MBL923P Module Overview 2015

2015 MBL923P
Module overview 2015

Strategy Dynamics and International
Business
MBL923P
IMPORTANT INFORMATION:
This module overview contains important information
about your module.
CONTENTS
Page
CONTENTS ............................................................................................................................................. 2
1
INTRODUCTION .......................................................................................................................... 3
PURPOSE AND BROAD AND SPECIFIC OUTCOMES FOR THE MODULE .............................. 3
2.1
Purpose ........................................................................................................................................ 3
2.2
Broad and specific outcomes ........................................................................................................ 4
LECTURER(S) AND CONTACT DETAILS................................................................................... 5
3.1
Lecturer(s) .................................................................................................................................... 5
3.2
Area .............................................................................................................................................. 5
3.3
University ...................................................................................................................................... 5
MODULE-RELATED RESOURCES ............................................................................................. 6
4.1
Prescribed books .......................................................................................................................... 6
4.2
Recommended books ................................................................................................................... 6
4.3
Electronic reserves (e-reserves) ................................................................................................... 6
TOPICS ........................................................................................................................................ 7
STUDY SCHOOL PLAN ............................................................................................................. 14
6.1
Study school 1 ........................................................................................................................... 14
6.2
Study school 2 ........................................................................................................................... 14
MODULE-SPECIFIC STUDY PLAN ........................................................................................... 14
ASSESSMENT ........................................................................................................................... 14
8.1
Assessment on postgraduate level ............................................................................................. 14
8.2
Assessment plan ........................................................................................................................ 15
8.3
General assignment numbers ..................................................................................................... 15
8.3.1
Due dates for assignments ......................................................................................................... 15
8.4
Submission of assignments ........................................................................................................ 16
8.5
Assignments ............................................................................................................................... 16
8.5.1
Group assignments ..................................................................................................................... 16
8.5.2
Repeaters individual assignments .............................................................................................. 18
8.6
Marking guideline/matrix/rubric
OTHER ASSESSMENT METHODS ........................................................................................... 20
10
EXAMINATION ........................................................................................................................... 21
11
FREQUENTLY ASKED QUESTIONS ........................................................................................ 21
12
SOURCES CONSULTED ........................................................................................................... 21
13
CONCLUSION............................................................................................................................ 21
Last updated: 17/12/2015
MBL923P
INTRODUCTION
Whereas the strategy module in MBL I focused on understanding the processes of formulating
and implementing strategy, this module emphasises the content of strategy. More specifically,
we focus on understanding how competitive advantage is achieved and sustained in the local,
regional and global business environments. This integrative course introduces future executives
and strategic decision-makers to the demands of a diverse and complex global business
environment and applies dynamic theories of strategy to building and protecting competitive
advantage.
Of particular interest to us in this module is how sources of competitive advantage change over
time, in other words the dynamic nature of strategy. Think of the life cycle of a small, local,
single business with perhaps only one location. As it achieves success (competitive advantage)
it may open other branches, and may then venture into other types of related businesses, or it
may venture into other countries and regions.
If we consider South African Breweries, for example, this globally successful brewing company
started out as a small brewery in the gold mining town of Johannesburg in 1895 with Castle
Lager as its only brand. In 1902 the company first expanded internationally when it established
Rhodesian Breweries in Rhodesia (Zimbabwe). In 1917 the company first expanded in terms of
scope when it acquired Union Glass, a strategic move to ensure the supply of glass during a
time when there was an acute shortage of glass. These strategic moves were early signs of a
series of strategic decisions over many years that saw the company grow into a multi-business
corporation though mergers, acquisitions and investments in new regions and businesses,
becoming first a dominant regional competitor in Southern Africa and eventually, after acquiring
Miller in the USA, a global brewing company (SABMiller), one of the largest in the world. Even
today, SABMillers quest for competitive advantage continues as it strives to achieve success in
emerging markets like China and India (SABMiller, 2013). The strategic decisions exhibited by
SABMiller are characteristic of a company continually striving to create shareholder value
through successful individual businesses, expanded corporate scope and international
presence the focus areas of this module.
PURPOSE AND BROAD AND SPECIFIC OUTCOMES FOR THE

MODULE
2.1
Purpose
The purpose of this module is to enable students to understand how sources of competitive
advantage evolve over time. Qualifying students will be able to identify instances of dynamic
strategy and make recommendations on sustaining competitive advantage; corporate strategic
decisions and management; and international strategy and management.
2.2
Broad and specific outcomes
Specific outcome 1:
Students are able to appraise the evolving sources of competitive advantage in a multi-business
setting and make appropriate recommendations for sustaining such advantage.
Assessment criteria
Evidence shows that students can
describe the different sources of competitive advantage
identify sources of competitive advantage in an organisation
describe the dynamic nature of competitive advantage
critically evaluate strategic decisions on the basis of sustainable competitive advantage
Specific outcome 2:
Students are able to appraise the corporate strategic decisions and management in a multibusiness organisation and make appropriate recommendations.
Assessment criteria
identify, describe, analyse and make recommendations on the scope of a firm within a
corporate strategy context
critically identify the types of diversification and also evaluate diversification strategies
within a corporate strategy context
critically evaluate the strategic implications of, and decisions regarding, vertical
integration within a corporate strategic framework
describe and demonstrate the management of a portfolio of businesses
Specific outcome 3:
Students are able to appraise the international strategic decisions and management in an
international organisation and make appropriate recommendations.
Assessment criteria
describe the principles of international strategy
identify and critically assess the merits of the various international strategies proposed
by Hill
describe and discuss the regional strategies for global expansion proposed by
Ghemawat, and explain the correlation between these strategies and Hills international
strategies
make appropriate recommendations to multi-business corporations on their international
strategy and management
describe the functional and operational strategies for an international business
MBL923P
LECTURER(S) AND CONTACT DETAILS
3.1
Lecturer(s)
The lecturer for this module is:
Office:
Telephone number:
E-mail address:
Fax number:
PROF PEET VENTER

4-32, Unisa SBL Campus, Corner of Janadel and
Alexandra Avenues, Midrand
+27 11 652 0346
ventep@unisa.ac.za
+27 11 652 0371
Lecturers can assist with enquiries of an academic nature only, such as enquiries about the
contents of assignments.
You must provide your student number and the course code of this module (MBL923P)
whenever you send us an enquiry.
3.2
Area
Please direct any administrative enquiries concerning the Strategy and Marketing area to our
administrative support staff.
Name
Telephone number
E-mail address
3.3
Strategy and Marketing Area

Ms Tintswalo Mathebula
+ 27 11 652 0319
tmathet@unisa.ac.za
University
The contact points for any enquiries about administrative support are listed below. Remember
to use your student number as a reference whenever you contact the University.
Description of enquiry
Telephone
Reception / Information Desk
+27 11 652 0214/48
Registrations
+27 11 652 0290
Prescribed Books
+27 11 652 0218
MBL2 Programme Administration
+27 11 652 0202
Library
+27 11 652 0341/2
EDS Support
+27 11 652 0249

+27 11 652 0358
E-mail address
Zinhle Rakhomo
dlaminz@unisa.ac.za
sblregistrations@unisa.ac.za
Terrance Lebepe
lebepmt@unisa.ac.za
Marianne Snyman
snymaml@unisa.ac.za
Megan Scheeper/Lindi
Ncongwane scheema@unisa.ac.za/ncong
le@unisa.ac.za
edssupport@sbleds.ac.za
myUnisa
43582 (SMS)
Finance
+27 11 652 0324
MODULE-RELATED RESOURCES
4.1
Prescribed books
myUnisaHelp@unisa.ac.za
SBLfinance@unisa.ac.za
Grant, R.M. 2013. Contemporary strategy analysis text and cases. 8th edition. Malden, MA:
Blackwell.
Hill, C.W.L. 2011. International business: competing in the marketplace. 9th edition. New York:
McGraw Hill. (Also issued for MBL 1.)
4.2
Recommended books
Louw, L. & Venter, P. 2014. Strategic management: developing sustainability in Southern Africa.
3rd edition. Cape Town: Oxford University Press.
4.3
Electronic reserves (e-reserves)
The following articles are linked through the Unisa SBL EDS. If you are on the EDS home page
for MBL923P you can access the articles. Articles should be downloaded, used as part of your
course contents and included as referencing in your assignments. They should also assist you
in preparing for the examination.
Bartlett, C.A. 2000. Going global: lessons from late movers. Harvard Business Review,
78(2):132142.
Ghemawat, P. & Del Sol, P. 1998. Commitment versus flexibility. California Management
Review, 40(4):2642.
Hamel, G. & Prahalad, C.K. 1994. Competing for the future. Harvard Business Review,
72(4):122125.
Feurer, R., Chaharbaghi, K. & Distel, M. 1995. Dynamic strategy ownership. Management
Decision, 33(4):1221.
Ghemawat, P. 2001. Distance still matters: the hard reality of global expansion. Harvard
Business Review, 79(8):137-147.
Gupta, A.K. & Govindarajan, V. 2000. Managing global expansion: a conceptual framework.
Business Horizons, 43(2):4554.
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Piddun, U., Rubner, H., Krhler, M., Untiedt, R. & Nippa, M. 2011. Corporate portfolio
management: theory and practice. Journal of Applied Corporate Finance, 23(1):63-76.
Rosenzweig, P. 1995. Managing the new global workforce: fostering diversity and forging
consistency. European Management Journal, 16(6):644652.
Ambos, B. & Mahnke, V. 2010. How do MNC headquarters add value? Management
International Review, 50(4): 403-412.
TOPICS
5.1 Analysis of competitive advantage

5.1.1 Tuition period
Time allocation: Before study school 1
5.1.2 Specific outcomes
5.1.3 Critical questions
The term competitive advantage is often used (and misused!) in the corporate environment,
and various meanings have been ascribed to it. Take a moment to reflect on the following
questions:
What does competitive advantage mean to your business?
Can one talk about a competitive advantage in a not-for-profit setting?
How is a competitive advantage established?
How can competitive advantage be sustained?
If one considers Grants (2010) suggestion that a competitive advantage is not necessarily
limited to greater profitability, understanding competitive advantage becomes quite complex.
This topic explores the following questions:
How does competitive advantage emerge?
How is competitive advantage sustained, and is sustainability even possible?
What are the key drivers of a cost and differentiation advantage?
What are the implications of a dynamic view of strategy for competitive advantage?
What role do resources and capabilities play in establishing and sustaining competitive
advantage?
5.1.4 Learning through activities
In this module, we assume that you have covered the basic theories of competitive advantage
as represented by industry positioning (e.g. Michael Porter) and the resource-based view (e.g.
Jay Barney). If you need to review this again, please read chapters 1 to 7 of the prescribed
book by Grant (2013).
7
For this topic, you should study the following resources:

chapter 7 in Grant, R.M. 2013. Contemporary strategy analysis text and cases. 8th
edition. Malden, MA: Blackwell
Ghemawat, P. & Del Sol, P. 1998. Commitment versus flexibility. California Management
Review, 40(4):2642
Baroto, M.B., Bin Abdullah, M.M. & Wan, H.L. 2012. Hybrid strategy: a new strategy for
competitive advantage. International Journal of Business and Management, 7(20):120133
Hamel, G. & Prahalad, C.K. 1994. Competing for the future. Harvard Business Review,
72(4):122125
Feurer, R., Chaharbaghi, K. & Distel, M. 1995. Dynamic strategy ownership.
Management Decision, 33(4):1221
Wal-Mart Stores, Inc., June 2012. In Grant (2013: 503)
Harley Davidson, Inc., May 2012. In Grant (2013: 520)
The focal point of your learning for this topic is chapter 7 of the prescribed book by Grant
(2013).
In chapter 7, Grant (2013) examines the emergence of competitive advantage from two
sources:
responsiveness to external changes (e.g. Capitec Banks ability to offer services that
differ substantially from existing banking models)
innovation or "new game" strategies as a result of internal drivers of change (e.g.
Discoverys innovative automotive insurance model)
Grant (2013) focuses on the supply-side and demand-side economics of competitive
advantage, namely cost and differentiation advantage. While the Wal-Mart case is a prime
example of a cost leader, the Harley Davidson case provides an excellent example of a
differentiator. Note the importance of the value chain in cost and differentiation analysis and the
identification of opportunities to attain a competitive advantage. However, it is also important to
examine the role of resources and capabilities in developing cost and differentiation advantage.
Baroto et al. (2012) argue that organisations do not have to focus on either cost or
differentiation as Porter has postulated, and that a hybrid model is possible.
The so-called dynamic views of strategy propose that organisations constantly develop new
competencies as their environments and the requirements for success change. Over time,
resources are typically committed and new capabilities developed to provide a future basis for
competitive advantage. The prescribed articles by Ghemawat and Del Sol (1998), Hamel and
Prahalad (1994) and Feurer, Chaharbaghi and Distel (1995) provide background on the
dynamic views of strategy.
MBL923P
5.1.5 Self-assessment
Compare Wal-Mart and Harley Davidson in terms of their sources of competitive advantage.
How do the resources and capabilities of each organisation leverage their competitive
advantage?
Discuss the cases and the answers in your group.
5.1.6 Reflection
How relevant is the notion of a dynamic strategy in your industry (or, for that matter, in the
African context)?
5.1.7 Conclusion
So far we have established the following:
Competitive advantage is temporary.
Internal and external factors combine to provide the basis for a competitive advantage.
The basis for competitive advantage has to change as time passes and the business
environment changes.
The next topic takes this idea further, as we consider the effects of industry evolution and
industry type on competitive advantage.
5.2 Business strategies in different industry contexts
Several questions in the previous topic hinted that the particular industry has an important
bearing on competitive advantage and dynamic strategy. Those of you in service industries
may, for example, believe that your industry conditions are totally different from those prevailing
in the manufacturing industries. This may be a good time for you to think about the following:
What are the key success factors in your industry?
How do these factors affect your strategic options?
This topic examines the requirements for success (i.e. a competitive advantage) in different
industry settings and stages of maturity.
chapters 8-10 in Grant, R.M. 2013. Contemporary strategy analysis text and cases. 8th
edition. Malden, MA: Blackwell
Google, Inc.: Whats the corporate strategy? In Grant (2013: 709)
9
The idea of industry evolution is addressed in chapter 8 of Grant (2013). Many of you may be
familiar with the concept of the industry life cycle (ILC). This concept implies that industries
generally move through stages of demand growth, and that key success factors and strategic
options change as organisations move through the ILC. Consider the telecommunications
industry in South Africa. There are signs that cellular telecommunications in South Africa are
now entering a mature stage. The options available to new entrants such as Telkom Mobile may
accordingly be very limited.
In chapters 9 and 10 Grant (2013) explores competitive advantage in two specific industry
contexts: high-technology industries and mature industries. I believe that two important ideas
emerge from this section:
Innovation in itself does not necessarily translate into competitive advantage.
Industry maturity actually offers more strategic options than may be obvious at first
glance.
The Google case provides a good example of a company competing successfully in a
technology-intensive industry.
What are the reasons for Googles success in a high technology industry? What are the key
competitive challenges it faces in the future?
5.2.6 Reflection
Take a few minutes to reflect on your learning so far:
Does the ILC play an important role in strategy, or does it simply constrain strategic
thinking?
Do you feel that key success factors (KSFs) are a useful concept, or are they something
sought after by all companies in an industry, but never quite achieved?
5.2.7 Conclusion
You should by now have a good conceptual understanding of the following:
the ILC and its implications for strategy
the role of innovation in technology-intensive industries
the strategic options available to organisations in mature industries
We now move on to the comprehensive and important topic of corporate strategic management.
5.3 Corporate strategy
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Students are able to appraise the corporate strategic decisions and management in a multibusiness organisation and make appropriate recommendations.
Owing to the size of transactions and the risk normally involved for shareholders, corporate
strategic decisions typically enjoy high visibility. Just recently, SABMiller made headlines when
its bid for Heineken Breweries was rejected, and analysts speculated that SABMiller might in
turn become a takeover target for American brewer Anheuser-Busch. Mergers, acquisitions and
takeovers are all forms of corporate strategy, and we hear and read about them almost every
day.
Think about the following:
Why do corporate-level strategic decisions occur?
Which factors influence the success of corporate strategic decisions?
Despite the high stakes involved, a disappointingly large number of corporate decisions fail to
add value to the corporate portfolio, mainly because few holding companies have a clear idea of
how to add value to subsidiaries.
Corporate strategy normally involves decisions about vertical scope, horizontal scope and
geographical scope. In this topic we focus on vertical and horizontal scope, and on the
management of multi-business corporations. Geographical scope is addressed in the topics on
international strategy.
chapters 11, 13, 14 and 15 in Grant, R.M. 2013. Contemporary strategy analysis text and
cases. 8th edition. Malden, MA: Blackwell
Piddun, U., Rubner, H., Krhler, M., Untiedt, R., The Boston Consulting Group & Nippa,
M. 2011. Corporate portfolio management: theory and practice. Journal of Applied
Corporate Finance, 23(1):63-76
International Review, 50(4):403-412
Google, Inc.: Whats the corporate strategy? In Grant (2013: 709)
the website of the Institute of Directors of SA (www.iodsa.co.za) and the articles on the
King Report; you will find there are useful resources in understanding some of the
principles of corporate strategy
In chapter 11 Grant refers to the vertical scope, or vertical integration, decision. This decision
requires corporations to think about positive and negative aspects of vertical integration (in
other words, whether it makes economic sense to integrate vertically), and how vertical
relationships could be structured.
In chapter 13 Grant addresses the decision of diversification, or product scope. The motives for
diversification and the potential competitive advantage to emerge from diversification are
11
discussed. In this chapter Grant makes a particularly important point about "relatedness" (in
other words, when is diversification related and when is it unrelated?). This section of the
prescribed book also examines the research and issues relating to diversification in practice.
The article by Piddun et al. (2011) considers the theory and practice of managing the diversified
corporate portfolio.
Chapter 14 addresses the important issue of managing the corporation. Quite often mergers
and acquisitions fail (despite the fact that they make strategic sense) because they are not
properly managed. The prescribed article by Ambos & Mahnke (2010) considers the role of the
corporate parent in Multinational Corporations (MNCs). Chapter 15 examines the three major
external growth strategies that play an important role in corporate strategy, namely mergers,
acquisitions and strategic alliances.
Critically evaluate Googles corporate strategy. What recommendations would you make to
Google with regard to their corporate strategy?
5.3.6 Reflection
Now that you have assessed your position on some aspects of this topic, think about the
following:
How important do you think it is to "stick to your knitting" (i.e. not deviate from your core
business)?
Do you think that holding companies in South Africa create value? Why, or why not?
5.3.7 Conclusion
This topic addressed two types of corporate strategic decisions and the management of multibusiness corporations. The following topics address geographical scope, and especially the
context of internationalisation.
5.4 Global strategy development and implementation
Time allocation: Before assignment 2
Students are able to appraise the international strategic decisions and management in an
international organisation and make appropriate recommendations.
Why would a company want to invest outside its home country?
What are the main global growth models?
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chapters 13-20 in Hill, C.W.L. 2011. International business: competing in the

marketplace. 9th edition. New York: McGraw Hill
Bartlett, C.A. 2000. Going global: lessons from late movers. Harvard Business Review,
78(2):132142
Ghemawat, P. 2001. Distance still matters: the hard reality of global expansion. Harvard
Business Review, 79(8):137-147
Gupta, A.K. & Govindarajan, V. 2000. Managing global expansion: a conceptual
framework. Business Horizons, 43(2):4554
Rosenzweig, P. 1995. Managing the new global workforce: fostering diversity and forging
consistency. European Management Journal, 16(6):644652
Grant, R.M. 2013. Contemporary strategy analysis text and cases. 8th edition. Malden,
MA: Blackwell
International Review, 50(4):403-412
Vodafone in 2012: Rethinking international strategy. In Grant (2013: 676)
This topic is broadly structured into three sub-topics. In the first instance, the focus is on the
development of international strategy by way of international strategic decisions and entry
strategies. This is covered in chapters 13 and 15, and the articles by Bartlett (2000), Ghemawat
(2001) and Gupta (2000) are also important resources in this regard.
Chapter 15 of Hill (2011) addresses the topic of organising international business, and the
article by Ambos & Mahnke (2010) examines the role of the MNC parent.
Chapters 16-20 in Hill (2011) examine the implementation of international strategy by virtue of
the various business functions. The article by Rosenzweig (1995) examines the important
element of managing the global workforce, one of the important elements of implementing an
international strategy.
Critically evaluate Vodafones international strategy. What recommendations would you make to
Vodafone with regard to their international strategy?
5.4.6 Reflection
Is your company involved in international business? If so, which part(s) of what you learnt from
the above chapters apply to your company? If not, can you identify relevant aspects with regard
to an international company that you are familiar with?
5.4.7 Conclusion
International business managers must understand the dynamics of global strategy development
and global venture creation, also in the context of the global business environment.
13
STUDY SCHOOL PLAN
All study schools are held in Midrand. Attendance is compulsory and students will be advised
about the dates and venues well in advance. Students are responsible for their own
accommodation, travel arrangements and expenses incurred while attending the study schools.
Study schools give students an opportunity to network with fellow students and to interact with
academics.
6.1
Study school 1
Topic number
Topic description
Analysis of competitive advantage
Business strategies in different industry contexts
Corporate strategy (introduction)
6.2
Study school 2
Topic number
Topic description
Corporate strategy
Global strategy development and implementation
MODULE-SPECIFIC STUDY PLAN
Use your my Studies @ Unisa brochure for general time management and planning skills. This
brochure is available at http://www.unisa.ac.za/contents/study2012/docs/myStudies-Unisa2014.pdf. We strongly recommend that you set a study programme for yourself for this year and
that you allocate sufficient time to work through the study guide, to study and read the relevant
sections of the prescribed books, to incorporate additional material if necessary, to do the
assignments, and to prepare for the examination.
You will need to spend at least 200 hours working on this module. This includes approximately
83 hours of reading and studying the learning material, 67 hours of doing activities and
assignments, and 50 hours of preparation for the examination. This includes attending the study
school.
ASSESSMENT
The distributed distance learning elements comprise self-tuition and group work in which you
must do both prescribed and recommended reading, complete assignments, and contribute to
group activities.
8.1
Assessment on postgraduate level
There are different types of performance standards that one can use when assessing
performance. This module is based on the mastery of specified learning outcomes that, along
with assessment criteria, are included in this module overview. Standards for accrediting
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qualifications are set by the South African Qualifications Authority (SAQA), which oversees the
National Qualifications Framework (NQF).
Assessment plays an important role in the learning process. The individual test and group
assignments form part of the formative assessment in this module and are used to assess your
progress during the year and to provide feedback which you can use to improve your future
performance in this module. In addition to being assessed on the learning outcomes of the
module, you will also be assessed on the critical cross-field outcomes (CCFOs) associated with
the module and with postgraduate studies in general. These CCFOs are generic outcomes that
inform all teaching and learning and they have been integrated with the formative and
summative assessment in this module. The following table indicates some of the CCFOs and
practical examples useful in assessing them:
CCFO
Example
Organising and managing oneself and

ones activities responsibly and effectively
Submitting your completed assignment by the

due date is an indication that you have
mastered this outcome.
Collecting, analysing, organising and

critically evaluating information
Searching for other sources, incorporating

different views and forming a substantiated
opinion are indications that you have mastered
this outcome.
Communicating effectively using language

skills in written presentation
Adhering to the technical requirements for an

essay assignment is an indication that you
have mastered this outcome.
For more information on the CCFOs, please visit the South African Qualifications Authority
(SAQA) website at http://www.saqa.org.za.
8.2
Assessment plan
To determine how well you have accomplished the learning outcomes for the module, you will
be assessed throughout the year by means of an individual test (on 17 June 2015), two group
assignments and an examination. Group assignments contribute 24% towards the final mark of
this module. The individual test is written towards the end of the first semester and contributes
16% towards the final mark. The weight of the year mark is 40% and that of the written
examination is 60%.
8.3
General assignment numbers
Assignments are numbered consecutively per module, starting from 01.

8.3.1
Due dates for assignments
A due date is the last date on which the assignment should reach the university. If your
assignment is not registered on the system by the due date, you should contact your lecturer
immediately and have a copy of your assignment ready.
The due dates for this module are:
15
Assignme
nt
01
02
Due date
Year mark contribution
Type
Marks
12 May 2015
17 June 2015
Contributes 12% towards final mark

100
TBC
03
21 August 2015
Group
Individual
test
Group
100
VERY IMPORTANT
Please ensure that your assignments reach us on or before the due dates. Penalties will be
awarded for assignments received after the due date:
Assignments received up to 3 days after the due date will incur a 25% penalty.
Assignments received up to 6 days after the due date will incur a 50% penalty.
No assignment received 7 days or more after the due date will be marked. A mark of 0 will be
recorded on the system.
8.4
Submission of assignments
All assignments are to be submitted online using the Electronic Delivery System (eds online).
For detailed information on how to use the eds online and instructions about assignment
submission, please refer to the eds Guide, which you received with your study package.
8.5
Assignments
We strongly recommend that students unfamiliar with the case method of learning visit the
publisher Online Learning Centre (OLC) at www.mhhe.com/thompson. The OLC provides
access to a guide to case analysis. This guide explains what a case is, why cases are a
standard part of courses in strategy, how to prepare for a class discussion of a case, and how to
prepare a written case analysis.
All assignments are group assignments. Note, however, that repeaters of this module are
expected to submit individual assignments. Also note that we will adopt a very strong stance on
plagiarism for all assignments and may decide to take disciplinary steps against students who
plagiarise. Plagiarism is the act of taking the words, ideas, and thoughts of others and passing
them off as your own. It is a form of theft that involves a number of dishonest academic
activities. An example of plagiarism is retrieving information from the internet, copying and
pasting this information into your assignment and submitting it as your own work.
You may access the Unisa Policy for Copyright Infringement and Plagiarism from
http://www.unisa.ac.za/Default.asp?Cmd=ViewContent&ContentID=27715
8.5.1
Group assignments
GROUP ASSIGNMENT 01
Topics 1 and 2
Due date: 12 May 2015
Technical requirements:
Maximum length 15 A4 pages (excluding references and appendices), 12 Font, 1, 5 spacing (excluding
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appendices). Kindly note that markers will only review the first 15 pages.
Referencing: Harvard Referencing Method
Assignment question:
Select any listed company (listed on any securities exchange) of your choice and answer the
questions that follow.
1) Does the company have a competitive advantage? Provide a motivation for your answer.
2) What recommendations would you make to the management with regard to building or
sustaining competitive advantage? In your discussion you should address:
a. the current sources of competitive advantage
b. possible future sources of competitive advantage
c. sustainability of current and future sources of competitive advantage
d. the industry and industry life cycle and their effect on strategic direction
Assignment guidelines:
You will be required to conduct research by way of, for example, reviewing company involuntary
disclosures (e.g. annual reports), news reports and analyst commentary to demonstrate how
this companys sources of competitive advantage have changed over time.
Please do not contact the company directly for commentary and interviews listed
companies publish enough information for you to be able to do this assignment without having
to take up their executives time! If you would like to use an unlisted company for the
assignment, please contact me for permission remember that the assignment has to be
conducted on a business organisation.
Please use the following assignment structure:
1. Company history attach as Appendix A
2. Executive Summary maximum of one page
3. Introduction explains your approach and the content of the assignment
4. Discussion
5. Recommendations (with motivation recommendations should flow from analysis)
6. Conclusion
7. Reference list
8. Appendices (note that appendices will not be marked)
Refer to the assessment guidelines included in this document as Annexure A before starting
with the assignment.
Your answers to the above will be assessed in terms of the level of communication displayed,
the insights and inferences drawn, and your ability to show the implications of the factors that
you have assessed and discussed. An answer that merely gives a list of events that have
happened or a synopsis of a situation, without showing insight into the reasons and results, will
not earn good marks. Your method of referencing must consistently follow the augmented
Harvard method.
17
GROUP ASSIGNMENT 03
Topics 3 and 4
Due date: 21 August 2015
Maximum length: 20 pages (excluding references and appendices), 12 Font, 1.5 spacing (excluding
Read the case study Vodafone in 2012: Rethinking international strategy in Grant (2013: 676).
Critically examine Vodafones corporate and international strategy by addressing the following
questions.
1
Critically examine the role of the Vodafone corporate centre
20 marks
from both a corporate and international perspective.
2
Describe Vodafones international strategy. What are the advantages 20 marks
and disadvantages associated with this strategy?
3
Analyse the Vodafone corporate portfolio and point out the strengths 20 marks
and weaknesses in its portfolio.
4
Critically evaluate Vodafones implementation of its international 20 marks
strategy by examining its international structure and business
operations.
5.
What recommendations would you make to Vodafone with regard to its 20 marks
corporate and international strategy?
Refer to the assessment guidelines included in this document as Annexure B before starting
Harvard method.
8.5.2
Repeaters individual assignments
REPEATERS INDIVIDUAL ASSIGNMENT 01

Topics 1 and 2
Due date: 12 May 2015
Maximum length 15 A4 pages (excluding references and appendices), 12 Font, 1. 5 spacing (excluding
Assignment question:
Read the Starbucks case study in Grant (2013: 445) and answer the questions that follow.
18
MBL923P
1)
Does Starbucks have a competitive advantage? Provide a motivation for your

answer.
2)
What recommendations would you make to the management of Starbucks with

regard to building or sustaining competitive advantage? In your discussion you should
address:
a. the current sources of competitive advantage
b. possible future sources of competitive advantage
c. sustainability of current and future sources of competitive advantage
d. the industry and industry life cycle and their effect on strategic direction
Assignment guidelines:
You will be required to conduct research by way of, for example, reviewing company involuntary
disclosures (e.g. annual reports), news reports and analyst commentary to demonstrate how this
companys sources of competitive advantage have changed over time.
Please do not contact the company directly for commentary and interviews listed companies
publish enough information for you to be able to do this assignment without having to take up
their executives time! If you would like to use an unlisted company for the assignment, please
contact me for permission remember that the assignment has to be conducted on a business
organisation.
Please use the following assignment structure:

1. Executive Summary maximum of one page
3. Introduction explains your approach and the content of the assignment
4. Discussion
5. Recommendations (with motivation recommendations should flow from analysis)
6. Conclusion
7. Reference list
8. Appendices (note that appendices will not be marked)
Refer to the assessment guidelines included in this document as Annexure A before starting
Students repeating this module must complete this assignment individually.

19
Harvard method. Annexures can be used to highlight additional information.
REPEATERS INDIVIDUAL ASSIGNMENT 03
Topics 3 and 4
Due date: 21 August 2015
Maximum length: 20 pages (excluding references and appendices), 12 Font, 1.5 spacing (excluding
Read the case study Vodafone in 2012: Rethinking international strategy in Grant (2013: 676).
Critically examine Vodafones Corporate and International strategy by addressing the following
questions.
1
Critically examine the role of the Vodafone corporate centre
20 marks
from both a corporate and international perspective.
2
Describe Vodafones international strategy. What are the advantages 20 marks
and disadvantages associated with this strategy?
3
Analyse the Vodafone corporate portfolio and point out the strengths 20 marks
and weaknesses in its portfolio.
4
Critically evaluate Vodafones implementation of its international 20 marks
strategy by examining its international structure and business
operations.
5.
What recommendations would you make to Vodafone with regard to its 20 marks
corporate and international strategy?
Refer to the assessment guidelines included in this document as Annexure B before starting
Harvard method.
8.6
Marking guideline/matrix/rubric
See Annexures A and B for marking guidelines.
OTHER ASSESSMENT METHODS
More information about the form and scope of assessment as well as the dates will be supplied
well in advance.
20
MBL923P
10
EXAMINATION
Open book examinations will be written during October/November. The duration of the
examination is four hours. The examination will consist of one or more case studies and specific
questions related to the case(s). All reading material set out in this module overview, together
with all material covered at the study schools, should be studied for the examination. You are
allowed to bring all reading materials to the examination, but electronic devices are not
allowed.
Examination eligibility will be according to the rules and procedures applicable to the MBL.
Students will be required to adhere to the Unisa examination timetable, as well as the
designated Unisa examination centres. Students may be required to write more than one
module per day during the examination period.
11
FREQUENTLY ASKED QUESTIONS
The my Studies @ Unisa brochure contains an A-Z guide of the most relevant study
information.
This
brochure
is
available
at
http://www.unisa.ac.za/contents/study2012/docs/myStudies-Unisa-2014.pdf
12
SOURCES CONSULTED
The following sources were consulted in compiling this module overview:
SABMiller. 2013. Heritage. Available from:

http://www.sabmiller.com/index.asp?pageid=27 [Accessed 12 November 2013].
13
CONCLUSION
I hope that you will find this challenging module interesting and valuable. Should you experience
any problems with your studies, you are welcome to contact me.
I wish you a very successful year of study!
PROF PEET VENTER

GRADUATE SCHOOL OF BUSINESS LEADERSHIP
UNISA
21
ANNEXURE A: ASSIGNMENT 1 MARKING GUIDELINES

Weight
70
FAIL
(0-50%)
Analysis and critical evaluation
PASS
(50-75%)
Little understanding of what

competitive advantage is
Understanding of competitive
advantage is at a very basic level
Very little understanding of industry
evolution and context in competitive
strategy and advantage
No or very limited use of theoretical
frameworks
Limited use of course resources
Clearly has a limited grasp of theory
Lacks critical evaluation
Incorrect frameworks used
Application evidence lacking or
inappropriate
Recommendations are not at the

strategic level
Recommendations do not flow from
analysis
Recommendations are not practical
Recommendations show a very
limited level of strategic thinking and
insight
DISTINCTION
(75-100%)
Acceptable understanding of what

competitive advantage is
Good, perhaps not advanced,
understanding of the sources of
competitive advantage
Acceptable, perhaps somewhat
flawed understanding of industry
Limited use of theory
Limited use of course resources
Some gaps in understanding of
theory
Theory and application mostly but not
always correct
Critical evaluation is not consistently
of high quality
Recommendations are not always at

the strategic level
Recommendations do not always
flow from analysis
Recommendations are mostly
practical
Recommendations show an
acceptable level of strategic thinking
and insight
Clear grasp of what competitive

advantage is
Clear grasp of the sources of
competitive advantage and how it
emerges and evolves
Excellent understanding of industry
Clearly understands theory
Theory is applied in the right context
Theory is applied correctly
Analysis shows insight
Critical evaluation is of high quality
Recommendations/
Assessments
Comments:
30
Recommendations are clearly at the

strategic level
Recommendations flow from analysis
Recommendations are practical and
potentially useful to the company
Recommendations show a high level
of strategic thinking and insight
Comments:
22
Technical
requirements
MBL923P
-20
(max
penalty)
Did not follow instructions

Poor grammar and spelling
No or very poor referencing
Poor structure
Editing is generally of a poor
standard
Generally followed instructions

Acceptable grammar and spelling
Referencing is included, but not
always consistent and complete
Acceptable structure
Editing is generally of an acceptable
standard
Followed instructions
Good grammar and spelling
Consistent and complete referencing
Good structure
Editing is generally of a high standard
Comments:
23
ANNEXURE B: ASSIGNMENT 2 MARKING GUIDELINES

Weight
Role of MNC HQ
20
FAIL
(0-50%)
PASS
(50-75%)
No or very limited understanding of

the role of the corporate centre
Application evidence shows no or
limited understanding
frameworks
inappropriate
No critical analysis
Does not understand the

international strategic options
Application evidence shows insight
and understanding
frameworks
inappropriate
DISTINCTION
(75-100%)
Understands the role of the

corporate centre some gaps may
exist
Application evidence shows
acceptable understanding
Some critical analysis is evident
Understands the international

strategic options some gaps may
exist
Clearly understands the role of the

corporate centre
and understanding
Critical analysis is excellent
International strategy
Comments:
20
Clearly understands the international

strategic options
and understanding
Comments:
24
MBL923P
Portfolio analysis
20
Does not understand corporate

portfolio analysis
Application evidence shows limited
insight and understanding
frameworks
inappropriate
Does not understand the issues of

international implementation
and understanding
frameworks
inappropriate
Recommendations are not at the

strategic level
Recommendations do not flow from
analysis
Recommendations are not practical
Recommendations show a very
limited level of strategic thinking and
insight
Understands corporate portfolio

analysis some gaps may exist
Understands international
implementation some gaps may
exist
Recommendations are not always at

the strategic level
Recommendations do not always
flow from analysis
Recommendations are mostly
practical
Recommendations show an
acceptable level of strategic thinking
and insight
Clearly understands corporate

portfolio analysis at advanced level
and understanding
Comments:
Implementation
20
Clearly understands international

implementation at advanced level
and understanding
Comments:
Recommendations
20
Recommendations are clearly at the

strategic level
Recommendations flow from
analysis
Recommendations are practical and
potentially useful to the company
Recommendations show a high level
of strategic thinking and insight
Comments:
25
Technical
requirements
-20
Did not follow instructions

Poor grammar and spelling
No or very poor referencing
Poor structure
Editing is generally of a poor
standard
Generally followed instructions

Acceptable grammar and spelling
Referencing is included, not always
consistent and complete
Acceptable structure
Editing is generally of an acceptable
standard
Followed instructions
Good grammar and spelling
Consistent and complete referencing
Good structure
Editing is generally of a high standard
Comments:
26

MBL923P Module Overview 2015

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2015 MBL923P

Module overview 2015

Broad and specific outcomes ........................................................................................................ 4

LECTURER(S) AND CONTACT DETAILS................................................................................... 5

MODULE-RELATED RESOURCES ............................................................................................. 6

Prescribed books .......................................................................................................................... 6

Recommended books ................................................................................................................... 6

Electronic reserves (e-reserves) ................................................................................................... 6

STUDY SCHOOL PLAN ............................................................................................................. 14

Study school 1 ........................................................................................................................... 14

Study school 2 ........................................................................................................................... 14

MODULE-SPECIFIC STUDY PLAN ........................................................................................... 14

Assessment on postgraduate level ............................................................................................. 14

Assessment plan ........................................................................................................................ 15

General assignment numbers ..................................................................................................... 15

Due dates for assignments ......................................................................................................... 15

Submission of assignments ........................................................................................................ 16

Group assignments ..................................................................................................................... 16

Repeaters individual assignments .............................................................................................. 18

OTHER ASSESSMENT METHODS ........................................................................................... 20

FREQUENTLY ASKED QUESTIONS ........................................................................................ 21

SOURCES CONSULTED ........................................................................................................... 21

Last updated: 17/12/2015

PURPOSE AND BROAD AND SPECIFIC OUTCOMES FOR THE

Broad and specific outcomes

Last updated: 17/12/2015

LECTURER(S) AND CONTACT DETAILS

The lecturer for this module is:

PROF PEET VENTER

Strategy and Marketing Area

Reception / Information Desk

+27 11 652 0214/48

+27 11 652 0290

+27 11 652 0218

MBL2 Programme Administration

+27 11 652 0202

+27 11 652 0341/2

+27 11 652 0249

+27 11 652 0324

Electronic reserves (e-reserves)

Last updated: 17/12/2015

5.1 Analysis of competitive advantage

For this topic, you should study the following resources:

Last updated: 17/12/2015

Last updated: 17/12/2015

5.3.2 Specific outcomes

Last updated: 17/12/2015

chapters 13-20 in Hill, C.W.L. 2011. International business: competing in the

STUDY SCHOOL PLAN

Analysis of competitive advantage

Business strategies in different industry contexts

Corporate strategy (introduction)

Global strategy development and implementation

MODULE-SPECIFIC STUDY PLAN

Assessment on postgraduate level

Last updated: 17/12/2015

Organising and managing oneself and

Submitting your completed assignment by the

Collecting, analysing, organising and

Searching for other sources, incorporating

Communicating effectively using language

Adhering to the technical requirements for an

General assignment numbers

Assignments are numbered consecutively per module, starting from 01.