MNGT3012 Business Strategy Assignment Brief 2026 | The University of Newcastle

MNGT3012 Assignment Brief 

This task involves a formal essay that analyses the internal and external environments of the firm, as well as the strategic positioning and competitive (dis)advantage framed according to the theoretical concepts of strategic business management.

Your essay should:

1. Analyse the external environment of the company –-identifying opportunities and threats.
2. Analyse the company’s resources, capabilities, and core competencies–-identifying strengths and weaknesses.
3. Evaluate the company’s strategic positioning and competitive advantage given the external environment and company’s resources, capabilities and core competencies.

Assessment 1 presents an opportunity for you to analyse a case and to hone your skills in internal and external analysis. You should use at least two of the following strategic management tools to analysis the case:

• PESTEL Framework
• Porter’s Five Forces Model
• VRIO Framework
• Value Chain Analysis
• SWOT Analysis

Although you will have sub-sections in your essay, these sub-sections must be linked together so the essay is an integrated and compelling analytical argument that leads to your evaluation and recommendations.

Notes:

Please ensure the following points are addressed in this section:

1) Vision, Mission, Value

2) External environment analysis:
a. General environment PESTEL
b. Industry environment 5 Force – concluding statement (Attractive/Profitable)
c. Strategic group – major competitors ➔ Conclusion: Opportunities and Threats

3) Internal environment analysis:
a. VRIO
b. Value chain

4) Strategic position: Cost, Value

You have to apply the appropriate strategic management models to carry out the analysis of the external environment and internal environment of the firm respectively.  PESTEL model is used to analyse the General Environment of the external environment of the firm only.  You have to apply different models to analyse the Industry Environment and Strategic Group which are parts of the analysis of the external environment of the firm. For the internal environment of the firm, you may use the VRIO model or the Value Chain model to carry out the analysis.

Week 3 Analysing Strategy Looking Outside

W3 Agenda

• Strategic analysis of the general environment, industry, market, and competitor dynamics.
• SWOT analysis.
• PESTEL framework.
• Porter’s five forces model.
• Case study:
• Australian supermarkets: who will win and when?

SWOT Analysis

Through external analysis

• Managers can mitigate threats, leverage opportunities
• Gain understanding of potential impacts
  • Understand the source/proximity of factors

Qualitative Method

is to describe about Current strategy, future direction/strategies, Strength/weaknesses, and Values/Culture.

Quantitative method: Is make a ratings (R) and weight (W) into the table like example below;

Dari hasil Quantitative method ini ditunjukkan bahwa Company A (3.85) yang kamu punya yang bisa menyaingi hanya Company C (3.45). Dan hal ini diperlukan apabila dalam tugas menggunakan Quantitative method jadi perlu table seperti itu dan jelaskan sedikit company mana yang bisa menyaingi hasil dari company mu sendiri.

The PASTEL Framework

1. Political & Legal factor:

• • Political: Processes & actions of government bodies
    • Monopoly provisions and enforcement
    • Tax laws
    • Industry deregulation
    • Labour training laws
    • Commitments to education
    • Free trade versus protectionism
  • Legal: Official outcomes of political processes
    • Firms can shape this factor through non-market strategies: o Lobbying o Public Relations o Contributions o Litigation

2. Economic factor (Mostly about macro-economic factors): In periods of economic expansion.

Week 5 Formulating strategy Business level strategies

W5 Agenda

• Business level strategy
• Balanced score card

Business Strategy there are

1. Business-level strategy
2. Corporate-level strategy
3. Global/International strategy

The balanced Scorecard

• How do shareholders view us? (
• How do customers view us? (
• What core competencies do we need? (what are the potential that ca be develop in the organization)
• How do we create value? (long term success)

Slide Balanced scorecard

1. Financial (short term performance)
2. Customer short & long term performance)
3. Internal Business processes (short & long term performance)
4. growth & learning (long term performance)

In business-level strategy

segmen 1. Cost Leadership (CL) segmen 2. Differentiation (D) segmen 3. Focused Cost Leadership (FCL) segmen 4. Focused Differentation (FD) segmen 5. Integrated Cost Leadership/Differentiation (CL/D)

Example in a strategic position based on the Porter’s Generic Business Strategies:

(Competitive scope, strategic position)

• (Narrow, Differentiation) 7-eleven -> FD (Focused Differentation)
• (Broad, Cost) Fair Price -> CL
• (Narrow, Cost) Value-store -> FCL
• (Broad, Differentation) Cold storage -> D

Narrow VS Broad narrow

the demand in the market is limited broad: there are more choices available in the market

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