INSTITUTE of BUSINESS MANAGEMENT
College of Business Management Department
of Management
COURSE OUTLINE & SPECIFICATION FILE SPRING
2021
Strategic Management 612 W 9991
University: Institute of Business Management
Faculty: SALAH UDDIN
Course specifications
Program(s) on which the course is given:
Department offering the Program:
Department offering the course:
Academic year:
MBA
College of Business Management
Management
SPRING 2021
A. Basic Information
Title: Marketing Management
Credit hours: 3
Tutorial: 1
Code: MAN 612 W 9991
Lectures: 1
Practical: 1
Total: 3
B. Professional Information
1. Overall aims of course
This is an MBA level marketing course at IoBM that incorporates a mix of lecture and case
study approaches, rounding it off with a term- project aimed at understanding the practice
of strategic management in the real business world. The course focuses on formulating and
implementing Strategic Management practices within the overall business context. In an
academic sense, this course builds on the learning of overall MBA core courses through an
enhanced application of pedagogy specifically through the use of case studies and more
tutorial emphasis.
Through a semester-long project, students were provided the opportunity to study the
application of the principles and concepts discussed, in the corporate environment.
2. Course Description:
Strategic management requires qualities and skills in dealing with paradoxical demands
of situations which are always unique in nature. Strategy formulation takes place in the
conflict between what is and what ought to be, in an ever changing environment
influenced by social, economic, political, technological and moral forces. An analytical
Page 1 of 8
strategic thinking is needed to formulate an appropriate response to an organization’s
environment. The study of strategic management provides current and future managers
with frameworks and approaches that can enrich their strategic thinking and reinforce
their abilities to take strategic initiatives. This course should help the students to become
more self-conscious in their experiences of strategic management, and to encourage them
to pursue a greater capacity for lifelong learning as strategic thinkers in their management
careers.
3. Course Objectives:
The course helps the Students to cultivate a “strategic mind set.” Through application of
various guidance modules, students will be able to create and sustain a competitive
advantage through identifying, analyzing, and solving complex organizational &
managerial problems. It is intended to prepare the students how to develop a “strategy” &
“managing for success” in highly competitive environments. It creates awareness on how
to attain competitive positioning of a Business and understanding the pros and cons of
contemporary corporate strategies along with an art of making strategic choices.
4. Intended Learning Outcomes of course (ILOs)
Primary ILOs:
LO1. Cultivate a ‘Strategic Mindset’, articulate and interpret, concepts and steps involved
in Strategic Management process.
LO2. Develop ‘Intellectual Skills’ with the ability of systematic and rigorous development
and analysis of Strategic Management process leading to creative thinking and evaluation
options.
LO3. Acquire ‘Practical Skills’ to apply Strategic Management Process in strategically
managing a business or other type of organization.
LO4. Develop general skills for Problem Solving and working Groups.
Secondary ILOs:
Knowledge and understanding
1) Role of Strategy in the changing business & market environment
2) Building Strategic Vision and culture in organizations
3) New concepts like Value Innovation through BOS
4) New challenges for Sustainability
5) Proactive approach to Strategic Management where the strategic development process
is driven by dynamic analysis of the market and the environment.
6) Concepts, models and methods that are or have promise of being useful to strategy
development process
Page 2 of 8
a. Intellectual skills
1) Exposure to global ideas and practices in Strategy: Blue Ocean Strategy
2) Anticipating, accepting or influencing change in Strategy
3) Challenging the status quo.
b. Professional and practical skills
1) Analyzing business case studies
2) Participating productively in group discussions
c. General and transferable skills
1) Writing summaries of articles & case studies
2) Working in teams.
6
1
&
2
4
The Strategic Management Process: Overview, Purpose, Vision, Mission & Social
Responsibility (Spread over 2 sessions)
Discussion focuses on Five Tasks of Strategic Management, Vision & Mission, Social
Responsibility, Who Performs the Five Tasks, Crafting a Strategy, Role of Board of
Directors, Benefits of Strategic Management
Learning Outcomes:
1.
Revisit Strategy in the current context taking into account dramatic changes in
the business environment over the last 10 years.
2. Identify the reasons for change in Strategic thought process and implications
on business organizations.
3. Review essential ground rules that need to be understood and adopted.
4. Discuss the likely structural and operational changes that need to be
implemented.
Pedagogy
1.
2.
3.
Input session (students centered)
Lecture with discussion & Case Study
Review and evaluation (student centered)
Page 3 of 8
Tutorial
Lecture
Topics: Weekly Course Outline / Learning Outcomes
No. of hours
Contents/ Learning Outcomes:
2
3
Company’s External Environment- Industry & Competitive Analysis, PESTEL, EFM
Matrix Analysis, Porter’s Five Forces Model
3.0
3.0
3.0
2.0
1.0
6.0
4.0
2.0
Focus on how organizations should devise Strategy by focusing on a Company’s
External Environment, analyze the Industry competitive scenario using Porter’s Five
Forces Model for Strategy formulation.
Learning outcomes:
1. Discovering the ‘strategic concept’ from a company’s perspective.
2. Understanding EFM, Five forces model as outside-in business unit strategy
tool to analyze attractiveness of industry structure.
3. Recognizing the significance of PESTEL factors on competitiveness
4. Working with real life examples of how strategies are affected by PESTEL and
Five Forces.
Pedagogy
1. Input session (students centered)
2. Lecture with discussion
3. Review and evaluation (student centered)
4
Company’s Internal Environment: Resources & Competitive Capabilities.
Value Chain Analysis, SWOT Analysis
A “debate format” is adopted to understand how to do Internal Analysis, IFM, to discuss
a Resource Based Model, Core Competence & Distinct Capability and importance of
Value Chain Analysis.
Learning Outcomes:
1. Understanding difference between Core Competence & Distinct Capability
2. Discovering the impact of Value Chain Analysis and how it affects the
company’s margin
3. Differentiating the importance of Outsourcing for companies lacking core
competencies
4. Analyzing the SWOT, IFM with practical examples
Pedagogy
1. Input session (students centered)
2. Lecture with interactive discussion
3. Review and evaluation (student centered)
5
&
6
Competitive, Cooperative & Offensive Strategies. (Spread over 2 sessions)
Delivering Superior Value and its relationship with creating sustainable competitive
advantage, along with types of competitive advantages. Generic Competitive Strategies,
Cooperative Strategies, Offensive Strategies, Defensive Strategies.
Learning Outcomes:
1. Exploring Low Cost & Differentiation strategies
2. Comparing Differentiation strategies & opportunities in Value Chain
3. Discussing the Perceived Value and Signaling Value
4. Debating when each Strategy works at its best
Pedagogy
1. Input session (students centered)
2. Lecture with interactive discussion & Case Study
3. Review and evaluation.
Page 4 of 8
7
Strategies for competing in Globalizing Markets.
3
2.0
1.0
3.0
2.0
1.0
6.0
4.0
2.0
Dynamics of competing in global markets, different from domestic market, and the need
for expanding globally. Strategy options for entering & competing in Foreign markets.
Cultural, Demographic & Market differences while competing globally.
Learning Outcomes:
1. Analyzing the dynamics of expanding in foreign markets
2. Comparing Multi-country Vs Global competition
3. Identifying Locational Advantages
4. Fine-tuning strategies in Internet era
Pedagogy
1. Input session (students centered)
2. Lecture with interactive discussion
3. Review and evaluation.
8
Tailoring Strategy to Fit Specific Industry & Company Situation.
10 Commandments for Successful Business Strategies
Objective: Matching Strategy to a Company’s Situation.
Learning outcomes:
1. Discussing the dynamics of Emerging Industries, Rapidly Growing Markets,
Maturing Industries, Stagnant or Declining Industries
2. Analyzing Strategies for Sustaining Rapid Company Growth, Industry Leaders,
Runner-up Firms, Weak and Crisis-Ridden Businesses
3. Identifying Ten Commandments for Crafting Successful Business Strategies
Pedagogy
1. Input session (students centered)
2. Case discussion
3. Review and evaluation.
9 Diversification Strategies for Managing a group of Businesses (Spread over 2
& sessions)
10 Focus on Corporate Strategy for Diversification, analyze Why Diversify & When
Learning Outcomes:
1. Reviewing four steps for Diversified strategy.
2. Analyzing Strategies for entering into new Business, Related Vs Un-related
Diversification
3. Identifying the Strategic Alternatives for Diversification
4. Discussing Core Concepts: Strategic Fit & Scale Economies & Types of Strategic
Fit; Options after Diversification
Pedagogy
1. Input session (students centered)
2. Lecture with interactive discussion & Case Study
3. Review and evaluation.
Page 5 of 8
11
Implementing / Executing Strategy
3.0
4.0
2.0
6.0
2.0
1.0
Focus on implementing & executing Strategy as per Company’s Situation. Richard
Rumelt’s concepts of Good Strategy, Bad Strategy, CONGRUENCE MODEL,
AMBIDEXTROUS ORGANIZATIONS. Learning outcomes:
1. Discussing Perils of implementation & execution of a strategy
2. Analyzing What actually is involved in implementation & execution of good
strategy
3. Identifying What are Good Strategies & Bad Strategies
Pedagogy
1. Input session (students centered)
2. Case discussion
3. Review and evaluation.
12 Value Innovation & Blue Ocean Strategy
&
13 Differentiate between Red Ocean and Blue Ocean concepts of Strategy. Focus on
creating Value Innovation, developing uncontested market space that makes the
competition irrelevant.
Learning Outcomes:
1. Reviewing the concept of Red Ocean Strategy and Blue Ocean Strategy
2. Understanding how opportunities can be exploited to create blue oceans of
uncontested market place
3. Discussing the simultaneous pursuit of high product differentiation and low
cost, thereby making competition irrelevant
4. Evaluating trade-off between differentiation and low cost, and to create a new
value curve, the framework poses four key questions:
o
o
o
o
Raise: What factors should be raised well above the industry's
standard?
Eliminate: Which factors that the industry has long competed on
should be eliminated?
Reduce: Which factors should be reduced well below the industry's
standard?
Create: Which factors should be created that the industry has never
offered?
Pedagogy
1. Input session (students centered)
2. Lecture with interactive discussion & Case Study
3. Review and evaluation.
14 Term Project presentations:
15
Students prepare a short class presentation on PowerPoint and also submit a complete
project report case study in Word format. A guideline for the case study is provided
after the 1st Mid-Term Exam.
Final Exam
3.0
3.0
3.0
3.0
Page 6 of 8
5. Teaching and learning methods
The teaching methodology includes lectures, professional academic illustrative videos,
class discussions, case studies, presentations and a term project. Case studies are selected
to develop specific, actionable skills and are not intended to be vehicles for endless
discussions and opinions about overall business generalizations. Therefore, these are very
focused on specific strategic issues or successes with a view to developing analytical skills
and learning based on the experiences of reputable brands and brand-owners. The lectures
are designed to reinforce and expand upon, not to substitute for, what students learn from
the assigned readings and study.
The course is highly interactive between the class and the instructor. Problemsolving sessions are designed to encourage students’ participation both individually
and as part of their teams.
Class organization and Project
Semester-Long Experiential Learning Strategy Project
The objective of Term Project is to expose students to the practice of strategic management and
to understand how Strategy continuously adapts to a changing environment in order to grow
and be successful in a structured and systematic manner.
•
•
•
•
Students work in Groups of 5 students each.
Every Group is required to deliver a Term Project under the umbrella theme of “Strategic
Management in Practice”.
The project is developed in the form of a company strategy.
Usually, considerable company material is included in the project. Students are encouraged
to focus on the use of such information to enhance their evaluation of the strategies and
making recommendations.
PROJECT PRESENTATION’S RUBRIC
Presentations are graded based upon the following set of criteria:
Content (45%)
Included here is whether the student has substantially and fully examined all of the issues,
problems, and understands all aspects of the facts of the case. Does the student fully understand
the dynamics of the case and have they presented realistic alternatives, realistic objectives, and
sound implementation strategies.
Presentation Itself (30%)
Included here are the layout, content, and readability of the slides or other forms for
electronically presenting the material. Encompasses the applicable PPT slides, a situation
Page 7 of 8
analysis, problem definitions, alternatives, and recommendations. And takes into account the
professionalism of the presenters.
Completeness (25%)
Includes the correctness of answering questions from the instructor and/or audience members,
as well as preparation by the student member to all of the relevant facts, figures, assumptions,
recommendations, and strategies of the student.
Assessment
methods
1 Quizzes
2 Assignments
3 MID TERM (one
only)
3 Class
Participation
4 Semester Term
Project
5 Final exam
… to assess
Knowledge and understanding
Assessment
schedule: week:
7
Weightage
Knowledge, understanding &
literature review skills
Knowledge & Understanding
Throughout semester
10%
15%
Expected 9
20%
Student’s inter-activeness &
attendance
Professional and practical skills
Throughout semester
10%
7 to 14
15%
Professional skills
15
30%
*Total: 100%
* Marks distribution subject to change
Class Participation assessments:
• In class interaction, participation
• Punctuality
• Attendance.
6. List of references
Course notes: Case studies and relevant academic handouts
Essential books (text books):
•
•
Strategic Management - Concepts & Cases, Strickland & Thompson, 16th Edition, 2
McGraw Hill
Strategic management – Concept & cases, Fred R. David, Prentice-Hall, 16th Global
Edition
Recommended (References) :
• Bloomberg Businessweek
• HBR
• Fortune
Page 8 of 8