteries on fire
· Plan for now (crisis plan)
· Plan for short term (stabilise company)
· Plan for longer term
· Likely a battery issue – other components of the phone are not explosive, could also be a software issue around how the phone battery is managed. Software monitors battery condition.
Binod
· Consumer assurance
· Samsung recalled the product, gave another phone free of cost (what could we give?)
· Need to retain customer,
· What are we going to do to approach the 70% customer that is the retail chain
· Idea – research what happened with previous phones/cameras/batteries catching on fire and how was that handled
Peter
· Customer might not want the camera, even if it is free
· Even if they do take it, safety risk, legal issues
· We are a small company, privately owned, not a huge amount of money
· Is the problem in one line or all?
· Giving it for free etc has the same effect as choosing the liquidation option
· Battery issue – pull the product, figure out the issue, then re-sell online etc
· If it is a camera issue – plan is to offload the company via integration
· Long term we don’t want to be in this market anyway, medium to long term plan is the exit this market
Meeting ended Friday 03 Apr 2020 22:38
Contribution by PV 04 APR 20:00
Option |
Title |
Explanation |
A |
Do Nothing; Liquidation |
Put the company into liquidation |
B |
Power Through |
Attempt to ride through the crisis, fix the problem and recover sales/key account |
C |
Sale of Business |
Sell the business to a phone manufacturer (e.g. Samsung/Apple) |
D |
Lease of IP |
Lease the IP to any phone manufacturer in return for royalty payments |
Daljeet: 07-04-20 20:37PM
Plan D is a one option that i believe is safer
Complete liquidation is not a good idea
Plan C could be used as another option, that will save the company at least financially.
Meeting Tue 07 Apr 2020
Peter Vella
Daljeet
Binod
Peter Vella explained the four options, C and D viable.
Meeting Ended 21:33