Case Study Answers Week 7 and 8Group OneIn your grou.docx

Case Study Answers Week 7 and 8
Group One
In your group, prepare a business portfolio analysis on the
InFocus businesses
Focus on the following:
Prepare the following charts and plot the InFocus Beverages
business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
Provide a recommendation advising InFocus what it should do
with this business
Group Two
InFocus businesses
Prepare the following charts and plot the InFocus Snackfoods
business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
with this business
Group Three
InFocus businesses
Prepare the following charts and plot the InFocusSupplements
business:

BCG matrix
GE-McKinsey matrix
Synergy matrix
with this business
Group Four
InFocus businesses
Prepare the following charts and plot the InFocus Sportswear
business:
BCG matrix
GE-McKinsey matrix
Synergy matrix
with this business
2
InFocus Business Statistics
Market Statistics

Week 7 inFocus case
3
BCG Matrix
GE-Mckinsey Matrix
Synergy Matrix
Recommendations
InFocus Beverages: Star, Growth, Fit – Keep and invest in this
business
InFocus Snack foods: Cash Cow, Selective, Giver – Keep this
business but minimise further investment
InFocus Supplements: Question Mark, Selective, Taker – Keep
this business and consider further investment
InFocus Sportswear: Dog, Harvest, Misfit – Sell this business
Group One
In your group, prepare a report for Jackie on InFocus’s dynamic
capability
Explain the concept of dynamic capability
Discuss the principle of core competency and identify an

InFocus core competency
List three types of activities InFocus could perform to develop
dynamic capabilities and provide a specific example for each
Group Two
capability
Explain the concept of learning
Discuss how learning is captured and leveraged by organisations
Demonstrate how InFocus could apply the 5 why process to
learn more about its current processes
Group Three
capability
Explain the concept of integration
Discuss why the successful integration of strategic assets and
new learnings into business processes is so important
List and discuss three techniques or models that InFocus could
integrate into its current processes and recommend the adoption
of one of them
Group Four
capability
Explain the need for transformation
Discuss the factors that determine an organisations
transformation capability
List and discuss three reconfiguration strategies InFocus could
implement to transform its business and recommend the
adoption of one of them
8

Facebook Case Study
1
Student Name: vinayreddy musku
Subject code : 501
The Stakeholder Management of FacebookIntroduction
Facebook is the world’s most well-known profound social media
website that there is. It has completely changed the way how
people around the world interact and communicate with each
other. With more than 1.2 billion monthly active users,
Facebook is a go-to investment for many stakeholders. As will
be mentioned later, this lets stakeholders advertise and share
their contents efficiently and rapidly to the population. With

social media continually growing, social media networks have a
tremendous influence on the way companies engage and build
relationships with their stakeholders.
Popular social media networks such as Instagram, Twitter, and
Facebook have changed a one-way communication between
organizations and stakeholders, to a two-way process
communication(Kaya, T., & Bicen, H., 2016). Traditional one-
way communication tools only allowed companies to talk to
their stakeholders. Social media has introduced two-way
communication in the sense that companies have less control
over what is being said about them, as the relationship between
companies and the population has become an interactive
process.
In the early 2000s when social media was just starting out, like
any new invention, companies were skeptical at first in adopting
online platforms as a way to communicate. But it became clear
right away that this was going to be the new wave. As I
mentioned before, with social media continually growing,
companies keep adapting new various strategies to get their
message across to a targeted group. Fortune 500 companies are
the most successful companies there are in the world and have
used their resources to improve their communication process to
meet their goals. Several studies on Fortune 500 companies that
show that these companies are continuously implementing
online communication strategies to enhance stakeholder
relationships. These social media platforms positively impact
online relationship as it provides opportunities to build strong
connections with their stakeholders. Successfully implementing
an online presence strategy gives companies an advantage in the
market and helps them to stand out. The Stakeholder
Management of Facebook
While Facebook has been able to strengthen or maintain their
relationships with their stakeholders, other companies are
having trouble finding the right approach to communicating
with their stakeholders through social media. One personal
example that has happened to me recently displayed this

problem. I have a friend named Luis who is a plastic surgeon,
and he went to a conference in Idaho with other plastic
surgeons. When he came back from the conference, he told me
that the biggest problem other plastic surgeons were having was
growing their social media platform. Most of the plastic
surgeons that were there were in their 40's and 50's, and the
majority of them knew how to use the basic features of social
media, but not enough to be able to continuously update and
grow their social media following(Mhamdi, 2018). My friend
Luis actually has a young secretary that's still in college and has
her run all his social media accounts. He suggested to the other
doctors that they hire a part-time college student so that they
can run their social media accounts. Another plus he added was
that you don't really have to train college students on how to
use social media because most of them are already very familiar
with it through everyday use. But for those companies that
aren't able to expand their online presence, this means that they
are missing out on the potential that these social media sites
offer for communication. However, this doesn't mean that these
companies don't have the resources to have an online following,
it just means that they have to use different strategies.
Given that some big retailers such as JCPenney and Macy’s
have closed down 206 stores in 2017 due to online shopping
becoming more popular, it is almost necessary for companies to
adapt so that they can effectively communicate on an online
platform to their stakeholders and customers. With that, it is
also necessary that companies understand which strategies work
best for them to reach their goals, and if they don’t, then
consider hiring an employee or small team who is dedicated just
for that reason.
Currently, Facebook has around 2.4 billion shares outstanding,
all of which are distributed to its users/members, advertisers,
employees, governments, and communities. The following is a
table with the most significant owners in Facebook with what
percent they own as well as the top 8 individuals with the most
value in the company.

Employees
Venture Capitalists
Former Employees
Corporate Investors
Mark Zuckerberg (24%)
Accell (10%)
Dustin Moskovitz (6%)
Digital Sky (5%)
Jeff Rothschild (.8%)
Greylock (1.5%)
Eduardo Saverin (5%)
Microsoft (1.6%)
David Ebersman (.11%)
Meritech (1.5%)
Sean Parker (4%)
Goldman Sachs (1%)
Mike Schroepfer (.11%)
Elevation Partners (1.5%)
Chris Hughes (1%)
Interpublic (.25%)
Sheryl Sandberg (.1%)
WTI (.5%)
Matt Cohler (.8%)
T. Rowe Price (.25%)
Theodore Ullyot (.1%)
Marc Andreessen (.25%)
Adam D’Angelo (.8%)
Fidelity Investments (.18%)
Andreessen Horowitz (.18%)
Owen Van Natta (.8%)
General Atlantic (.1%)
Justin Rosenstein (.24%)

Kleiner Perkins (.073%)
David Choe (.2%)
Ezra Callahan (.08%)
Founder and CEO Mark Zuckerberg who owns 533 million
shares; worth around $24 billion dollars.
Jim Breyer, a partner at Accel venture capital firm, owns 201.4
million shares; worth around $8.5 billion dollars.
Dustin Moskovitz, Zuckerberg’s college roommate, owns 133.8
million shares; worth $5.1 billion dollars.
Peter Thiel, the PayPal co-founder, owns 44.7 million shares;
worth $2.13 billion dollars.
David Choe, graffiti artist, owns 3.77 million shares; worth
$142.9 million dollars.
Marc Andreessen, co-found or Netscape and creator or Mosaic,
owns 3.6 million shares’ worth $225 million dollars.
Sheryl Sandberg, Google’s ex-vice president, owns 1.9 million
shares; worth 86 million dollars.
Bono, rock musician and lead singer on U2, owns 39.5 million
shares; worth 1.5 billion dollars.
Amongst the stakeholders, Facebook's mission implies that their
users/members are their top priority. Facebook's mission
statement says, "to give people the power to build community
and bring the world closer together." Being that Facebook has
over one billion monthly active users, its users play the biggest
role in determining the popularity and attractiveness of
Facebook. Because of this, they create a trickledown effect. For
example, if advertisers notice that the number of users on
Facebook is high, they are likely to pay for more advertisements
to be shown(Miron, E., & Ravid, G., 2015). According to

panmore.com, stakeholder users are more interested in the ease
of using the app and security/privacy of personal information.
Facebook is constantly improving its privacy and security
services, and even though there will most likely always be
flaws, it shows that they care for their users which satisfies the
corporate social responsibility for this group.
Advertisers are where the bulk of Facebook’s income comes
from. Because of this, they can directly affect the company’s
financial status, so you know they are almost of the same
importance as the users. To address corporate social
responsibility, Facebook uses automated reporting to
minimizing human intervention in the advertising process. Just
like the users, Facebook also addresses options for its
advertisers in their settings so that they can maximize their
efforts by being able to target certain audiences in whatever
their advertising. Due to popular demand by the users,
Facebook's user-friendly settings allow people to easily
customize their profile to receive notifications or updates from
certain companies. Moreover, people are able to interact with
companies by either liking, sharing, or commenting on the
company's posts. This is a great way for companies to get
feedback as well as expand their presence because people are
sharing their posts with other people. Because of the user-
friendly options that Facebook gives their advertisers, this
addresses the interests of this stakeholder group.
Next up are the employees. Just like the previous two
stakeholders, Facebook values its employees because of their
contribution to the company, and without them, the company
wouldn't be able to function. The employees play a critical role
in being a stakeholder because they develop and improve the
social media platform, which helps Facebook to continually
evolve and grow. Facebook makes sure that its employees have
good benefits and high compensation. Facebook addresses its
corporate social responsibility towards employees through
competitive human resource policies. An example is that
Facebook pays its employees some of the best salaries when

compared to other big internet companies. Because of this they
are able to attract a large diversity of applicants and are able to
choose the best of the best(Plantin, 2018). The process that
Facebook goes through to get their employees, as well as show
appreciation towards them, satisfies the corporate social
responsibility for this stakeholder group.
Coming up on the last two types of stakeholders, governments is
number four. It's important that Facebook complies with this
stakeholder group because they are the ones who impose laws
and requirements on the social media business. To keep on good
terms with the governments worldwide as well as address
corporate social responsibility, Facebook, of course, abide by
their laws, but also partners up with them and shows support to
their communities. An example of this was demonstrated in
early 2018, where Facebook gave a total of $10 million dollars
to community leaders for services that will “bring people closer
together.”
The last group of Facebook’s stakeholder group is the
communities. Although they are at the bottom of the priority list
for Facebook’s stakeholders, they can influence the perception
of its advertisers and users which can affect the company. These
communities are interested in how Facebook can help them or
what Facebook is doing to help preserve the planet. An example
of Facebook addressing this interest group is that back in 2013,
Facebook started to use green technology so that they can be
eco-friendly to the environment. This shows Facebook’s
corporate social responsibility towards this group; however, the
social responsibility is weak in satisfying this group because
you can never please everybody and it’s hard to please a group
that doesn’t care so much about the company but more about
how the company can help them.
While everything talked about Facebook so far sounds positive,
there have been some negative views and legal issues facing the
company. Facebook’s corporate mission is “to give people the
power to build community and bring the world closer together.”
This new mission statement was implemented in the midst of

data privacy and security issues involving Cambridge Analytica
and other parties. In early 2017, the company’s corporate
mission was “to give people the power to share and make the
world more open and connected.” In this regard, the new
corporate mission shows that the company now focuses on
making its social networking web site an important part of
community development.
I’m pretty sure we’ve all heard people talk about Facebook
releasing private data to other companies. Some argue that they
didn’t give Facebook permission to make their personal data
available for others, and how is Facebook responding to these
people? Below is a timeline of some of the most infamous
Facebook issues when it comes to privacy issues.
September 2006 - Facebook debuts News Feed. Nowadays we're
used to news feeds on the platforms Facebook and Twitter, but
back in 2006 when it was first released, people saw it as a big
deal because they didn't want the public to be able to view their
profile. How did Facebook respond? They simply told its users
to "relax." Eventually, people got used to the News Feed and
eventually calmed down.
December 2007 - Facebook’s first big problem with advertising
privacy issues. A program called Beacon allowed other
companies to track online purchases by Facebook users and then
notified their Facebook friends on what they bought without
their permission. Facebook’s response: They told users that they
could disable the Beacon program in their settings.
June 2013 - a glitch in the mobile version allowed others to see
that users contact list when they chose to upload their contact
lists. The purpose of uploading the contact list was to help them
easily connect with the people saved in their phone. Instead,
this contact list would sometimes be made public when it
shouldn't have. Facebook's response: We are constantly finding
and fixing bugs and will "notify people whose information may
have been exposed."
July 2014 - Facebook’s data scientists use mood-manipulation

on random users. What these scientists did was select random
users and alter their news feed to show either more positive or
negative posts. Their reasoning was so that they could study the
emotion effects spread throughout social media. Facebook’s
response: Nothing, all they did was give a simple apology,
nothing more. The results were published in the Proceedings of
the National Academy of Sciences.
January 2018 - In May 2018, Europe passed a new strict law,
the General Data Protection Regulation, which let companies
store their user information and if there happened to be a breach
of security, they were required to disclose the breach within 72
hours. Being that this wasn’t in the United States, Facebook had
to comply with Europe’s new law and had to adjust their
privacy settings for the European sector.
February 2018 - The Belgian court ordered Facebook to stop
gathering private information about Belgian users and to stop
tracking them. They also ordered Facebook to delete all
illegally collected data from Belgian users. Belgium threatened
Facebook with a fine of 100 million euros in they didn’t
comply. Facebook responded saying that they already comply
with the new European data privacy law and said that they
would appeal to the court if Belgium kept threatening them.
March 2018 - Facebook revealed that they knew about data theft
from other apps that used Facebook data and did nothing about
it. Facebook’s response: CEO Mark Zuckerberg came out with a
statement and vowed to do more to protect people's privacy and
to only allow other apps access to a user's name, profile picture,
and email.
As you can tell, Facebook's apologies are very plain. They say
sorry only because they have to say something and never
mention it again. The reason why they're like this and why they
don't get into some serious trouble is because of us, the users.
When we make an account and agree to the terms and
conditions, that none of us read, we give permission to
Facebook to use our data and privacy in ways that they want to.
In the end, we give them permission to our information and if

we don't agree with their terms and conditions then we simply
can't use their social media platform.Conclusion
As you can tell, Facebook cares about its users, stakeholder,
communities, and provides a great opportunity for every single
one of its shareholders to communicate effectively with others.
Even though they have run into some legal issues, they handle it
pretty well; and things of that nature will always arise from a
company as big as they are(Plantin, 2018). From the different
opportunities to the ways how Facebook adjusts to their
shareholders and address their needs, it’s easy to understand
why many investors want to be partnered up with this company.
As it was discussed earlier, not every company knows how to
effectively use this Facebook feature, but it’s starting to become
a necessity so I believe it’s only a matter of time until every
business is at least proficient just enough to be able to take
advantage of the many features that not only Facebook has to
offer, but through all the other social media platforms.
References
Kaya, T., & Bicen, H. (2016). The effects of social media on
students’ behaviors; Facebook as a case study. Computers in
Human Behavior, 59, 374-379.
Mhamdi, C. (2018). Text mining and analytics: A case study
from news channels posts on Facebook. In Intelligent Natural
Language Processing: Trends and Applications (pp. 399-415).
Springer, Cham.
Miron, E., & Ravid, G. (2015). Facebook groups as an academic
teaching aid: Case study and recommendations for educators.
Journal of Educational Technology & Society, 18(4), 371-384.
Plantin, J. C. (2018). Infrastructure studies meet platform
studies in the age of Google and Facebook. New Media &
Society, 20(1), 293-310.

MBA 501
Dynamic Strategy and
Disruptive Innovation
Assignment 2 briefing
Assessment 02
• 40%
• 30 slide presentation (+/-10%)
• Part 1: Facebook (20%)
– Strategy Development
– Strategy Implementation
• Part 2: Portfolio Analysis (20%)
• Monday 9th September 23.55 AEST
CONTINUATION OF FACEBOOK CASE
PART A
From assignment 1
• Important to identify 4 stakeholders that
come under each stakeholder category for

Facebook
– Swing
– Defensive
– Offensive
– Hold
Stakeholder Behavior
Analysis
Explanation Coalition Analysis
Stakeholder Categories &
Generic Strategies
• Cooperative potential
• Competitive threat
• Actual behavior
• Stakeholders
• Objectives
• Beliefs
• Commonality of Behavior
• Commonality of Interest
• Swing
(Upside potential &
downside risk)

• Defensive
(Downside risks)
• Offensive
(Upside potential)
• Hold
(Neutral)
Stakeholder Strategy Formulation and Implementation Process
• Change current beliefs about the organisation
• Try to change the stakeholder’s objectives
• Adopt the stakeholder’s position
• Reinforce current beliefs about the organisation
• Maintain existing programs
• Let the stakeholder drive the transaction process
• Formal rule changes
• Change the decision forum
• Change the kinds of decisions that are made
• Monitor existing programs
• Guard against changes in the transaction process
Strategy Implementation
• Resource allocation
• Commitment
• Interaction
• Evaluation

• Restructuring
• Building teams and taskforces
• Sourcing new people
• Creating new business units
• Participation
• Incentives
• Shared values
• Ignore the stakeholder
• Public relations
approach
• Implicit negotiation
• Explicit negotiation
• Implementation control
• Control of strategic
programs
direction
• Control of “what we
stand for”
Covered in Assignment 1
Workshop 04/ Assignment 2 PART 1

1. Strategy Development
• Refer workshop 4 content
• Analyze each generic strategy option for the
identified stakeholder
• Provide recommendations
• Integrate literature and industry sources to
support your arguments
Example Only
InFocus Case: Suppliers (Hold)
• InFocus suppliers are a hold stakeholder: they pose low
cooperative
potential and low competitive threat.
• The key strategies available for managing hold stakeholders
are:
– Monitor existing programs
– Reinforce current beliefs about the organisation
– Guard against changes in the transaction process
be to
reinforce their current beliefs about the organisation. This could
include implementing supplier relationship management
initiatives to
facilitate two-way communication and assure them that InFocus

will
resolve the incident efficiently and effectively.
Analyse
Justify recommendations
1. Strategy Implementation
• Refer workshop 5 content
• Analyze 4 strategy implementation related
area for each stakeholder
• Provide recommendations
• Integrate literature and industry sources to
support your arguments
Analysis
Explanation Coalition Analysis
Stakeholder Categories &
Generic Strategies
• Cooperative potential
• Competitive threat
• Actual behavior

• Stakeholders
• Objectives
• Beliefs
• Commonality of Behavior
• Commonality of Interest
• Swing
(Upside potential &
downside risk)
• Defensive
(Downside risks)
• Offensive
(Upside potential)
• Hold
(Neutral)
Stakeholder Strategy Formulation and Implementation Process
• Change current beliefs about the organisation
• Try to change the stakeholder’s objectives
• Adopt the stakeholder’s position
• Maintain existing programs
• Let the stakeholder drive the transaction process
• Formal rule changes
• Change the decision forum
• Change the kinds of decisions that are made
• Monitor existing programs

• Guard against changes in the transaction process
Strategy Implementation
• Resource allocation
• Commitment
• Interaction
• Evaluation
• Restructuring
• Building teams and taskforces
• Sourcing new people
• Creating new business units
• Participation
• Incentives
• Shared values
• Ignore the stakeholder
• Public relations
approach
• Implicit negotiation
• Explicit negotiation
• Implementation control
programs
direction
• Control of “what we

stand for”
Covered in Assignment 1
IMPORTANT
• IF YOU HAVE NOT IDENTIFIED SWING,
HOLD, DEFENSIVE, AND OFFENSIVE
STAKEHOLDER EACH,
• THEN, PLEASE DO IDENTIFY 4
STAKEHOLDERS AND INDICATE IN THE
STAKEHOLDER ANALYSIS SUMMARY
SLIDES
WEEK 7 CONTENT
PART 2
Based on D&H Food
Group Case study
shared last week
Assessment 02 - components

• Plot business units on a BCG, GE-
McKinsey, and Synergy Matrix
• Recommendations
Portfolio
• Week 07 workshop material
• Plot the five business businesses accordingly
• Summary and analysis
– Rationale behind the analysis
• Recommendations
Portfolio
• Important aspects to consider
– Consolidate the analysis into one place (i.e.
the outcome of all three analysis)
– Provide recommendations
• Research options available for companies
– Example; what should be done when a subsidiary is
marked as a star?
• Provide a clear recommendation
*Integrate scholarly literature

Assessment 02 – Presentation
• Referencing
• DO NOT NEED TO DO RESEARCH INTO
THE INDUSTRIES/ BUSINESSES, etc.
• Research into concepts and theories
associated with
– Portfolio analysis
A2 PRESENTATION
Assessment 02 – Presentation
• A sample slide template is provided
• Limit the amount of text in the slides – capture the
essence
• Need to use the Notes pane to explain slides
– Don’t go beyond 150 words
– Not required for all slides
– Wherever, explanations, theory, and workings have to be
presented
• For example – see below

Assessment 02 – submission
• PDF
• Print to PDF>
Print Layout>
Noted Pages
• See the
demonstration
Important
• Please attend week 7 workshop
• Watch online webinar recordings posted
for the online class
• Contact your facilitator
Late Submission
• All that is required for the assignment was
covered by this week
Late Submission
2 marks per day

20 marks
Read the following documents
• KBS Academic Integrity Policy
• Contract Cheating and Plagiarism related
documents
• https://elearning.kbs.edu.au/course/view.p
hp?id=1481&section=2
Wish you all the best!
• Please contact your workshop facilitator
for further assistance.
Thank You
7/03/2017
1
Implementing strategy
Week 5 Workshop

MBA501 Dynamic Strategy and
7/03/2017
2
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Do not remove this notice.
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7/03/2017

3
• Do you believe American President
Donald Trump mean when he says:
Small Group Discussion
I will build a great wall – and nobody
builds walls better than me, believe me –
and I’ll build them very inexpensively.
7/03/2017
4
Small Group Challenge
Canberra, Australia 2014
In groups, prepare a response for Simon to the media criticism.
Simon Hollingsworth, head of the Australian Sports
Commission,
has a problem. A division of the Commission, the Australian
Institute
of Sport has spent $500,000 of taxpayer’s money on the design
of a
new logo:
The AIS now is being heavily criticised in the media for
wasting
money on ‘five little squiggly lines’.

7/03/2017
5
Resource allocation
• Most large organisations have
formalised budgeting processes that
allocate resources across their business
units on a yearly basis.
• These budgeting processes must
address the overall issue of how
resources are allocated to deal with
various stakeholder groups.
7/03/2017
6
Prioritised hierarchies
• Stakeholder groups should be ranked in
terms of relative importance to the
organisation and its strategic objectives.
• Resources should then be allocated to
each stakeholder group in terms
roughly equal to their importance,
otherwise the system will be inherently
biased towards current allocations.

7/03/2017
7
Rational allocation
• The strategic part of the budget should
be separated from the operating part to
give clarity and urgency to new strategic
programs.
• Otherwise, business unit managers will
seek to protect their current resource
allocations and new strategic programs
will be overlooked.
7/03/2017
8
Forms of allocation
Resources for new strategic programs can
be allocated by:
• Restructuring the organisation
• Building teams and taskforces to
manage particular projects
• Sourcing new people and creating
new business units

7/03/2017
9
• What does American systems scientist
Peter Senge mean when he says:
Collaboration is vital to sustain what we
call profound or really deep change,
because without it, organisations are
just overwhelmed by the forces of the
status quo.
7/03/2017
10
Martha’s Vineyard, US 1974
Steven Spielberg has problems. There are rumours the 26 year
old’s career as a filmmaker is over. His current movie Jaws is
100
days over schedule and $5 million over budget. The script is
still

incomplete, the mechanical sharks do not work, and filming on
the
open ocean is proving impossible. The cast and crew are
miserable
and exhausted from being ravaged, sunburned, and windblown
day
after day.
The disillusioned production team begrudgingly prepare to
shoot a
scene where the great white shark launches itself out of the
water
and becomes visible to the audience for the first time in the
movie. It
is a crucial moment in the film and Steven understands he will
need
a great deal of commitment from the cast and crew to make it
work.
In groups, offer Steven at least two suggestions to gain
commitment from the cast and crew of Jaws.
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11
Gaining commitment
• A second major issue in implementing
strategic programs for stakeholders is
how to ensure commitment to the
program from the business units
involved and the managers responsible
for carrying out the program.

7/03/2017
12
Participation
• An important advantage of strategic
management systems is the opportunity
they afford for participation in
understanding and running the affairs of
the organisation.
• The more participation in the creation of
strategic programs for stakeholders, the
more likely the commitment to
implementing the programs.
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13
Incentives
• It is pointless to hope that managers
carefully take stakeholder concerns into
account when implementing strategies,
and reward them on another basis
altogether.
• Reward systems need not be confined
to monetary rewards and can include

recognition and promotion.
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14
Shared values
• Each new strategic program must be
checked to see if it requires behaviours
which will run counter to the accepted
“winning behaviours” of the
organisation.
• Managers with a yearly bonus
dependant on meeting profit
commitments are unlikely to divert
resources to any new initiatives.
7/03/2017
15
• Do you agree with English poet
Thomas Gray when he says:
Ignorance is bliss.

7/03/2017
16
The Hague, Netherlands 1960
Frank McFadzean, managing director of multinational oil and
gas
company Shell, has a problem. Five nations – Iran, Iraq,
Kuwait,
Saudi Arabia, and Venezuela – have formed an
intergovernmental
organisation in Baghdad. They are calling themselves the
Organisation of the Petroleum Exporting Countries (OPEC).
Their
stated mission includes the coordination and unification of
petroleum
policies of member countries to ensure the stabilisation of oil
markets.
Frank understands OPEC is essentially a cartel cooperating to
influence global oil prices (in much the same way Shell and
other
multinational oil companies do) but their operations are
protected by
the doctrine of sovereign immunity under international law.
In groups, advise Frank how he should respond to the
formation of OPEC.
7/03/2017
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Stakeholder interactions
• Effective implementation of strategic
programs includes careful assessment
of interactions with stakeholders.
• There are four typical processes:
o Ignore the stakeholder
o Public relations approach
o Implicit negotiation
o Explicit negotiation
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18
Ignore the stakeholder
• Failing to interact with those groups and
individuals who can affect or are
affected by the organisation is
irresponsible and dangerous.
• Major oil companies ignored the
formation of OPEC in 1960 until after it
had gained almost total control of the
production of oil.

7/03/2017
19
Public relations approach
• This form of interaction typically relies
on one way communication with internal
or external PR personnel informing
stakeholders about the organisation to
better manage corporate image.
• But an organisation with a good image
is not necessarily effective in terms of
meeting stakeholder needs.
7/03/2017
20
Implicit negotiation
• Implicit negotiation involves taking
stakeholder concerns into account in
the formulation of strategic programs to
mitigate any potential group objections.
• This transactional process is only as
good as the attribution of stakeholder
positions in the planning stages; it is
dependant on best estimates.

7/03/2017
21
Explicit negotiation
• Explicit negotiation uses two way
communication to better understand
stakeholder positions and explain
organisational positions.
• Informal negotiations conducted outside
formal arenas such as government
hearings and judicial proceedings are
more conducive to creative solutions.
7/03/2017
22
Effective negotiation
• Organisations must be prepared to
make proposals and respond to
proposals from stakeholder groups.
• Just because a stakeholder’s position is
opposed to the organisation’s does not
mean their underlying interests are also
opposed.
• Behind opposing positions lie shared
and compatible interests.

7/03/2017
23
• What does British Prime Minister
Winston Churchill mean when he says:
True genius resides in the capacity for
evaluation of uncertain, hazardous, and
conflicting information.
7/03/2017
24
Lubang Island, Philippines 1945
Japanese Army intelligence officer Hiro Onoda has a problem.
His
mission to prevent the United States and Philippine
Commonwealth
forces from capturing Lubang Island has failed forcing him to
flee to
the hills with three of his men. Hiro’s orders are that under no
circumstances is he to surrender or take his own life.

The four men continue to carry out guerrilla activities against
the
enemy. One morning whilst on patrol they find a printed leaflet
with
orders for them to surrender. According to the leaflet the war is
over
and General Tomoyuki Yamashita of the Fourteenth Area Army
wants them to turn themselves in.
This is not the first time Hiro has seen Allied propaganda. The
other
men are also suspicious and fear the leaflet is a trap.
In groups, advise Hiro and his men what they should do.
7/03/2017
25
Evaluation
• Another task of strategic management
is to constantly evaluate and monitor
progress with respect to the strategies
that have been developed.
• The pilot must not only set the course
for the ship, but must constantly keep
watch to see that it is on course, and
that the original course is still an
appropriate direction.

7/03/2017
26
Strategic control
• There are four basic concepts that can
be used to evaluate strategy:
1. Implementation control
2. Control of strategic programs
3. Control of strategic direction
4. Control of “what we stand for”
7/03/2017
27
Implementation control
• This involves an analysis of variance
from budgets.
• “Did we do what we said we would?”
• “Are there variances from our original
allocation of resources?”
• “If so, why?”
• “If not, why not?”

7/03/2017
28
Control of strategic programs
• Is the strategic program meeting its
milestones?
• When milestones are constantly
missed, and schedules constantly
revised, the program is in trouble.
• Is the stakeholder analysis on which the
strategic program is based still accurate
and valid?
• Was our stakeholder analysis flawed?
7/03/2017
29
Control of strategic direction
• Check that the strategic programs are
taking the organisation in the desired
direction.
• “Are we achieving the results that we
desire?”

• “If so, why?
• “If not, why not?”
• “Are we lucky or did things go according
to plan?”
7/03/2017
30
Control of “what we stand for”
• There is no standard measure for the
appropriateness of a set of
organisational values.
• The process for controlling what an
organisation stands for must therefore
be flexible.
• It needs to be a process of reaffirmation
and revival, and a process where
dissent is welcomed and encouraged.
7/03/2017
1
Developing strategy

Week 4 Workshop
MBA501 Dynamic Strategy and
7/03/2017
2
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2

7/03/2017
3
• What does American astrophysicist
Gregory Benford mean when he says:
If you are losing at a game,
change the game.
7/03/2017
4
Rugby, England 1823
William Webb Ellis has a problem. His school sports program
forces him to participate in a range of sports that he hates. And
he
hates no sport more than football.
Thanks to his large frame and lack of agility, William is always
relegated to defensive positions where his classmates have little
trouble humiliating him by manoeuvring the ball around him
with a
quick combination of sprightly kicks.
A player on the opposite team clears the ball with a powerful
kick
that sends it soaring in a high arc. The ball travels at high speed

straight for William, as do at least half a dozen attacking
players from
the opposite team.
In groups, advise William what he should do.
7/03/2017
5
Stakeholder behaviour
• Competitive threat and cooperative
potential are measures of potential
change in stakeholder behaviour.
• The relative power of stakeholders, in
terms of potential for changes in current
actions, affects the success of particular
strategic programs of an organisation.
7/03/2017
6
Stakeholder categories
There are four stakeholder categories:
1. Swing: high cooperative potential and
high competitive threat

2. Defensive: low cooperative potential
and high competitive threat
3. Offensive: high cooperative potential
and low competitive threat
4. Hold: low cooperative potential and
low competitive threat
7/03/2017
7
Stakeholder categories
Competitive
threat
Cooperative
potential
Offensive Swing
Hold Defensive
7/03/2017
8
Swing stakeholders
• Swing stakeholders have a strong

ability to influence the outcome of a
particular situation.
• A strategic program that seeks to
change the rules is appropriate for
swing stakeholders.
7/03/2017
9
Change the rules programs
There are three key change the rules
strategies for managing swing
stakeholders:
1. Formal rule changes through
government
2. Change the decision forum
3. Change the kinds of decisions that
are made
7/03/2017
10
Formal rule changes
• Government agencies are often swing

stakeholders.
• Formal rule change strategies include
lobbying lawmakers for legislative
reform.
• Disability support groups successfully
lobbied the federal government in 2013
for the introduction of the National
Disability Insurance Scheme.
7/03/2017
11
Decision forum changes
• Decision forum change strategies
include shifting the forum from the
courtroom to the negotiation table.
• CBA avoided a prosecution over their
foreign exchange trading model in 2016
by negotiating an enforceable
undertaking with ASIC.
7/03/2017
12
Kinds of decisions changes

• Kinds of decision change strategies
include shifting the debate from one
subject or issue to an alternative.
• Mining interest groups mounted a public
campaign against the mining tax in
2010 that shifted the debate from
taxation to economic impact on ordinary
Australians.
7/03/2017
13
• What does American political activist
Michael Moore mean when he says:
I may be preaching to the choir, but
the choir needs a good song.
7/03/2017
14
New York, US 2015
Billionaire real estate tycoon Donald Trump has a problem. He
prepares to announce his candidacy for President of the United

States from his home, Trump Tower. His prospects for success
are
slim. At the outset, he faces a crowded field of 17 contenders
for the
Republican nomination. And in the unlikely event he wins the
nomination, he will then be pitted against Hillary Clinton, a
former
First Lady with over 20 years’ experience in politics.
Donald understands his greatest challenge initially will be
visibility
with voters, being able to set himself apart from the
competition. The
key presidential campaign issues are diverse and complex: the
US
economy, climate change, criminal justice, health care, and data
security. He realises he needs a strategy to connect him with
voters.
In groups, formulate a strategy to help Donald Trump connect
with voters that’s different to Trump’s infamous slogan.
7/03/2017
15
Defensive stakeholders
• Defensive stakeholders can be of
relatively little further help but can take
steps to prevent an organisation from
achieving its objectives.
• A strategic program that seeks to

defend the organisation from potential
competitive threat is appropriate for
defensive stakeholders.
7/03/2017
16
Defensive programs
There are three key defensive strategies
for managing defensive stakeholders:
1. Reinforce current beliefs about the
organisation
2. Maintain existing programs
3. Let the stakeholder drive the
transaction process
7/03/2017
17
Reinforcing current beliefs
• Shareholders are often defensive
stakeholders.
• Reinforcing current belief strategies
include holding shareholder meetings

and producing annual reports that
reaffirm the message that management
is constantly striving to create more
value for shareholders.
7/03/2017
18
Maintaining existing programs
• Maintaining existing program strategies
ensure that any helpful stakeholder
behaviour is preserved whilst
competitive threat is neutralised.
• British engineering company Cobham
has maintained or increased dividend
payments to shareholders year after
year for almost 50 years.
7/03/2017
19
Transaction process
• Transaction process strategies include
implementing investor relations
programs that allow shareholders to
initiate and drive communication.

• Westpac and Telstra implemented a
shareholder app in 2015 which permits
shareholders to vote on company
matters digitally.
7/03/2017
20
• What does American professor
Jef I. Richards mean when he says:
Creative without strategy is called ‘art.’
Creative with strategy is called
‘advertising’.
7/03/2017
21
Portland, US 2010
Dan Weiden, founder of advertising agency Weiden+Kennedy,
has
a problem. Proctor & Gamble want Dan to advertise their Old
Spice
brand of men’s deodorants, shampoos, and body washes. Initial

market research confirms Dan’s suspicions: Old Spice is an
anti-
brand, a label consumers actively avoid because of their
negative
beliefs. Old Spice is widely perceived as ‘grandfather’s
aftershave’.
Dan explains this to Proctor & Gamble’s executive team and
advises them to view this anti-Old Spice market segment as a
key
stakeholder group with high cooperative potential. Their
negative
beliefs about the brand certainly have an impact upon the
company’s
revenues. He further explains his belief that the right strategy
could
transform this stakeholder group into loyal Old Spice
customers.
In groups, prepare an alternative strategy to transform the anti-
Old Spice stakeholder group into loyal Old Spice customers.
7/03/2017
22
Offensive stakeholders
• Offensive stakeholders can help a great
deal in achieving objectives, but pose
relatively little further threat.
• A strategic program that seeks to exploit
any available opportunities for gain are

appropriate for managing offensive
stakeholders.
7/03/2017
23
Offensive programs
There are three key offensive strategies
for managing offensive stakeholders:
1. Change current beliefs about the
organisation
2. Try to change the stakeholder’s
objectives
3. Adopt the stakeholder’s position
7/03/2017
24
Changing current beliefs
• Segments of the market that are hostile
or indifferent to the organisation are
often offensive stakeholders.
• Changing current belief strategies
include product repositioning programs

such as McDonald’s 2015 very ‘Un-
McDonald’s’ campaign for Create Your
Taste.
7/03/2017
25
Changing objectives
• Changing stakeholder objectives
strategies seek to convince the group to
want the same thing as the
organisation.
• Nike launched their first ‘Just do it’ ad
campaign in 1988 and prompted a
society struggling with procrastination
and obesity to take accountability for
their own physical wellbeing.
7/03/2017
26
Adopting position
• Adopting the stakeholder’s position
strategies include openly agreeing with
the stakeholder’s criticism of the
organisation and committing to
improvement.

• Domino’s Pizza launched a mea culpa
advertising campaign in 2010 admitting
their pizza ‘sucked’ and promising to
deliver a better quality product in future.
7/03/2017
27
• What does American author W.
Edwards Deming mean when he says:
Let us ask our suppliers to come and
help us to solve our problems.
7/03/2017
28
Chicago, US 2004
Roger Deromedi, newly appointed CEO of Kraft Foods, has a
problem. The troubled foodmaker continues to lose market share
amidst growing concerns about nutrition. Roger has been
appointed
to restructure the organisation and turn its fortunes around.

He wastes no time putting together a new corporate structure he
hopes will save $400 million in annual costs by cutting 6% of
Kraft’s
workforce and closing up to 20 manufacturing plants.
The directors approve the new corporate structure but are
nervous
about the potential adverse impacts on the supply network Kraft
depends upon to provide the goods and services required to
manufacture its confectionary, food and beverage products
across its
50 or so different brands.
In groups, prepare a strategy to ensure the Kraft supply
network is not adversely impacted by the company restructure.
7/03/2017
29
Hold stakeholders
• Hold stakeholders can be of relatively
little extra help or harm.
• This does not mean they are
unimportant.
• With hold stakeholders who are unlikely
to move, existing strategic programs
should be sufficient.

7/03/2017
30
Hold programs
There are three key hold strategies for
managing hold stakeholders:
1. Monitor existing programs
2. Reinforce current beliefs about the
organisation
3. Guard against changes in the
transaction process
7/03/2017
31
Monitoring existing programs
• Suppliers can often be hold
stakeholders.
• Programs need to be assessed for their
ability to maintain current behaviour.
• For significant procurements, a contract
management plan informs suppliers at
the outset about how their performance
will be assessed and recorded.

7/03/2017
32
Reinforcing current beliefs
• Reinforcing current belief strategies
include implementing supplier
relationship management initiatives to
facilitate two-way communication.
• American automaker Tesla maintains
legitimacy, trust, and volume
guarantees with suppliers by treating
them as partners in production.
7/03/2017
33
Guarding against change
• Guarding against change strategies
include resisting any proposed
alterations, whether internal or external,
to the transaction process.
• Ensure too that any strategic programs
that seek to change the rules with other
stakeholders do not also inadvertently
change the rules with hold
stakeholders.

P a g e 1 | 3
MBA501: Dynamic Strategy and Disruptive Innovation
Assessment 2
Organisation Case Study – D&H Foods
The Delicious Food Group, which commenced operations 50
years ago, changed
its name to Delicious and Healthy Foods (D&H), recently. D&H
is a holding
company with five subsidiaries operating within the food and
beverage industry.
Following is a summary of each business unit.
Munchy Biscuits
The founders of D&H started with Munchy Biscuits 50 years
ago. Since then,
they have become the largest biscuit manufacturer and marketer
in the country.
The company manufactures and markets more than 30 types of
biscuits with 40
brands. The biscuit market is a mature market with limited
growth and fierce
competition. Health concerns, the emergence of newer product
formats, and
niche regional players have contributed to the slowing and

fragmentation of the
industry.
Pure Juice
Pure Juice is a fully integrated fruit juice manufacturer with a
sizable export
market. 90% of the Orange and Apple juice produced by the
company comes
from their own ochards. Close to 50% of Pure Juice products are
certified
Organic and therefore, command a higher price in the market.
Given the
premium image of Pure Juice, the managers are extremely
cautious about
expanding volumes and getting into other types of fruit juices
mainly, due to the
fear of diluting the brand image. The company commands a
smaller market share
in the fresh juice catogary though brand loyalty is very high
among the current
customers. The shareholders of D&H wants the management to
capitalise on
Pure Juice brand strength and expand the operations further. A
shareholder was
heard saying “what is the point in having a good brand if you
can expand or use
that to increase profitability?” The brand promise of pure juice
is “Pure juice from
Pure Juice orchards.”
Funville Chocolates
D&H separated the chocolate business from Munchy Biscuits
almost 30 years
ago. Since then, the company has introduced a number of

innovative products.
However, over the last ten years, the company has lost market
share to the
multinational chocolate companies. The company is known for
its chocolate
coated biscuits, and some are of the view that this range should
be given to
Munchy and Funville should only focus on chocolates.
However, 50% of
P a g e 2 | 3
Funville’s revenue comes from the chocolate coated bicuit
range.
Burgers R Us
D&H acquired Burger House five years ago and rebranded the
company as
Burgers R Us. Currently, the company has more than 60 outlets
spread across
the country and adopts a franchising model. Although Burgers R
Us comes under
the fast food catogary and competes with companies like
McDonald's, Burger
King, and KFC, the company has established a relatively
premium image
compared to other fast food companies. This year, D&H
acquired an up and
coming plant-based meat manufacturing start-up which uses
plant-based
vegetarian alternatives that taste like meat. D&H is following a
similar strategy

adopted by some of the other food companies by entering the
plant-based meat
segment. The new company was merged with Burger R Us in
February. Since
then, the company has released a plant-based meat burger range
that seems to
be doing well. The D&H management wants to move away from
the highly
competitive fast food business to a premium healthy food
segment.
Home Fresh
D&H entered the meal kit business early, and by the time
international
companies like Hello Fresh, entered the country, the company
had already
established a strong foothold in the market. Although the
market is small, every
indicator points to significant growth over the next ten years.
Several large food
companies have offered to purchase Home Fresh from D&H.
Some of the
shareholders are in favour of selling when the company is doing
well. According
to one shareholder, “this business is very different from what
we have done in the
past. I am not sure whether we have the skill-set to take this to
the next level.
However, we have to acknowledge that the current management
of Home Fresh
has done remarkably well. Perhaps with more support, they can
do it.”
The findings of a recent report into the five business and their

respective markets
are presented in the following tables:
Business Findings
Revenue Competitive
Strength
Incoming
Benefits
Outgoing
Benefits
Munchy Biscuits $ 780 Million High High High
Pure Juice $ 35 Million Medium Low Low
Funville $ 30 Million Low High Low
Burgers R Us $ 400 Million Medium High Low
Home Fresh $ 260 Million High Low Low
P a g e 3 | 3
Market Findings
Size Growth Attractiveness
Biscuits $ 1.5 Billion Low Medium
Fruit Juice $ 900 Million High Medium
Chocolate $ 1.0 Billion Low Low

Fast Food $ 8.0 Billion High Medium
Meal Kit $ 500 Million High High
Note: This is a hypothetical case study with hypothetical market
situations. You
are not expected to research the different industries mentioned
in the case study.
The focus should be on researching, analysing, and applying
portfolio
management related theories, concepts, and scholarly views.
Page 1 Kaplan Business School
Assessment Outline
Assessment 2 Information
Subject Code: MBA501
Subject Name: Dynamic Strategy and Disruptive Innovation
Assessment Title: Stakeholder Strategy development and
Portfolio Analysis
Assessment Type: Presentation - 30 slides
Weighting: 40 %
Total Marks: 40
Submission: Turnitin
Due Date: Week 9
Assignment Part 1 (20 marks): Stakeholder Strategy
Development

Identify the generic strategy programs available for the four
stakeholders of Facebook identified
in Assignment 1. You are to provide recommendations on most
suitable strategy approach for
each stakeholder type and discuss implementation.
Assignment Part 2 (20 marks): Portfolio Analysis
You are required to review an organisation case study including
statistical information on
business unit performance and current market conditions. You
are to conduct a Portfolio
analysis based on BCG matrix, GE-McKinsey matrix, and
Synergy matrix. The case study to
be shared among students in week 7.
Assessment Description
Part 1: Stakeholder Strategy Development
A. Generic Strategy Programs
Based on week four workshop discussions, analyse the generic
strategy programs
available for each stakeholder type in the context of stakeholder
analysis conducted
in assignment 1 for Facebook.
B. Recommended Strategy
Recommend a specific strategic program for each of the four

identified stakeholders that are
consistent with one of the generic programs identified in Part
1A.
Assessment Outline
C. Strategy Implementation
Based on workshop five discussion, analyse different elements
of strategy
implementation in the context of recommended strategies
identified in Part 1B.
Part B: Portfolio Analysis
A. Business Portfolio Analysis
Based on the case study circulated in week 7, plot each business
unit on a BCG matrix,
GE-McKinsey matrix, and Synergy matrix.
B. Business Portfolio Recommendations

Provide recommendations to the organisation for the strategic
management of each
business unit with explanations for each recommendation.
Assessment Instructions
o Should not go beyond 30 slides.
o Slide/s should be allocated for references – these slides will
not be considered in the
slide count (30).
o Incorporate journal articles, prescribed text, other books, etc.
into the analysis.
o Need to use the notes pane to explain the points/ analysis
indicated in the slides. The
write up in the notes pane should not exceed 200 words per
slide. Use the notes
pane only when it is necessary.
o Important to explore MBA 501 workshop 4,5, and 7 content
for this assessment
o For Part B, you are not expected to research the different
industries mentioned in the

case study. The focus should be on researching, analysing, and
applying portfolio
management and dynamic capability related theories, concepts,
and scholarly views.
o A sample slide template (structure and key slides) will be
shared with the case study.
o Study the attached assessment rubric carefully.
o Watch the assignment briefing webinar conducted by the
Subject Coordinator – refer
subject welcome message from the Coordinator for the date and
time.
Assessment Outline
Important Study Information
Academic Integrity Policy
KBS values academic integrity. All students must understand
the meaning and consequences

of cheating, plagiarism and other academic offences under the
Academic Integrity and Conduct
Policy.
What is academic integrity and misconduct?
What are the penalties for academic misconduct?
What are the late penalties?
How can I appeal my grade?
Click here for answers to these questions:
http://www.kbs.edu.au/current-students/student-policies/.
Word Limits for Written Assessments
Submissions that exceed the word limit by more than 10% will
cease to be marked from the point
at which that limit is exceeded.
Study Assistance
Students may seek study assistance from their local Academic
Learning Advisor or refer to the
resources on the MyKBS Academic Success Centre page. Click
here for this information.
http://www.kbs.edu.au/current-students/student-policies/
https://elearning.kbs.edu.au/course/view.php?id=1481
Assessment Outline

Assessment Marking Guide
Criteria Fail below 50% Pass 50% - 64% Credit 65%– 74%
Distinction 75%-84% High Distinction over 85%
PART A
Generic strategy
programs
(7.0)
Critical analysis and
engagement of generic
strategy programs
The insufficient
justification for
stakeholder
categorisation. Lack of
discussion about generic
strategy programs.
A basic justification for

stakeholder categorisation.
The categorisation is in line
with the analysis to some
extent. A basic indication of
the generic strategy
programs; insufficient
integration with the case
study company.
Provided enough justification for
stakeholder categorisation. The
categorisation is in line with the
analysis. Engaged literature to
some extent to strengthen the
arguments. Discussed and
integrated the generic strategy
programs to the case study
company. Integrated journal
articles, prescribed text, other
books, verified websites, etc. into
the analysis to some extent.
Provided sound justification for
stakeholder categorisation. Good
analysis of generic strategy options in
the context of the case study

company and engaged literature and
scholarly views to strengthen the
arguments. Integrated journal articles,
prescribed text, other books, verified
websites, etc. into the analysis.
Comprehensive analysis of generic
strategy options in the context of the
case study company. Very good
justification for stakeholder
categorisation and supported the
arguments with scholarly views.
Integrated journal articles,
prescribed text, other books, verified
websites, etc. into the analysis very
well.
PART A
Strategy
Recommendatio
ns
(5.0)
Comprehensive, strategic
and in line with the
stakeholder model

Recommendations are
missing or incomplete
Recommendations are very
general in nature – there is a
disconnect between the
analysis, categorisation and
the recommendations. Either
few or long list without
sufficient justification.
The recommendations are broadly
in line with the stakeholder analysis
and categorisation. Sufficient
justification for the
recommendations and integrated
the generic strategy options
sufficiently. Some research
evident.
Recommendations are in line with the
stakeholder analysis and stakeholder
categorisation. The recommendations
flow from the generic strategy option
analysis. Need to justify further.
Engaged literature when justifying the

recommendations.
Comprehensive recommendations
that cover the chosen stakeholders
well. The recommendations are
entirely in line with the analysis and
categorisation. The
recommendations are emerging
from the generic strategy options
and provided a good justification.
Engaged literature well to justify.
PART A
Strategy
Implementation
(5.0)
Analysis of important
elements in strategy
execution
Insufficient discussion

about strategy
implementation.
Some discussion on strategy
implementation. Basic
engagement of elements
discussed during the course
under strategy
implementation.
Engaged different elements that
come under strategy
implementation sufficiently. Linked
to strategy to some extent but
overall, the coverage of
implementation lacks depth
Linked strategy implementation
related aspects with the chosen
strategy and elements discussed
during the course. The
implementation issues and
recommendations are justified well.

A comprehensive coverage of
different elements discussed under
strategy implementation and
provided relevant recommendations
on implementation in the context of
chosen strategies. Provide literature
support to strengthen the
arguments.
PART B
Business
Portfolio
analysis
(10.0)
Understanding of
concepts and appropriate
plotting of companies
Weak understanding of
portfolio management
related concepts and
incorrect plotting of
companies

Basic understanding of
Portfolio management
concepts. Plotted the
companies correctly to some
extent but the analysis is
incomplete or lacks depth.
Demonstrated an adequate
understanding of portfolio concepts
and sufficient application. Plotted
the companies correctly and
justified the analysis with some
literature integration.
Good understanding of portfolio
management related concepts.
Correctly plotted the companies and
provided an extensive analysis by
justifying and integrating journal
articles, prescribed text, other books,
verified websites, etc.
Demonstrated a very good
understanding of Portfolio
management related concepts.
Comprehensive analysis with a
significant number of scholarly views

and literature integrated into the
analysis.
PART B
Business
Portfolio
recommendation
s
(7.0)
Integration of literature
and justification
Insufficient justification of
recommendations.
Basic recommendations and
insufficient justification. Some
evidence of research.
Sufficient indication of
recommendations. Provided
adequate justification and some
literature support.
Recommendations are in line with
the analysis.

Provided sound justification for the
recommendations. Integrated journal
articles, prescribed text, other books,
verified websites, etc. to some extent.
Comprehensive recommendations
are covering multiple aspects.
Provided very good justification.
Evidence of extensive research and
analysis: journals, prescribed text,
other books, verified websites, etc.
Assessment Outline
OVERALL
Structure
(Part A: 3)
(Part B: 3)
Adherence to KBS

referencing guidelines and
slide construction skills;
amount of text, logical use
of images, colour
schemes, fonts, use of
slide space, notes pane,
and professional feel to
slides.
No structure to the
assessment. The Slides
are text-heavy, busy, and
audience unfriendly
(colour schemes, fonts,
layout, efficient use of
slide space, etc.). Non-
adherence to KBS
referencing guidelines.
Followed KBS referencing
guidelines sufficiently. Slides
are reasonably professional;
somewhat text-heavy, busy
but audience-friendly. Utilised
the notes pane adequately.
Followed KBS referencing
conventions sufficiently. Slides are

good; sufficient amount of text,
used slide space efficiently, colour
schemes, fonts, etc. Utilised the
notes pane adequately.
Good slide construction skills. The
right amount of text supported by
notes in the notes pane. The slide
deck is audience-friendly. Followed
KBS referencing conventions well.
Audience friendly slide deck with
very good slide construction skills.
Utilised slide space effectively and
integrated images, fonts, colour
schemes, etc. in a professional
manner. Followed KBS referencing
guidelines well and used the notes
pane well.
Assessment 2 InformationSubject Code:Subject
Name:Assessment Title:Presentation - 30 slides Assessment
Type:Weighting: Total Marks:TurnitinSubmission:Week 9Due
Date:MBA50140 %Dynamic Strategy and Disruptive
Innovation40

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