Module Database Search
| MODULE DESCRIPTOR | |||
|---|---|---|---|
| Module Title | |||
| Business Strategy | |||
| Reference | CBM190 | Version | 1 |
| Created | February 2018 | SCQF Level | SCQF 11 |
| Approved | July 2018 | SCQF Points | 15 |
| Amended | ECTS Points | 7.5 | |
| Aims of Module | |||
|---|---|---|---|
| This module will enable students to understand the development and implementation of a company's business strategy in a digital business environment and propose improvements based on the analysis of internal and external pressures and/or opportunities facing the business. | |||
| Learning Outcomes for Module | |
|---|---|
| On completion of this module, students are expected to be able to: | |
| 1 | Demonstrate core competencies related to the development of a company's business strategy from a global perspective. |
| 2 | Evaluate competitive practices in a variety of sectors and propose actions for achieving competitive advantage in a digital business environment. |
| 3 | Analyse the interfaces between functional areas of a business and the total corporate structure and critically evaluate the needs of stakeholders. |
| Indicative Module Content |
|---|
| The module will start with introducing the students to the key principles of any business strategy, such as the vision and the mission of the business with a special focus on global companies operating in a rapidly growing digital business environment. It will then continue with an analysis and examination of the values of the company. The basic elements of the strategy statement and their importance will be discussed further. Finally, the module will conclude with the implementation phase and its organizational challenges, as well as an analysis of balanced scorecards. Throughout the module, students will evaluate and apply a variety of business strategy tools, such as Porter's Five Forces, Value Chain Analysis and the McKinsey 7S Model. |
| Module Delivery |
|---|
| The module will be taught through a combination of lectures, tutorials and student-led activities, including a variety of case studies. |
| Indicative Student Workload | Full Time | Part Time |
|---|---|---|
| Contact Hours | 30 | 30 |
| Non-Contact Hours | 120 | 120 |
| Placement/Work-Based Learning Experience [Notional] Hours | N/A | N/A |
| TOTAL | 150 | 150 |
| Actual Placement hours for professional, statutory or regulatory body |
| ASSESSMENT PLAN | |||||
|---|---|---|---|---|---|
| If a major/minor model is used and box is ticked, % weightings below are indicative only. | |||||
| Component 1 | |||||
| Type: | Coursework | Weighting: | 60% | Outcomes Assessed: | 1, 3 |
| Description: | Individual Essay | ||||
| Component 2 | |||||
| Type: | Coursework | Weighting: | 40% | Outcomes Assessed: | 2 |
| Description: | Group Project | ||||
| MODULE PERFORMANCE DESCRIPTOR | |
|---|---|
| Explanatory Text | |
| The Module is assessed by two components: C1 - Coursework - 60% weighting. C2 - Coursework - 40% weighting. Module Pass Mark = Grade D (40%) | |
| Module Grade | Minimum Requirements to achieve Module Grade: |
| A | At least 70% on weighted aggregate and at least 35% in each component |
| B | At least 60% on weighted aggregate and at least 35% in each component |
| C | At least 50% on weighted aggregate and at least 35% in each component |
| D | At least 40% on weighted aggregate and at least 35% in each component |
| E | At least 35% on weighted aggregate |
| F | Less than 35% on weighted aggregate |
| NS | Non-submission of work by published deadline or non-attendance for examination |
| Module Requirements | |
|---|---|
| Prerequisites for Module | None. |
| Corequisites for module | None. |
| Precluded Modules | None. |
| INDICATIVE BIBLIOGRAPHY | |
|---|---|
| 1 | BUCKLEY, P. and GHAURI, P., 2015. International business strategy: cases and readings. Oxon. Routledge. |
| 2 | HILL, C.W.L., TOMAS, G. and HULT, M., 2019. International business: competing in the global marketplace. 12th ed. New York. McGraw Hill. |
| 3 | JOHNSON, G., WHITTINGTON, R., SCHOLES, K., ANGWIN, G. and REGNER, P., 2014. Exploring strategy. 10th ed. Pearson Education. |
| 4 | KOURDI, J., 2015. Business strategy: a guide to effective decision-making. 3rd ed. The Economist. |
| 5 | MAGRETTA, J., 2011. Understanding Michael Porter: the essential guide to competition and strategy. Harvard Business Review Press. |
| 6 | PORTER, M.E., 1990. The competitive advantage of nations. Harvard Business Review. |
| 7 | PORTER, M.E., 2004. Competitive strategy. Free Press. |
| 8 | PORTER, M.E., KIM, W.C. and MAUBORGNE, R.A., 2011. HBR's 10 must reads on strategy. United States of America. Harvard Business School Publishing. |