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Module Overview

Strategic Management Tools

This course is concerned with introducing contemporary management tools and practices and with explaining how each can be used and applied in business management.

In total, c. 30 such models (c.3 per class) will be introduced.  (Those covered in prescribed textbook + some additional tools selected at discretion of module lead).

The module will deal with Strategic Models i.e. those that help analyse and plan a company’s strategic position, Tactical Models i.e. those that help to organise a company’s processes, resources and people and Operational Models i.e. those that help organisations and implement best practices.

This module therefore links with many other modules (core and optional) on the programme.  It will link particularly closely with the Year 4 core module “Global Strategic Management”.

Module Code

MGMT 4020

ECTS Credits

5

*Curricular information is subject to change

 

1.    Identifying key segments

   Using it: IBM

2.    Setting long-term goals

   Using it: Virgin Galactic

3.    Setting SMART objectives

   Using it: the BBC

4.    Core Ideology (Collins and Porras)

   Using it: Sony

5.    The HOOF approach to demand forecasting (Evans)

   Using it: Apps

6.    The five forces (Porter)

   Using it: Blockbuster

7.    Rating competitive position

   Using it: Samuel Adams

8.    The resource and capability strengths/importance matrix (Grant)

   Using it: Virgin Group

9.    The value chain (Porter)

   Using it: Zara

10.  The product/market matrix (Ansoff)

   Using it: Virgin Cola

11.  The attractiveness/advantage matrix (GE/McKinsey)

   Using it: Extramural Ltd

12.  The growth/share matrix (BCG)

   Using it: Extramural Ltd

13.  Three generic strategies (Porter)

   Using it: Southwest Airlines

14.  The experience curve (BCG)

   Using it: Energy technologies

15.  Blue ocean strategy (Kim and Mauborgne)

   Using it: Cirque du Soleil

16.  Optimising the corporate portfolio

   Using it: Extramural Ltd

17.  Creating value through mergers, acquisitions and alliances

   Using it: Lloyds Banking Group

18.  Creating parenting value (Goold, Campbell and Alexander)

   Using it: Oil company mineral resources

19.  Core competences (Hamel and Prahalad)

   Using it: Red Bull

20.  Deliberate and Emergent Strategy (Mintzberg)

   Using it: Facebook

21.  Profit from the core (Zook)

   Using it: Marvel Entertainment

22.  Disruptive technologies (Christensen)

   Using it: Toyota

23.  Good strategy, bad strategy (Rumelt)

   Using it: Wal-Mart

24.  Innovation hot spots (Gratton)

   Using it: Linux

25.  The Suns & Clouds Chart (Evans)

   Using it: Madonna

 

 

Content will be delivered via interactive lectures with all lecture support materials uploaded to the Brightspace learning platform after each lecture. As outlined below, the learning and teaching method is supported by a two prong assessment method i.e. a company analysis and and recommendation plan  (50% weighting)  and a closed book time constrained terminal examination. (50% weighting). Examination questions will derive from class content and support materials.

Module Content & Assessment
Assessment Breakdown %
Formal Examination50
Other Assessment(s)50