Value Creation for Business

Anonymous
timer Asked: Oct 21st, 2018
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Question Description

Aims:

enabling candidates critically to evaluate contemporary core knowledge and apply the comprehensive understanding necessary to make judgements and proposals for present & future value creation in contemporary business.

Indicative Content:

o Contemporary knowledge for business value creation

o The Concept of Value Creation:

-- Value Addition & Value Erosion

-- Value, Cost, Margin & Profit

-- Resource Combinations for New Value Creation

-- Financial Value added

-- Shareholder Value Creation, Dynamics & Management

o Advanced Value Chain Analysis

-- Value Network Analysis & Value Bonding

-- Value Based Knowledge Networks

o Auditing the Business Model for Value Adding

-- Brand Equity & Brand Values

-- Value Propositions for Business Leadership

-- Value Creation Interventions through Stakeholders

-- Organisational Value Creation within Turbulent Environments

o Core Values & Organisational Culture as Value Creation Drivers

PART 1 THE COMPANY REPORT (3000 words)

Adopt the role of a Strategy Consultant for a selected organization tasked with addressing the need for new value creation interventions.

You are required to lead a new strategic initiative to:

1- Propose justified changes to the current status of Value Creation for shareholders and key stakeholder groups.

2- Prescribe relevant interventions to ensure the identified opportunities for Value Creation are effectively delivered for financial and non-financial value capture.

Your specific brief, within a selected business and industry domain, is to: -

1.1 Complete, within the framework of a business model, a critically reviewed situational analysis to assess the core status of current differentiated value addition to the business.

1.2 Establish a comprehensive understanding of current value-based inadequacies to be addressed over a future specified time horizon together with an assessment of risk exposure if no action is taken.

1.3 Propose relevant changes to the business model to achieve new routes to value creation and value delivery for financial value capture which you consider the Board (or investors) will accept.

1.4 Propose a value chain-based solution to capture incremental value-added results for actual and future shareholders as well as key stakeholder groups.

1.5 State how the intended tangible outcomes from this strategic initiative will impact the organization’s strategic positioning and future business sustainability.

Consider to these points:

1- Clear Introduction to the Organisational Context

2- Report Structure and Flow

3- Industry / Company Research Applied

4- Situational Analysis and Evaluation in Content

- The Need for Change

- Direct Application of Explicit Frameworks for Value, Strategy and Leadership

- Explicit Value Propositions for Change

- Concise Action Plans Proposed

- Clarity of Judgement

- How the Change will be lead

- Stated Outcomes / Benefits for New Organisation

- Appendices:

* Technical

* Data Analysis

* Situational to Company / Industry


PART 2 EVIDENCE REVIEW (2000 words)

THIS PART OF THE ASSIGNMENT IS A MANAGEMENT REPORT FOR THE BOARD OF YOUR CLIENT ORGANISATION.

1- Prepare an individual critique of selected literature related to one theme of your company report, then support your perspectives with other contemporary organizational evidence deemed relevant to achieve meaningful managerial insights and conclusions for value creation from a generic perspective.

2- Arising from your discoveries, outline potential DBA research perspectives which could be considered for Stage Two of the DBA.

Consider to these points:

1- Academic Research Evidence related to explicit frameworks for Value, Strategy & Leadership

2- Quality of Critique

3- New Insights Gained

4- Formation of Judgements

5- Logical Conclusions

6- Emergent Themes for Potential DBA Research

7- Appendices:

* Quality of Bibliography

* Quality of In Text References

THIS PART OF THE ASSIGNMENT SHOULD BE SUBMITTED IN THE FORM OF A LITERATURE REVIEW.


PART 3 REFLECTION FOR EMPLOYABILITY ENHANCEMENT (1000 words)

Complete your individual learning log of employability skills readiness, through self-reflection on current practice, to: -

1. Realise the critical thinking and core capabilities needed to achieve this consultancy task for the client organisation.

2. Evaluate your current knowledge, skills and competencies to then assess your ability for completing this consultancy assignment.

3. Review the related leadership skills required for future personal development and career accession.

Consider to these points:

1- Ability to form Judgements

2- Mindset Change

3- Personal Skillsets Assessment for Leadership, Value Creation and Strategy Implementation

4- Self-Critique of Competencies

5- Challenges Experienced

6- Overcoming Difficulties

7- New Knowledge Acquired

8- Theory Modification to suit Organisational Environment

9- Emergent Conclusions for Employability Skills

10- The Personal Development Agenda




*** Words count = 6000 words

*** In-Text Citations and References using Harvard style.

*** Attachments has been uploaded for more details named “DBA-ValueCreation-Portfolio_and_Assessment” and “UWTSD_DBA_Value_Creation_for_Business_Module_Descriptor” for the posted question.

Unformatted Attachment Preview

DBA STAGE 1 VALUE CREATION FOR BUSINESS LSC LONDON CONTENTS Page VC 1 WELCOME TO THE DBA 2 VC 2 DBA VALUE CREATION MODULE 6 VC 3 VALUE CREATION ASSIGNMENT AND ASSESSMENT 12 VC 4 FOCUS GROUP WORKSHOPS 25 VC 5 VALUE CREATION EXTENDED BIBLIOGRAPHY 30 ESSENTIAL READINGS -- SEPARATE DBA FILE Page 1 VC 1 WELCOME Welcome to this DBA Module ! The pillars upon which the DBA has been designed have Three Themes : q Value q Strategy q Leadership as the critical core competencies required for business management sustainability. This module, devoted to Value Creation, will have content related to each of these themes determined through contemporary content. Lectures, Focus Group Discussions and Presentations will be used as the core learning methodology to ensure interactivity among course members and module tutors. Page 2 The outcome from the two-month learning cycle for this module will be a significant learning experience summarised through the completion of a 6000-word assignment. The DBA design, Figure 1, will put this module into the full programme context for you. We trust that you will find the subject of Value Creation inspiring with very real corporate payoff potential which in turn will present a new platform for career employability enhancement. Good Luck. Page 3 DBA DESIGN STAGE 1 TAUGHT MODULE THEMES – VALUE, STRATEGY, LEADERSHIP VALUE CREATION FOR BUSINESS STRATEGIC THINKING & CRITICAL ANALYSIS ORGANISATIONAL TRANSFORMATION STRATEGY ROAD MAPS VALUE MANAGEMENT LEADING INNOVATION & CHANGE INTERPERSONAL LEADERSHIP DBA GRADUATION An Evidence Review Employability Skills Reflection The DBA Research Proposal Academic Progress Reviews DBA RESEARCH MANAGEMENT REGULAR ACTION LEARNING SEMINARS TO FACILITATE PROGRESSION OF DBA RESEARCH 6000-word assignments for each module comprising : A Company Report RESEARCH METHODOLOGIES STAGE 2 Assessment Outline DOCTORAL THESIS Viva Voce Examination ‘ Oral Defense ’ “ Dr ” Title Figure 1 Page 4 VC 2 DBA VALUE CREATION MODULE q MODULE SYNOPSIS q AIMS AND LEARNING OUTCOMES q INDICATIVE CONTENT q RECOMMENDED AND REQUIRED READING Page 5 VALUE CREATION Module Synopsis The creation of value and then to capture this value is the focus of this DBA module. The module is designed to achieve a critical awareness and comprehensive understanding of a wide variety of routes to a value based intervention agenda so that informed managerial judgements can be made in specific organisation contexts. This module will deliver, through Master Classes, content on the routes to value creation and value delivery with a comprehensive understanding of the resource implications to effect change. Attention will be given to advanced value chain and value network analysis for the sustainability of existing and future business models. An auditing toolkit for business model value adding potential will be featured with the primary objective of Financial Value Added as the outcome. Organisational Core Values and Customer Value Propositions alignment will be discussed through focus group review of how value is delivered together with the challenges and constraints of the organisational environment. Shareholder Value Creation Leadership and Stakeholder Value Dynamics are the fundamental underpinning for this module. Page 6 AIMS The aim of this module is to enable students to critically evaluate contemporary core knowledge and apply the comprehensive understanding necessary to make judgements and proposals for present & future value creation in contemporary business. LEARNING OUTCOMES At the end of this module, DBA students will be able to : • Contextualise the managerial domain of value creation and then develop relevant methodologies for application within a contemporary or future organisational setting • Critique and synthesise contemporary interpretations of value creation and discriminate these to create an independent approach for direct application to a problem or opportunity organisational context • Achieve insight, through personal practice reflection, to lead new value creation initiatives under conditions of complexity and organisational uncertainty Page 7 VALUE CREATION FOR BUSINESS Indicative Content • Contemporary Knowledge for Business Value Creation • The Concept of Value Creation -- Value Addition & Value Erosion -- Value, Cost, Margin & Profit -- Resource Combinations for New Value Creation -- Financial Value Added -- Shareholder Value Creation, Dynamics & Management • Advanced Value Chain Analysis -- Value Network Analysis & Value Bonding -- Value Based Knowledge Networks • Auditing The Business Model for Value Adding -- Brand Equity & Brand Values -- Value Propositions for Business Leadership Page 8 -- Value Creation Interventions through Stakeholders -- Organisational Value Creation within Turbulent Environments • Core Values & Organisational Culture as Value Creation Drivers Page 9 RECOMMENDED AND REQUIRED READING Core Reading • Allee, V. (2011), Value Networks, Public Valuenet Works, ISBN 978-615-43765-1. • Cameron, K. S., Quinn, R. (2011), Diagnosing & Changing Organisational Culture ; Based Upon the Competing Values Frameworks, 3rd Edition, Wiley, 9780470650264. Recommended Reading • Christensen, C. M., Horn M. B., Johnson, C. (2010), Disrupting Class : How Disruptive Innovation Will Change The Way The World Learns, 2nd Edition, McGraw-Hill, 9780071749107. • De Chernatony, McDonald, E. M. Wallace, E. (2011), Creating Powerful Brands, 4th Edition, Butterworth Heinemann. 9781856178495. • Della-Piana, V., Low, M. & Layman, K. (2010), The Business Strategy Audit, San Francisco. 9780955970740 • Ostrwalder, & A., Pigneur, Y. (2010), Business Model Generation, Cambridge Strategy Publications, John Wiley & Sons. 9780470876411 • Schiuma, G. (2011), Managing Knowledge Assets and Business Value Creation : Measures & Dynamics, ICI Global, Business Science Performance, New York. 9781609600716 Page 10 INDICATIVE JOURNALS • The International Journal of Value Chain Management • The Harvard Business Review • The Sloan Management Review • Journal of Applied Finance An Extended Bibliography will be provided together with a ‘course module reader’ to support the learning outcomes. Page 11 VC 3 DBA MODULE ASSIGNMENT AND ASSESSMENT q VALUE CREATION FOR BUSINESS ASSIGNMENT PART 1 THE COMPANY REPORT PART 2 THE EVIDENCE REVIEW PART 3 REFLECTION FOR EMPLOYABILITY ENHANCEMENT & LEADERSHIP q SELF-ASSESSMENT MATRIX Page 12 VALUE CREATION FOR BUSINESS ASSIGNMENT PART 1 THE COMPANY REPORT Based upon discussions held and conclusions drawn from evidence based research, you will now adopt the role of a Strategy Consultant for a selected organisation tasked with addressing the need for new value creation interventions. You are required to lead a new strategic initiative to :  Propose justified changes to the current status of Value Creation for shareholders and key stakeholder groups 2 Prescribe relevant interventions to ensure the identified opportunities for Value Creation are effectively delivered for financial and non-financial value capture. Your specific brief, within a selected business and industry domain, is to : 1.1 Complete, within the framework of a business model, a critically reviewed situational analysis to assess the core status of current differentiated value addition to the business. 1.2 Establish a comprehensive understanding of current value based inadequacies to be addressed over a future specified time horizon together with an assessment of risk exposure if no action is taken. Page 13 1.3 Propose relevant changes to the business model to achieve new routes to value creation and value delivery for financial value capture which you consider the Board (or investors) will accept. 1.4 Propose a value chain based solution to capture incremental value added results for actual and future shareholders as well as key stakeholder groups. 1.5 State how the intended tangible outcomes from this strategic initiative will impact the organisation’s strategic positioning and future business sustainability. Page 14 THIS PART OF THE ASSIGNMENT IS A MANAGEMENT REPORT FOR THE BOARD OF YOUR CLIENT ORGANISATION. PART 2 1. EVIDENCE REVIEW Prepare an individual critique of selected literature related to one theme of your company report, then support your perspectives with other contemporary organisational evidence deemed relevant to achieve meaningful managerial insights and conclusions for value creation from a generic perspective. 2000 words 2. Arising from your discoveries, outline potential DBA research perspectives which could be considered for Stage Two of the DBA. THIS PART OF THE ASSIGNMENT SHOULD BE SUBMITTED IN THE FORM OF A LITERATURE REVIEW WITH POTENTIAL DBA RESEARCH INDICATIONS. Page 15 PART 3 REFLECTION FOR EMPLOYABILITY ENHANCEMENT Complete your individual learning log of employability skills readiness, through self-reflection on current practice, to : 1. Realise the critical thinking and core capabilities needed to achieve this consultancy task for the client organisation. 2. Evaluate your current knowledge, skills and competencies to then assess your ability for completing this consultancy assignment. 3. Review the related leadership skills required for future personal development and career accession. 1000 words THIS LEARNING LOG IS A ROLLING RECORD MAINTAINED THROUGHOUT THE DBA MODULES THAT WILL BE SUMMARISED AND REVIEWED AT THE END OF STAGE 1 OF THE DBA. Page 16 DBA ASSIGNMENT PORTFOLIO FOR EACH MODULE Each module has 3 components for assessment : 1. The Company Report 2. The Evidence Review 3. Reflection Upon Practice / Application for Employability and Leadership Skills Standardised Assessment Criteria are provided in an Assessment Matrix. These criteria are intended to ensure that the academic rigour for each module is achieved. Marking of each module will give an overall statement of performance with a clear explanation given for areas of future improvement needed as appropriate. Page 17 THE COMPANY REPORT This is intended as a consultancy report for a defined organisation. It is intended for a board level consumption to outline the justified changes required as a result of applying a selected framework for value management, strategy and leadership to bring about meaningful outcomes for stakeholders. The consultancy report is not an academic document, it is a stand-alone report intended for top management review and potential endorsement. This report should reach professional consulting standards, a skillset which all DBA students should aim and achieve. THE EVIDENCE REVIEW The purpose of the evidence review is to establish the academic underpinning for the company consultancy report. It requires the student to source, screen and select appropriate sources of literature and other contemporary evidence that will anchor a critique to be achieved from which specific academic frameworks related to value, strategy and leadership. Academic research evidence must be apparent and adequately focused so that emergent themes may be considered for DBA research at Stage 2 of the DBA programme. Quality ‘in text’ references will be expected together with a supporting bibliography. Page 18 REFLECTION UPON PRACTICE / APPLICATION This section of the assessment is to establish an awareness of the learning which has been achieved in each module. It will be summarised at the end of Stage 1 of the DBA. The purpose is to build employability skills from the reflection undertaken so that personal skillsets are assessed together with an agenda for individual development in accordance with leadership, value creation and strategy implementation. This ‘ log ’ will be retained for each module so that students can assess their competency development needs and assess the progress being made before commencement of Stage 2, the DBA Research. Page 19 THE DBA MODULE GENERIC SELF-ASSESSMENT MATRIX 1. THE COMPANY CONSULTANCY REPORT 2. THE EVIDENCE REVIEW 3. REFLECTION UPON PRACTICE / APPLICATION Page 20 (1) THE COMPANY CONSULTANCY REPORT Excellent Good Satisfactory Less than Satisfactory 1. Clear Introduction to the Organisational Context 2. Report Structure and Flow 3. Industry / Company Research Applied 4. Situational Analysis and Evaluation in Content • The Need for Change • Direct Application of Explicit Frameworks for Value, Strategy and Leadership • Explicit Value Propositions for Change • Concise Action Plans Proposed • Clarity of Judgement Page 21 Excellent • How the Change will be lead • Stated Outcomes / Benefits for New Organisation • Report Style • Appendices Good Satisfactory Less than Satisfactory Technical Data Analysis Situational to Company / Industry Page 22 (2) EVIDENCE REVIEW Excellent • Academic Research Evidence related to explicit frameworks for Value, Strategy & Leadership • Direct ‘ in text ’ citation • Quality of Critique • New Insights Gained • Formation of Judgements • Logical Conclusions • Emergent Themes for Potential DBA Research • Appendices • Quality of Bibliography • Quality of In Text References Good Satisfactory Less than Satisfactory Page 23 (3) REFLECTION UPON PRACTICE / APPLICATION Excellent • Ability to form Judgements • Mindset Change • Personal Skillsets Assessment for Leadership, Value Creation and Strategy Implementation • Self Critique of Competencies • Challenges Experienced • Overcoming Difficulties • New Knowledge Acquired • Theory Modification to suit Organisational Environment • Emergent Conclusions for Employability Skills • The Personal Development Agenda Good Satisfactory Less than Satisfactory Page 24 VC 4 FOCUS GROUP WORKSHOPS W 1 VALUE CREATION -- AN INTRODUCTION W 2 BUSINESS MODEL BASED VALUE CREATION W 3 ADVANCED VALUE CHAIN ANALYSIS Page 25 W 1 VALUE CREATION -- AN INTRODUCTION Select ONE of the following companies (brands) [ OR Select ONE organisation with which all team members are familiar ] INDUSTRY SECTORS LIFESTYLE INDUSTRIAL SERVICES RETAIL Harley Davidson Nike Starbucks Spa Ceylon Ansell Caterpillar Moeller Hilti Western Union DHL Bloomberg Sri Lankan Airlines Ikea Tesco Gap Singer FMCG Nescafe Gillette Colgate Kelloggs Now complete the following tasks From your collective knowledge and web based research : • • • • • • Locate the mandated core values which impact the organisation’s brand identity. State the Product / Market scope. Make assumptions Segmentation Competitive Positioning and Future Market Risk. Brainstorm sources for innovative value creation. Over a forecasted 5-year period, assess the limits to growth and then assess the related needs arising for long-term value addition. In this context, how is value addition related to long term shareholder value. Page 26 W 2 BUSINESS MODEL BASED VALUE CREATION AND VALUE CAPTURE Within the framework of an adopted or adapted business model canvas related to a defined location and market context, you are to produce proposals for : • Unique Value Creation • Value Delivery • Value Capture For ONE of the following scenarios : 1. WORLD EVENTS 1.1. A major Sporting Event to be hosted in your country 1.2. A major Geo-Political event to be hosted in your country 3. BUSINESS START-UP 3.1. A New Entreprenuerial Business Idea for the food industry (or other) seeking investors to realise the commercial opportunity. The business model will form the basis for a business plan designed to secure significant investment. 2. NEW TECHNOLOGY BASED BUSINESS 2.1. A New Mobile App for Professionals 2.2. A New Lifestyle Mobile App 4. A MATURE BUSINESS 4.1. A public sector or private sector organisation seeking value based innovation for business sustainability. Page 27 Your task is to : - 1. Lay down the commonly held assumptions related to the selected scenario. 2. Create your own canvas for business model creation. 3. Populate the model accordingly through discussion and research. 4. Propose secure routes to • Value Creation • Value Delivery Enablement • Financial Value Capture 5. Stress test your proposals for economic logic. 6. Be prepared for a 15-minute professional Powerpoint presentation. Page 28 W 3 1. ADVANCED VALUE CHAIN ANALYSIS From the outputs of the scenario selected in Workshop 2, using your knowledge of Value Chains, show how this form of Value Creation Model can be applied to explain the complex route to future financial margins. 2. Evaluate and locate the need for performance management inputs to enable the Value Chain to become actionable and to achieve organisational cohesiveness in the ambition for value based innovation. Page 29 VC 5 VALUE CREATION EXTENDED BIBLIOGRAPHY • A. Koreger, C. Weber (2014), Developing A Conceptual Framework for Comparing Social Value Creation, Academy of Management Review, amr.aom.org. • Amit, Raphael & Zott, Christoph (2012), Creating Value Through Business Model Innovation, MIT Sloan Management Review 53.3 (Spring 2012) : pp. 41-49. • Anker, Thomas Boysen, Sparks, Leigh, Moutinho, Luiz & Gronroos, Christian (2015), Consumer Dominant Value Creation, European Journal of Marketing, Vol. 49, Numbers 3-4, pp. 532-560 (29), Emerald Group Publishing Limited. • Audhesh K. Paswan. Derrick D’Souza, Rajasree K. Rajamma (2014), Value Co-Creation Through Knowledge Exchange in Franchising, Journal of Services Marketing, Vol. 28 Issue : 2, pp. 116-125. • Bart Lariviere, Herm Joosten, Edwards C. Malthouse, Marcel van Birgelen, Pekin Aksoy, Werner H. Kunz, Min Hui Huang (2013), Value Fusion : The Blending of Consumer and Firm Value in the Distinct Context of Technologies and Social Media, Journal of Service Management, Vol. 24 Issue : 3, pp. 268 – 293. • C. Gronroos, P. Voima (2013), Critical Service Logic : Making Sense of Value Creation and Co-Creation, Journal of the Academy of Marketing Science, Springer. • D. A. Basuil, D. K. Datta (2015), Effects of Industry and Region Specific Acquisition Experience on Value Creation in Cross-Border Acquisitions : The Moderating Rule of Cultural Similarity, Journal of Management Studies, Wiley Online Library Page 30 • D. Fleischman, J. Craig (2015), Exploring Integration of Non-Economic Goals into Business Models of Small Regional Food Enterprises : Embedded Value Creation, The Journal of New Business Ideas & Trends. • Francis, J. Gouillart (2014), The Race To Implement Co-Creation of Value with Stakeholders : Five Approaches to Competitive Advantage, Strategy & Leadership, Vol. 42 Issue : 1, pp. 2-8. • F. Boons, F. Ludeke-Freund (2013), Business Models for Sustainable Innovation : State-of-the-Art and Steps Towards A Research Agenda, Journal of Cleaner Production, 2013 Elsevier. • H. J. Schau, A. M. Muniz Jr., E. J. Arnould (2009), How Brand Community Practices Create Value, Journal of Marketing, journals.ama.org • Jason Flores, Arturo Z., Vasquez-Parraga (2015), The Impact of Choice on Co-produced Customer Value Creation and Satisfaction, Journal of Consumer Marketing, Vol. 32 Issue : 1, pp. 15-25. • J. Indmarman (2015), Aligning Marketing and Purchasing for New Value Creation, Industrial Marketing Management, January 2016, Vol. 52 pp. 60-73. • Leon Miller (2015), Value Creation : An Integrative Approach To Improving Organizational and Economic Performance, South Asia Journal of Multidisciplinary Studies, Vol. 1 Issue : 3. • Martina Gallarza, Francisco Arteaga-Moreno, Giacomo Del Chiappa, Irene Gil-Saura (2016), Intrinsic Value Dimensions and the Value-Satisfaction-Loyalty Chain : A Causal Model For Services. Journal of Services Marketing, Vol. 30 Issue : ...
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