Learning Outcome 1: Critically evaluate and correctly apply concepts, tools and techniques of strategic management and corporate strategic management.

Learning Outcome 2: Critically analyse and evaluate the relationship between strategic objectives/intent and operational/resource planning in terms of successful corporate strategic assessment and decision making.

Learning Outcome 3: Evaluate the impact of organisation culture, politics, stake-holder influence, social responsibility and ethical issues on corporate strategy assessment and corporate strategy formulation.

This module is designed to develop the students understanding of real life insights and academic literature on how organisations manage corporate strategy, and organize culture, process and structure in a way that supports the core competencies of the organisation.

The assessment links with the learning outcomes by offering students the opportunity to demonstrate a broad understanding of issues regarding corporate strategic management within the modern business environment. Students are due to periodically do and submit something (formative assessment)to provide tracking evidence of the development of their assignments before the final submission.
The assessment links with the learning outcomes as follows:

The main and resit assignment briefsare both very open challenges (diagnostic, identification, definition and assessment of corporate strategic options) asking for a critical evaluation of the corporate strategy of a specified organisation. A relevant background case study is provided as an initial baseline document, and later through the module as a periodic addition of new information and mini-challenges with close deadlines for formative assessment. Students will be directed to both give a systematic assessment of the corporate strategy but also to develop an in-depth domain if analytic techniques and a critique of the current corporate strategic situation of the firm (for instance, considering their position and dynamic in the market, formation of an alliance, reduction of portfolio, recentTOTTOactivity etc.). This approach focuses on the critical arguments that can be developed to identify and justify strategic options, and allows candidates to explore the subject area with both breadth and depth through the development of two components:

COMPONENT 1

In this poster the student must provide evidence of the correct use of adequate and relevant analytic tools (ideally with the use of basic numeric skills AKA: any familiar quantitative perspective to rank/weight/score variables) and concepts form the module to determine the scope of their analysis to assess the current competitive profile of the firm (AKA: diagnostic). To do so, students could consider focusing on any of the following:
• Corporate competitive environment
• Organisation and organizational development and governance
• ‘Soft' issues and relationship to successful corporate strategy formulation
• The extent to which changes in the competitive complex and ambiguous environment providedTOTTO insights about how to manoeuvre in its competitive battleground.

Here the student MUST STATE THE SCOPE OF THE ANALYSIS!! (AKA: definition and description of the context/industry; and identification of competitors relevant to the firm).

COMPONENT 2

In this report, studentscould adopt a number of different approaches but are advised to develop a critical argument in depth and detail; supported by analysis and strong use of evidence, with the adequate use of relevant analytic tools/methods (preferably supported by the use of numeric skills/ basic numeric literacy)to deliver a corporate strategic plan.
This report must comprehend the stages of "identification of strategic options; the assessment of such options, and recommendations for their implementation".
For example, students could consider focusing on any the following:
• Strategic Decision Making - how far can the current organisational environment and framework continue?
• Three Dimensional Strategic Analysis - Financial Strength, Relative Market Share, Relative Market Strength, future trends and contingent action plan
• Sustaining Competitive Advantage - How well placed is TOTTO to sustain a long term corporate competitive advantage - consider for instance the emergence of many other firms and the new technological trends affecting the industry, among other trends and drivers.

The identification of strategic options may include some specific tools explained in the lectures/seminars. To assess the strategic options students might want to use the SAFe framework - Suitability, Acceptability and Feasibility to consider the options open to TOTTO.