Anglia Ruskin University BA (Hons) in Bus

Anglia Ruskin University
BA (Hons) in Business Management/ Marketing
Sample Answer– 01
Strategic Management Analysis
Kindly note that these sample answers have been
developed in lieu of a assessment term and may not
necessarily reflect the structure that you are required to
present in your final answer.
You are advised to use this only for reference and not as
a guideline for structure, content and presentation.
Strategic Management Analysis

Module Code: MOD001074
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Table of Contents
Section
1.............................................................................................
............................................. 3
1.2 Key Stakeholder of ASOS Plc. and stakeholder map in terms
of power/interest grid ......... 3
Primary
stakeholders:...........................................................................
................................... 3
Secondary stakeholder:
...............................................................................................
............ 3
Stakeholder mapping:
...............................................................................................
.............. 3
Power/interest grid of
stakeholders:...........................................................................
............. 4

Importance of managing stakeholders
.................................................................................... 5
If stakeholders are not managed
.............................................................................................
6
Section
2.............................................................................................
............................................. 7
2.2 Five forces analysis and industry attractiveness
................................................................... 7
Fashion Industry Attractiveness:
.............................................................................................
9
Section
3.............................................................................................
............................................. 9
3.1 ASOS’s strategic capabilities by utilising the VRIN/VRIO
............................................... 10
Key strategic capabilities of ASOS that give a sustainable
position .................................... 12
Section
4.............................................................................................
........................................... 15
Suggestions to ASOS’s Senior Management team to support
their position in achieving

sustainable competitive advantage
............................................................................................
15
Strengths:
...............................................................................................
............................... 15
Weaknesses:
...............................................................................................
........................... 15
Opportunities:
...............................................................................................
........................ 15
Threats:
...............................................................................................
.................................. 15
How strategic alternative will support the company to achieve
sustainable competitive
advantage
...............................................................................................
................................... 16
References
...............................................................................................
...................................... 17
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Section 1
1.2 Key Stakeholder of ASOS Plc. and stakeholder map in terms
of power/interest
grid
ASOS Plc. is one of the leading online fashion specialists that
have a wide range of operations
within and across the national border of the country. The
company is highly successful in the
industry it belongs but it is essential to satisfy the stakeholders
too. In order to fulfill the demands
of the stakeholders ASOS needs to understand the range of
stakeholders first. That’s why the
significant stakeholders are identified here.
Primary stakeholders:
Primary stakeholders of ASOS are those who directly related to
the business activities of the
company. Companies call primary stakeholders as internal
stakeholders. Internal stakeholders are
the parties who directly involved in the economic transactions
and direct operational activities of

the company. That means the stakes of these parties are directly
related with the company and the
effect of any economic event may affect their stakes
significantly. The primary or internal
stakeholders of ASOS are shareholders, employees, customer,
suppliers and creditors or investors.
These primary stakeholders of ASOS often influence the
decision making of the company and help
the company taking the best decision (Appannaiah, Narayana
Reddy and Ramanath, 2009).
Secondary stakeholder:
Secondary stakeholders of ASOS are those who indirectly
related to the business activities of the
company. Companies call secondary stakeholders as external
stakeholders. External stakeholders
are the parties who indirectly involved in the economic
transactions and operational activities of
the company. That means the stakes of these parties are not
directly related with the company and
the effect of any economic event may affect their stakes
insignificantly. The secondary or external
stakeholders of ASOS are mass public, business support groups,
communities and media

(Birkinshaw, 2004).
Stakeholder mapping:
According to the nature of business environment almost every
party of the economy will be the
stakeholder of ASOS but the company does not need to
decisions based on all those parties. Rather
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the company needs to focus the decisions based on the key
stakeholders of the company. That’s
why a narrow stakeholder mapping is required where all the
significant stakeholders will be
identified and valued (Kotler and Armstrong, 2016). As per the
narrow stakeholder mapping the
important stakeholders of ASOS are listed below.
• Shareholders/owners
• Managers
• Employees

• Customer
• Suppliers
• Creditors or investors
• Government
• Mass public
• Business support groups
• Communities
• Media
Power/interest grid of stakeholders:
The important stakeholders of ASOS are identified already but
the organisation also needs to do
some further analysis to understand the stakeholders from
different point of view. With the help
of power/interest grid ASOS will understand the stakeholders’
interest in the company when they
have power in the company or when they
do not have any power in the company.
That means the variations of the interest
of stakeholders with the changes in

power within the company (Greenley,
2009). The overall power/interest grid is
classified into four major parts those will
be covered below.
High power with low interest: The
stakeholder who has high power in the
Government Managers
Shareholders
Communities
Public
Supplier
Media
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company but have low interest should be kept in the loop and
their satisfaction is really very

important because they have power and they can use their power
in a wrong way that may be
harmful for the company. That’s why company always needs to
make them satisfied for not
allowing any interruptions in the operations. Government of the
country is a perfect example for
this grid.
High power with high interest: The stakeholders who have high
power and interest in the
company should be managed closely. These are the stakeholders
who take the different important
decisions for the company. All these decisions are directly
linked with the achievement of the goals
of the company. That’s why management of the expectations of
the peoples of this group is highly
prioritised and significantly managed by the company.
According to the business model of ASOS
the managers, shareholders, investors and executive employees
is the stakeholder who needs to be
managed closely for the betterment of the company.
Low power with low interest: The stakeholders who have low
power and low interest in the
company should be monitored only but there is no need to

prioritize the monitoring must. These
peoples are not interested in the decisions or operations of the
company but the company needs to
gather information about them so that they do not take any
decision harmful to the company.
According to the business model of ASOS the public,
communities and business support group is
the stakeholder who needs to be just monitored by the company
for the betterment of the company.
Low power with high interest: The stakeholders who have low
power but high interest in the
operations of the company should be well informed by the
company about different matter.
Although these peoples are not so important but in some case
they can provide solutions of big
problems and they can be very effective friend for the company.
That’s why ASOS needs to keep
media and suppliers informed about different decision making
and operational activities that are
relevant.
Importance of managing stakeholders
Stakeholders are integral and important part of the overall
business model of ASOS that’s why

management of the stakeholders should be highly prioritised by
the company. In order to achieve
the desired success of the company it is very important that the
stakeholders of the company are
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satisfied with the decisions of the company. In order to do so
the stakeholders should be managed
properly.
A well management of the stakeholders can enhance the
resources of the company because proper
management creates a positive image of the company in the eye
of the investors and more investors
will be interested in the company that eventually increases the
resources of the company. Due to a
proper and efficient stakeholder management the stakeholders
are satisfied and a positive brand
image will be created. This brand image will lead the company
towards the desired success in full

swing because the positive image motivates the stakeholders to
provide even better support to the
company for attaining the desired goals of the company (Hitt,
Ireland and Hoskisson, 2017). With
a proper management plan the stakeholders of the company can
be turned into valuable assets for
the company because these stakeholders will influence other
publics to involve in the operations
of the company.
If stakeholders are not managed
The present business world is highly competitive for every
business organisation. That’s why a
little misbehavior in the market can highly affect the market
share of the company. If ASOS fails
to manage the stakeholders of the company properly a wrong
image will be created because the
market will realise that the company does not care of the
stakeholders and peoples will not be
interested in the transactions with ASOS anymore.
Due to mismanagement of stakeholders the loyal customers may
move to competitors because they
want to build up a relationship with a company that cares and
thinks for the betterment of them

(Lynch, 2015). That’s means a company with the
mismanagement of stakeholders ends up with
losing customers too. The most important issue is the
regulations of the country as well as business
may be changed in the next 12 months because of high inters of
the government in the business
activities of ASOS. In that case the company needs to reposition
the regulator or government in
the power/interest grid/ interest grid will be like as follow.
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Section 2
2.2 Five forces analysis and industry attractiveness

The five forces analysis model is highly effective for analysing
the overall industry. The model is
defined from five dimensions and those will be covered here for
better understanding about the
market of ASOS.
Threat of new entry:
The fashion industry is highly developing industry throughout
the whole world and a lot of new
companies are entering in this industry although there are some
prominent brands that are doing
business for a long time. The entry barriers are not so strong for
the fashion industry that’s why
the threat of entry for ASOS is high here (Appannaiah,
Narayana Reddy and Ramanath, 2009).
Threat of substitute products:
In case of evaluating the fashion industry of the UK and the
whole world there a numerous fashion
brands. Most importantly the products of these brands are
almost similar in quality and utility.
That’s why the customers have a high opportunity of using
substitute products. That means ASOS
Government Government
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is facing a high threat of substitute products and in fashion this
trend may be carried forward for
some years more (Birkinshaw, 2004).
Industry rivalry:
In the fashion industry of UK and world numerous brands are
available and all of them have some
loyal customers and some of the brands are well known and
popular for their quality products. As
customers do not think much in case of buying fashion products
the competition in the industry is
high. Companies are always focused in increasing their market
share so the industry rivalry in
fashion industry is high for ASOS (Kotler and Armstrong,
2016).
Bargaining power of supplier:
The number of companies in the fashion industry is abundant
that’s why the number of suppliers

is also abundant. At the same time the cost structure of the
companies are similar and the raw
materials are collected with a standardised price from the
suppliers. As the pricing standard is
followed by the suppliers, companies have very few scope of
bargaining with the suppliers. In fact
the abundance of suppliers also demotivates the suppliers
bargaining power. That’s why the
bargaining power of supplier is low (Greenley, 2009).
Bargaining power of buyers:
Due to high number of competitors in the market the pricing is
also very competitive because
customers will not buy in premium price when the supply is
excessive in the market. As the
company takes pricing decisions after analysing a lot of
information it takes the best decision.
That’s why there is no scope for the customers to bargain the
prices of the products in fashion
industry. That’s means the buyers power of bargaining in case
of the products of ASOS is low
(Lynch, 2015).
Porter’s Five Forces for ASOS
Intensity Reason

Threat of new entry High Low entry barriers
Threat of substitute products High A lot of competitors
available
Industry rivalry High Market is highly competitive
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Bargaining power of supplier Low Follows standardized pricing
Bargaining power of buyers Low Products are priced in lowest
possible price
Fashion Industry Attractiveness:
According to the trends and growth rate of fashion industry
from a global perspective it is highly
attractive industry now. In the past time peoples were not
interested in spending much money of
the fashion products. But with the passage of time peoples are
becoming very much conscious
about their fashion products and because of that more and more
companies are entering into the

industry with advanced and quality products. According to
world economy the most attractive two
industries are food and fashion (McGee, 2014). The new
competitors will find it easy to enter into
the fashion industry but it will be really hard to sustain in the
industry due to high industry rivalry.
That means the attractiveness of fashion industry is very high.
Industry
Attractiveness
Very High
Entry in the
Market
Very High
Sustain in the
Market
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Section 3
3.1 ASOS’s strategic capabilities by utilising the VRIN/VRIO
Resources and capabilities both are valuable assets for ASOS
Plc. But there is a big difference
between resources and capabilities. Resources are generally
indicates physical assets whereas
capabilities indicates generating value for the company using
the physical resources efficiently.
For instance, the well decorated outlets of ASOS are the
resources of the company but using those
outlets attracting, convincing customers and increasing sales
consistently is the capabilities of the
salespersons of ASOS.
According the past information provided in the case ASOS is an
organisation that is accelerating
its revenue consistently. That’s why using the VRIN/VRIO
model the strategic capabilities of
ASOS is evaluated here in the following paragraphs (Sadler,
2004).
Value: ASOS in continuously developing its business strategies
and due to that successful effort
the company’s revenue is increasing consistently. At the same

time the company is exporting its
products in many countries of the world. So AOS is
continuously adding value to the company
past value that gives a better sustainability.
Rarity: As an industry fashion is so vulnerable and the products
of all the companies in the
industry are almost same. But all the companies have some of
their signature product and
differences in these products are also low. That means the
products or services of ASOS are not
something rare in the economy but the company needs to
develop new products that will create a
strong position in the market.
Imitability: In the fashion industry the problems of imitability
is very high because much scope
is not available to differentiate products in this industry. But in
case of some special product or
innovation of the company ASOS should take protective
measures that will hinder the imitability
of competitors. Due to those protective measures competitors
will not be able to copy the products
of ASOS and the company will achieve higher competitive
advantage.

Non-substitutability: The industry ASOS belong to is the
fashion industry. In the fashion industry
the products are quite standardised that’s why the companies
have very few opportunities to
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differentiate the products. But a higher differentiation can be
done using the quality of the products.
But in case of substitutability the industry is so vulnerable.
ASOS has a fantastic policy of ensuring
the quality of the products.
Organisation: Organisation mainly refers to the collection of
resources for the production purpose
and the value chain of the company. The value chain ASOS is
quite strong and the collection
process of raw materials for production is also strong. As the
company does not agree to
compromise with the quality of the products, organisation
should be strong and ASOS follows this

strictly.
V
Valuable
R
Rare
I
Imitable
O
Organization
Criteria
fulfillment
Yes No Yes Yes
Achievements Competitive
Parity
Unused
Competitive
Advantage
Sustainable

Competitive
Advantage
The overall discussion describes the overall managerial and
strategically capabilities of ASOS.
Although the company belongs to an industry that is highly
vulnerable the company is very
successful with its strategies. At the same time the strategies of
the company suits the business
model properly that is the ultimate strength of the company.
According to case of ASOS and the VRIO analysis the most
significant strategic capabilities of
ASOS are given below with a table describing how they can
provide sustainable advantage to the
company.
Strategic capabilities Description of achieving sustainable
competitive advantage
Global presence
The company has a lot of international outlets where it sales its
quality products. As the company can cover bigger market its
competitive advantage is high.
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Product line
development
ASOS has a big product line of 80,000 products that provides
better
offerings to the customers. As the product line is big it can
fulfill
more customers’ requirements.
International revenue
Around 50% of the total revenue of ASOS is generated from
international market that is a big competitive advantage for the
company as it does not need to be dependent on the national
market.
Key strategic capabilities of ASOS that give a sustainable
position
According to the information of ASOS the company is highly
successful due to the strategic ability

of the company. Actually three basic achievement leads the
company to a position that is almost
unbeatable by the competitors. The first one is the globalization
of the brand across the world. The
company is operation its operation in 240 countries of the world
that creates a unbeatable big
market for the company. The second achievement of the
strategic ability of the company is the
product line of the company. ASOS is offering 80,000 products
in its websites that provides the
customers choose their desired products and also provides lots
of options in case of buying. Finally
the sales revenue of the company, which is the biggest
achievement of the strategic abilities of
ASOS. Almost 50% of the revenues for the company are
generated from international sales. That
means the company is not dependent on native sales revenue.
All these achievements of the
company that leads to a sustainable position indicate that the
company is successful for the
strategic capabilities (White, 2004).
Strategic Capabilities VRIO/VRIN Impact
Valuable: With big

international market size,
sales and market share
increased.
Rare: The company is widely
popular and acceptable
although numerous brands are
available.
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Globalization Inimitable & Non-
substitutable: The products
are not inimitable but
competitors cannot replace it
in short term by entering
international market.

Achieved superior
advantage
Organized: ASOS has 80,000
products and outlets in 240
countries.
Strong product line
Valuable: 80,000 products
can fulfill higher customer
demands.
Achieved superior
advantage
Rare: It will be tough for the
competitors to develop a big
product line within a short
time.
Inimitability & non-

substitutable: Competitors
cannot directly copy the
product line.
Organized: Offering 80,000
products in 240 markets.
International Revenue
Valuable: Around 50% of
total revenue earned from
international market.
Rare: Very few competitors
will be able to generate
international revenue like
ASOS.
Inimitability & non-
substitutable: It will be tough
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to generate that much revenue
from international market and
lowering dependency on
native market.
Achieved superior
advantage
Organized: The overall
activities and selling process
is well organized that assist
increasing revenue.
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Section 4
Suggestions to ASOS’s Senior Management team to support
their position in achieving
sustainable competitive advantage
According to the past success of the company it is quite clear
that ASOS is a very strong company.
But the company needs to continue its operations in a proper
way so that the company can sustain
in the market for a long time (Ansoff, 2014). In order to
understand and refers some suggestions
to the company a SWOT of ASOS is attached here.
Strengths:
ASOS is highly strong for the competitors because of its
resources and capabilities of using those
resources. The international wide market for selling goods, a
wide range of products and
international revenue generation capability are the major
strengths of the company.
Weaknesses:
ASOS has higher number of strengths but some weaknesses are
also needs to be identified to

overcome them. The company has a bigger market where it can
offer more products that’s why
the product line is the weakness of the company that needs to be
developed adding more products
to the product line.
Opportunities:
The company has a market of 240 countries and it also has the
ability of generating big revenue
from international market. ASOS needs to capitalize the
opportunity by offering even wider range
of products and this will definitely give competitive advantage
and longtime sustainability.
Threats:
According to the market position the major threats for ASOS is
the high market competition and
wider product line of some competitors. That’s why the
company needs to develop in these issues
for achieving a sustainability advantage.
TWOS Elements Suggestions
Threats
Higher market competition • Competitive pricing

• Quality product offerings
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• Strong marketing activities
Weaknesses
Low product line compared to the
global presence
• Develop more and more product to
increase the offerings for the
customers
Opportunities
Increasing revenue by increasing
the number of offered products
• Merger and acquisition can increase
product line

• Development of new products
• Joint venture with other brands
Strengths
• Wide market presence
• Wide product line
• Worldwide popularity
• Try to increase product offerings in
more countries
How strategic alternative will support the company to achieve
sustainable
competitive advantage
In case of achieving even more sustainable competitive
advantage the major strategic alternative
identified is developing the product line that will be wider than
now. It is believed that this strategic
alternative will create a higher competitive sustainable
advantage for the company and the
argument is given as follows.
ASOS is operating its business in 240 countries of the world
that means the company has a bigger
market to offer products but according to the market the product

line of 80,000 products are not
enough because the company cannot maximize the sales with
this product line. If the product line
is increased the offer able products number will increase for the
company and revenue of the
company will grow. At the same time the current market
position will be even stronger because
the capability of offering of the company will be increased with
the increasing of the product lines.
That’s why the competitors will have less competitive
advantage in comparison to ASOS. As the
company is generating more revenue and achieving more
competitiveness the shock absorbing
capability of the company will increase that will give a stronger
and effective sustainable
competitive advantage to the company (Lynch, 2015).
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References

Ansoff, H. (2014). Strategic management. [Place of publication
not identified]: Palgrave
Macmillan.
Appannaiah, H., Narayana Reddy, P. and Ramanath, H. (2009).
Strategic management. Mumbai
[India]: Himalaya Pub. House.
Birkinshaw, J. (2004). Strategic management. Northampton,
MA: Edward Elgar Pub.
Greenley, G. (2009). Strategic management. New York: Prentice
Hall.
Hitt, M., Ireland, R. and Hoskisson, R. (2017). Strategic
management. Boston, MA: Cengage
Learning.
Kotler, P. and Armstrong, G. (2016). Principles of marketing.
Lynch, R. (2015). Strategic management. Harlow, England:
Pearson.
McGee, J. (2014). Strategic management. Chichester: Wiley.
Sadler, P. (2004). Strategic management. New-Delhi:
Koganpage India Prt. Ltd.
White, C. (2004). Strategic management. Basingstoke,
Hampshire: Palgrave Macmillan
Conley, R. (2012). Eli Lilly & Company. Schisophrenia

Research, 136, p.S61.
Hitt, M. (2011). Relevance of strategic management theory and
research for supply chain
management. Strategic Direction, 27(7).
Johnsen, Å. (2015). Strategic Management Thinking and
Practice in the Public Sector. Financial
Accountability & Management, 31(3), pp.243-268.
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Stress, the Immune System, Chronic Illness, and Your Body
Stress and immune-related disease. Stress has a ripple effect on
your biology. Dr. Sheldon Cohen (2007) published a review of
the relationship between stress and disease, confirming that
stress is a contributing factor to the development and worsening
of many chronic diseases, in particular depression, HIV/AIDS,
cardiovascular disease, and possibly cancer. Social stressors
seem to influence depression, and depression is common among
those diagnosed with these illnesses. Daily stressors seem to
contribute most to cardiovascular disease. In addition, the

progression of AIDS has been linked to an increased perception
of stress.
Inflammation as a component of the immune response, if
experienced in excess, is another contributor to many chronic
diseases. Often, stress causes inflammation in the body,
connecting inflammation to chronic disease. For example, those
with rheumatoid arthritis experience more flare-ups during
stressful times. Herpes virus outbreaks are more common during
periods of high stress. Those with chronic fatigue syndrome
have lower levels of morning cortisol and deplete their stress
responses more quickly. Those experiencing stress may reduce
their ability to fight and remove viruses, which in turn may
increase vulnerability to other disease processes such as
multiple sclerosis.
Stress, depression, and the immune response. Being stressed or
chronically ill can be depressing in itself. Because depression
has many different possible contributors, it must be considered
holistically. These contributors to depression likely include
genetics, resiliency, current internal and external resources,
brain neurotransmitters, hormones, diet, environment, and
stress.
Stressful events are known to be one of the triggers for
depression. Stress can also lead to overactivity of the body’s
stress-response system. The failure of the body to stop the rush
of hormones related to stress is also known to influence
depression. If sleep is poor, the immune system does not repair
and replenish itself in deep sleep. When individuals are stressed
or depressed they neglect self care, diet, and exercise, and
engage in lifestyle practices (like smoking, drugs, or alcohol)
that further contribute to depression. As a result, depression
causes even further stress and life crisis. Do you see the circular
nature of depression?

One of the new ways of thinking about depression also includes
the immune system in the equation. When an injury or infection
happens, the immune system directs inflammatory agents to
rush through the blood to the wound. Cytokine (interleukins)
signal for help and trigger sickness behaviors (fatigue, appetite
changes, reduced motivation, fever). White blood cells arrive to
kill any invading bacteria. Red blood cells bring extra oxygen
for the healing tissue. Clotting factors arrive in case there is
bleeding. The result is swelling and redness that is
uncomfortable enough to require rest so the body can heal,
further contributing to the sickness behavior those who are
depressed exhibit.
Depression accompanies inflammatory response, which results
in higher levels of cytokines in the blood. Stress hormones (like
cortisol) tend to be higher in people with depression. Cytokine
levels are also influenced by stress. You need tryptophan in
your diet to make serotonin, which supports sleep, appetite, and
mood, and is one of the brain neurotransmitters that is
associated with depression. When the body breaks down
tryptophan, some of the remaining chemicals further influence
cytokine levels. Again, this refers to the circular nature of
depression.
However, with all of these bidirectional contributing factors, it
is unlikely that there is one contributor to depression. Again
this is a reminder to think holistically; it all matters.
Chronic illness. It is not hard to imagine that an impaired
immune system caused by depression would lead to common
ailments such as colds and the flu. However, the prolonged
presence of depression can lead to far more serious and lasting
diseases. These long-lasting or chronic diseases, which usually
cannot be cured, are expensive for sufferers and the health care
systems. These diseases may include diabetes, heart disease,
arthritis, liver disease (hepatitis), asthma, cancer, chronic viral

infections such as HIV/AIDS, and cancer. Years ago people
usually died from these diseases, but more recently, medical
care has improved and people are living longer. These diseases
are also effectively managed by improving diet, exercise, and
reducing risky lifestyle practices such as smoking. Due to its
life impairment, chronic illness often brings about episodes of
depression. Depression is seen in over one third of all people
with chronic disease and is more likely to occur if the illness is
accompanied by pain, social isolation, fatigue, or disability.
Autoimmune disease. As you move about your life, different
systems within your body work together for the health benefit
of your entire body. New cells generate and old cells expire,
while hormones and chemicals provide the electrical reactions
required to keep everything functioning to its specific design
without any active influence or interference from you. Imagine
if these cells, hormones, and chemicals did not function without
your prompting. What if you had to identify a foreign cellular
invader and prompt your white blood cells to respond? Thanks
to your immune system, though nearly imperceptible to you,
these activities happen on autopilot. The immune system is a
network of special cells and organs that defend the body from
both external forces such as foreign invaders (bacteria, viruses,
allergens, and trauma) and internal cell mutations. When your
immune system has a reduced ability to differentiate between
self and non-self, or native cells and foreign cells, you are
experiencing the onset of an autoimmune disease. An
autoimmune disease exists when antibodies that would normally
kill foreign tissue (such as a heart transplant from a donor that
does not match) begin to attack normal, healthy cells by
mistake. When T-cells fail to keep the immune system in line, it
results in a misguided attack on the body’s healthy tissues. To
illustrate this point, look at the image of the worn-out car on the
following page:

The car represents a biological system within the body. If your
immune system confuses a part of the body with a foreign
invader, T-cells are releases to defend the body. In the case of
the picture above, the car represents a component of the body. If
your T-cells were to attack it as shown above, you have the
onset of an autoimmune disease, because the body is attacking
itself. The component of the body being attacked becomes worn
and does not function properly. The body part that the immune
impairment affects determines the type of autoimmune disease.
There are more than 80 known types, including rheumatoid
arthritis (RA), lupus, Type 1 diabetes, Guillain-Barre syndrome,
Hashimoto's disease, celiac disease, Crohn's disease, ulcerative
colitis, and multiple sclerosis.Autoimmune diseases are often
accompanied by high levels of inflammatory factors and
depression.
References
Cohen, S., Janicki-Deverts, D., & Miller, G. E. (2007).
Psychological stress and disease.
Journal of the American Medical Association, 298(14), 1685–
1687.

© 2012 Laureate Education, Inc. 1
Lord Ashcroft International Business School
Strategic Management
Analysis
Department: Leadership & Management
Module Code: MOD001074
Level: 6

Academic Year: 2017/2018
Trimester: Three
Module Guide
Page 1
Contents
1. Key information
...............................................................................................
.................................... 2
2. Introduction to the Module (MDF, section 6A)
...................................................................................... 2
3. Intended Learning Outcomes (MDF, section 7)
................................................................................... 3
3.1 Employability skills delivered in this Module
................................................................................... 3
4. Outline Delivery
...............................................................................................
.................................... 4
4.1 Attendance Requirements
...............................................................................................
............... 7
4.2 Reading List @
Anglia.....................................................................................

............................... 7
5. Assessment
...............................................................................................
.......................................... 8
5.1 Element 010 – Time-constrained case study
.................................................................................. 9
6. Assessment Criteria and Marking Standards
..................................................................................... 11
6.1 Specific assessment criteria
...............................................................................................
.......... 11
6.2 University Generic Assessment Criteria
....................................................................................... 12
7. Re-Assessment Information
...............................................................................................
............... 14
8. Report on Last Delivery of Module
...............................................................................................
...... 16
9. Links to Other Key Information
...............................................................................................
........... 17

Module Guide
Page 2
1. Key information
Module: Strategic Management Analysis
Module Leader: Dr. David Holliman
Module Tutor: Akushla Welagedara (Online Delivery)
Every module has a Module Definition Form (MDF) which is
the officially validated record of the module.
You can access the MDF for this module in five ways via:
VLE)

www.anglia.ac.uk/modulecatalogue
All modules delivered by Anglia Ruskin University at its main
campuses in the UK and at Associate
Colleges throughout the UK and overseas are governed by the
Academic Regulations. You can view
these at www.anglia.ac.uk/academicregs. An extract of the
Academic Regulations, known as the
Assessment Regulations, is available at this website too (all
new students will receive a copy as part of
their welcome pack).
In the unlikely event of any discrepancy between the Academic
Regulations and any other publication,
including this module guide, the Academic Regulations, as the
definitive document, take precedence
over all other publications and will be applied in all cases.
2. Introduction to the Module (MDF, section 6A)
This module is designed to provide students with a holistic view
of an organisation’s strategic position.

The content is mainly concerned with the strategic analysis of
organisations regarding their competitive
positioning and strategic fit. This analysis will provide a
springboard for reviewing strategic options in
response to the competitive environment and for considering
issues involved in strategy
implementation.
http://www.anglia.ac.uk/modulecatalogue
http://www.anglia.ac.uk/academicregs
Module Guide
Page 3
3. Intended Learning Outcomes (MDF, section 7)
On successful completion of this module the student is
expected to be able
to:
1 Knowledge and
understanding
Demonstrate an understanding of the importance of strategic
resource
capabilities of business organisations, the organisations’

strengths and
weaknesses and their impact upon organisational dynamics.
2 Knowledge and
understanding
Demonstrate an understanding of the nature and dynamics of the
competitive environment in which business organisations
operate, with
particular focus on environmental threats and opportunities.
3 Intellectual, practical,
affective and
transferable skills
Undertake a detailed analysis and evaluation of the resource
capability
and competitive environment of business organisations, with
particular
focus on the strategic fit of such organisations.
4 Intellectual, practical,
affective and
transferable skills
Interpret that detailed analysis correctly and then report and
present those
findings in an appropriate manner.
3.1 Employability skills delivered in this Module

It is important that we help you develop employability skills
throughout your course which will assist you
in securing employment and supporting you in your future
career. During your course, you will acquire a
wide range of key skills. In this module, you will develop those
identified below:
SKILL Skills acquired in this
module
Communication (oral) X
Communication (written) X
Commercial awareness X
Cultural sensitivity
Customer focus X
Data handling X
Decision making X
Enterprising X
Flexibility X
Initiative X

Interpersonal skills X
Leadership/management of others
Networking X
Organisational adaptability
Project management
Problem-solving and analytical skills X
Responsibility X
Team working X
Time management X
Other
Module Guide
Page 4
4. Outline Delivery
Topic Lecture Study area Reading references Required
supplemental readings
1

Introduction to
strategic
management
module
prepare strategy cases
and Regner, P. (2013) Exploring strategy: Text Only
(10th edn) Pearson – Chapter 1
Corporate Strategy (Text and Cases),(9th ed): Chapter 1
Pearson Education Ltd - Chapter 1
Harvard Business Review, 74(6), pp. 61-78.
strategies: deliberate and emergent.
Strategic Management Journal, 6(3), pp.
257-272.
2 Strategic
Purpose
values

(10th edn) Pearson – Chapter 4.
mission. Long Range Planning, 24(4), pp. 10-20.
company’s vision. Harvard Business Review, 74(5), pp.
65-77.
r, M. E. and Kramer, M. R., (2011) Creating shared
value. Harvard Business Review, 89(1), pp. 62-77.
you say what your strategy is? Harvard
Business Review, 86(4), pp. 63-73.
alism for the long
term. Harvard Business Review, 89(3), pp.
84-91.
responsibility. Harvard Business Review,
82(12), pp. 125-132.
3 Stakeholder
Analysis
R.,
Scholes, K., Angwin, D.,
-Kahindi, A. and

Herremans, I., (2008) Engaging the
community: A systematic review. Network for
Business Sustainability, Knowledge Project
Series, 1(1). Available at nbs.net
<http://nbs.net/knowledge/stakeholder/stake
holder-engagement/systematic-review/>
[Accessed 31 July 2013].
stakeholders matter: Stakeholder
identification and analysis techniques. Public
Management Review, 6(1), pp. 21-53.
The link between competitive advantage and
corporate social responsibility. Harvard
Business Review, 84(2), pp. 78-92.
4 Strat
Are you
Module Guide
Page 5
Analysis:
External
Environment
Analysis

-cycle and Regner, P. (2013) Exploring strategy:
Text Only
Pearson Education Ltd - Chapter 2.
-game
strategies for declining industries. Harvard Business
Review, 61(4), pp. 111-120.
ignoring trends? That could shake up your
business. Harvard Business Review, 88(7-
8), pp. 124-131.
How to make sense of weak signals. Sloan
maker, P. J. H., (1995) Scenario
planning: A tool for strategic thinking. Sloan
Predictable surprises: The disasters you
should have seen coming. Harvard Business
Review, 81(3), pp. 72-80.
5 Strategic
Analysis:
External
Environment
Analysis

factors
Pearson Education Ltd - Chapter 3
Management October 2008 pp.32-33 CIMA.
The five competitive forces that
shape strategy. Harvard Business Review, 86(1), pp. 78-
93.
strategy. Harvard Business Review, 82(10), pp. 75-84.
reinventing Michael Porter’s five forces
model. Strategic Change, 15, pp. 213-229.
relevance of the institutional underpinnings
of Porter’s five forces framework to emerging
economies: An epistemological analysis.
Journal of Management Studies, 42(1), pp.
207-223.
-test your strategy:
The 7 questions to ask. Harvard Business
Review, 88(11), pp. 92-100.

6 Strategic
Analysis:
Resources and
Capabilities
capabilities
rney, J. B., (1991) Firm resources and sustained
competitive advantage. Journal of Management, 17(1),
pp. 99-120.
competence of the corporation. Harvard Business
Review, May/June, pp. 71-91.
el (2013): Chapter 5
-based
theory of competitive advantage:
implications for strategy formulation.
California Management Review, 33(3), pp.
114-135.
analysis: It's time for a product recall. Long

Range Planning, 30(1), pp. 46-52.
organizational learning: Capability building in
catching-up at Hyunday Motor. Organization
Science, 9(4), pp. 506-521.
he cornerstones of
competitive advantage: A resource‐ based
http://www.my-
course.co.uk/pluginfile.php/180083/mod_page/content/10/Parth
asarathy%20-%20Business%20Strategy.pdf
http://www.my-
course.co.uk/pluginfile.php/180083/mod_page/content/10/Parth
asarathy%20-%20Business%20Strategy.pdf
Module Guide
Page 6
view. Strategic Management Journal, 14(3),
pp. 179-191.
(1997) Dynamic capabilities and strategic
management. Strategic Management
Journal, 18(7), pp. 509-533.
7 Strategic
Analysis: Value
Chain

value chain
chain analysis. In: V. Ambrosini, G. Johnson, and K.
Scholes. Exploring techniques of analysis and
evaluation in strategic management. Englewood Cliffs,
NJ: Prentice Hall. Ch. 2.
., Garcia-Martinez, M. and Dent,
B., (2012) Dimensions of sustainable value
chains: Implications for value chain analysis.
Supply Chain Management: An International
Journal, 17(6), pp. 575-581.
value chain to value network: Insights for
mobile operators. European Management
Journal, 24(2), pp. 128-141.
Sustainable value chain analysis – A case
study of Oxford Landing from “vine to dine”.
Supply Chain Management: An International
Journal, 17(1), pp. 68-77.
8 Strategic
Formulation:
Business
Strategies

N.R. (2011) Which Strategy When? Sloan
Management Review Fall 2011 Vol.53
pp.71-78.
On being stuck in the middle or good food
costs less at Sainsbury's. British Journal of
Management, 5(1), pp. 19-32.
and their shift to the future European
Business Review Vol.27 Issue 1 pp.80-99.
9 Strategic
Formulation:
Corporate
Strategy

(10th edn) Pearson – Chapter 7
corporate advantage. Harvard Business Review, 76(3),
pp. 70-83.
Chapters 8 and 10.
http://kar.kent.ac.uk/32240/
http://www.my-
course.co.uk/pluginfile.php/180083/mod_page/content/10/Bingh
am%20-%20Which%20Strategy%20When-.pdf
http://www.my-
http://www.my-
http://www.my-
http://www.my-
course.co.uk/pluginfile.php/180089/mod_page/content/11/salav
ou.pdf
http://www.my-
course.co.uk/pluginfile.php/180089/mod_page/content/11/salav
ou.pdf

Module Guide
Page 7
4.1 Attendance Requirements
Attending all your online activities and webinarsis very
important and one of the best ways to help you
succeed in this module. Research has found a clear correlation
between student attendance and overall
performance. In accordance with the Student Charter, you are
expected to arrive on time and take an
active part in all your timetabled webinar and online activities.
For further details contact
[email protected]
London School of Marketing will closely monitor the attendance
of all students. Continued absence can
result in various consequences including the termination of your
registration as you will be considered to
have withdrawn from your studies.
International students who are non-EEA nationals and in
possession of entry clearance/leave to remain
as a student (student visa) are required to be in regular
attendance at London School of Marketing.
Failure to do so is considered to be a breach of national
immigration regulations. London School of
Marketing, like all British Universities, is statutorily obliged to
inform the UK Border Agency of the Home
Office of significant unauthorised absences by any student visa

holders.
4.2 Reading List @ Anglia
The reading list and learning resources for this module are
available on Reading Lists at Anglia. You can
access the reading list for this module, via this link:
http://readinglists.anglia.ac.uk/modules/mod001074.html
mailto:[email protected]
http://readinglists.anglia.ac.uk/modules/mod001074.html
Module Guide
Page 8
5. Assessment
Part
Type of
Assessment
Learning
Outcomes
%
Weighting
&Fine

Grade(FG)
orpass/fail(P
F)
Word
Limit
Submission Method Submission Dates
Key
Contact
Person
1
Draft –2-page
outline of all four
sections
1-4
N/A
N/A
via Learning Platform
http://lsm.edappy.com/

Follow email correspondences for
deadlines and any possible revisions.
Tutor
010
Case study
(100%)
Individual
submission
1-4
100%
3,000
words
via Learning Platform

deadlines and any possible revisions.
Tutor
Module Guide
Page 9
5.1 Element 010 – Time-constrained case study
Mark
Learning
Outcome
1. Question 1 20 1-2
5. Presentation skills demonstrated when drafting the
assignment 5 4

TOTAL MARKS 100%
Assessment brief Element 010:
Drawing on your understanding and experience within the
module you will be assessed using a Time
Constrained Case Study where you will be required to answer 5
questions relating to the case. The
focus of the questions will be on your ability to strategically
analyse the case regarding their competitive
positioning and strategic fit in relation to the competitive
environment they are based within and to
consider issues involved in strategy implementation.
questions will be released four weeks
before the submission deadline. This is a time-constrained task
and you have to plan your time
in advance.
analysis of the case. You will be allowed
to include one attachment page (appendix), which presents facts
arranged in a table, figure, or chart
format. The attachment is not included in the word count.
-word limit for answering the questions will be
enforced.
-inch
margins. You should provide a reference list

using the Harvard Referencing Style. The reference list is not
included in the word count.
Focus your writing on strategic analysis.
there is no single correct answer to a case
analysis. A good case analysis contains a
careful analysis of the situation, supported by relevant
conceptual frameworks.
days.
PLEASE REFER TO MARKING CRITERIA FOR THE CASE
STUDY ON SECTION 6 OF THIS
DOCUMENT
All coursework assignments and other forms of assessment must
be submitted by the published
deadline which will communicated to you thruogh email. It is
your responsibility to know when work is
due to be submitted – ignorance of the deadline date will not be
accepted as a reason for late or non-
submission.

Module Guide
Page 10
Feedback
You are entitled to feedback on your performance for all your
assessed work. For all assessment tasks
which are not examinations, this is accomplished by a member
of academic staff providing your mark
and associated comments which will relate to the achievement
of the module’s intended learning
outcomes and the assessment criteria you were given for the
task when it was first issued.
The marker of your assignment will include feedback on written
assignments that includes answers to
these three key questions:
1. What is your overall feedback?
2. How does your assignment compare to the marking criteria?
3. How can you improve in the future?
London School of Marketingis committed to provide you with
feedback on all assessed work within 20
working days of the submission deadline or the date of an
examination. This is extended to 30 days for
feedback for a Major Project module (please note that working
days excludes those days when London
School of Marketing is officially closed; e.g.: between
Christmas and New Year). Personal tutors will offer

to read feedback from several modules and help you to address
any common themes that may be
emerging.
On occasion, you will receive feedback and marks for pieces of
work that you completed in the earlier
stages of the module. We provide you with this feedback as part
of the learning experience and to help
you prepare for other assessment tasks that you have still to
complete. It is important to note that, in
these cases, the marks for these pieces of work are unconfirmed.
This means that, potentially, marks
can change, in either direction!
Marks for modules and individual pieces of work become
confirmed on the Dates for the Official
Publication of Results which can be checked at
www.anglia.ac.uk/results.
http://www.anglia.ac.uk/results
Module Guide
Page 11
6. Assessment Criteria and Marking Standards
6.1 Specific assessment criteria

Marking criteria
1. Knowledge and
understanding of the
topic
2. Integration of theory
into practice
3. Analytical skills
4. Coherent line of
thought
5. Complementary use
of relevant sources of
information
6. Academic and
problem-solving skills
7. Presentation skills
(Harvard System of
Referencing, word
limit, formatting*,
style of writing*, and
use of language*)
8. Identification of
issues and
recommendations
A (70-100 marks)
1. Excellent

knowledge and
understanding of
the topic
2. Excellent
integration of theory
into practice
3. Analytical originality
and autonomy
4. Balanced and
coherent
arguments
5. Complementary
use of relevant
sources of
information
6. Excellent academic
and problem-
solving skills
7. Excellent
presentation skills
(structured and
accurate written
expression and
referencing)
8. Identify issues that
the majority of
students did not
consider and
provide insightful

recommendations
B (60-69 marks)
1. Good knowledge
and
understanding of
the topic
2. Good integration
of theory into
practice
3. Some analytical
originality and
self-directed
research
4. Consistent and
convincing
arguments
5. Complementary
use of relevant
sources of
information
6. Good academic
and problem-
solving skills
7. Good
presentation skills
(structured and
accurate written

expression and
good referencing)
8. Identify all the key
issues and
provide good
recommendations
C (50-59 marks)
1. Satisfactory
knowledge and
understanding of the
topic
2. Satisfactory
integration of theory
into practice
3. Some but inconsistent
analytical autonomy
4. Acceptable and fairly
well-structured
arguments
5. Some use of relevant
sources of information
6. Acceptable level of
academic and
problem-solving skills,
going beyond
description at times
7. Satisfactory

presentation skills
(structured and mainly
accurate written
expression and
adequate referencing)
8. Some of the key
issues are missing.
Recommendations
lack in sophisticated
thinking
D (40-49 marks)
1. Basic knowledge
and
understanding of
the topic
2. Basic integration
of theory into
practice
3. Restricted
analytical ability;
mainly descriptive
4. Arguments are
sufficiently
identifiable and
free of obvious
contradiction
5. Basic use of
sources of
information

6. Basic evidence of
academic and
problem-solving
skills
7. Basic
presentation skills
(some difficulty
with accuracy in
written expression
and referencing)
8. Merely a
summary of facts,
with elementary
recommendations
Fail (0-39 marks)
1. Limited knowledge
and understanding
of the topic
2. Limited integration
of theory into
practice
3. Analytical skills are
not yet secure;
work significantly
descriptive
4. Limited arguments
lacking clarity

5. Limited use of
sources of
information
6. Limited evidence of
academic and
problem-solving
skills
7. Limited
presentation skills
(significant difficulty
with accuracy in
written expression
and referencing)
8. Deficient
identification of
facts and
unrealistic
recommendations
Module Guide
Page 12
6.2 University Generic Assessment Criteria
ANGLIA RUSKIN UNIVERSITY GENERIC ASSESSMENT
CRITERIA AND MARKING STANDARDS

LEVEL 6
Level 6 is characterised by an expectation of students’
increasing autonomy in relation to their study and developing
skill
sets. Students are expected to demonstrate problem-solving
skills, both theoretical and practical. This is supported by an
understanding of appropriate theory; creativity of expression
and thought based in individual judgement; and the ability to
seek out, invoke, analyse and evaluate competing theories or
methods of working in a critically constructive and open
manner.The output is articulate, coherent and skilled in the
appropriate medium, with some students producing original or
innovative work in their specialism.
Mark Bands Outcome
Generic Learning Outcomes (GLOs) (Academic Regulations,
Section 2)
Knowledge & Understanding
Intellectual (thinking), Practical,
Affective and Transferable Skills
C
h
a
ra
c
te
ri

s
ti
c
s
o
f
S
tu
d
e
n
t
A
c
h
ie
v
e
m
e
n
t
b
y
M

a
rk
in
g
B
a
n
d
90-100%
Achieves
module
outcome(s)
related to GLO
at this level
Exceptional information base exploring
and analysing the discipline, its theory
and ethical issues with extraordinary
originality and autonomy. Work may be
considered for publication within Anglia
Ruskin University
Exceptional management of learning
resources, with a higher degree of
autonomy/exploration that clearly exceeds
the assessment brief. Exceptional
structure/accurate expression.
Demonstrates intellectual originality and
imagination. Exceptional

team/practical/professional skills. Work
may be considered for publication within
Anglia Ruskin University
80-89%
Outstanding information base exploring
and analysing the discipline, its theory
and ethical issues with clear originality
and autonomy
Outstanding management of learning
resources, with a degree of
autonomy/exploration that clearly exceeds
the assessment brief. An exemplar of
structured/accurate expression.
Demonstrates intellectual originality and
imagination. Outstanding
team/practical/professional skills
70-79%
Excellent knowledge base that supports
analysis, evaluation and problem-
solving in theory/practice/ethics of
discipline with considerable originality
Excellent management of learning
resources, with degree of
autonomy/research that may exceed the
assessment brief. Structured and creative
expression. Very good academic/
intellectual skills and
practical/team/professional/problem-
solving skills

60-69%
Good knowledge base that supports
analysis, evaluation and problem-
solving in theory/ practice/ethics of
discipline with some originality
Good management of learning resources,
with consistent self-directed research.
Structured and accurate expression.
Good academic/intellectual skills and
team/practical/ professional/problem-
solving skills
50-59%
Satisfactory knowledge base that
supports some analysis, evaluation and
problem-solving in
theory/practice/ethics of discipline
Satisfactory management of learning
resources. Some autonomy in research
but inconsistent. Structured and mainly
accurate expression. Acceptable level of
academic/ intellectual skills going beyond
description at times. Satisfactory
team/practical/professional/problem-
solving skills
Module Guide

40-49%
A marginal
pass in module
outcome(s)
related to GLO
at this level
Basic knowledge base with some
omissions at the level of
theoretical/ethical issues. Restricted
ability to discuss theory and/or solve
problems in discipline
Basic use of learning resources with little
autonomy. Some difficulties with
academic/intellectual skills. Some
difficulty with structure/accuracy in
expression, but evidence of developing
team/practical/professional/problem-
solving skills
30-39%
A marginal fail
in module
outcome(s)
related to GLO
at this level.
Possible
compensation.
Satisfies
qualifying mark

Limited knowledge base. Limited
understanding of discipline/ethical
issues. Difficulty with theory and
problem-solving in discipline
Limited use of learning resources. Unable
to work autonomously. Little input to
teams. Weak academic/ intellectual skills.
Still mainly descriptive. General difficulty
with structure/accuracy in expression.
Practical/professional/ problem-solving
skills that are not yet secure
20-29%
Fails to achieve
module
outcome(s)
related to this
GLO.
Qualifying mark
not satisfied.
No
compensation
available
Little evidence of knowledge base. Little
evidence of understanding of
discipline/ethical issues. Significant
difficulty with theory and problem-
solving in discipline
Little evidence of use of learning
resources. Unable to work autonomously.
Little input to teams. Very weak
academic/ intellectual skills. Work

significantly descriptive. Significant
difficulty with structure/accuracy in
expression. Little evidence of
practical/professional/problem-solving
skills
10-19%
Inadequate knowledge base.
Inadequate understanding of
discipline/ethical issues. Major difficulty
with theory and problem-solving in
discipline
Inadequate use of learning resources.
Unable to work autonomously.
Inadequate input to teams. Extremely
weak academic/intellectual skills. Work
significantly descriptive. Major difficulty
with structure/accuracy in expression.
Inadequate practical/professional/
1-9%
No evidence of knowledge base; no
evidence of understanding of
discipline/ethical issues. Total inability
with theory and problem-solving in
discipline
No evidence of use of learning resources.
Completely unable to work autonomously.
No evidence of input to teams. No
evidence of academic/intellectual skills.
Work wholly descriptive. Incoherent

structure/accuracy and expression. No
evidence of practical/professional/
0%
Awarded for: (i) non-submission; (ii) dangerous practice and;
(iii) in situations where
the student fails to address the assignment brief (e.g., answers
the wrong question)
and/or related learning outcomes
Module Guide
Page 14
7. Re-Assessment Information
THIS INFORMATION ONLY APPLIES TO STUDENTS WHO
ARE
UNSUCCESSFUL IN THEIR FIRST SUBMISSION
The re-assessment for this module consists of one element,
check your results in e-vision.
Element Type of

Assessment
Word or
Time Limit
Submission Method Final Submission Date
010 Time constrained
case study (100%)
Individual
submission
3000 words via Learning Platform
deadlines and any possible revisions
Element 010 – Pre-release time-constrained case study
As for the original assessment, but adopting a different case
study.
The same assessment criteria applies.
Mark
Learning

Outcome
5. Presentation skills demonstrated when drafting the
assignment 5 4
TOTAL MARKS 100%
Module Guide
Page 15
Assessment brief Element 010:
-sit assessment, the case
and questions will be released one
month before the submission deadline. This is a time-
constrained task and you have to plan your
time in advance.

analysis of the case. You will be
allowed to include one attachment page (appendix), which
presents facts arranged in a table,
figure, or chart format. The attachment is not included in the
word count.
-word limit for answering the questions will be
enforced.
-inch
margins. You should provide a reference
list using the Harvard Referencing Style. The reference list is
not included in the word count.
theories. Focus your writing on strategic
analysis.
analysis. A good case analysis
contains a careful analysis of the situation, supported by
relevant conceptual frameworks.
submission. You will receive
feedback on your report within 20 working days.
All coursework assignments and other forms of assessment must
be submitted by the published
deadline whichis detailed above. It is your responsibility to
know when work is due to be submitted –
ignorance of the deadline date will not be accepted as a reason
for late or non-submission.

You are requested to keep a copy of your work.
PLEASE REFER TO THE MARKING CRITERIA ON SECTION
6 OF THIS DOCUMENT
Module Guide
Page 16
8. Report on Last Delivery of Module
MODULE REPORT FORM
Module Code and Title: Strategic Management Analysis 001074
Academic Year: 2016/2017 Semester/Trimester: Tri 01
Module Tutor: Akushla Welagedara
Student Achievement Provide a brief overview of student
achievement on the module as evidenced by the range of marks
awarded. A
detailed breakdown of marks will be available at the
Submissions Department.

The overall submission rate was 90% during the last session
with a pass rate of 82%. The Mean Mark for the
module was 48%.
Feedback from Students Briefly summarize student responses
The tight time constraint for the assessment is found to be
challenging by most students. However, the resources
provided by London School of Marketing which are specifically
designed for the assessment for this period is found
to be helpful by students.
Module Leader/Tutor’s Reflection on Delivery of the Module,
including Response to Feedback from Students
The students were not engaging in regular communications to
improve their understanding of the requirements of
the assessment. Those students who did and took avid interest in
incorporating tutor feedback to their final
submissions earned higher marks for their final submissions.
The students are highly encouraged to write to the
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Developments during the current year or planned for next year
(if appropriate)

The online resources provided to the students are periodically
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examiner agreed the marks and/or commented on the
module
The external examiner agreed with the marks awarded and was
pleased with the quality of the detailed comments
provided in mark sheets.
Module Guide
Page 17
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https://vle.anglia.ac.uk/sites/LTA/Grademark/Content/Quick-
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http://www.turnitinuk.com/
http://www.anglia.ac.uk/eeinfo
https://vle.anglia.ac.uk/sites/LTA/Grademark/Content/Feedback.
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http://e-vision.anglia.ac.uk/
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PRACTICE WITH WORKSHOP MANUAL
ARU
BA (Hons) in Marketing / Business Management
Strategic Management Analysis – ASOS PLC
Contents
Introduction
...............................................................................................
...............................................................................................
............................... 3
Section One – Mission, Vision and Stakeholders
...............................................................................................
....................................................................... 6
Section Two – Scenarios and Industry Analysis
...............................................................................................
....................................................................... 17

Section Three – Resources and Capabilities
...............................................................................................
............................................................................ 17
Section Four – Business and Corporate Strategies
...............................................................................................
.................................................................. 17
Useful Information
...............................................................................................
...............................................................................................
................... 38
Frequently Asked Questions
...............................................................................................
...............................................................................................
............. 62
Introduction
This Practice with Workshop Manual aims to provide an
overview of the key requirements of this time-constrained case
study for June 2018
assessment. However, to understand this manual, you need to
have read the case material provided and have the questions
with you as neither of these are
included in this manual owing to ARU copyright issues.
Section 4 of the assignment contains only a single question and
this is mandatory. However, you have the option of selecting
ONLY one question to answer from
every other section from sections 1 to 3. In total, you should
answer four questions taking only one question from each

section.
Format and Structure
The following format and structure can be followed when
drafting the report. However, you are free to adopt a suitable
report format to present the answer.
• Cover page
• Table of contents
• Introduction
• Section One – Mission, Vision and Stakeholders
• Section Two – Scenarios and Industry Analysis
• Section Three – Resources and Capabilities
• Section Four – Business and Corporate Strategies
• Conclusions and recommendations
• References
Maximum word count allowed is 3,000 words
Cover page
The candidates are required to provide a cover page to include
the following:

• The assignment title
• Name of the candidate
• Candidate’s ID
• Supervisor’s name
• University, school, and department
Table of Contents
An outline of the whole project in list form, setting out the
order of the sections, with page numbers. It is conventional to
number the preliminary pages
(abstract, table of contents) with lower case Roman numerals
(i.e. (i), (ii), (iii) etc.) and the main text pages (starting with the
first chapter) in Arabic numerals (1,
2, 3, etc.) as shown:
Contents Page
List of Tables i
List of Figures ii
List of Abbreviations iii
Acknowledgements iv
Chapter 1 (Title) 1
(First Section heading)
(Second etc.)
(Third)

List of tables and figures
The student can present a list of the tables and figures used to
support the argument at the beginning of your portfolio. Tables
and figures should be clearly and
consistently numbered, either above or below the table or
figure. Each table and figure should have a separate heading
(caption). The reader should be able to
understand what the table or figure is about from this heading/
caption without referring to the text for explanations. The
numbers of the tables and the figures
you use in the body of the content and in the lists at the
beginning should correspond exactly.
1.0 Introduction (Background of the study)
This is an important section in your analysis as it sets a preface
to what is been discussed in the rest of the report. The
introduction should be compiled in a way
that readers can swiftly become acquainted with the key
information without having to read it completely. Some of the
areas that could be included under the
introduction for the purpose of this assignment are;
• A brief overview to ASOS Plc (facts and figures can be
depicted from the case study or through additional reading).
This can include a brief description of the company size,
revenue/profits, market share and growth, market capitalisation,

competition, key
products/markets, customer/business segments, structure,
leadership style, business model, industry trends and key
success areas required to
compete effectively in the industry.
• The purpose of the report and what each section intends to
cover.
2.0 – 5.0 Main body of the report (Broken down into four main
sections)
The main body of the report contains answers to the four main
sections of the assignment brief. As stated on the brief,
candidates are required to select one
of the two given questions from sections 1-3 and the
compulsory question under section four. In total the main body
of the report should contain answers to
four questions.
A suitable format would be;
2.0 Section One – Mission, Vision and Stakeholders
3.0 Section Two – Scenarios and Industry Analysis
4.0 Section Three – Resources and Capabilities
5.0 Section Four – Business and Corporate Strategies

6.0 Conclusion
Every report should carry a conclusion at the end. The purpose
of including a conclusion is no different to highlighting the
points discussed in the main body of
the report in a brief manner and providing a broad summary of
what the report has attempted to address and whether the areas
that were intending to cover
(as stated in the introduction) are covered or not.
7.0 List of references/Bibliography
Academic writing involves using sound evidence to support and
strengthen your own arguments. Your answer should
demonstrate how widely you have read
and how well you have understood what you have read. Then,
you must interpret your findings in relation to the question you
are answering and the arguments
you are making. Use references to support your arguments, not
to replace them.
To maintain accuracy and completeness of the references,
candidates are required to follow Harvard referencing
guidelines in the body of your text and at the
end of the assignment. (E.g. books, articles, past findings,

online resources, etc. should be properly cited using Harvard
referencing guidelines.)
Citing references help to:
• support your arguments and give your work a factual basis
• protect yourself against charges of plagiarism
• demonstrate to assessors or critics that you have carried out
the necessary research
• allow the reader to locate the material you consulted.
Section One–Mission, Vision and Stakeholders
OR
Assignment Answer Process
Step 1
Write a mission and a vision statement for ASOS Plc. How will
these statements support the

development of sustainable competitive advantage?
Step 2
Identify ASOS Plc key stakeholders and map these stakeholders
in terms of the power/interest grid.
Critique, with supporting commentary, which of these
stakeholders will need to be repositioned over
the next 12 months.
2.1 Write a mission and a vision statement for ASOS Plc. How
will these statements support the development of sustainable
competitive
advantage?
The mission and vision statements are developed so that they
reflect the purpose, direction, and the goals of the company.
Candidates are first required to
explain how organisations such as ASOS Plc could develop
vision and mission statements and the key constituents of a
good vision and a mission statement.
Subsequently, it is required to write a new mission and vision
statement for ASOS Plc. Relevant points to be drawn from
ASOS Plc.’s new mission and vision
statements and explain how they contribute to sustainable
competitive advantage.
2.2 Identify ASOS Plc key stakeholders and map these
stakeholders in terms of the power/interest grid. Critique,

with supporting
commentary, which of these stakeholders will need to be
repositioned over the next 12 months.
The power/interest grid, in other words the Mendelow’s Matrix,
is a tool that ranks stakeholders according to their level of
power in terms of decision making
and their interest in the company. Candidates should identify
the key stakeholders of ASOS Plc‘s and map them to
demonstrate the power and interest of
these stakeholders in the company.
Subsequently, students are required to critically evaluate theory
in terms of the importance of stakeholder management and
critique, with supporting
commentary, which of these stakeholders will need to be
repositioned over the next 12 months.
Outline of the Answer for Section One 20%
2.11 Analysing a vision statement
A vision statement takes into account the current status of the
organisation, and serves to point the direction where the

organisation is heading. A vision
statement provides focus for the mission of the business
organisation.
Therefore, a vision statement is an uplifting and inspiring
statement for the company defining the purpose of the company
focusing on its goals, aspirations, etc.
A vision statement is the identification of the core interests of a
company without providing a practical plan to achieve them. A
vision statement is not
periodically revised as a business strategy and stays intact for a
relatively long period, often being timeless.
In general, candidates should be conscious of the following
when analysing a vision statement:
• A vision statement is short and punchy –Vision statements are
usually short and punchy statements which is easily memorable.
• A vision statement needs to be concise – A concise vision
statement should be provided which is specific to the company
and its operations to describe the
unique outcome that only the said company can provide.
• A vision statement should be aligned to the values upheld by
the company.
• A vision statement should be ambitious enough to be exciting
but not too ambitious that it seems unachievable – Ideally, a
company needs to develop a
vision for the long term, preferably for about 5, 10 or 15 years
in the future. It needs to be an abstract, yet a concrete picture of
the desired state.
• A vision statementshould avoid technical jargon and
words/phrases that need to be interpreted to unleash their true
meanings – A vision statement needs

to be simple, to be understood by anyone with a reasonable
level of understanding, without using technical jargon,
metaphors, and business buzz-words.
Candidates should use the case study and conduct further
research on ASOS Plc‘s to either,
Understand the company’s culture, aims, activities etc. and
explain write a newvision andmission statements to support the
development of sustainable
competitive advantage.
OR
Identify ASOS Plc‘s key stakeholders and map these
stakeholders in terms of the power/interest grid. Provide a
critical discussion with regards to the importance
of stakeholder management and which of these stakeholders will
need to be repositioned over the next 12 months.
Detailed Guidelines
Some examples of vision statements are shown below:
PepsiCo (retail) – "At the heart of PepciCo is Performance with
Purpose- our vision to deliver top-tier financial performance
over the long term by integrating
sustainability into our business strategy, leaving a positive
imprint on society and the environment.”
Chevron (oil and gas) – “At the heart of The Chevron Way is
our vision ... to be the global energy company most admired for

its people, partnership and
performance.
Adidas (sports) – “To enhance social and environmental
performance in the supply chain, thereby improving the lives of
the people making our products.”
GlaxoSmithKline (pharmaceutical) – ‘Is for our value chain to
be carbon neutral by 2050’.
Johnson & Johnson (pharmaceutical) – ‘Is for every person to
use their unique experiences and backgrounds, together – to
spark solutions that create a better,
healthier world’.
So, in the PepsiCo vision statement the following main points
could be noted. I.e.
1. Top financial performance
2. Sustainability
3. Corporate social responsibility

2.12 Analysing a mission statement
A mission statement is a formal, short, written statement of the
purpose of an organisation. The mission statement guides the
affairs of the organisation, carves
out its overall goal, provides focus, and guides decision-
making.
Mission statements explain what the organisation must do day-
to-day to make its vision statement a reality. It shapes the
internal corporate culture and covers
the goals of the business together with the philosophies
underlying them. It should inspire support and ongoing
commitment to its vision.
The mission statement of a company is the driving force behind
everything it does internally as well as externally, with
prospects, customers, vendors, and

associates. Therefore, a mission statement needs to be clear and
specific discussing the following:
A mission statement is essentially an answer to the following
questions (kinesisinc, 2010).
• What do we do?
• For whom do we do it?
• Why do we serve our clients in the way that we do?
• How do we serve our clients in the way that we do?
• Why are we in this industry?
• Why did we start this business?
• What image of our business do we want to convey?
However, the statements provided should be supported through
their contribution to developing sustainable competitive
advantage. In other words, how they
can outperform competitors by adopting these principles and
strategies and acquiring the necessary capabilities and
attributes.
Eg:
PepsiCo’s mission
PepsiCo’s mission statement is “to provide consumers around
the world with delicious, affordable, convenient and

complementary foods and beverages from
wholesome breakfasts to healthy and fun daytime snacks and
beverages to evening treats.” This mission statement highlights
PepsiCo’s desire to satisfy
customers. In conjunction with the mission statement, PepsiCo
also states, “We are committed to investing in our people, our
company and the communities
where we operate to help position the company for long-term,
sustainable growth.” The main points of PepsiCo’s mission
statement focus on following:
1. Consumers around the world
2. Delicious, healthy and fun products
3. Affordability
4. Convenience
Therefore, PepsiCo’s mission statement focusses on company’s
products, its target market and also its people.
When analysing the vision and the mission of PepsiCo it is clear
that it provides a picture of what the organization intends
ultimately to become on the long-
term and provides a picture of the desired state. Also the vision
is well connected to mission and values of the company. The
mission statement states

the core purpose of the company. It states, what they do, the
purpose of their existence and what they want to be remembered
for and positions the
company for long- term, sustainable growth’.
Note – Students are expected to write a new mission and vision
statement for ASOS Plc and explain how they support the
development
of competitive advantage.
2.2 Stakeholder mapping
Stakeholders of an organisation are the parties that are
interested in the activities of the company.
Therefore, stakeholders include investors, employees,
customers, suppliers, as well as, community, government, and
trade associations – covering both
internal and external environments of a company.

It is important that candidates identify clearly the different
stakeholder groups for
Fashion industry, from the different categories.
Stakeholder mapping is a way of visually demonstrating the
level of
power/influence, and interest for each stakeholder. For this,
candidates can use the
Mendelow’s Matrix.
Mendelow’s Matrix, or the power/interest grid, considers the
following two
dimensions when mapping stakeholders.
• The level of interest the group has in the organisation, and
• The level of power or influence they have over the
organisation
Quadrant A – Stakeholders falling into this category can be
maintained through ‘minimal effort’. They are
of little focus to the organisation owing to both low level of
interest and low level of power/influence. As
a result, they are more likely to go along with change without

any resistance.
Quadrant B – Stakeholders falling into this category needs to be
managed through the strategy ‘keep
informed’ as they have a high level of interest without much
power/influence over the company. Their
interest in the organisation makes it very important to keep
them informed, for example of changes, in
order to prevent them from joining other stakeholders and,
thereby, increasing their power.
Quadrant C – Stakeholders falling into this category need to be
managed through the ‘Keep satisfied’
strategy as they have high power, though the level of interest is
low. Keeping these stakeholders satisfied
prevents them from gaining more interest and shifting into the
‘key player’ stakeholder category.
Quadrant D – Stakeholders falling into this category are the
‘key players’ with both
high interest and high power. Therefore, they are a very strong
group that can
oppose and resist. Organisations need to invest to build
relationships with this
stakeholder group, educating, communicating, and consulting

them to gain their
support.
Upon identifying all the stakeholders for ASOS Plc, the
candidates should determine
their level of interest for information and level of influence on
decision making at
the company.
You are required to reason out your categorization of each
stakeholder.
For example;
Stakeholder group A includes the architecture for OPQ Home
Designers who have
high-interest and high-power/influence over the company. This
stakeholder group
has gained high power owing to their high skill level and
expertise in the field OPQ
Home Designers is operating in. As a result, they also have high
interest in the
company; the number of new contracts the company enter into,
etc. as their salary
and job security are dependent on the performance of the
company.

They have high power owing to the need to build houses to
the customers on the agreed days, meeting the required
quality.
Finally, you are required to critically evaluate the
importance of stakeholder management. Stakeholder
management is often referred to by authors as a process of
forming, monitoring and maintaining constructive
relationships with investors in order to influence their
expectations of gain which is resulted from the investment
made. It is important to manage stakeholders for example,
to keep the existing investors satisfied and recruit new
investors in an ethical manner for the business to move
forward. Within the discussion you are also required to
explain the implications of not managing the stakeholders
Should I provide an introduction to ASOS Plc in my answer?

Yes. An introduction to ASOS Plc is already provided in the
case material issued by the ARU. Therefore, you are advised to
provide a brief introduction to the
company and then answer the questions.
How do I determine the accuracy of the stakeholder map?
The justification and supporting reasoning you provide for each
stakeholder group when mapping them in the different quadrant
determines the accuracy of
the stakeholder map. You are therefore advised to provide clear
reasons in your answer.
Should I answer both questions in this section?
No. You should answer only one of the two questions provided
for this section. Answering both questions is not beneficial to
candidates in anyway.
What should be the word count to my answer to this question?
As the total word count for the whole assignment is limited to
3,000 words, you are advised to allocate this word count
considering the mark allocation for
each section.
For example, as the mark allocation for this section is 20%, you
are advised to limit your answer to 600 words.
Should I provide a conclusion to the answer?
Yes, you need to provide a conclusion summarising what has
been discussed in the report.
Helper Questions

This sample answer is if you have selected to answer question
one under section one.
Vision Statement
“To be the most respected and successful enterprise, delight
customers
with a wide range of products and solutions in the automobile
industry with
the best people and best technology.”” (Toyota, 2016)
Mission Statement
“Mission of Toyota is to provide safe & sound journey. Toyota
is developing
various new technologies from the perspective of energy saving
and
diversifying energy sources. Environment has been first and
most important
issue in priorities of Toyota and working toward creating a
prosperous
society and clean world.” (Toyota, 2016)
How will these statements support the development of
sustainable
competitive advantage?

The vision statement articulates what organization wants to be
and such
vision is actioned through the mission statement. In other
words, knowing
what you are doing (the mission), where you want to go (the
vision) and
how you are going to get there (values and principles) are the
glue that
holds an organisation together. Also, the organisations vision
and mission
are formed based on their internal strengths and weaknesses as a
way of
developing skills and competences to sustain its
competitiveness amongst
its competitors. Where the organisation intends to achieve
something and
do not have the competencies yet, will work its way to develop
the
required skills in achieving the set vision in the long run and
sustain its
competitive position.
Note: Please note that this only a sample answer for a similar
requirement. You are required to develop a detailed answer that
meets the context identified,
supporting reasons, word count, etc. as per the requirement of
the assignment question.
Sample Answer – Mission, Vision and Stakeholder Mapping
This sample answer is if you have selected to answer question

two under section one.
The stakeholders for ABC Ltd are investors, employees,
customers, suppliers, community, government, and trade
associations. These different stakeholders are
mapped assessing their relative power and interests in the
power/interest gird, Mendelow’s Matrix, below.
According to this model, the stakeholder ‘A’ and ‘Y’ have most
power and highest level of interest as they are investors and the
government. The investors hold
the highest power and highest interest owing to their
investments in the company and the specific interest in
primarily the financial performance of the
company as well as the sustainability of the company. After
identifying the important stakeholders, the management needs to
develop a communication
management plan and through this engage and influence
stakeholders towards the organization benefit. There are various
types of stakeholder management
that scholars have introduced for example Bunn, Savage and
Holloway (2002) suggests 6 strategies that is; lead, collaborate,
involve, defend, educate and
monitor. Accordingly issues with stakeholder management such
as relationship, communications and commitment should also be
discussed. The discussion
needs to be critical in quoting examples from the case study.

Section Two – Scenarios and Industry Analysis 25%
Step 1
Describe and analyse some of the key trends and uncertainties
facing the fashion industry over the following 10 years.
Build on this analysis to generate two possible scenarios for
ASOS Plc, what implications are there for their strategy?
Step 2
By employing relevant data from the case, conduct a five forces
analysis of the fashion Industry. What do you conclude
about that industry’s attractiveness?
Assignment Answer process
OR
3.2 Industry analysis
Candidates are required to analyse the micro environment

(industry) of ASOS Plc using Porter’s Five Forces framework.
Using this analysis, candidates are
required to comment on the attractiveness of the industry and
conclude about the impact it has on the industry’s
attractiveness.
3.1 Identification of industry trends, scenario generation, and
implications on the strategy
Candidates are required to provide the following in the answer.
• Describe and analyse some of the key trends and uncertainties
facing the fashion industry over the following 10 years. Build
on this analysis to generate
two possible scenarios for ASOS Plc, what implications are
there for their strategy?
• Generate two possible scenarios for ASOS Plc building on the
trend/uncertainty analysis conducted. Candidates are advised to
use the most
impactful trends/uncertainties and generate two possible
scenarios for the company focusing on the strategic aspects of
the organisation.
• Identify implications for ASOS Plc’s strategy from the
identified two possible scenarios. In the answer candidates are
expected to identify the impact
on the organisation’s strategic intent and discuss possible
actions for ASOS Plc to face the challenges.

• What implications are there for their strategy
Outline of the Answer
3.1 Market Environment Analysis
Depending on the requirement, candidates are required to
identify the appropriate analytical tools to evaluate the
conditions in the market environment.
Market environment comprises of two elements: macro
environment and micro environment.
• The macro environment
A macro environmental analysis would enable candidates to
identify and evaluate the macro environmental factors and their
effect/impact on the Fashion
industry. For example, a macro environment analysis identifies
the impact of macro environmental factors such as economic
factors, demographic changes,
political conditions, social conditions, technological changes,
natural forces, etc. on the Fashion industry.
In this context, a suitable framework for candidates to use is the
PESTLE analysis. Using this framework, candidates can

identify or evaluate different
influential factors operating in the macro environment.
Detailed Guidelines
Each factor listed under the elements of PESTLE analysis could
be classified by the impact it will have on the business.
• The micro environment
After the macro environmental analysis, candidates should
then focus on the micro environment/ industry analysis for
ASOS Plc. For this, candidates can use Porter’s Five Forces
framework.
This framework, by Michael E. Porter, identifies that there
are five forces that shape an industry, particularly its
competition. These five forces are as follows:
1. Risk of entry by potential competitors (or simply, threat
of new entrants)
2. Intensity of rivalry amongst the established companies in
the industry (or simply, rivalry amongst existing
competitors)
3. Bargaining power of buyers
4. Bargaining power of suppliers
5. Closeness of substitutes to industry products (threat of

substitute product
Political Economic Social
• Role of Government
policies
• Political stability
• International trade
regulations
• International relations
• Trade sanctions
/embargos
• Exchange rates
• Economic growth
rates
• Globalization
• Interest rates
• Inflation rates
• Unemployment
• Changing cultures
• Demographics change
• Lifestyle trends and
shifts
Technological Legal Environmental
• Research &
Development

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