Department: Business and Management

MBA4634

Business Strategy

Module Handbook

Version: 1

1MBA 4634 Business Strategy Module Leader: Dr. Stephane Bignoux Campus: Distance Learning Academic Year: 2013 – 2014 Dates: 7th October 2013 – 15th December 2013

2MBA 4634 Business Strategy Table of Contents

3MBA 4634 Business Strategy General Information

Level This is a level 4 (postgraduate) module carrying 20 credits and taking place over 10 weeks.

Module Leader The module leader for this module is Dr. Stephane Bignoux, Senior Lecturer in Management at Middlesex University Business School. Dr. Bignoux has a Ph.D. in Business from Macquarie University, Sydney. 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 organisational 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 organisations operate. It builds upon students' prior knowledge of the functional areas of organisations 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.

4MBA 4634 Business Strategy Learning outcomes

Knowledge On completion of this module the successful student will be able to demonstrate the ability to:

1. Critically analyse the concepts, theoretical ideas and empirical research findings 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 organisations; 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 organisational 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 organisational 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: PESTEL and Future Thinking Industry lifecycle, competitiveness and profitability 4. SBU Strategy: From a market/customer perspective 5. Internal Audit: Resources and capabilities 6. Generic strategies and value chain analysis 7. Organisational Culture: Influence on strategy formulation and implementation Managing strategic change 8. Making Strategy Happen: Measuring performance 9. International Strategy 10. Putting it all together

5MBA 4634 Business Strategy Programme Learning Outcomes Addressed in This Module

Knowledge and understanding Practical skills

A1 The core business of firms and its relationship B2 Apply and critically evaluate the impact of C2 Undertake research to to strategic management management models, concepts and theories in address strategic and organisational environments other management issues within organisations

A5 The theory and practice of business in B3 Evaluate options using appropriate decision- C4 Conduct strategic international contexts making criteria including the use of financial organisational analysis to tools. identify key strategic problems and develop solutions

A6 The role of entrepreneurship, enterprise and B6 Analyse and develop diverse investigative C5 Undertake critical analyses consultancy in the business environment methodologies to apply to solve organisational to develop, plan and management problems recommend

6MBA 4634 Business Strategy implementation of strategic decisions.

7MBA 4634 Business Strategy 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 context 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 1 X X X 2 X X X 3 X X 4 X X 5 X X 6 X X X 7 X X X 8 X X

8MBA 4634 Business Strategy 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 organisation that collaborates with some of the world’s best known corporate brands but for a charitable purpose. (RED) is global organisation 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 organisation set up for a charitable purpose, found on page 152-154 of the core text Johnson G., Scholes K. & Whittington, 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 report (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 plagiarised).

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?

3. 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 penalised if the word count is less – quality matters more than quantity. You will be penalised though if your work is substantially bigger than 2500 words.

9MBA 4634 Business Strategy 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 PESTEL 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 2x2 diagram found in Illustration 2, p. 53 in Johnson, Scholes & Whittington (2011) or the 2x2 diagram found in Illustration 2, p. 58 in Johnson, Scholes & Whittington (2008)).

4. Answer the question: What strategic issues do these scenarios raise for your (chosen) company or organisation? 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 (PESTEL, Scenarios, 5 forces) together such that you analyse the effects of your chosen scenarios on your (chosen) organisation, 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 20%

[4] Five forces model changes under 4 scenarios 20%

10MBA 4634 Business Strategy [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 MyUniHub) as well as the guidelines on the Library Services web pages: http://unihub.mdx.ac.uk/study/library/index.aspx

11MBA 4634 Business Strategy Communication and Contact Information

Announcements regarding this module will normally be made by email and online announcement on MyUniHub. Please ensure that you regularly read your university e-mail and are thus kept informed of any changes / developments.

Staff Contact The module leader is Dr. Stephane Bignoux 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 syndicate's discussion board, or in the general module discussion area. If you feel your question has not been noticed by the tutor, please follow up with an email.

Contact Details Module Leader: Dr. Stephane Bignoux Office: Room W111 Office Location: Williams Building Phone Number: +44(0) 20 8411 5841 Email address: [email protected]

Module Tutor: Tutor: Dr. Efthimios Poulis Office: W139 Office Location: Williams Building Phone Number: +30-6934-674542 Email address: [email protected] / [email protected]

12MBA 4634 Business Strategy Learning materials

Core Text

Johnson G., Scholes K. & Whittington, R., 2011, Exploring Strategy, Text & Cases, FT Prentice Hall, 9th edition. Or

Johnson G., Scholes K. & Whittington, R., 2008, Exploring Corporate Strategy, FT Prentice Hall, 8th edition.

It is essential for you to have access to the 9thor 8th edition in order to interact effectively with the online materials. Both editions are available as electronic books through either the VitalSource Bookshelf (9th edition) or Middlesex University Library Resources (8th edition).

Other Texts

Other texts which will help you to understand concepts better:

Grant., R.M., (2008) Contemporary Strategy Analysis (6th edition), Blackwell, Oxford

Lynch, R, (2009) Strategic Management (5th edition), FT Prentice Hall, Harlow (NB: the 4th edition is available as an e-book through the library)

Frynas, J.G. & Mellahi, K, (2011), Global Strategic Management, OUP, Oxford

Journals You may find it helpful to regularly consult some more academic journals, to become aware of the theoretical basis of the models and frameworks discussed in class. Such publications can be put into three categories: a) Publications for professional managers and consultants written by academics – e.g. Harvard Business Review, California Management Review, Sloan Management Review, Long-Range Planning, etc. Some of these are found in the library or even in high street kiosks. b) Publications for professional managers written by consultants – e.g. McKinsey Quarterly c) Publications for academics and consultants written by academics – e.g. Administrative Science Quarterly, Strategic Management Journal, Academy of Management Review, Journal of Management Studies, Journal of Management, etc. You may find these more challenging to read and assimilate.

13MBA 4634 Business Strategy