key strategic issues relating to the Global Automo
Here is the instruction:
This individual assignment will be assessed by means of a 3,500 ? 10% word 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 Automobile Industry. You will be required to apply the strategic concepts and analytical techniques studied in this module. All the learning outcomes below will be assessed:
1. Demonstrate critical understanding and application of relevant theories associated with global corporate policies and strategies.
2. Understand the holistic nature of strategy and apply analytical techniques to solve complex problems in real life organizations.
3. Demonstrate knowledge of the strategic decision making process through critical analysis of how strategic decision making enables an organisation to relate to its global business environment.
4. Critically evaluate and monitor the business mission, objectives and policies of international organisations.
5. Use critical reflective skills to reflect on the impact of their understanding on the problem solving process.
The assignment will be internally moderated by: Module Team
1. 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?.
2. A hard copy and an electronic copy on CD Rom or DVD of the assignment must be handed to the London Campus on or before the appointed date under cover of the Sunderland Business School (SBS) Feedback Sheet. Please include a Turnitin Report.
3. Issue Date: W/c 01 July 2015
4. Submission Date: Please check academic Calendar
Your task is to carry out a critical analysis and evaluation of the strategies adopted by global automobile industry, using the information 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 within the range 3,500 ? 10% words (excluding executive summary/abstract, references and relevant appendices). The report should include a title page and abstract and be fully and consistently referenced, using Harvard Referencing style. You must also submit a CD Rom or DVD containing an electronic version of the report. This 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.
In the event of failing this individual assignment, normal referral / deferral procedures will apply. This assignment carries a weighting of 100%. 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 then 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.
? 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
? 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
? 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 Automobile Industry:
?By following a corporate policy that stresses originality, innovation, and efficiency in every facet of its operations ? from product development and manufacturing to marketing ? Honda has striven to attain its goals of satisfying its customers? (Honda Annual Report, 1997; cited in De Wit and Meyer, 2010, p. 657).
Read the case study entitled ?Reconciling managerial dichotomies at Honda Motors? by Andrew Mair, cited in De Wit and Meyer (2010:657-672) Strategy Process, Content, Context; and carry out appropriate analyses of the global corporate strategies adopted by Honda Motors and other world-class automobile companies such as General Motors (GM), Volkswagen and Toyota, and answer the questions below. You are encouraged to use relevant data/information from company websites.
Question One: Global integration and local responsiveness
Using information from the case study and company annual reports, critically evaluate the ?pressures for global integration of activities? and the ?pressures for local responsiveness? along the global automobile industry supply chain since the 1990s to date.
You are expected to use appropriate examples from Honda (http://world.honda.com/group/UK/), General Motors (http://www.gm.com/), and Toyota (http://www.toyota-global.com/).
[30 % marks]
Question Two: Reconciling dichotomies: a method for innovative thinking
Using examples from the case study and relevant literature, explain the concept of ?reconciling dichotomies? underlying Honda?s method for innovative strategic thinking.
To demonstrate how reconciling dichotomies seems to pervade management thinking and permeate all aspects and functions at Honda, critically evaluate Honda?s ?vertical integration and market relationships?, and ?low-cost and product differentiation? strategies.
[30 % marks]
Question Three: Managing Strategic Challenges
?Which matters most to the consumer, Honda?s core competencies in mechanical technologies, or its core capabilities in managing the whole value chain from raw materials to dealer networks via product design and production processes? This dichotomy seems plainly false, at Honda at least.?(De Wit and Meyer, 2010, p. 671).
Using your understanding of ?product-related core competencies? and ?process-related dynamic capabilities?, critique the above statement, and discuss how Honda Motors managed its strategic challenges since 1997 to date. You are expected to use relevant information from company annual reports (see http://world.honda.com/group/UK/).
[30 % marks]