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ASSESSMENT ITEM 2: STRATEGIC CAPABILITY ANALYSIS |
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Aligned subject learning outcomes |
• SLO1: analyse and evaluate decision-making strategies by applying the tools and using the concepts of corporate strategy • SLO2: critically analyse strategic approaches and sustainable practices as a means of creating resilient, inclusive and innovative businesses and communities • CLO3 Evaluate sustainable economic, social and environmental practices and value systems from different disciplinary perspectives • CLO7 Communicate complex business analyses and information appropriately to diverse audiences • CLO10 Exercise independent ethical judgment and initiative in solving differing business problems creatively |
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Group or individual |
Individual assessment item |
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Weighting and due date |
35%, 22nd Dec, Friday, 11:59pm Singapore time |
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Requirements for successful completion of this assessment item |
You MUST obtain at least 50% in order to pass this assessment item. |
ASSESSMENT ITEM 2: Shoprite Holdings Limited: challenges to success (Case Study can be found in Learn JCU)
You have been appointed to conduct a strategic capability analysis of Shoprite Holdings Limited (SHL). This case is designed to help students to:
1. Understand what resources and capabilities are and the fundamentals of competitive advantage, through an analysis based on the VRIO framework and appraise the sustainability of competitive advantages based on this analysis.
2. Able to draw a value chain for SHL and identify all primary activities (i.e. inbound logistics, operations, outbound logistics, marketing and sales and service) and support activities.
3. Analyse areas with only temporary advantages and where SHL need to develop further capabilities and, if so, in which areas/functions.
Length: 10 page maximum (not including appendices, references, etc.), in Word.
Instructions/ Format
1. SHL’s resources and capabilities (4 pages)
In which areas does SHL have resources and capabilities and what are they? What are the implications of these resources and capabilities for SHL if it wanted to expand its African footprint?
2. The value system for SHL (3 pages)
Students should provide the value chain for SHL covering all primary activities and support activities of SHL’s operations. Identify which area(s) of the value chain create the value-surplus for SHL. Overall, student should also discuss possible ways for improvement in areas where SHL only has temporary advantages or is at par with competitors.
4. The future of SHL’s competitiveness (3 pages)
Explain how SHL can sustain the resources and capabilities where the company has competitive advantages. In that regard, students can find ways with which SHL can mitigate risks associated with the erosion of competitive advantage due to imitation, and how SHL can develop new or new
ways of managing existing resources and capabilities.
ASSESSMENT ITEM 2: CRITERIA SHEET (OR RUBRIC)
See Section 5.2
3.1 Assessment Task 2 Rubric
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Criteria |
High distinction 85 – 100% |
Distinction 75 – 84% |
Credit 65 – 74% |
Pass 50 – 64% |
Unsatisfactory 0 - 49% |
Mark |
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(SLO 1, CLO3) Assessment of resources and capabilities for decision- making strategies, and demonstrate translation of these into succinct distinctive competencies |
Makes correct use of relevant theories as a basisfor the analysis |
While theory might be part of the support, thereis also an element of thestudent just thinking it’sa good idea |
Theory plays a minor role in supporting the basis for analysis. |
Theory is barely acknowledged as the basis for the analysis. |
Based on the students’ preferences without any real reference to theory |
40% |
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(SLO2, CLO3) Critically analyse and apply the value system in internationalization strategies |
The analysis fully utilizes the tools of strategy analysis and proceeds logically |
The analysis consistently utilizes the tools of strategy analysis and proceeds logically |
The analysis makes good use of the tools of strategy analysis and proceeds logically |
The analysis makes some use of the tools of strategy analysis but does not proceed from the data given |
The analysis doesn’t utilize the tools of strategy analysis but does not proceed from the data given |
30% |
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(SLO3, CLO5) Apply above techniques to generate solutions to complex problems in providing solutions to CEO. |
The solutions fully utilize the tools of strategy analysis and the case study proceeds logically from the data given. |
The solutions consistently utilize the tools of strategy analysis and proceeds logically from the data given |
The solutions make good use of the tools of strategy analysis and proceeds from the data given |
The solutions makes use of the tools of strategy analysis and proceeds from the data given |
The solutions don’t utilize the tools of strategy analysis and does not proceed from the data given |
30% |