Stage 2 Competitiveness (20 marks)
Analyse the industry structure pertaining to the business in the case using Porter’s competitive forces model. For each of the five forces, evaluate the strength of force as high, medium, low and importantly explain why you think the forces of that strength? Use a diagram and accompany with a discussion if necessary. (make sure to briefly describe each force to show your understanding)
Absent/incorrect/
Incomprehensible/ little or no evidence of understanding of how to apply
0-1
Correctly listed forces and description of each force, but some evidence of understanding how to apply to organisation in the case. Some integration with knowledge about organisation in the case.
May identify the strength of forces but does not accurately explain all or some of them.
1-3
Correctly listed forces and correct description. Applies two or more of the forces correctly to the case. There may be moderate integration with the knowledge from the case. Identifies the strength of each force and attempts to give justification but justification may not be correct or comprehensive
3-5
Correctly listed forces and correct description. Applies three or four forces correctly to the case. There is moderate-deep integration with the knowledge from the case. Identifies the strength of each force gives a justification which is comprehensive consideration of factors contributing to the force strength. Well integrated with the case 5-7
On the basis of the five forces analysis in part a above suggest a suitable competitive strategy. Explain why this competitive strategy would be suitable by referring to what you found in the five forces analysis.
Absent or competitive strategy is stated but not substantiated. No linkage to five force analysis
0-1
Suitable competitive strategy identified and some justification as to why it is suitable; may make some reference to the findings from the five-force analysis. No reference to other knowledge
1-2
Suitable competitive strategy identified and justification as to why it is suitable; may make some reference to the findings from the five-force analysis. May make some reference to other knowledge from
stage 1
2-4
Suitable competitive strategy identified, and justification is clearly made and well-articulated. There is evidence of linking back to five force analysis and other knowledge to create a strong argument.
4-5
Draw the value chain diagram of the business using Porter’s Value Chain Model and within the drawing list the primary and support activities (template provided on learning at Griffith). Accompany your value chain diagram with a description and discussion of the primary and support activities, noting where appropriate the role of those activities most crucial for value creation or competitive advantage.
Absent/incorrect/
Incomprehensible 0
Value chain diagram/explanation
Included from notes, but not applied or too generic. No analysis
1-3
Value chain diagram/explanation
Included from notes and mostly applied correctly to organisation in the case but application not fully correct or incomplete.
Lacking some integration of knowledge gained from research into organisation in the case strategy and its operations. Some analysis.
3-6
Value chain drawn correctly
Applied correctly to the organisation in the case
Provides comprehensive view of Organisation in the case value chain. Evidence of integration of knowledge gained from research into organisation in the case strategy and its operations. Depth of analysis shows understanding of concepts and the ability to synthesise
(6-8)