Registry

Module Specifications

Archived Version 2020 - 2021

Module Title
Module Code
School
Online Module Resources
NFQ level	9	Credit Rating	10
Pre-requisite	None
Co-requisite	None
Compatibles	None
Incompatibles	None

Description

This module aims to give students a thorough grounding in the nature of business strategy, the tools and techniques of business strategy, the broad approaches to strategy-making, and strategy in the context of the digital age, emerging markets and sustainable business practices. The module is delivered as a series of lectures together with exercises, case studies, student presentations, industry engagement and discussion.

Learning Outcomes

1. Discuss firm purpose and the nature of strategic thinking in a business context
2. Use the major strategic analysis tools and techniques at macroeconomic, industry and company level
3. Appreciate the nature of strategic choice (generic strategy, growth and diversification, and competitive approach)
4. Discuss the implications of strategy implementation including social and ethical aspects of strategy making
5. Apply lessons learned back into the student's own practice

*Type*	*Hours*	*Description*
Workload	Full-time hours per semester
Lecture	44	Lectures (11 x 4 hour lectures)
Independent Study	206	Students are expected to study the recommended textbooks and journal articles, and are encouraged to read further around the topics in each module. Such private study will include preparation for specific classes, study related to assignments and the business simulation, preparation for the oral exam or to consolidate the material from lectures.
Total Workload: 250

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

Purpose
Crafting and formulating strategy: Purpose - vision, mission, values, objectives, crafting strategy, drift, business model, balanced scorecard.

Analysis
Analysis: (a) Macro-environment: PESTLE, driving forces, scenario planning. (b) Industry: Five Forces, Strategic Groups, Competitor analysis, Key Success Factors. (c) Company: current strategy, SWOT, resources and competencies, value chain, financial analysis, strategic issues.

Choice
Choice: Generic strategies: low cost, differentiation, focus; industry life cycle; industry position, offensive and defensive; growth strategies: international, horizontal and vertical integration, multi-business.

Execution
Implementing sustainable strategy: Strategic approaches (positioning, resources and competencies, innovation: value/disruptive/network). Implementation - organisation and structure, systems, reward, culture, leadership, governance, stakeholders, sustainability, corporate social responsibility, and ethical considerations.

Business Simulation
The Airline simulation requires students to take over and run a fledgling regional airline. Teams must decide how best to position their airline and develop an operational and financial plan to support that strategy to maintain positive cash flow and make a profit for their company (supports interconnection between modules e.g. accounting and strategy)

Case Discussions
Case study reviews and discussions will be held on organizations such as Aramco, Apple, Twitter, Yahoo, Lego and Disney etc.

Assessment Breakdown
Continuous Assessment	%	Examination Weight	%

Type	Description	% of total	Assessment Date
Course Work Breakdown

Reassessment Requirement
Resit arrangements are explained by the following categories; 1 = A resit is available for all components of the module 2 = No resit is available for 100% continuous assessment module 3 = No resit is available for the continuous assessment component
Unavailable

Indicative Reading List

Huff, A. W., Floyd, S. W., Sherman, H. D., & Terjesen, S. A. 2008,: 0, Strategic management: thought and action., John Wiley & Sons Inc.,
Johnson, Scholes & Whittington: 0, Corporate Strategy,
Porter: 0, Competitive Advantage, Free Press,
Christensen: 0, The Innovator's Solution, Harvard Business School Press,
Hamel & Prahalad: 0, The Core Competence of the Corporation, Harvard Business School Press,
Kotter: 0, Leading Change: Why transformation efforts fail,

Other Resources

None

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