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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

A Harvard course pack will be provided to students containing all case studies, simulations, and supplementary reading.

The main text for this course is:
Grant, R.M (2018) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd.

However, other recommended strategy texts are as follows:

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.

Teaching & Learning Activities	Related Learning Outcomes
Lectures	1-5
Group discussions	1-5

Learning Activities Schedule

NOTE: The Learning Activities Schedule will be reviewed and updated for 2017.

Topics, Associated Readings, and Case Studies are:

Session 1:
Introduction: A Framework for Strategic Analysis and what is ‘Business Strategy’?

Readings:
Thompson, Strickland, & Gamble, Chapters 1 & 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

Case Study: Costco wholesale in 2012: mission, business model, and strategy


Sessions 2:
Business Strategy Analysis and External Industry Analysis.

Readings:
Thompson, Strickland, & Gamble, Chapter 3
“Commitment: The persistence of strategies”, Ghemawat P.,1991, Commitment: the dynamic of strategy, The Free Press, New York, pp.13-31

Case Study: Panera bread company in 2012 – pursuing growth in a weak economy


Session 3:
External Industry Analysis and Measuring Organisational Performance

Readings:
Thompson, Strickland, & Gamble, Chapter 4
“The Five Competitive Forces that shape Strategy”, Porter M., HBR, January, 2008
“Industry segmentation & competitive advantage” Porter M., 1985, Competitive Advantage: creating and sustaining superior performance, The Free Press, New York, pp.231-272

Case Study: Tiffany’s little blue box: does it have any strategic significance?


Session 4:
Measuring Organisational Performance and Capability Analysis.

Readings:
Thompson, Strickland, & Gamble, Chapter 5
“Capitalising on Capabilities”, Dave Ulrich and Norm Smallwood, HBR, June 2004, Jun2004, Vol. 82 Issue 6, p119-127
“Strategy and the Internet”, Porter M., HBR, March 2001

Case Study: Nucor corporation in 2012: using economic downturns as an opportunity to grow stronger


Sessions 5:
Strategic Options and Decision making 1

Readings:
Thompson, Strickland, & Gamble, Chapters 6
“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

Case Study: 7-Eleven in Taiwan: adaptation of convenience stores to new market environments.


Session 6:
Mid Term in Class Mini- Case Study Analysis Test


Session 7:
Strategic Options and Decision making 2

Readings:
Thompson, Strickland, & Gamble, Chapter 7
“The right game: use game theory to shape strategy” Brandenburger A & Nalebuff B, 1995, HBR, July –August, pp 57-71
“Speed & strategic choice: how managers accelerate decision making”, Einsenhardt K., 1990, California Management Review, Spring, pp.39-54

Case Study: Tata motors: can it become a global contender in the automotive industry?


Session 8:
Strategy and Ethics

Readings:
Thompson, Strickland, & Gamble, Chapter 9
“The business of ethics and the ethics of business”, Pattan J.E, Journal of Business Ethics 3, 1984, Pp.1-19

Case Study : Rhino sales, hunting, and poaching in South Africa, 2012


Session 9:
Strategy Execution 1

Readings:
Thompson, Strickland, & Gamble, Chapter 10
“Cost advantage”, 1985, Porter M., Competitive advantage: creating and sustaining superior performance, New York, The Free Press, pp. 97-118
“Competitive cost dynamics: the experience curve”, 1982, Hax A., & Maljuf N., Interfaces, 12/5, Pp.50-61

Case Study: Starbucks in 2012: evolving into a dynamic global organisation


Session 10:
Strategy Execution 2

Readings:
Thompson, Strickland, & Gamble, Chapters 11 & 12
“Innovation & competitive advantage: what we know & what we kneed to learn”, 1992, Lengnich-Hall C., Journal of Management, 18/2, pp.399-429
“Differentiation strategy”, 1985, Porter M., Competitive Advantage: Creating and sustaining superior performance, The Free Press, New York, pp.150-163

Case Study: Group Presentations

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%

NOTE: The Assessment Detail will be reviewed and updated for 2017.

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