business strategy game reflection

The Business Strategy Game: Individual Reflective Report – Level 6

Suggested areas that you should reflect on regarding the Business Strategy Game
Word limit: 3000 words
No single model or technique is necessarily better than another.  All are good at doing different things.  A combination of different models, theories, concepts and techniques will ensure depth and breadth of analysis and provide you with areas for individual reflection with respect to your organisation’s strategy.
It is recommended you write 300 words each week in which you identify a successful strategy using the techniques discussed in the module and reflect on the decision-making process and its outcomes with the co-managers in your team.
Even if you experience deficiencies with the chosen strategy and execution on the BSG you can score high marks in your individual reflective report by synthesizing theory and practice and critically evaluating the decision-making process.
Please draw and bespoke at least 6 strategic management models.  This will save you writing a lengthy desciption of the model.   You tutor will explain.
The following is a range of topics that you may draw on in your Reflective Report.
NB  Business Strategy is a capstone module and draws on all your other modules.
You can start your Reflective Report during the two pilot weeks when you commence your discussions about the strategic options open to you.
You may wish to consider how the team is operating – Belbin’s team roles may be useful
1.	Introduction:  A short introductory - couple of paragraphs to contextualise the global athletics foot ware market would be beneficial.
2.	Vision and Mission Statements plus corporate objectives:
Corporate objectives are concerned with the organisation as a whole and potentially will last well into the future.  They are directed inward to the company and are supported by financial information.
3.	Situational Analysis
3.1 Macroeconomic Analysis – environmental scanning
PESTILE, business life cycle, exchange rates, manufacturing locations
3.2  Industry and Sector Analysis
M.E. Porter’s Five Forces & Generic Strategy; Strategic Groups
3.3 All the above observations may feed into George Panagiotou’s Telescopic
NB  You are recommended to undertake a 300 word review of each of the six rounds that you play the game.  Each round represents one year of trading.
4.	Internal Analysis
4.1 McKinsey 7’s; Johnson’s Cultural Web,  Handy’s Organisational Culture, Competitive Advantage, Value Chain, Operations Management, Strategic Drift, Kaplan and Norton’s Balanced Scorecard
4.2  All observations will feed into the SWOT analysis. Thus the SWOT will be the last technique to be used in the series.  You may refer to the SWOT in the strategic matrix in the Telescopic Observation model – if you have undertaken this analysis
5.	Implementation of the Marketing Strategy
A paragraph to contextualize this section would be useful
5.1 7 P’s - Product, Place, Promotion, Price, People, Processes, Physical evidence
5.2 Design, Style and Quality issues; TQM
5.3 Celebrity endorsement: brand management
6.	Performance analysis: financing of company operations
Evaluation of the projected financial benchmarks:
6.1	EPS growth of at least 7% annually year 11-15 and at least 5% annually thereafter
 6.2 A return on average equity investment (ROE) of 15% or more annually
6.2	B+ or higher credit rating
6.3	An “image rating” of 70 or higher
6.4	Stock price gains averaging about 7% annually year11-15 and 5% annually thereafter
6.5	Balanced Scorecard
7	Corporate Social Responsibility and Citizenship
7.1 CSR, worker compensation and t raining
8	 Recommendations for Future Strategy - milestones and leadership
A paragraph to contextualize this section would be useful
8.1 Changes required – change management approach
strategic direction, alignment and developments
8.2 Company culture/leadership – changes required
8.3 Corporate Social Responsibility and stakeholder theory
NB You must include a bibliography in which you list all your references
JT   Business Strategy: Reflective Report, 2019