Business Strategy Essay Example

Business Strategy Essay Example Business Strategy Essay Business Strategy Essay He has an MBA in Marketing Management from the University of Western Sydney and he has an MA in Knowledge Management from the University of Technology, Sydney. His research focuses on Power, Control and Influence in inter-firm relationships, as well as strategy and organizational theory more generally. Catalogue entry This is an integrating module. The module discusses key concepts of strategy and provides a range of analytical models that enable students to make sense of the complexity of the environment in which organizations operate. It builds upon students prior knowledge of the functional areas of organizations and relates such knowledge to issues of strategic development. Aims This module aims to: Inform students of the key developments in, and thinking derived from, the study of strategy Explore models and theories of strategy and their application by practicing managers Critically appraise where and when such models are useful Provide interesting and engaging examples and exercises that illustrate these concepts with the intent of building students capability in strategic thinking and practice. Learning outcomes Knowledge On completion of this module the successful student will be able to demonstrate the ability to: 1. Critically analyses the concepts, theoretical ideas and empirical research endings which underpin the study and management practice of strategy; 2. Evaluate and apply these concepts, theoretical ideas and empirical findings to develop their own views on strategic decision making in organizations; 3. Explain the notion of sustainable competitive advantage and the implications of strategy-making within a dynamic environment; 4. Demonstrate an advanced understanding of international strategic management 5. Demonstrate an advanced understanding of the complexity in implementing and managing change. Skills This module Will call for the successful student to demonstrate: 6. Strategic thinking through reflection on organizational practice and applied work on case studies; 7. The ability to apply concepts, frameworks and techniques pertaining to the strategic analysis process; 8. The ability to generate strategy options for an enterprise and evaluate strategic choice and organizational fit. Syllabus 1. What is Strategy? An appreciation of strategy 2. Making a Start. Purpose, goals and where to start in a messy process 3. External Analysis: PESTLE and Future Thinking Industry lifestyle, competitiveness and profitability 4. 5. 6. 7. 8. 9. SIBS Strategy: From a market/customer perspective Internal Audit: Resources and capabilities Generic strategies and value chain analysis Organizational Culture: Influence on strategy formulation and implementation Managing strategic change Making Strategy Happen: Measuring performance International Strategy 10. Putting it all together Programmer Learning Outcomes Addressed in This Module Knowledge and understanding Cognitive skills Practical skills AY The core business of firms and its relationship to strategic management 82 Apply and critically evaluate the impact Of management models, concepts and theories in organizational environments CO Undertake research to address strategic and other management issues within organizations AS The theory and practice of business in international contexts 83 Evaluate options using appropriate decision-making criteria including the use of financial tools. CO Conduct strategic organizational analysis to identify key strategic problems and develop solutions AY The role of entrepreneurship, enterprise and consultancy in the business environment 86 Analyses and develop diverse investigative methodologies to apply to solve organizational management problems CO Undertake critical analyses to develop, plan and recommend implementation of strategic decisions. Teaching and learning strategies Learning on this module will involve a mix of the following activities: Reading from the set text Reading recommended additional readings and papers Case study analysis Applying your own experience and knowledge to theories and concepts Group activities Watching selected video clips and presentations Completing assignments The learning strategy will develop the capability of students to understand theoretical frameworks and apply them to the industry to develop a deeper understanding of its operation. Concepts will be developed in a generic intent and then applied to industry, in combination with knowledge gained in other modules. It is important to stress that the module will provide broad frameworks for understanding ; comprehensive coverage is neither intended nor appropriate at this level. Assessment of Module Learning Outcomes Outcome Coursework 1 Coursework 2 Online Participation x 2 3 4 5 6 7 8 Assessment scheme coursework 1: case study (40%) RED sometimes referred to as (Product) RED, was created in 2006 as a form Of creative capitalism: an organization that collaborates with some of the worlds best known corporate brands but for a charitable purpose. RED) is global organization that administers and promotes an umbrella brand ((RED) that member corporations may use for their products and then pay back into the Global Fund to fight Aids, tuberculosis and malaria in Africa. Now read the case study about (product) RED, a global organization set up for a charitable purpose, found on page 152-154 of the core text Johnson G. , Schools K. Whetting, R. , 2011, Exploring Strategy, Text Cases, FT Prentice Hall, 9th edition (also available online in Unit 2). After this reflect on the following questions about the case, and write your answers in a short port (using the template below). You should feel free to discuss the questions in your syndicate, but the work you submit must be your own individual work! If the work resembles too much that of your colleagues it will be deemed to be plagiarisms). 1 . Drawing on the three perspectives in the Key Debate or the four stances in Table 4. 2 (4. 4 for the 8th edition) of the core reference text, what is the rationale of: a) The founders of (product) RED? B) The Director of Social Responsibility for GAP? C) The author Of the article in The Times? 2. What views might shareholders of GAP have on (product) RED? . In your view is (product) RED an appropriate corporate activity? 4. How can (product) RED contribute to the competitive advantage of a firm? You should submit your work online by Sunday 10th November 2013. Please ensure that the total word count is no more than 2500 words. You will not be penalized if the word count is less quality matters more than quantity. You will be penalized though if your work is substantially bigger than 2500 words. Coursework 2: Integrating Planning Approaches (50%) The deadline by which the assessment must be presented to the University is Sunday 8th December 2013. This task is about demonstrating your understanding of the models we have discussed over the last weeks and, exploring uncertainty further. We ask you to do the following: 1. Define your (chosen) industry (be sure to identify your specific industry segment within this broadly defined industry). 2. Conduct a PESTLE analysis of your (chosen) industry, using this to identify the key drivers for change over the next 5-10 years. 3. Use an impact-uncertainty matrix to identify two critical uncertainties, and use these in turn to identify four scenarios (as in the ex. diagram found in Illustration 2, p. 3 in Johnson, Schools Whetting (2011) or the ex. diagram found in Illustration 2, p. 58 in Johnson, Schools Whetting (2008)). . Answer the question: What strategic issues do these scenarios raise for your (chosen) company or organization? DO this by conducting a 5 forces analysis of your (chosen) industry today, and predicting how each of the five forces would be influenced in your 4 scenarios. Then comment on strategic issues for your (chosen) company. The assessment is asking you to bring the three types of analyses (PESTLE Scenarios, 5 forces) together such that you analyses the effects of your chosen scenarios on your (chosen) organization, using the five forces model. You will need to ask yourself questions like: Will any changes in regulations affect entry barriers (as deregulation has in the short haul airline business) for example? What impact might the economic environment have on buyer or supplier power? What strategic issues are raised for your (chosen) business? To ensure maximum marks it is important that you argue your choices, backing these up with clear data or other sources. We would like to see evidence of research on the subject going beyond what you simply know. The word limit is 2,500 words, and any word count more than 10% above this will result in lower marks. Appendices are allowed as extra words [for diagrams and illustrations]. Mark allocation [1 Choice of drivers for change (including quality of research behind this) 20% [2] Impact/uncertainty matrix and correct identification of 4 scenarios 20% [3] Five forces model today completed correctly [4] Five forces model changes under 4 scenarios [5] Consideration of issues for your chosen company and future strategy 20% Virtual Learning Environment Participation (10%) Participation in online discussions and activities is mandatory. Participation will be assessed at the end of the module. Plagiarism Plagiarism is not accepted in any coursework. If you are uncertain as to what constitutes plagiarism, please refer to the Middlesex University plagiarism policy (usually available on Minibus) as well as the guidelines on the Library Services web pages: http://nubbin. Mad. AC. UK/study/library/index. Asps Communication and Contact Information Announcements regarding this module will normally be made by email and online announcement on Minibus. Please ensure that you regularly read your university e-mail and are thus kept informed of any changes / placements. Staff Contact The module leader is Dry. Stephan Bijoux who is available to deal with any queries regarding the teaching and assessment of this module. However, most queries can be dealt with by the tutors in the syndicate area. If you wish to contact the module leader or your tutors please use one of the following methods: a) Send an email to your tutor or the module leader. B) Phone your module tutor or module leader. C) Post any questions you have on your syndicates discussion board, or in the general module discussion area. If you feel your question has not been deiced by the tutor, please follow up with an email.