Assignments - ENGG 954

Assignments are to be submitted with a cover sheet through the EEC, on the due date.

You have a choice of two assignments. COMPLETE ONLY ONE!

Repeat: All assignment options, absolute maximum of 3000 words - if you write more, only the first 3000 will count!

ASSIGNMENT 1 (FIRST CHOICE) (30%)

Objectives:

1. To undertake industry scenario analysis of a case study from your text or any other case you wish to
investigate. Students are encouraged to carry out this exercise based on their own experiences in engineering
industry.
2. To spin-off ideas for strategy development.

Time for completion: At least 30 hrs (in total). Maximum 3000 words. (A shorter, concise report is even
better!) You must also add to and update the information in the case wherever you can – E.g. Company
websites. There are many other places where you can gain information on, for example, industry
demographics, financial reports, growth rates, political, technological and legal issues etc. EVERY SOURCE
OF MATERIAL USED MUST BE PROPERLY REFERENCED. Group assignments can be undertaken at
your discretion and are encouraged – discuss with you tutor.

This is a scenario planning exercise.

Firstly, define the industry your case comes from. Remember this industry is probably dependent on other
impinging industries. The attractiveness of an industry may well have some dependence on other industries.
Consider (i) Who are the main consumers of the industry products? (ii) How are they performing? (iii) Is this
an industry where the players are highly differentiated? You must address the objectives above, making any
relevant notes for later consideration.

Answer the questions below:

1. Answer the question: ‘What industry (or industries?) is this case organisation in?

2. Are there key substitute products or services for current products or services? What are they and how are
they positioned relative to your case study products or services? (Hint: To help you answer this, you might
decide to plot current industry strategic group strategies on a map of the industry to find gaps. (spaces which
allow a firm to move in a particular direction, if it is attractive for them to do so). (See J SW Chapter 3 – but
remember you are thinking about the strategic significance of this – and so must identify appropriate ways to
determine and analyse the strategic spaces)
Eg.
Geographic
Coverage Firm 4
Firm 1

Firm 3
(Or you
You
decidedecide
Firm 2

Group Strategies
You decide
(Or ?????)
('You decide' means you must map (i.e. change the axes, likely to be inappropriate to choose the ones
illustrated) to any balancing considerations you feel are strategically significant in the industry. (See text:
Strategic Space Analysis) E.g. Maybe the cost/differentiation matrix is more appropriate?

3.What are the key competencies required in the industry?

4.What key resources are required in the industry?

5. Average rough growth rates and profitability of firms in the industry is.......

6. This firm's performance compared to the industry average, over a three-year period is......
E.g. Share value, profitability, growth, market share, customer service, quality etc.)

7. Plot or map the industry forces (E.g. using force field analysis, 5 force model, 7 force model or any other
model you choose) showing the major external environmental forces operating in your case study.

Look at each force and define it as an opportunity or a threat. Define any offensive or defensive strategies.

8. Answer the following:

a. Is the industry attractive or destructive? Does the firm want to stay in the industry in which they are
competing? Why?
b. How can competing firms protect themselves from industry threats?
c. What opportunities are created by trends in the industry?
d. Can your case organisation manipulate the industry the way they want?
e. How can your case organisation become/maintain industry leadership?

9. Who are the principle players in the industry? Which firms will be winners in the future? How are
successful firms positioning themselves? How sustainable is their dominance? What type of rivalry is
present?

10. What role does distribution and logistics play in the case strategy?

11. Are acquisitions/mergers or other factors changing the ownership patterns in the industry? Should
Strategic Alliances or Spin-offs be considered. How? Why? What can they achieve strategically? What
synergies exist or can be created?

12. How significant are changes in environmental constraints affecting the industry? Include (for example)
political, social, technological, economic, physical, legislative, demographic, age profiles, trade unions,
skill levels and/or what ever else you see fit.

13. What technological or other developments are affecting product/service development, cash management,
procurement, marketing, and logistics, sales and after sales, systems, people management.

14. What changes are taking place in customers' demand patterns? Are new market segments developing? (or
capable of being created). Are existing markets changing their buying behaviour?

15. Can you identify any particular financial strategies in the industry and how well is your case organisation
placed in pursuit of their financial strategy?

Conclusion Phase (Bringing it all together)

Complete your assignment by writing four very brief (approx. 100 word) scenarios.

1 Likely Scenario
2 Pessimistic Scenario
3 Optimistic Scenario

Write a short conclusion – make sure you have a properly presented list of references. (NOT Bibliography)

ASSIGNMENT 1 (SECOND CHOICE) (30%): Mini-Project

The major part of the assessment for the subject can be in a mini-project. Students should prepare a 150
word synopsis of what they intend to do by Week 3. This will be discussed and approved by the lecturer.

The mini-project can be any topic of the student’s choice as long as it is related to Strategic Decision-
Making in some way. Many students may decide to use their own or some other organisation with which
they are familiar, as a case study. This usually involves some strategic analysis of the current position of a
business and outlining the strategic decisions available to the organisation. Alternatively, some other type of
case study or literature review may be undertaken.

In all cases…. YOU MUST PROVIDE A 150 WORD SYNOPSIS BEFORE YOU START. This should
contain; TITLE, OBJECTIVES & METHODOLOGY for your chosen project.

As a rough guide, you will be expected to research the topic well and be able to indicate that over 30 hours
work has been involved. That might be demonstrated in a relatively short document. (There is no correlation
between length of report and amount of work done!) Group work can be undertaken. Students are welcome
to study overseas business environments and companies.

If you wish to use case material of your choice, but have no idea how to set your objectives and
methodology, you must discuss this with your tutor. (Option 1 might be a more appropriate choice for you.)

Typical examples might be:

Strategic opportunities for …….. (any particular organisataion you wish)

Outsourcing in engineering industry
A study of partnering strategies in the construction industry
Strategic Alliance between ??? Ltd and ??? Ltd
The Principles of Sun Tzu applied to engineering industry
International Steel Manufacturing Strategies
A strategic analysis of the oil industry in Australia
Leadership of strategic change
Gender in strategic engineering leadership
Engineering Schools in Australia – Where are they going?
Ethical Engineering Business Strategies
Business strategies in ‘Green’ engineering organizations
Social responsibility in Engineering

Assignment 2 DEBATE (20%): FIRSTLY….. EACH GROUP MUST PRODUCE A 1 PAGE HANDOUT
SUMMARISING THEIR AGRUMENTS. THE HANDOUT MUST BE DISTRIBUTED TO THE CLASS
BEFORE THE DEBATE. (FAILURE TO DO SO WILL RESULT IN A ZERO MARK). It is REQUIRED
that the affirmative arguments are placed on one side of the handout whilst the negative arguments are on the
other. One copy MUST be submitted for assessment by the tutor.

Students will be organised into groups of 6 or 4. Half of each group will take the affirmative view of a
contentious proposition in Strategic Management in Engineering, whilst the other will take the negative
view. The contentious issues will be identified on Thursday, week one, when we will carry out a brain
storming exercise to identify what the issues are. Please try to think about matters you would like to see
'thrashed out' in one of our debating sessions and come prepared with your proposal in week 2.

The debates will take place in class or tutorial as advised elsewhere in this outline. You will be advised of
your slot in due course. An example of the format is as follows:

Affirmative team member 1: Opens the topic, introduces the issues

Negative team member 1: Opens for the negative team - may begin to rebut some of the claims of
the affirmative speaker.
Affirmative team member 2: Supports team member 1 by bringing in real life examples and other evidence
to support the arguments and maybe some rebuttal. Speaker 2 often needs to 'think on their feet' a little.
Negative team member 2: Support, examples and rebuttal.
Affirmative team member 3: Concludes the argument - whilst attempting to demolish the arguments of the
other team - even more thinking on feet.
Negative team member 3: Ditto.

At the end of the debate, the audience will be invited to direct questions to either team and a vote will be
taken to determine the debate winner. Students are reminded that the art of winning a debate is not simply
having a good case. Marks will be awarded for strategic teamwork, (eg. Eye contact and a general ability to
gain the attention of the audience) preparation and 'info-tainment'. (Please note that lengthy read 'speeches',
that ignore the audience, usually fail no matter how good the case!) Remember that you are attempting to
persuade and win-over - in the same way that you will have to win-over senior management in your future
careers to win a strategic business decision in your organisation. It is not necessarily the winner of the
debate that gains maximum marks. (The best strategists will get best marks!)

Each student will be given exactly five minutes. You will be warned after 4 minutes and counted out for the
last 10 seconds. (An independent timer will be appointed).

The debate topics are shown below. Choose one. (No repeated debates.)

• Great engineering ideas usually fail through bad business strategy

• Engineers need an MBA if they wish to become Engineering Managers
• Engineering innovation is the key to successful business strategy
• Multiplex should have avoided going pear shaped at Wembly
• First mover engineering firms have a strategic advantage
• Technology leadership is a business strategy
• Predatory strategic behaviour is a good strategic decision
• Outsourcing is a sensible strategic decision for none core Engineering business.
• The theory of mergers and acquisitions is wrong in Engineering firms
• Strategic Alliances and Joint Ventures work in Engineering industry
• One-Tel was good strategic decision making – Corporate Governance was the issue.
• HIH Insurance – Collapse was inevitable
• Machiavelli is right for engineering managers.
• Operational effectiveness is the best policy.
• The purpose of an engineering business organisation is to create shareholder wealth
• Down-sizing is a good strategic decision for struggling engineering firms.
• Unions are the ruin of good strategic decisions in Engineering industry

As a matter of UoW policy, sexist and/or racist language is not accepted in any assessment.

Plagiarism: Plagiarism will not be tolerated and has led to exclusion. Further information on plagiarism can
be found in the Faculty Policy document, with full details available at:
http://www.uow.edu.au/handbook/courserules/plagiarism.html