Business Strategy- Btechnd Assignment

TEACHING PLAN

WkLecture ScheduleOutcome of session

The learner can;

Activity/seminar and formative assessmentResources
1Introduction to the module Introduction to the module, mode of assessment, awareness of the awarding body,  assessment criteria and the mode of assessmentBackground of the expectations of  the awarding bodyModule handbook
Power point slides
Lecture notes
2Strategic contexts and terminologyAssess how business missions, visions, objectives, goals, core competencies inform strategic planningCase studyaddressing the learning outcome 1.1Module handbook
Power point slides
Lecture notes
3Strategic thinking: future direction of the competition; needs of customers; gaining and maintaining competitive advantage; Ansoff’s growth-vector matrix; portfolio analysisAnalyse the factors that have to be considered when formulating strategic plansCase study on strategic thinking 1.2Power point slides

Lecture notes, Whiteboard

4

 

Planning systems: informal planning; top-down planning; bottom-up planning; behavioural approaches

Strategic planning issues: impact on managers; targets; when to plan; who should be involved; role of planning

Evaluate the effectiveness of techniques used when developing strategic business plans Case study and addressing the learning outcome 1.2 Power point slides
Lecture notes,
Whiteboard
5Strategic planning techniques: BCG growth-share matrix; directional policy matrices; SPACE, PIMS
Assignment discussed and revised
Analyse the strategic positioning of a given organisation by carrying out an organisational auditCase study and addressing the learning outcome 1.3Power point slides
Lecture notes
Assignment case study
6Stakeholder analysis: stakeholder significance grid; stakeholder mappingCarry out an environmental audit for a given organisationCase study and addressing the learning outcome 2.3 Power point slides
Lecture notes,
Whiteboard
7Environment auditing: political, economic, socio-cultural, technological, legal and
environmental analysis (PESTLE); Porter’s 5 force analysis; the threat of new entrants; the
power of buyers; the power of suppliers; the threat of substitutes; competitive rivalry and
collaboration
Asses the significance of stakeholder analysis when formulating new strategyCase study and addressing the learning outcome 2.2Module handbook
Power point slides
Lecture notes
8Strategic positioning: the Ansoff matrix; growth; stability; profitability; efficiency; market
leadership; survival; mergers and acquisitions; expansion into the global marketplace
Present a new strategy for a given organisationCase study and addressing the strategic positioningPower point slides,
Lecture notes,
Whiteboard
9The organisational audit: benchmarking; SWOT analysis; product positions; value-chain
analysis; demographic influences; scenario planning; synergy culture and values
Analyse the appropriateness of alternative strategies relating to market entry, substantive growth, limited growth or retrenchment for a given organisationCase study and addressing the learning outcome 2.1/2.4 Power point slides
Lecture notes,
Whiteboard
10Market entry strategies: organic growth; growth by merger or acquisition; strategic alliances; licensing; franchising
Substantive growth strategies: horizontal and vertical integration; related and unrelated
Diversification
Limited growth strategies: do nothing; market penetration; market development; product
development; innovation
Disinvestment strategies: retrenchment; turnaround strategies; divestment; liquidation
Justify the selection of a strategyCase study and addressing the learning outcome 3.1Power point slides

Lecture notes,

Whiteboard

11

Strategy selection: considering the alternatives; appropriateness; feasibility; desirabilityAsses the roles and responsibilities of personnel who are charged with strategy implementationCase study and addressing the learning outcome 3.2 Power point slides
Lecture notes,
Whiteboard
12The realisation of strategic plans to operational reality: communication (selling the concepts);project teams; identification of team and individual roles, responsibilities and targets;programme of activities; benchmark targets at differing levels of the organisationAnalyse the estimated resource requirements for implementing a new strategy for a given organisationCase study and addressing the learning outcome 4.1 Power point slides
Lecture notes,
Whiteboard
13Resource allocation: finance; human resources; materials; timeEvaluate resource requirements to implement a new strategy for a given organisationCase study and addressing the learning outcome 4.2Power point slides
Lecture notes,
Whiteboard
14Review and evaluation: an evaluation of the benchmarked outcomes in a given time period in relation to corporate, operational and individual targets

 

Evaluate the contribution of SMART targets to the achievement of strategy implementation in a given organisation.Case study and addressing the learning outcome 4.3Power point slides
Lecture notes,
Whiteboard
Module booklet
15Revision, and assignment guidance addressing all learning outcomes  Revision and guidance addressing LO1-4Module booklet
16Assignment supportAssignment support and guidanceModule booklet
17Assignment supportAssignment support and guidanceModule booklet
18Assignment supportAssignment support and guidanceModule booklet
19Assessment and feedbackFeedback given to the learner
20Assessment and feedbackFeedback given to the learner
21Assessment and feedbackFeedback given to the learner

Recommended text and websites

Recommended textbooks

Johnson G et al – Exploring Corporate Strategy: Text and Cases, 8th edition(Financial Times/Prentice Hall, 2007) ISBN: 9781405887328
BPP Learning Media – Business Essentials – Unit 7 Business Strategy (BPPLearning Media, 2013) ISBN: 978-0751744798
Grant M R – Contemporary Strategy Analysis (Wiley-Blackwell, 2007) ISBN: 9781405163095
Journals and newspapers
The Financial Timesand other quality newspapers. Many business stories will appear in the news sections.
Harvard Business Review (Harvard Business Publishing)
The Economist (The Economist Newspaper Ltd)

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