Master of Business Administration Module Outline MBA FT 16 - 17 Strategy 15 March – 5 April 2017 Academic year 2016 – 2017 Version 1 Program Master of Business Administration PT 15 - 17 Course title Strategy Lecturer Program variant Full-Time Credit points (ECTS) 3 Phase 1 Amount of sessions (total) 4 Contact hours (total) 24 Hours of study (total) 84 Minimum result required in all assessments in order to obtain credits for this module 5.5 Cohesion with other MBA modules This module is connected to the modules, Business Research Methods (database analysis, data search), Global Business Environment (international markets), Marketing, (Advanced) Finance and Accounting, Human Resource Management, Change Management and Operations Management. Module Overview This module helps students to understand and apply strategic knowledge and techniques, using strategy practice cases all the way. All sessions relate academic knowledge to strategic practice at both a strategic level, and do this in a fully interactive and open way. Practice cases are analysed and discussed during the class sessions, resulting in a full insight into the subject matter and underlying patterns, the key focus issues and attention areas of the subject, as well as a capability on behalf of the students to apply the strategic learning in their own practice situations. In addition, the course draws attention to the advantages of the design of sustainable company strategies, essentially dealing with circular economy strategy. MBA Competencies and Learning Outcomes The Learning outcomes are the operationalisation of the MBA Competencies per course. Competency 1 (C1): Understand and be able to apply the following body of knowledge Learning outcomes: • Learn to analyse and to apply the historic concepts of military strategy. • Learn how to apply these military concepts into business strategy. • Learn how to synthesize the 4 company’s core pillars (marketing & sales, finance and IT, human resources, production & logistics) and how to apply this synthesis to improve the company’s performance in order to find the best strategic direction of a company. • Students will learn to propose solutions for change management of both products and processes in organizations. Competency 2 (C2): Prepare for leadership and transformational roles in (international) business Learning outcome: • Learn how to use and apply models (Osterwalder Business Model, Porter’s Value Chain Analysis Model as well as Porter’s Value System model) for a critical and structured strategic analysis and assessment of the (international) market position, resources and competitiveness of companies • Learn how to use and apply analysis models (Porter’s 5 Forces, PEST, SWOT model, Confrontation Matrix, Feasibility / Suitability / Acceptability strategic option selection grid) to analyse case studies and assess the possible impact of the (international) external forces – e.g. political forces, socio-demographic and environmental forces, economic as well as technological forces - on the strategy of the companies in the case studies. Competency 3 (C3): Administer management tasks and tackle business-related challenges Learning outcomes: • Learn how synthesize the external analysis outcomes with the assessment of the internal organization to find the company’s core problem and related key issues. • Learn how to develop strategic business-level insights and skills. • Learn how to apply business-level insights and skills to real-life cases and real-life situations. • Learn to define, create and develop creative strategic options and define the related holistic perspective of strategy, including the company’s sub-strategies for its 4 pillars: marketing and sales, finance and IT, human resource management as well as production and logistics. Competency 4 (C4): Manage and develop the self Learning outcome: • Learn how to be committed to finish one’s individual share of the student group class presentations preparation prior to class, making PowerPoint slides, and therefore learn how to act and behave as reliable group members to get the job done. • Learn how to take individual as well as group responsibility at a Master’s level. Competency 5 (C5): Effectively work with and relate to others Learning outcome: • Learn how to analyse, assess and apply class studies to find solutions to the strategic problems of current company cases. This approach is enhanced by group class presentations by the students of the strategic findings of these cases. • Learn how to collaborate with and within a student class team for the weekly analysis of business cases as well as during the weekly group class business case presentations. Assessment The students will be assessed by writing an individual written exam paper after the strategy module has been finished, in which they will have to answer strategy questions about a company, as described in a written case that will be handed out to them. The paper will have to consist of 2.500 words minimum and 3.000 words maximum (70 % of the final mark) . In addition, the students will have to present a group case during lesson 7/8 consisting of 25 PowerPoint slides in which they critically assess and discuss in front of the class the strategic activities of a company as described in a written case (30 % of the final mark). Teaching and learning strategy This module aims to teach students the concepts of military strategy and how these are translated into business strategy. It presents ways how to understand and apply key strategic insights, models and methodologies to everyday business practice. In addition, it uses a holistic perspective of strategy, including the sub-strategies of the 4 pillars marketing & sales, finance & IT, human resource management and production & logistics. The module aims to analyse and pinpoint the key issues / problems in strategy, and teaches students how to solve strategy cases and strategic problems with creative, out-of-the-box solutions, taking the interrelationship between these 4 pillars into account. Furthermore, this module teaches students to understand how they should implement strategic market positioning and plans. Finally, this module teaches students to think and act at a Master’s level within a Management Team regarding strategic issues in companies and institutions. Session date: 15 March 2017 Time: 14.30 – 17.30 pm Session nr. 1: From Military Strategy to Business Strategy This session uses military strategy cases (Austerlitz 1805, Ardennes 1940) to help students to understand the key concepts of Strategy. In addition, it provides an explanation how military strategy is related to business strategy. Furthermore, it presents key strategy success factors. In addition, student class teams will have to be formed for the group class presentations as well as group class examination presentation. The size of every student group should not exceed 4 persons. Session date: 15 March 2017 Time: 18.30 – 21.30 hrs Session nr. 2: The Structured Design of Business Strategy Vision, mission, internal and external analysis, core problem, confrontation matrix, strategic options, strategy selection and strategy implementation. Models, structures, insight and analysis. Preparation to be done by students BEFORE this session: Read Jones and Hill chapters 1, 2, 3 and 4. The students should prepare a PowerPoint presentation with their student groups BEFORE class of one the CEMEX or the GOOGLE cases and collect the key strategic issues of the company in this case, preferably with models and structures. Study the strategy’s impact upon marketing, production, finance and hrm. In addition, the students should point of the key strategy problems and offer potential solutions to these problems. Session date: 22 March 2017 Time: 14.30 – 17.30 pm Session nr. 3: Competitive Business Strategy in Practice (1) DVD movie Tucker Automobile Company. Session date: 22 March 2017 Time: 18.30 – 21.30 hrs Session nr. 4: Competitive Business Strategy in Practice (2) Class discussion of the past and current strategies of Mexx, Kroymans Corporation, TermPhos, Van Elburg, Wientjens, Hornbach, De Jong Packaging UK. Assessment of the overall strategic plans as well as the sub-strategies for marketing, production, finance and hrm. Preparation to be done by students BEFORE this session: Read Jones and Hill chapters 5, 6, 7 and 8. The students should prepare a PowerPoint presentation with their student groups before class of one the BARNES AND NOBLE or the IMAX cases and collect the key strategic issues of the company in this case, preferably with models and structures. Study the strategy’s impact upon marketing, production, finance and hrm. In addition, the students should point of the key strategy problems and offer potential solutions to these problems. Session date: 29 March 2017 Time: 14.30 – 17.30 pm Session nr. 5: Advanced Business Strategy in Practice (1) DVD Documentary Technology Strategy in Silicon Valley Session date: 29 March 2017 Time: 18.30 – 21.30 hrs Session nr. 6: Advanced Business Strategy in Practice (2) Blue Ocean Strategy vs Red Ocean Strategy. Class discussion of the strategies of VanDerLande, ASML, Dyno Nobel, Philips, Loders Croklaan, Airlines & Cost, Caterpillar and SCA Packaging & DS Smith, Creative Strategic Alliances at Product-Level. Assessment of the overall strategic plans as well as the sub-strategies for marketing, production, finance and hrm. Preparation to be done by students BEFORE this session: Read Jones and Hill chapters 9, 10, 11, 12 and 13 The students should prepare a PowerPoint presentation with their student groups before class of one the CIRQUE DU SOLEIL or the NETFLIX cases The students should prepare a PowerPoint presentation with their student groups of the case and collect the key strategic issues of the company in this case, preferably with models and structures. Study the strategy’s impact upon marketing, production, finance and hrm. In addition, the students should point of the key strategy problems and offer potential solutions to these problems. Session date: 5 April 2017 Time: 14.30 – 17.30 hrs Session nr. 7: Student Group Class Presentations Examination Case Exam: group class presentations of the FAIR TRADE case. Preparation to be done by students BEFORE this session: The students should prepare a PowerPoint presentation with their student groups of the FAIR TRADE case and collect the key strategic issues of the company in this case, preferably with models and structures. Study the strategy’s impact upon marketing, production, finance and hrm. In addition, the students should point of the key strategy problems and offer potential solutions to these problems. Session date: 5 April 2017 Time: 18.30 – 21.30 pm Session nr. 8: Foul Play in Business Strategy Strategy towards Large Customers, Collusion strategy, Case Construction Fraud and the final case: Friends in High Places. Literature Jones G.R. and C.W.L. Hill (2014). “Strategic Management: Theory & Cases: An Integrated Approach”, South Western, 11th Revised edition (31 Jan. 2014), ISBN-10: 1285184483 or ISBN-13: 978-1285184487 Recommended literature Chan Kim, W. and R. Mauborgne (2005). “Blue Ocean Strategy,” Boston, Harvard Business School Press, ISBN 978-1-59139-619-2. Christensen C.M. and M.E. Raynor (2003). “The Innovator’s Solution,” Boston, Harvard Business School Press, ISBN 978-1-57851-852-0. Farhad, A. and K. Azhdar (2002). “How Chief Executives Perception of the Environment Impacts on Company Performance,” The Journal of Management Development 21(3/4): 290-306. Fisk, P. (2015). “Gamechangers – creating innovative strategies for business and brands, John Wiley & Sons Publishers. Giles, L. (1998). “Sun Tzu – The Art of War,” Gainesville, Instabook Corporation. Osterwalder, A. (2010). “Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers,” John Wiley & Sons ISBN-13: 978-0470876411. Porter, M.E. (1985). “Competitive Advantage,” The Free Press, New York. Tichy N.M. and S. Sherman (1994). “Control Your Destiny or Some Else Will,” New York, Harper Collins Publishers.