Business Strategy- Btechnd Assignment

Business Strategy- Btechnd Assignment

TEACHING PLAN

Wk	Lecture Schedule	Outcome of session The learner can;	Activity/seminar and formative assessment	Resources
1	Introduction to the module	Introduction to the module, mode of assessment, awareness of the awarding body,  assessment criteria and the mode of assessment	Background of the expectations of  the awarding body	Module handbook Power point slides Lecture notes
2	Strategic contexts and terminology	Assess how business missions, visions, objectives, goals, core competencies inform strategic planning	Case studyaddressing the learning outcome 1.1	Module handbook Power point slides Lecture notes
3	Strategic thinking: future direction of the competition; needs of customers; gaining and maintaining competitive advantage; Ansoff’s growth-vector matrix; portfolio analysis	Analyse the factors that have to be considered when formulating strategic plans	Case study on strategic thinking 1.2	Power point slides Lecture notes, Whiteboard
4	Planning systems: informal planning; top-down planning; bottom-up planning; behavioural approaches Strategic planning issues:impact on managers; targets; when to plan; who should be involved; role of planning	Evaluate the effectiveness of techniques used when developing strategic business plans	Case study and addressing the learning outcome 1.2	Power point slides Lecture notes, Whiteboard
5	Strategic planning techniques: BCG growth-share matrix; directional policy matrices; SPACE, PIMS Assignment discussed and revised	Analyse the strategic positioning of a given organisation by carrying out an organisational audit	Case study and addressing the learning outcome 1.3	Power point slides Lecture notes Assignment case study
6	Stakeholder analysis: stakeholder significance grid; stakeholder mapping	Carry out an environmental audit for a given organisation	Case study and addressing the learning outcome 2.3	Power point slides Lecture notes, Whiteboard
7	Environment auditing: political, economic, socio-cultural, technological, legal and environmental analysis(PESTLE); Porter’s 5 force analysis; the threat of new entrants; the power of buyers; the power of suppliers; the threat of substitutes; competitive rivalry and collaboration	Asses the significance of stakeholder analysis when formulating new strategy	Case study and addressing the learning outcome 2.2	Module handbook Power point slides Lecture notes
8	Strategic positioning: the Ansoff matrix; growth; stability; profitability; efficiency; market leadership; survival; mergers and acquisitions; expansion into the global marketplace	Present a new strategy for a given organisation	Case study and addressing the strategic positioning	Power point slides, Lecture notes, Whiteboard
9	The organisational audit: benchmarking; SWOT analysis; product positions; value-chain analysis; demographic influences; scenario planning; synergy culture and values	Analyse the appropriateness of alternative strategies relating to market entry, substantive growth, limited growth or retrenchment for a given organisation	Case study and addressing the learning outcome 2.1/2.4	Power point slides Lecture notes, Whiteboard
10	Market entry strategies: organic growth; growth by merger or acquisition; strategic alliances; licensing; franchising Substantive growth strategies: horizontal and vertical integration; related and unrelated Diversification Limited growth strategies: do nothing; market penetration; market development; product development; innovation Disinvestment strategies: retrenchment; turnaround strategies; divestment; liquidation	Justify the selection of a strategy	Case study and addressing the learning outcome 3.1	Power point slides Lecture notes, Whiteboard
11	Strategy selection: considering the alternatives; appropriateness; feasibility; desirability	Asses the roles and responsibilities of personnel who are charged with strategy implementation	Case study and addressing the learning outcome 3.2	Power point slides Lecture notes, Whiteboard
12	The realisation of strategic plans to operational reality: communication (selling the concepts);project teams; identification of team and individual roles, responsibilities and targets;programme of activities; benchmark targets at differing levels of the organisation	Analyse the estimated resource requirements for implementing a new strategy for a given organisation	Case study and addressing the learning outcome 4.1	Power point slides Lecture notes, Whiteboard
13	Resource allocation: finance; human resources; materials; time	Evaluate resource requirements to implement a new strategy for a given organisation	Case study and addressing the learning outcome 4.2	Power point slides Lecture notes, Whiteboard
14	Review and evaluation: an evaluation of the benchmarked outcomes in a given time period in relation to corporate, operational and individual targets	Evaluate the contribution of SMART targets to the achievement of strategy implementation in a given organisation.	Case study and addressing the learning outcome 4.3	Power point slides Lecture notes, Whiteboard Module booklet
15	Revision, and assignment guidance addressing all learning outcomes	Revision and guidance addressing LO1-4		Module booklet
16	Assignment support	Assignment support and guidance		Module booklet
17	Assignment support	Assignment support and guidance		Module booklet
18	Assignment support	Assignment support and guidance		Module booklet
19	Assessment and feedback	Feedback given to the learner
20	Assessment and feedback	Feedback given to the learner
21	Assessment and feedback	Feedback given to the learner

Recommended text and websites

Recommended textbooks

Johnson G et al – Exploring Corporate Strategy: Text and Cases, 8th edition(Financial Times/Prentice Hall, 2007) ISBN: 9781405887328
BPP Learning Media – Business Essentials – Unit 7 Business Strategy (BPPLearning Media, 2013) ISBN: 978-0751744798
Grant M R – Contemporary Strategy Analysis (Wiley-Blackwell, 2007) ISBN: 9781405163095
Journals and newspapers
The Financial Timesand other quality newspapers. Many business stories will appear in the news sections.
Harvard Business Review (Harvard Business Publishing)
The Economist (The Economist Newspaper Ltd)

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