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On successful completion of this course, students will be able to:

1. Analyse complex organizational environments, cases and issues by reference to and application of relevant theories, concepts and models
2. Diagnose environmental and industrial forces that drive and constrain strategic options for businesses
3. Analyse the key elements of strategic advantage for individual organizations against the demands of their industries.
4. Analyse strategic positioning strategies of firms and evaluate them against the necessary competencies and resources of the organization.
5. Develop alternative strategies contingent on the demands and its industry context

The text for this course is:
Angwin, D, Cummings, S. & Smith, C (2011) Strategy Pathfinder, Core concepts and live cases (2nd Ed.) London: Wiley
 
Recommended readings are:
Besanko, D., Dranove, D., Shanley, M. & Schaefer, S. (2012) Economics of Strategy (6th ed.) NJ: John Wiley & Sons.
Meyer, R. (2014) Strategy Synthesis; Resolving Strategy Paradoxes to Create Competitive Advantage. (4th ed.) London: Cengage Learning
Grant, R. (2015) Contemporary Strategy Analysis (98h ed.) NJ: John Wiley & Sons.

Hanson D., Hitt M., Ireland R., & Hoskisson R. (2017), Strategic Management Competitiveness and Globalisation, 6th Ed, Cengage Learning.

Hill C., Jones G., & Schilling M. (2015), Strategic Management An Integrated Approach, 11th Ed, Cengage Learning.
Besanko, D., Dranove, D., Shanley, M. & Schaefer, S. (2013) Economics of Strategy (6th ed.) NJ: John Wiley & Sons.

De Wit, B. & Meyer, R. (2005) Strategy Synthesis. London: Thompson Learning

Ghemawat, P. (2010) Strategy and the Business Landscape. (3rd Ed.) NJ: Prentice Hall

Grant, R. (2013) Contemporary Strategy Analysis (8th ed.) NJ: John Wiley & Sons.

Whittington, R (2001) What is Strategy and Does it Matter? (2nd ed.) London: Thompson Learning.

No specific online learning facilities are part of the course other than the usual communication and sharing of information/papers via MyUni. Please ensure that your MyUni email address is one through which you can be contacted.

This is a standard ‘3 Unit’ MBA course which requires about 156 hours of student effort. These 156 hours includes the time spent in class and undertaking assessment as well as the reading and assignment preparation you must undertake outside of the class hours.

Thorough case preparation and willingness to participate in class discussion is essential to the educational process as well as the achievement of a satisfactory grade in strategic decisions and implementation. Participants will be required to prepare two or three readings plus a case study for discussion for every session. Participants will be regularly quizzed on both cases and readings, so please come prepared.

Topics, Associated Readings, and Case Studies are:

Session 1:

Introduction: A Framework for Strategic Analysis and what is ‘Business Strategy’?



Readings:
1. Thompson, Strickland, & Gamble, Chapters 1 & 2 (in eBook)

2. “Fundamental issues in strategies” Rumelt R, Schendel D, & Teece D (eds), 1994, Chpt 1, Fundamental Issues in Strategies, Harvard Business School Press, Boston, pp.9-47 (in Folder)

3. The perils of bad strategy (in eBook)

4. Managing the strategy journey (in eBook)



Case: Whole Foods Market in 2014 (in eBook)

 




Sessions 2:

Business Strategy Analysis and External Industry Analysis.



Readings:
1. Thompson, Strickland, & Gamble, Chapter 3 (in eBook)

2. “Commitment: The persistence of strategies”, Ghemawat P.,1991, Commitment: the dynamic of strategy, The Free Press, New York, pp.13-31(in Folder)

3. Meta SWOT – introducing a new strategic tool (in eBook)

4. Are you ready for the digital value chain? (in eBook)



Case: Panera bread company in 2014 (in eBook)

 





Session 3:

External Industry Analysis and Measuring Organisational Performance



Readings
1. Thompson, Strickland, & Gamble, Chapter 4 (in eBook)

2. “The Five Competitive Forces that shape Strategy”, Porter M., HBR, January, 2008 (in Folder)

3. “Industry segmentation & competitive advantage” Porter M., 1985, Competitive Advantage: creating and sustaining superior performance, The Free Press, New York, pp.231-272 (in Folder)

4. Pioneering and first mover advantages: the importance of business models (in eBook)



Case Cooper Tire & Rubber Company in 2014 (in eBook)

 

 





Session 4:

Measuring Organisational Performance and Capability Analysis.



Readings:
1. Thompson, Strickland, & Gamble, Chapter 5 (in eBook)

2. “Capitalising on Capabilities”, Dave Ulrich and Norm Smallwood, HBR, June 2004, Jun2004, Vol. 82 Issue 6, p119-127 (in Folder)

3. “Strategy and the Internet”, Porter M., HBR, March 2001 (in Folder)

4. Dynamic capabilities: routines versus entrepreneurial actions (in eBook)



Case: Nucor corporation in 2014 (in eBook)

 

 





Sessions 5:

Mid Term in Class Mini- Case Study Test

 

 

 





Session 6:

Strategic Options and Decision making 1



Readings:
1. Thompson, Strickland, & Gamble, Chapters 6 (in eBook)

2. “The nature and sources of competitive advantage”, in Grant R, 1995, Contemporary Strategy Analysis, 2nd ed, Chpt 6, pp 149-172, Blackwell Business Pub. Cambridge, Massachussets (in Folder)

3. Competing in network markets: can the winner take all? (in eBook)

4. Organisational ambidexterity (in eBook)



Case Tesla Motors (in eBook)

 

 
 





Session 7:

Strategic Options and Decision making 2



Readings:
1. Thompson, Strickland, & Gamble, Chapter 7 (in eBook)

2. “The right game: use game theory to shape strategy” Brandenburger A & Nalebuff B, 1995, HBR, July –August, pp 57-71 (in Folder)

3. “Speed & strategic choice: how managers accelerate decision making”, Einsenhardt K., 1990, California Management Review, Spring, pp.39-54 (in Folder)

4. Adding value through offshoring (in eBook)



Case: Tata motors in 2014 (in eBook)

 

 

 





Session 8:



Strategy and Ethics



Readings:
1. Thompson, Strickland, & Gamble, Chapter 9 (in eBook)

2. “The business of ethics and the ethics of business”, Pattan J.E, Journal of Business Ethics 3, 1984, Pp.1-19 (in Folder)

3. Pragmatic business ethics (in eBook)



Case : Wal Mart in Africa (in eBook)

 





Session 9:

Strategy Execution 1



Readings:
1. Thompson, Strickland, & Gamble, Chapter 10 (in eBook)

2. “Cost advantage”, 1985, Porter M., Competitive advantage: creating and sustaining superior performance, New York, The Free Press, pp. 97-118 (in Folder)

3. “Competitive cost dynamics: the experience curve”, 1982, Hax A., & Maljuf N., Interfaces, 12/5, Pp.50-61 (in Folder)

4. Building superior capabilities for strategic sourcing (in eBook)



Case : Southwest Airlines in 2014 (in eBook)

 

 
 

 





Session 10:

Strategy Execution 2



Readings:
1. Thompson, Strickland, & Gamble, Chapters 11 & 12 (in eBook)

2. “Innovation & competitive advantage: what we know & what we kneed to learn”, 1992, Lengnich-Hall C., Journal of Management, 18/2, pp.399-429 (in Folder)

3. “Differentiation strategy”, 1985, Porter M., Competitive Advantage: Creating and sustaining superior performance, The Free Press, New York, pp.150-163 (in Folder)

4. The critical few components of a truly effective culture (in eBook)



Case: Group Presentations

Group Presentation & Assignment : Industry and Organisational Analysis Report



worth 30% (15+15) of the total assessment in this subject


to be completed in a group of no more than 5 people



Select and analyse a strategic problem confronting a local organisation of your choice. (The real identity of the company can be disguised to protect confidential information if absolutely necessary).

Describe the organisation, its strategies, its industry, and position within the industry.
What is the industry like?
What is competition like?
Discuss the relevance of strategic groups in this industry.
What is your assessment of the organisation’s competencies and organisational capabilities?
What resource and organisational deficiencies do you see? What is the strategic problem?
Identify and discuss the
strategic opportunities which management should pursue. What major threats should top management be worried about?
If you were asked by the Board to recommend a specific strategy or strategies for the organisation for the next five years, what strategic option(s) would you consider and what option(s) would you recommend?
What will the organisation need to do to ensure that your recommendation(s) can be successfully implemented and executed?



Prepare a comprehensive business report outlining your findings and recommendations. Your report should not exceed TEN pages. It should be word-processed with a font size of 12 points and line spacing of at least 1.5.



Prepare a presentation of your findings to be delivered to the class on. Time allowed 30 mins.

Assessment Task	Due Date/ Week	Weighting	Length	Learning Outcomes
TBA	Week TBA	TBA	TBA
TBA	Week TBA	TBA	TBA
TBA	Week TBA	TBA	TBA
TBA	Week TBA	TBA	TBA
Total		100%

Assessment






Ind Class Participation

Constructive participation in class discussion

10%


Mid Term In Class Test

Mini Case Analysis – Sunday February 12

20%


Group Presentation

Group Presentation

15%


Group Assignment

Group Report

15%


End of Term Exam

Case Base – Date TBA

40%




Thorough case preparation and willingness to participate in class discussion is essential to the educational process as well as the achievement of a satisfactory grade.

The 10% class participation component will be based on individual contributions to lecture and case discussions.



Individual Class Participation (10%)

Thorough case preparation and willingness to participate in class discussion is essential to the educational process as well as the achievement of a satisfactory grade in strategic decisions and implementation. Participants will be required to prepare two or three readings plus a case study for discussion for every session. Participants will be regularly quizzed on both cases and readings, so please come prepared.



Mid Term in Class Test (20%)

The mid term in-class test will take the form of a short case analysis. Participants will be required to:
Read and familiarise themselves with a short case study;
Answer specific questions relating to the case and its industry;
Demonstrate their ability to integrate relevant knowledge and skills covered in the first half of the course and, where applicable, in other relevant management areas.



Group Presentation (15%)

Details of the presentation will be discussed at the first class. You will have a total of 30-40 minutes to make your presentation and answer questions. Presentations will be held on the last day of the course.



Group Assignment (15%)

Please see details of the questions to be addressed on the following page. Please note that all groups and organisational choices must be approved by the lecturer. The nature and focus of group reports will be discussed in Session 1



Examination (40%)
The examination will be Case based and will be “open book”. Specific details and expectations will be discussed in the course.NOTE: The Assessment Details will be reviewed and updated for 2017.

NOTE: The Submission information will be reviewed and updated for 2017.