MGB133 Managing Strategy Assignment 1 Brief 2026 | QUT Malaysia
Assignment Type
Individual Assignment
Subject
MGB133: Managing Strategy
Uploaded by Malaysia Assignment Help
Date
07/22/2026
MGB133 Managing Strategy Assignment 1 : Environmental Scan Report
In this assignment you will analyse the current business model of the case organisation. You will use a range of strategy tools to conduct an external and internal analysis of the case organisation.
You will use your analysis to identify the main strategic issues currently facing the case organisation and provide at least 2 preliminary recommendations for how the case organisation can address these issues. You will produce a written report that summarises your analysis and preliminary recommendations. This assignment will apply content covered in the online readings, lectures, and tutorials. You will be guided on how conduct the analysis required to complete the assessment during weekly tutorials.
The assignment is individual and worth 40% of your grade.
This assessment pieces qualifies for the 48-hour extension policy.
Who is the client organisation and where can I get information?
The case organisation for this semester is Decathlon. Case information on Decathlon is provided in the Assessment module of Canvas. You should use this information and supplement it with your own research. Be sure to make use of additional sources such as library databases, grey literature (i.e., business press and industry reports) and academic literature.
What are the formatting and stylistic requirements?
Where templates have been provided you should submit your work on those templates. For this assignment you should assume the audience is Glenda Tsang, the senior managing partner of the “professional services” firm you are working for as a graduate. As such, it is recommended you use professional language/writing style, and present your work in third person tense (usually more appropriate/objective than first person). All written documents should be in 12-point font with 1.5 line spacing. All key arguments and claims should be supported by appropriate evidence (this could be an information source or analysis). Please use APA format for referencing (see QUT’s Cite|Write website for guidance). Note that submitted work will be checked for plagiarism using plagiarism detection software.
The use of generative artificial intelligence (AI) tools is allowed for the purpose of understanding this assessment task and summarising information when cited appropriately. However, it is your responsibility to critically evaluate the information provided. It is not acceptable to cut and paste text generated by AI. Go to Cite | Write and follow the specific guidance for the relevant referencing style (APA, Harvard, AGLC or Vancouver).
If you used Generative AI you need to include an acknowledgement the use of AI statement:
“I acknowledge the use of insert AI system(s)/tool(s) [add link] to add how the AI was used. The prompts entered into AI system(s)/tool(s) on date include:
- list the prompts.
Example:
I acknowledge the use of ChatGPT [https://chat.openai.com/] to generate ideas and material for background research and project planning in the drafting of this assignment. The following prompts were entered into ChatGPT on 30th March 2023:
- Explain the demise of independent critical thought due to an over-reliance on AI apps.
How will the assignment be assessed?
The assignment will be assessed using a criterion referenced assessment (CRA) rubric that can be viewed in the submission portal (the page where you submit your assignment). The purpose of using a CRA rubric is to assess student performance against relevant learning outcomes. As such, there is not always a direct correspondence between a specific element of the rubric and a particular section of the assignment.
Additional Guidance
Decathlon’s Circular Business Assessment Case
We would like you to spend your time analysing the case rather than trying to determine what to analysis. In the lecture material, we already provided guidance on what segments to use for the basis of your external analysis. In addition to this, we also make suggestions below about what resources and capabilities to use for your internal analysis. Note, these are only suggested, you are free to amend, revise, or use as is.
External Analysis – Segmentation Analysis
We are recommending you restrict your segmentation analysis to the market segments of Decathlon’s current top revenue circular business segment:
Second life market for bicycles/E-bikes in the European Union.
Internal Analysis – Resources and Capabilities
We are recommending you do your functional analysis of Decathlon Circular Business the following resources and capabilities:
Resources:
R1: In-store collection infrastructure: Large network of physical store locations with an embedded workforce of trained technicians for product collection, grading, testing, repair/refurbishment, certification, and resale.
R2: Regional distribution centres: Facilitate centralized inspection, grading, repair, and redistribution. Requires storage space for second life inventory.
R3: Reverse logistics IT systems (e.g., return authorizations, tracking tools): Track product movement, customer claims, and lifecycle status to enable traceability, material recovery insights, and warranty validation, and connect reverse logistics to sales, inventory, ESG reporting, and customer service.
R4: Digital platform and marketplace: customer facing online resale and rental platforms (e.g., Second Life marketplace, and Booking systems for repairs and rentals).
R5: Human capital: Dedicated circularity team, In-house Design/R&D team that creates modular, upgradable, and circular product/service offerings; and supply chain specialists to coordinate returns flows, manage transport, and optimize cost-efficiency.
R6: Second-life product brand reputation: consumer trust in refurbished products through certification, warranties, and trust signals to transform the perception from “used and cheap” to “smart, certified, and sustainable.”
Capabilities:
C1: Reverse logistics capability: Capability to collect, sort, refurbish, and redistribute products at scale. Efficient systems for product return, sorting, grading, repair, and redistribution. Spare parts inventory with availability of modular components for repair and refurbishment.
C2: Digital scaling for circularity: Capability to scale digital tools to track product lifecycles and integrate resale/rental experiences.
C3: Marketing and sales: ability to establish and maintain lasting customer relationships that build trust in second-life products, and educate customers on maintenance, sustainability benefits, and reuse opportunities. Regional optimization through tailoring of approaches by region, product category, and business model maturity.
C4: Partnership and ecosystem building: Experience collaborating with recyclers, regulators, suppliers for system-wide circularity including advocating for favourable policies (e.g., regulations and emission standards), incentives (e.g. subsidies and tax incentives), and infrastructure investment.
C5: Strategic alignment and organizational culture: Strategic alignment of financial and sustainability goals; integration of environmental metrics into operations, performance metrics, decision-making, and executive incentives to embed circular thinking in design, operations, and sales.
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