MBA FPX 5006 Grantham University Corporate Strategies at Mercedes Analytical Review Prepare a 4-6-page business analysis that explains the generic business

MBA FPX 5006 Grantham University Corporate Strategies at Mercedes Analytical Review Prepare a 4-6-page business analysis that explains the generic business strategies for an organization, analyzes the business strategy used and the company’s business model, analyzes the corporate strategy of the company and the overall corporate structure and management systems, and analyzes the strategic fit between the business and corporate strategies. 7/16/2020
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MBA-FPX5006
u02a1 – Business Strategy
Learner: Bryan Nickerson
OVERALL COMMENTS
RUBRICS
CRITERIA 1
Explain the generic business strategies for a company.
COMPETENCY
Analyze the internal and external environments of an organization in order to formulate and implement successful strategies.
NON_PERFORMANCE: Does not explain the generic business strategies for a company.
BASIC: Identifies the generic business strategies for a company.
PROFICIENT: Explains the generic business strategies for a company.
DISTINGUISHED: Analyzes the generic business strategies for a company.
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CRITERIA 2
Analyze the business strategy a company uses in its marketplace approach.
COMPETENCY
Analyze the internal and external environments of an organization in order to formulate and implement successful strategies.
NON_PERFORMANCE: Does not analyze the business strategy a company uses in its marketplace approach.
BASIC: Explains the business strategy a company uses in its marketplace approach.
PROFICIENT: Analyzes the business strategy a company uses in its marketplace approach.
DISTINGUISHED: Analyzes the business strategy a company uses in its marketplace approach and provides examples of how the strategy is used to position the company in a competitive environment.
CRITERIA 3
Analyze a company’s business model.
COMPETENCY
Apply strategic concepts and models to ensure the fit between strategy, organizational structure, capabilities, goals and the external environment.
NON_PERFORMANCE: Does not analyze a company’s business model.
BASIC: Describes a company’s business model.
PROFICIENT: Analyzes a company’s business model.
DISTINGUISHED: Analyzes a company’s business model and shows the relationship between the model and the strategy.
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CRITERIA 4
Analyze the corporate strategy of a company.
COMPETENCY
Apply strategic concepts and models to ensure the fit between strategy, organizational structure, capabilities, goals and the external environment.
NON_PERFORMANCE: Does not analyze the corporate strategy of a company.
BASIC: Describes the corporate strategy of a company.
PROFICIENT: Analyzes the corporate strategy of a company.
DISTINGUISHED: Analyzes the corporate strategy of a company, including the product, geographical, and vertical scope in which it operates.
CRITERIA 5
Analyze the overall corporate structure and key management system of a company.
COMPETENCY
Apply strategic concepts and models to ensure the fit between strategy, organizational structure, capabilities, goals and the external environment.
NON_PERFORMANCE: Does not analyze the overall corporate structure and key management system of a company.
BASIC: Describes the overall corporate structure and key management system of a company.
PROFICIENT: Analyzes the overall corporate structure and key management system of a company.
DISTINGUISHED: Analyzes the overall corporate structure and key management system of a company, including elements of diversification, vertical integration, globalization, and global alliances.
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3/7
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CRITERIA 6
Analyze the strategic fit between the business and corporate strategies of a company.
COMPETENCY
Apply strategic concepts and models to ensure the fit between strategy, organizational structure, capabilities, goals and the external environment.
NON_PERFORMANCE: Does not analyze the strategic fit between the business and corporate strategies of a company.
BASIC: Analyzes the strategic fit between the business and corporate strategies of a company but the analysis is flawed or is missing key elements.
PROFICIENT: Analyzes the strategic fit between the business and corporate strategies of a company.
DISTINGUISHED: Evaluates the strategic fit between the business and corporate strategies of a company.
CRITERIA 7
Address assessment purpose in a well-organized text, incorporating appropriate evidence and tone in grammatically sound sentences.
COMPETENCY
Communicate business needs, opportunities, and strategies with multiple stakeholders.
NON_PERFORMANCE: Does not respond to the assessment prompt and/or does not organize text appropriately, uses inappropriate tone, or does not include structurally sound sentences.
BASIC: Addresses the assessment purpose with minimal issues related to evidence, tone, and sentence structure.
PROFICIENT: Addresses assessment purpose in a well-organized text, incorporating appropriate evidence and tone in grammatically sound sentences.
DISTINGUISHED: Presents a focused purpose through strong organizational skills. Presents evidence through strong paraphrasing/summarizing and appropriate tone and sentence structure.
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CRITERIA 8
Apply the standard writing conventions for the discipline, including structure, voice, person, and tone.
COMPETENCY
Communicate business needs, opportunities, and strategies with multiple stakeholders.
NON_PERFORMANCE: Uses language that is inappropriate for the intended audience.
BASIC: Does not meet writing conventions for the discipline and/or lacks appropriate voice, person, or tone for the intended audience.
PROFICIENT: Applies in text the standard writing conventions for the discipline, including structure, voice, person and tone.
DISTINGUISHED: Exhibits strict adherence to writing conventions for the discipline and uses appropriate voice, person, and tone for the intended audience.
Supplemental Feedback
SUPPLEMENTAL CRITERIA 1
Purpose
Compose a text that articulates meaning relevant to the main topic, scope, and purpose of the prompt
BEGINNING: This text is unrelated to the assignment prompt.
DEVELOPING: This text is related to the assignment prompt but does not demonstrate an understanding of the main topic, scope, and purpose.
SKILLED: This text responds to the assignment prompt and appropriately addresses the main topic, scope, and purpose.
ADVANCED: This text presents a focused response to the assignment prompt and demonstrates a thorough understanding of the main topic, scope, and purpose.
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SUPPLEMENTAL CRITERIA 2
Organization
Develop text using organization, structure, and transitions that demonstrate understanding of relationship between main and subtopics
BEGINNING: This text does not include a thesis statement and is organized inappropriately for the assignment.
DEVELOPING: The thesis statement in this text is unclear and/or the text is presented in paragraphs with unclear main idea(s) and/or transitional phrases.
SKILLED: This text includes a thesis statement and is organized into paragraphs, with clear main ideas and effective transitional phrases.
ADVANCED: This text reflects a strong thesis statement. Additionally, this text is organized with skillful transitions into paragraphs with clear main ideas, sufficient evidence, analysis, and linking information.
SUPPLEMENTAL CRITERIA 3
Evidence
Integrate into text appropriate use of scholarly sources and evidence
BEGINNING: This text included plagiarized information.
DEVELOPING: This text lacks synthesis of information from sources and/or the credibility of the sources is questionable, with many flaws in APA citation style.
SKILLED: The included evidence was integrated and synthesized from outside sources, most of which are scholarly, with minimal flaws in APA citation style.
ADVANCED: The evidence in this text was integrated and synthesized from credible, scholarly, and professionally sound sources, with minimal flaws in APA citation style.
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SUPPLEMENTAL CRITERIA 4
Tone
Apply in text the standard writing conventions for the discipline, including structure, voice, person and tone
BEGINNING: Text uses language inappropriate for the intended audience.
DEVELOPING: This text does not meet writing conventions for the discipline and lacks appropriate voice, person, and/or tone for the intended audience.
SKILLED: This text meets writing conventions for the discipline and there were minimal issues in appropriate use of voice, person, or tone for the intended audience.
ADVANCED: This text exhibits strict adherence to writing conventions for the discipline and uses appropriate voice, person, and tone for the intended audience.
SUPPLEMENTAL CRITERIA 5
Sentence Structure
Produce text with minimal grammar, usage, spelling, and mechanical errors
BEGINNING: Text meaning is unclear due to errors in sentence structure, grammar, usage, word choice, spelling, or mechanics in 75% or more of text.
DEVELOPING: Text meaning is interrupted due to sentence structure, grammar, usage, word choice, spelling, or mechanical errors in 25%-75% or more of text.
SKILLED: Text conveys clear meaning with minimal issues in grammar, usage, word choice, spelling, or mechanical errors in 10%-25% of text.
ADVANCED: Text complexity and concision conveys clear meaning, with grammar, usage, word choice, spelling, or mechanical errors in 10% or less of text.
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Resources: Business Strategy – MBA-FPX5006 – Summer 2020…
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Resources: Business Strategy
The following resources examine business strategy:
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61–78.
Drucker, P. F. (1994). The theory of the business. Harvard Business Review, 72(5), 95–104.
Rothaermel, F. (2021). Strategic management (5th ed.). New York, NY: McGraw-Hill. Available in the courseroom via the VitalSource Bookshelf link.
Chapter 6, “Business Strategy: Differentiation, Cost Leadership, and Blue Oceans.”
Chapter 7, “Business Strategy: Innovation, Entrepreneurship, and Platforms.”
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Resources: Corporate Strategy – MBA-FPX5006 – Summer …
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Resources: Corporate Strategy
The following resources provide a closer look at corporate strategy:
Porter, M. E. (1987). From competitive advantage to corporate strategy. Harvard Business Review, 65(3), 43.
Rumelt, R. P. (1991). How much does industry matter? Strategic Management Journal, 12(3), 167–185.
Rothaermel, F. (2021). Strategic management (5th ed.). New York, NY: McGraw-Hill. Available in the courseroom via the VitalSource Bookshelf link.
Chapter 8, “Corporate Strategy: Vertical Integration and Diversification.”
Chapter 9, “Corporate Strategy: Strategic Alliances, Mergers and Acquisitions.”
Amadeo, K. (2019). Vertical integration, its pros and cons with examples. Retrieved from https://www.thebalance.com/what-is-vertical-integration3305807
Buzzell, R. D. (1983). Is vertical integration profitable? Retrieved from https://hbr.org/1983/01/is-vertical-integration-profitable
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Assessment 2 Instructions: Business Strategy – …
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Assessment 2 Instructions: Business Strategy
Prepare a 4-6-page business analysis that explains the generic business strategies for an organization, analyzes the business strategy used and the company’s
business model, analyzes the corporate strategy of the company and the overall corporate structure and management systems, and analyzes the strategic fit
between the business and corporate strategies.
Introduction
AFI, VRIO, and value chain are just three concepts you need to understand as a business strategist. This assessment focuses on these important facets of
business analysis.
Introduction
This portfolio work project will help you differentiate between business strategy and corporate strategy, and analyze the fit of a business strategy to an
organization.
Scenario
Building on your work from Assessment 1, the vice president of strategy has now tasked you with providing a business analysis of the organization’s business
strategy. This includes level of diversification (product scope), geographical and vertical scope, and the overall fit with the business strategy or strategies.
Your Role
You are a strategic analyst for the company you have selected to use in this course.
Requirements
Use information from the company’s website, the Capella library, and your course textbook to complete this assessment. Write a business analysis that includes
the following:
Explain the generic business strategies for the company. Include cost, differentiation, and focus or hybrid information.
Analyze the business strategy the company uses in its marketplace approach. Provide examples of how the strategy is used to position the company in a
competitive environment.
Analyze the company’s business model:
What are the core products?
How does the organization make money?
What is the customer value proposition?
What is the profit proposition?
Analyze the corporate strategy of the company. Include the product, geographical, and vertical scope in which it operates.
Has the company expanded from its original product line or field of operation?
Does the company own vertically related activities along the value chain for its products?
Analyze the overall corporate structure and key management systems.
Does the company employ diversification, vertical integration, or globalization?
Are global alliances part of the corporate strategy?
Analyze the strategic fit between the business and corporate strategies of the company.
Deliverable Format
The Business Strategy Analysis is a professional document and should therefore follow the corresponding MBA Academic and Professional Document
Guidelines, including single-spaced paragraphs.
In addition to the analysis, include:
Title page.
References page.
APA formatted references from at least five sources.
7–10 pages in length, in addition to the title and references pages.
Written for executive leadership.
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Assessment 2 Instructions: Business Strategy – …
Evaluation
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide
criteria:
Competency 3: Analyze the internal and external environments of an organization in order to formulate and implement successful strategies.
Explain the generic business strategies for a company.
Analyze the business strategy a company uses in its marketplace approach.
Competency 4: Apply strategic concepts and models to ensure the fit between strategy, organizational structure, capabilities, and goals; and the external
environment.
Analyze a company’s business model.
Analyze the corporate strategy of a company.
Analyze the overall corporate structure and key management system of a company.
Analyze the strategic fit between the business and corporate strategies of a company.
Competency 5: Communicate business needs, opportunities, and strategies with multiple stakeholders.
Address assessment purpose in a well-organized text, incorporating appropriate evidence and tone in grammatically sound sentences.
Apply the standard writing conventions for the discipline, including structure, voice, person, and tone.
ePortfolio
This assessment demonstrates your competency in applying knowledge and skills required of a MBA learner in the workplace. Save this activity to your
ePortfolio for future reference in the workplace.
Note: Faculty may use the Writing Feedback Tool when grading this assessment. The Writing Feedback Tool is designed to provide you with guidance and
resources to develop your writing based on five core skills. You will find writing feedback in the Scoring Guide for the assessment, once your work has been
evaluated.
SCORING GUIDE
Use the scoring guide to understand how your assessment will be evaluated.
VIEW SCORING GUIDE
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Resources: Brand Differentiation Strategy – MBA-FPX5006 …
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Resources: Brand Differentiation Strategy
These resources explore differentiation strategy:
VanDusen, P. (2019). How to differentiate your brand: Brand differentiation strategies for business success [Video] | Transcript. Retrieved from

Gregg Learning. (2018). Differentiation strategy [Video] | Transcript. Retrieved from https://www.youtube.com/watch?v=NshI_qoaf7g
Are you an innovator? A disruptor? Maybe both! Take a look at these resources that explore the blue ocean strategy:
Market Business News. (n.d.). What is blue ocean strategy? Definition and examples [Article with video] | Transcript. Retrieved from
https://marketbusinessnews.com/financial-glossary/blue-ocean-strategy/
Smith, R. (n.d.). The blue ocean strategy summary (with 3 examples). Retrieved from https://www.clearpointstrategy.com/blue-ocean-strategy/
Howard, C. (2013). Disruption vs. innovation: What’s the difference? Retrieved from https://www.forbes.com/sites/carolinehoward/2013/03/27/you-sayinnovator-i-say-disruptor-whats-the-difference/#4eff9e856f43
Jurevicius, O. (2013). What makes your business unique? Retrieved from https://www.strategicmanagementinsight.com/tools/vrio.html
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