final project topics

StratSim Assignment and Final Exam Rubric

Date: _______________________ Course: MGT 5750 – Strategic Planning

Student: ______________________ Course Instructor: Dr. Moore

Start here: Turn on your no spacing tab and don’t skip lines or waste white space unless you need it for effect to set off pictures and other inserts (pictures and tables do not count in your page count for the minimum length of the assignment. Single space, Times New Roman 12.
Put your appendices on a separate page after References in an easy to follow and connect to your writing similar to:Appendix 1Citation under picture (reference in your References section)Your notes or commentsAppendix 2Appendix 3Appendix #???

Focus Area/Scale

Below Expectations
(0 – 3)
Meets Expectations
(4 – 7)
Exceeds Expectations
(8 – 10)
Score
Introduction of the Organization

Bloom’s Taxonomy Equivalent – Knowledge □ Non-existent to brief.
□ Adequate coverage.

□ Some items are mentioned but not in any great detail.

□ Products and services are mentioned.
□ Detailed coverage.

□ History, key founders, and products and services are reviewed.

□ Products and services are covered in detail.
Industry Analysis

Bloom’s Taxonomy Equivalent – Comprehension □ Explanation is vague and not based on facts, just general assumptions.

□ Porter’s Five Forces Model is not presented.

□ Porter’s Five Forces Model is mentioned with some rationale given for each item. □ A detailed explanation is given on the industry and Porter’s Five Forces Model.

□ Market shares are discussed.
Political/Legal Analysis

Bloom’s Taxonomy Equivalent – Comprehension □ Explanation is based on hearsay or general hunches. No factual evidence provided.

□ If factual evidence is presented, it does not match the reality of the industry. □ Factual evidence is provided but is brief in nature. □ Factual evidence is credible, and conclusions are sound based on the evidence provided.

Economic Analysis

Bloom’s Taxonomy Equivalent – Comprehension □ Explanation is based on hearsay or general hunches. No factual evidence provided.

□ If economic indicators are presented; they do not match the reality of the industry. □ Economic indicators are provided but the explanation, although accurate, is brief in nature. □ Economic indicators are credible and conclusions are sound based on the evidence provided.
Social Forces Analysis

Bloom’s Taxonomy Equivalent – Comprehension □ Explanation is based on hearsay or general hunches. No factual evidence provided.

□ Explanation is backed by sound factual evidence, although there is a lack of detail. □ Explanation is backed by sound evidence.

□ There is an abundance of detail to support the claims.

Technological Analysis

Bloom’s Taxonomy Equivalent – Comprehension □ Explanation is based on hearsay or general hunches. No factual evidence provided.
□ Explanation is relevant, but the applications tend to be broader in nature.

□ Specific technologies unique to the industry are not mentioned. □ Explanation is factual and includes references to specific technologies that are unique to the company and the industry.
Corporate Strategy

Bloom’s Taxonomy Equivalent – Comprehension □ Corporate strategy is not identified. □ Corporate strategy (growth, stability, retrenchment) is briefly identified and supported with some examples. □ Corporate strategy (growth, stability, retrenchment) is identified and discussed in detail.

□ Examples are clear that indicate the type of strategy followed.
Business Level Strategy Analysis

Bloom’s Taxonomy Equivalent – Comprehension □ The strategy presented is not based on Porter’s Generic Strategies or the Miles and Snow Framework . □ Presentation follows one of the aforementioned formats.

□ Detail is adequate, but not extensive.
□ Presentation follows one of the aforementioned formats.

□ Detail is extensive.

□ Ways in which the company differs from its competitors is mentioned.
Marketing Strategy

Bloom’s Taxonomy Equivalent – Comprehension □ Few or insufficient details are offered.

□ Four P’s are not covered. □ Four P’s are presented.

□ Detail is adequate, but not extensive. □ Four P’s are presented.

□ Detail is extensive.
Finance Strategy

Bloom’s Taxonomy Equivalent – Analysis □ Few or insufficient details are offered.

□ Key ratios are not addressed □ Key ratios are addressed.

□ Some attention is given to the meaning of the ratios. □ Key ratios are addressed.

□ A detailed explanation is given to the meaning of the ratios and the condition of the firm.
Production Strategy

Bloom’s Taxonomy Equivalent – Comprehension □ No assessment of the production strategy is offered. □ The production strategy is tied in with the overall business level strategy (low cost, focus, differentiation, etc.). □ Meets expectations as described in the previous box, but also provides a higher level of detail.
Purchasing Strategy

Bloom’s Taxonomy Equivalent – Comprehension □ No assessment of the purchasing strategy is offered. □ The purchasing strategy is tied in with the overall business level strategy (low cost, focus, differentiation, etc.). □ Meets expectations as described in the previous box, but also provides a higher level of detail.
Research & Development Strategy

Bloom’s Taxonomy Equivalent – Comprehension □ No assessment of the research & development strategy is offered. □ The research & development strategy is tied in with the overall business level strategy (low cost, focus, differentiation, etc.).

□ Meets expectations as described in the previous box, but also provides a higher level of detail.

Human Resource Strategy

Bloom’s Taxonomy Equivalent – Comprehension □ No assessment of the human resource management strategy is offered.

□ The human resource strategy is tied in with the overall business level strategy (low cost, focus, differentiation, etc.).

□ Meets expectations as described in the previous box, but also provides a higher level of detail.
Information Systems Strategy

Bloom’s Taxonomy Equivalent – Comprehension □ No assessment of the information systems strategy is offered.

□ The information systems strategy is tied in with the overall business level strategy (low cost, focus, differentiation, etc.).

□ Meets expectations as described in the previous box, but also provides a higher level of detail.
SWOT Analysis

Bloom’s Taxonomy Equivalent – Synthesis

□ Analysis is based on assumptions, hearsay, and hunches.

□ No factual evidence is given to support the stance of the speaker.

□ Explanation and conclusions are generally not credible. □ Analysis is more data driven.

□ Explanations and conclusions have some degree of credibility. □ Analysis is very data driven and convincing.

□ Explanations and conclusions are credible, without a doubt.
Future Strategy Alternatives

Bloom’s Taxonomy Equivalent –
Synthesis
□ Alternatives do not take into account the industry analysis.

□ Alternatives do not take into account the SWOT analysis.

□ The merits of the alternatives are not discussed. □ Alternatives are generally relevant based on the industry and SWOT matrix.

□ The advantages and disadvantages of each alternative are mentioned briefly. □ Alternatives are tied in closely with the industry and SWOT matrix.

□ There is a detailed discussion on the advantages and disadvantages of each alternative.

Recommended Strategy

Bloom’s Taxonomy Equivalent – Evaluation
□ Rationale for selecting the strategy is weak.

□ No plan for strategy implementation is offered. □ Rationale is given and generally makes sense.

□ A brief plan for implementation of the strategy is offered. □ Strong rationale for the recommended strategies is given. Reasons for rejecting the other alternatives are presented.

□ A detailed plan for implementation is offered. A timetable if presented.
Strategic
Control

Bloom’s Taxonomy Equivalent – Evaluation
□ Five-step strategic control model is not discussed.

□ Benchmarks are not mentioned.

□ Potential crisis events are not mentioned. □ Five-step model is mentioned with some evidence of control evident.

□ Benchmarks are mentioned briefly.

□ Some explanations of potential crisis events are offered. □ A detailed analysis using the five-step model is provided.

□ Benchmarks are identified and plans are offered in case the benchmarks are not reached.

□ Plans for addressing potential crises are offered.