1 MA Fashion Design Management Unit: Creative Futures BUSINESS PLAN ASSESSMENT GUIDE 2017 ASSESSMENT AND PROJECT BRIEF SUMMATIVE ASSESSMENT Individual Business Report (2,500 words) You are to write a business report that evaluates an existing fashion-led organization of your choice using Peter Drucker’s Paradigm of Change model. Using this model and future scenario techniques, your report should address what the business is (traditional position), where the business is going (transitional position) and where, in your creative future scenario, where the business could go (transformational). You should also provide appropriate recommendations. Critically Reflective Report (750 words) This individual report should address the extent to which you can you plan for a creative future. Why would you want to do so, how would you go about doing it? What would be your key performance indicators that you had actually achieved success? This report should use academic models to critically evaluate your own personal experiences and aspirations.2 Suggested business report structure: PLEASE NOTE: There is one definitive layout of a business report, however the following is a guide to suggest a format you may wish to use.  Cover page. To include title of the plan, unit, unit leader and student name and total word count  Executive summary: 250-300 words. Not included in word count.  Contents page. Not included in word count  List of tables and figures. Not included in word count. Introduction: Brief introduction to the report and an introduction to Drucker’s model as the framework for the report (guide 200 words) Methodology: Brief overview of research methods employed from primary data collection. To include limitations. Please note a discussion of research philosophies is not required for a business report (guide 250 words) Stage 1: Traditional: What is the business? (guide 600 words) Apply relevant theory and research to establish the current situation of your chosen business. Identify the key drivers for change relevant to your fashion scenario. Stage 2: Transitional: What will be business be? (guide 600 words) Analyse relevant theory and research to discuss how the business can more forward using key strategies, assess risk and harvest opportunities. Stage 3: Transformational: What should the business be? (guide 600 words) Evaluate innovative business models and NPD innovations to suggest viable recommendations for change. Conclusion: Summary of report and recommendations (in table) (guide 250 words) Reference list: Using Cite Them Right conventions Appendix: To include primary research results and transcripts, consent forms (if applicable) and any other supporting material Personal & professional assessment and strategic plan: Use any format to present a 5 year strategic development plan for your future career (750 words, word count in tables included for this section only) NB. Primary and secondary research is to be integrated throughout the report as relevant.3 ESSENTIAL WEEKLY READING in advance of sessions Date Session ESSENTIAL Pre-reading 16.02.17 Traditional and Established Management and Marketing Practices and Approaches Porter, M.E. (1996) What is Strategy? Harvard Business Review, Nov-Dec pp.61- 68. Porter, M.E. (2008) The Five Competitive Forces that Shape Strategy. Harvard Business Review, Vol. 86(1):78-93. 23.02.17 Disrupting Traditional Business Models Clayton, M., Christensen, M.R., and McDonald, R. (2015) What is Disruptive Innovation? Harvard Business Review, Dec, pp. 45-53 02.03.17 Consumers and Prosumers: user behaviour, psychology, needs and desires. Almquist, E., Senior, J. and Bloch, N. (2016) The Elements of Value. Harvard Business Review, September, pp.47-53 Magids, S., Zorfas, A. and Leemon, D. (2015) The New Science of Consumer Emotions: A better way to drive growth and profitability. Harvard Business Review, November, pp. 67-76 09.03.17 Market Trends and Luxury Branding: business model differences (production, consumption, growth) Okonkwo, U (2009) Luxury Fashion Branding: Trends, Tactics and Techniques. Palgrave MacMillan. 16.03.17 Strategy and Change: the revolution of competitive games Ghemawat, P. (2002) Competition and Business Strategy in Historical Perspective, Business History Review, 76 (1), p.37 Valdani, E. (2013) Competitive strategies: managing the present and planning the future. Houndmills: Hampshire Chapter 1 – The Revolution of Competitive Games (available on Moodle) 20.04.17 PRESENTATIONS 27.07.17 Co-Design, Co-Creation and Collaboration Prahalad, C.K. and Ramaswamy, V. (2000) Co-opting Customer Competence. Harvard Business Review, January-February pp79- 87 04.05.17 Forecasting the Future: why, how, what and where comes next Kavadias, S., Ladas, K. and Loch, C. (2016) The Transformative Business Model: How to tell if you have one. Harvard Business Review, October, pp. 91-984 11.05.17 Reconfiguring Competitive Advantage Kim, W.C. and Mauborgne, R. (2009) How Strategy Shapes Structure. Harvard Business Review, 87(9), pp.72-80 Thornhill, S. and White, R.E. (2007) Strategic purity: A Multi-industry evaluation of pure vs. hybrid business strategies. Strategic Management Journal, 28(5), pp.553-561 Kim, W. and Mauborgne, R. (2015) Red Ocean Traps, Harvard Business Review, 93 (3), pp. 68-73 18.05.17 Managing creativity Guest speaker Managing for Creativity: https://hbr.org/2005/07/managing-forcreativity Managing Creative People https://hbr.org/2013/04/seven-rules-formanaging-creat 25.05.17 TUTORIALS 01.06.17 My Creative Future: Leadership and Entrepreneurship Amabile, T (1998) How to Kill Creativity. Harvard Business Review, Sept