PGBM16 Global Corporate Strategy Assessment
Introduction:
This individual assignment will be assessed by means of a 3,000 words (+/-10%) report. The assignment has been designed to allow you to develop and use your knowledge and skills in Understanding key strategic issues relating to the Global Steel Manufacturing Industry. You will be Required to apply the strategic concepts and analytical techniques studied in this module.
Please note:
- All work must adhere to the University regulations on ‘Cheating, Collusion and Plagiarism’ Which are provided as an Appendix in your Programme Handbook. You are encouraged to use ‘Harvard Referencing Style’ and avoid ‘Plagiarism’.
- All students must submit a Turnitin report to JIRA with the word document assignment submission. You will need to submit your work to Canvas for the Turnitin report. The penalty for students who do not submit their assessed work through Turnitin is that their mark is withheld and the assessment board may deem the work to have failed.
Task
Your task is to carry out a critical analysis and evaluation of the strategies adopted by global steel manufacturers, using the case study provided and other materials researched. You will be expected to select and apply appropriate theories, techniques and models studied during the module whilst having regard to the practical aspects of strategy development.
Your assignment should be presented in a business report format and should be 3,000 words 3 | P a g e (+/- 10%). The report should include a title page and abstract and be fully and consistently referenced, using Harvard Referencing style. The title page should be clearly labelled with your name, your course and the name of the case study.
It is recommended that you research information additional to the case study to support your arguments. This may be obtained from a diverse range of sources and you are encouraged to research the issues in whichever way you deem appropriate.
Assessment Criteria
The assessment will focus on the level of ANALYSIS carried out. That is, the application of THEORETICAL CONCEPTS studied in the module to the ‘practical’ case study presented. In other words, you should proceed beyond a DESCRIPTION of the company and its actions. You should be analysing ‘why’ rather than describing ‘what’. The assignment will be assessed and moderated by two members of staff in accordance with the marks allocated to each of the questions detailed below. 10% of the marks are set aside for the ‘presentation’ criteria. In the event of failing this individual assignment, normal referral / deferral procedures will apply. This assignment carries a weighting of 100%.
Academic Rigor
- Your ability to isolate the key strategic issues
- The coherence and depth of the analysis of those issues
- The ability to analyse the strategy context within which companies operates
- The ability to critically review and evaluate strategic decisions made by companies
Methodology
- The use of relevant evidence, from material provided and personal research to support any statements made
- The appropriateness of the methods used and theoretical models and frameworks applied
- The breadth and depth of research undertaken
Evaluation of data
- The ability to make sound recommendations or conclusions arising from the analysis
- The soundness of arguments put forward
Presentation
- The summary of arguments
- Report layout and format
- Use of illustrative material and evidence to support arguments
- The appropriateness of length
- The quantity and accuracy of referencing
The Global Steel Manufacturing Industry:
The true mettle of an organisation is tested when it is able to respond to the challenges the environment throws up and turn them into an advantage. At Tata Steel, it’s been a turbulent year. For the first time in its history, it encountered closure of critical mines. During the same period global steel demand stagnated while imports surged. As a result, margins were under severe pressure. Staying alert to the dynamics of the steel industry and remaining responsive to it, has enabled us to manage the impact of these challenges and come out stronger. We have seeded several initiatives and projects that will bear fruit in the coming year. A tightening of processes has enabled us to become leaner and more agile than ever before. And an ongoing focus on continuous improvement is helping us innovate to achieve even greater efficiencies. (http://www.tatasteel.com/investors/annual-report-2014-15/annual-report-2014-15.pdf)
Read the 2017/18 Annual Reports of the Tata Group and Tata Steel available online: https://www.tatasteel.com/investors/integrated-reportannual-report/integrated-reportannual-accounts-2017-18-111th-year-and-related-documents/
Refer further to the Group Financials as below:
www.tatasteel.com/media/3870/196tata-steel-norway-byggsystemer-english.pdf
And carry out appropriate analyses of the global corporate strategies adopted by the Tata Group and other leading steel manufacturers, in response to the questions below.
You are encouraged to use relevant data/information from company websites.
Question One:
Portfolio, Integrated Organisation Perspectives and Competitiveness
Using relevant literature and examples from the 2017-18 Annual Report of the Tata Group available online, critically evaluate the merits and demerits, of adopting the ‘portfolio organisation perspective’ or the ‘integrated organisation perspective’ in the management of Tata’s range of products – in today’s fast-changing dynamic global business environment. Based on your evaluation, is it possible for Tata to adopt both perspectives simultaneously, and why? [20 % marks]. PGBM16 Global Corporate Strategy Assessment
Question Two:
Business Model Innovation and Technological Innovation through Strategic alliances, M&As
The focus on innovation has helped the company (Tata Group) improve its products, services and solutions to satisfy customer needs. For example, the ‘Innovent’ programme has enabled the company to enter new market segments, for example the steel doors segment. Steel doors have been introduced under the brand name ‘Pravesh’ and have received a positive response from customers, thereby creating a new market for the company. (http://www.tatasteel.com/investors/annual-report-2014-15/annual-report2014-15.pdf, 2016)
Using relevant literature and examples from the Tata Group, carry out a critical assessment of the company’s ability to acquire and deploy intelligent innovations and technologies through ‘strategic alliances’ (SAs) and ‘mergers and acquisitions’ (M&As). In your opinion does Tata have the mix of resources and capabilities to bring the ‘digital and mobile’ technologies together in order to achieve its aims and intentions? Lastly, how would you assess the above mentioned addition of ‘Pravesh’ to the product portfolio (you should refer to Blue Ocean Strategy and Business Model Innovation)? [30 % marks]
Question Three:
Corporate governance, CSR, Sustainability and Leadership
The company’s vision to be a global benchmark in value creation and corporate citizenship and the company’s long-term corporate social responsibility (CSR) objective, is to improve the quality of life of the communities through long-term value creation for all stakeholders. This objective is in alignment with the Tata Group core purpose. Towards achieving this, the company has been a pioneer in various CSR initiatives. We continue to remain focused on improving the quality of life and engaging communities through health, education, sports and infrastructure development. (http://www.tatasteel.com/investors/annual-report-2014-15/annual-report-2014-15.pdf, 2016)
Using your understanding of Corporate governance, Corporate social responsibility (CSR), Sustainability and relevant management and leadership concepts, critique the above extract and evaluate the ability of Tata’s senior management team to ensure that the company’s CSR activities contribute to increasing the company’s value in a strategic and sustainable way. [30 % marks]
Question Four:
Personal reflections on learning
In 350-400 words reflect on the impact of this assessment on your understanding of the Global Steel Manufacturing Industry competition, highlighting the key role of strategic alliances, M&As, and Corporate leadership, in sustaining growth through responsible policies and practices. [10 % marks]
[place-order]
Note: 10% marks is allocated for overall presentation in report format, including correct use of Harvard referencing style.