i) Task description
You are required to produce a report on your Current Situation Analysis.
The objective of this assessment task is to demonstrate that you understand how to analyse
BHP Billiton’s external environment and internal environment, as well as identify to what
extent the BHP Billiton is achieving its strategic goals and other performance objectives, and
the implications of same. This assessment tasks also allows you to demonstrate your report
writing skills for managerial decision-making.
I have attached hyperlinks to sections of the course text that I believe will prove useful insight on the respective sections of the assessment, please use the following log-in details to access.
| i) The report structure will include the following headings:
| 0. Executive Summary: 250 words
An executive summary or ‘abstract’ is very important as some readers may only read this part. Write it last, being sure to include a summary of all parts of the report (omitting examples unless essential) including the:
i) Why (purpose)
ii) What (scope of breadth of the investigation)
iii) How (analysis methods)
iv) What you found out (major findings with key statistics)
v) So what (analysis, conclusions and recommendations)
| 1.0 Introduction:
Introduce the report by introducing BHP Billiton and its industry (Mining), including the size of the industry, ‘membership’ or nature of the strategic groups operating in the industry (mining) and other relevant characteristics. There is no need to go into the history of the Organization, e.g. how it started. (Approx. 250 words)
|
Reference(s):
i) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 1: What is ‘strategy’?
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/20%5B%3Bvnd.vst.idref%3DP7001015857000000000000000000252%5D!/4/2%5BP7001015857000000000000000000252%5D/2/2%5BP7001015857000000000000000000253%5D/4%400:0
| ii) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 2: Analysing business strategy: Creating value
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/40%5B%3Bvnd.vst.idref%3DP70010158570000000000000000005ED%5D!/4/6%400:0
2.0 Macroenvironmental analysis using PESTEL (high-level discussion in the body of the
report and details in an appendix):
PESTEL is short for Macroanalysis where you focus on the Political, Economic, Social, Technological, Environment and Legal environments and how factors from the External environment (macro-level factors) can affect and organisation.
Conduct an external analysis of its macroenvironment and its industry (mining) environment using the tools and techniques of external analysis introduced in class and the set text. Your report should make clear whether you are focussing on the whole organisation, or a department, division or a strategic business unit (SBU), and whether the organisation is commercial, government or not-for-profit. Your report should make clear which political, economic, legal, technological, environmental and legal factors, including issues, events, trends have the most capacity to impact the organisation and its industry (mining). Likewise, your report should make clear which industry forces have the most capacity to impact the organisation and the future profitability and growth of its industry (mining). The body of your report should explain the most important aspects of your analysis and their implications. Details
of the analysis should be placed in appendices. (Approx. 350 words)
| Reference(s):
i) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 3: Analysing the external environment
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/62%5B%3Bvnd.vst.idref%3DP7001015857000000000000000000996%5D!/4/6%400:0
| 3. Industry analysis using five forces analysis (high-level discussion in the body of the
report and details in an appendix) and discuss the key success factors in the industry (mining) and dominant player(s), if any:
Explain the key success factors in the industry (mining) and to what extent the Mining industry is dominated by a particular organisation or group. Make sure you explain the basis of your argument(s).
(Approx. 150 words)
| Reference(s):
i) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 3.0: Analysing the external environment
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/62%5B%3Bvnd.vst.idref%3DP7001015857000000000000000000996%5D!/4/6%400:0
ii) Porter, M.E. 2008. The five forces that shape strategy. Harvard Business Review, January: 78-93.
iii) Peng, M.W., Sun, S.L., Pinkham, B. and Chen, H. 2009. The institution-based view as a third leg for a strategy tripod. Academy of Management Perspectives, August: 63-81.
| 4.0 Conduct an internal environment analysis – you should identify whether the
organisation possesses strategic capabilities or core competences:
Conduct an internal analysis of BHP Billiton with the view to identify if BHP Billiton has all the resources it needs, including whether it needs to develop some or invest in new capabilities in some way. You should demonstrate that you are familiar with resourcebased view principles. (Approx. 350 words)
| Reference(s):
i) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 4: Analysing the organisation’s resources and capabilities
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/88%5B%3Bvnd.vst.idref%3DP7001015857000000000000000000E9C%5D!/4/6%400:0
| 5.0 Discussion of the current strategy and whether external and internal inconsistencies
exist, including whether the current strategy is succeeding and where problems or
gaps or opportunities exist:
Explain the competitive business (corporate) strategy of BHP Billiton or, if it is a multibusiness organisation, the business strategy of the department, division or SBU. You should also establish if the strategy is wholly deliberate (planned) or emergent or a combination of the two. (Approx. 250 words)
| Reference(s):
i) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 4: Analysing the organisation’s resources and capabilities
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/88%5B%3Bvnd.vst.idref%3DP7001015857000000000000000000E9C%5D!/4/6%400:0
ii) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 5: Measuring strategic organisation performance
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/108%5B%3Bvnd.vst.idref%3DP7001015857000000000000000001196%5D!/4/6%400:0
iii) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 6: Gap analysis and business-level strategic options
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/128%5B%3Bvnd.vst.idref%3DP7001015857000000000000000001583%5D!/4/6%400:0
iv) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 7: Strategic decision making
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/150%5B%3Bvnd.vst.idref%3DP70010158570000000000000000019D9%5D!/4/6%400:0
v) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 8: Dynamic competitive strategy
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/168%5B%3Bvnd.vst.idref%3DP7001015857000000000000000001CA7%5D!/4/6%400:0
| 6.0 Discussion of the extent to which recent performances can be considered acceptable
to key stakeholders, and why:
Explain the overall performance of BHP Billiton over the years and, certainly, over the last two years. Discuss the likely reasons for that performance, making clear which sources of evidence you used to come to this conclusion. Likewise, explain whether you believe the strategy has been approached across the organisation in an aligned manner and whether it adequately reflects the organisation’s current vision statement, that is, if one is in place. (Approx. 250 words)
| Reference(s):
i) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 5: Measuring strategic organisation performance
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/108%5B%3Bvnd.vst.idref%3DP7001015857000000000000000001196%5D!/4/6%400:0
ii) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Comparing performance measures https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/116%5B%3Bvnd.vst.idref%3DP70010158570000000000000000013D0%5D!/4/6%400:0
| 7.0 Using the ESC framework (environment–strategy–capability) from the text as a guide, clarify whether there is evidence that the performance to date, particularly in the last two years is acceptable to stakeholders:
This also means you need to make clear who are the organisation’s most important
stakeholders, and why. (Approx. 150 words)
| Reference(s):
i) A model for business strategy thinking, analysis and action https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/30%5B%3Bvnd.vst.idref%3DP700101585700000000000000000049E%5D!/4/6%400:0
|
8.0 Discussion of the customer base and likely changes in that base in the foreseeable future, and why:
Explain the nature of the customer base and whether it is likely to change some time in the foreseeable future. (Approx. 150 words)
| Reference(s):
i) Creating competitive advantage: The roles of resources, capabilities and strategic capabilities https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/90%5B%3Bvnd.vst.idref%3DP7001015857000000000000000000ECC%5D!/4/6%400:0
ii) Business strategic options: Moving from current to future business strategy https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/132%5B%3Bvnd.vst.idref%3DP7001015857000000000000000001620%5D!/4/6%400:0
| 9.0 Clarify the direction in which stakeholders are likely to drive the strategy, including what it
is that they currently seek from the organisation and are likely to want from it in the future.
(Approx. 150 words)
| Reference(s):
i) Current theories of strategy https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/26%5B%3Bvnd.vst.idref%3DP700101585700000000000000000037E%5D!/4/2%5BP700101585700000000000000000037E%5D/24%5BP7001015857000000000000000000414%5D/14%5BP7001015857000000000000000000428%5D/2%5Br__P70010158570000000000000000005A9%5D%400:0
ii) Strategic Management: Thinking, Analysis, Action (2015) 6th Ed., Hubbard et alExternal tool Chapter 7: Strategic decision making
https://online.vitalsource.com/#/books/9781488620317/epubcfi/6/150%5B%3Bvnd.vst.idref%3DP70010158570000000000000000019D9%5D!/4/6%400:0
| 10.0 Conclusion:
Conclude by summarising your findings. The conculsion should also highlight what you believe are the most important trends and key success factors that could impact BHP Billiton and its industry, as well as if there are external and internal inconsistencies or strategic gaps the BHP Billiton needs to address in the future. Gaps can be discussed in negative but also in opportunity terms. Your conclusion should tie all your arguments together so that they are clear to the reader. You should also explain the significance and/or implications of your findings for the future. This may include establishing whether the evidence suggests BHP Billiton needs to change direction in some way. (Approx. 250 words)
11.0 Reference list and appendices:
Referencing: Use Harvard referencing (see ‘Attachment 6_Sydney Uni Referencing Guide’). Your discussion and arguments should be supported by sound sources of evidence and you should use the Harvard method of citation and referencing throughout. * For example: mining, aged care, housing, tourism, ICT, printing, agriculture, finance, automotive, education, defence bioscience industries. | C) Assessment Submission Requirements:
1. Format: Report format
2. Word length: 2,550
3. Language: Australian English (e.g. ‘Organisation’ instead of ‘organization’) not American Engligh. Some of the key differences are -ize/-ise and -or/-our.
4. References:
Please include the first reference and some if not all of the remaining references if applicable,
i) Galvin, G.H.J.R. (2018), Strategic Management eBook, 6th Edition, Pearson Australia, [Insert City of Publication]. Available from: VitalSource Bookshelf.
ii) Porter, M.E. 1996. What is strategy? Harvard Business Review, November-December: 61-78. (see Attachment 1_Resource_Porter 1996_unlocked)
iii) Collis, D.J. and Rukstad, M.G. 2008. Can you say what your strategy is? Harvard Business Review, April: 82-90.
iv) Hambrick, D.C. and Frederickson, J.W. 2001. Are you sure you have a strategy? Academy of Management Executive, 15(4): 48-59
v) Porter, M.E. 2008. The five forces that shape strategy. Harvard Business Review, January: 78-93.
vi) Peng, M.W., Sun, S.L., Pinkham, B. and Chen, H. 2009. The institution-based view as a third leg for a strategy tripod. Academy of Management Perspectives, August: 63-81.
vii) Prahalad, C.K. and Hamel, G. 1990. The core competence of the corporation. Harvard Business Review, May-June: 1-15.
viii) Peteraf, M., Di Stefano, G. and Verona, G. 2013.The elephant in the room of dynamic capabilities:Bringing two diverging conversations together.Strategic Management Journal, 34: 1389-1410.
ix) Kaplan, R.S. and Norton, D. 1996. Linking the balanced scorecard to strategy. California Management Review, 39(1): 53-79.
x) Bingham, C.B. and Eisenhardt, K.M. 2011.Rational heuristics: The ‘simple rules’ that strategists learn from process experience. Strategic Management Journal, 32: 1437-1464.
xi) Brandenburger, A.M. and Nalebuss, B.J. 1995. The right game: Use game theory to shape strategy. Harvard Business Review, July-August: 57-71.
xii) D’Aveni, R.A., Dagnino, G.B. and Smith, K.G. 2010. The age of temporary advantage. Strategic Management Journal, 31: 1371-1385.
xiii) Kim, W.C. and Mauborgne, R. 1999. Strategy, value innovation and the knowledge economy. Sloan Management Review, Spring: 41-54.
xiv) Kale, P. and Singh, H. 2009. Managing strategic alliances: What do we know now, and where do we go from here? Academy of Management Perspectives, August: 45-62.
