Assignment 1: Models for Competitive Dynamics
Competition has, since the 90s, led to wider gaps between industry leaders and laggards. There are more “winner-take-all” environments and greater churns among industry sector rivals. We have witnessed sharp increases in quality and quantity of IT (Information Technology) investments. We’ve seen striking competitive dynamics, particularly in sectors that spend the most on IT. Some of the competitive dynamics models include the Destroy Your Business (DYB) strategy, the Grow Your Business (GYB) strategy, the Information Systems (IS) and strategic advantage, and the social business strategy.
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Write a four to five (4-5) page paper in which you:
- Compare and contrast the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability.
- Examine the “cannibalization” strategy and determine if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Provide two (2) business examples.
- Determine whether or not changes in business strategy should entail reassessment of IS. Provide three (3) reasons to support your position.
- Examine how firms can use social IT in alignment with organizational strategy and IS strategy. Consider collaborative capabilities, what, how, and who should use social IT for a social business strategy.
- Use at three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
- Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
- Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
- Demonstrate an understanding of the integration of enterprise systems with inter-organizational partners.
- Use technology and information resources to research issues in enterprise architecture.
- Write clearly and concisely about enterprise architecture topics using proper writing mechanics and technical style conventions.
Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric
Click here to view the grading rubric for this assignment.
| Points: 105 | Assignment 1: Models for Competitive Dynamics | ||||
| Criteria |
Unacceptable Below 60% F |
Meets Minimum Expectations
60-69% D |
Fair 70-79% C |
Proficient 80-89% B |
Exemplary 90-100% A |
| 1. Compare and contrast the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability.
Weight: 20% |
Did not submit or incompletely compared and contrasted the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability. | Insufficiently compared and contrasted the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability. | Partially compared and contrasted the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability. | Satisfactorily compared and contrasted the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability. | Thoroughly compared and contrasted the DYB and GYB strategies in terms of the ability to sustain a business in the marketplace over the long term, to be competitive against rivals, and profitability. |
| 2. Examine the “cannibalization” strategy and determine if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Provide two (2) business examples.
Weight: 25% |
Did not submit or incompletely examined the “cannibalization” strategy and did not submit or incompletely determined if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Did not submit or incompletely provided two (2) business examples. | Insufficiently examined the “cannibalization” strategy and insufficiently determined if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Insufficiently provided two (2) business examples. | Partially examined the “cannibalization” strategy and partially determined if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Partially provided two (2) business examples. | Satisfactorily examined the “cannibalization” strategy and satisfactorily determined if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Satisfactorily provided two (2) business examples. | Thoroughly examined the “cannibalization” strategy and thoroughly determined if it is or is not a better strategy compared to the DYB strategy for growth, competitiveness, and market leadership. Thoroughly provided two (2) business examples. |
| 3. Determine whether or not changes in business strategy should entail reassessment of IS. Provide three (3) reasons to support your position.
Weight: 20% |
Did not submit or incompletely determined whether or not changes in business strategy should entail reassessment of IS. Did not submit or incompletely provided three (3) reasons to support your position. | Insufficiently determined whether or not changes in business strategy should entail reassessment of IS. Insufficiently provided three (3) reasons to support your position. | Partially determined whether or not changes in business strategy should entail reassessment of IS. Partially provided three (3) reasons to support your position. | Satisfactorily determined whether or not changes in business strategy should entail reassessment of IS. Satisfactorily provided three (3) reasons to support your position. | Thoroughly determined whether or not changes in business strategy should entail reassessment of IS. Thoroughly provided three (3) reasons to support your position. |
| 4. Examine how firms can use social IT in alignment with organizational strategy and IS strategy. Consider collaborative capabilities, what, how, and who should use social IT for a social business strategy.
Weight: 20% |
Did not submit or incompletely examined how firms can use social IT in alignment with organizational strategy and IS strategy. Did not submit or incompletely considered collaborative capabilities, what, how, and who should use social IT for a social business strategy. | Insufficiently examined how firms can use social IT in alignment with organizational strategy and IS strategy. Insufficiently considered collaborative capabilities, what, how, and who should use social IT for a social business strategy. | Partially examined how firms can use social IT in alignment with organizational strategy and IS strategy. Partially considered collaborative capabilities, what, how, and who should use social IT for a social business strategy. | Satisfactorily examined how firms can use social IT in alignment with organizational strategy and IS strategy. Satisfactorily considered collaborative capabilities, what, how, and who should use social IT for a social business strategy. | Thoroughly examined how firms can use social IT in alignment with organizational strategy and IS strategy. Thoroughly considered collaborative capabilities, what, how, and who should use social IT for a social business strategy. |
| 5. 3 references
Weight: 5% |
No references provided | Does not meet the required number of references; all references poor quality choices. | Does not meet the required number of references; some references poor quality choices. | Meets number of required references; all references high quality choices. | Exceeds number of required references; all references high quality choices. |
| 6. Clarity, writing mechanics, and formatting requirements
Weight: 10% |
More than 8 errors present | 7-8 errors present | 5-6 errors present | 3-4 errors | |
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