International Islamic University
Programme : BBA
Teacher : Md. Tarikul Islam (Tarek)
Course Title : Business Strategy
Course Code : MGT-4706
Cell : 01716 388990
E-mail : russelmkg@yahoo.com
Objective of the Course:
The main objective of this course is to adept students in strategy formulation. This course will provide insights to the students about strategy formulation procedures, versatile strategies suit for different competitive edge and winning strategic game plan for companies’ they are preparing to work for. Besides, concepts of defensive strategies at different competitive movements are also the focal point to be discussed. Finally the accumulated knowledge from the course will make students a proficient practitioner to implement strategies in real life business.
Course Breakup:
| Lecture | Topics |
| 1-5 | What Is Strategy and Why Is It Important : Concepts of strategy and Strategic management, Five tasks of strategic management, Four “Best” Strategic Approaches to Building Sustainable Competitive Advantage, Understanding a company’s strategy, Reason of strategies evolution, Business Strategy and Business Model, Tasks of strategy, Managing strategic benefits. (Case Analysis and Presentation) |
| 6-10 | The Managerial Process of Crafting and Executing Strategy : Strategy-making, strategy-executing process, Company mission and vision statement, Strategic vision vs. mission, Types of objectives, Strategy-making hierarchy, Tasks of corporate, business functional, operating and strategies, Strategy implementation, |
| 11-15 | Evaluating a Company’s External Environment: Environmental factors, Factors need to focus in identifying an industry’s dominant economic trait, Five forces model of competition, Strategic group map, Key factors for competitive success, Common types of industry key success factors. |
| Exam | Midterm |
| 17-22 | The Five Generic Competitive Strategies: Strategy and competitive advantage, Tit bit of generic strategies. |
| 23-28 | Supplementing the Chosen Competitive Strategy: Collaborative strategies, How alliance can enhance competitiveness, Characteristics of strategic alliance, Potential benefits of Alliances to Achieve Global and Industry Leadership, Reasons of alliance failure, Merger and acquisition strategies, Objectives of Merger and acquisition, Pitfalls of Merger and acquisition, Vertical integration strategies, Strategic advantages of backward and forward integration, Concept of outsourcing strategy, When does outsourcing make strategic sense, Risk of an outsourcing strategy, Offensive and defensive strategy, Principles of offensive strategy, Types of offensive strategy options, Using Offensive Strategy to Achieve Competitive Advantage, Tit bit of defensive strategy. |
| 29-34 | Tailoring Strategy to Fit Specific Industry and Company Situations : Strategies for Competing in Emerging Industries, Strategies for Competing in Rapidly Growing Markets, Strategies for Competing in Maturing Industries, Strategies for Competing in Stagnant or Declining Industries, Strategies for Competing in Turbulent, High-Velocity Markets, Strategies for Competing in Fragmented Industries, Strategies for, Sustaining Rapid Company Growth, Strategies for Industry Leaders, Strategies for Runner-up Firms, Strategies for Weak and Crisis-Ridden Businesses, Ten Commandments for Crafting Successful Business Strategies |
| 35-41 | Strategy, Ethics, and Social Responsibility: What is business ethics, Are Ethical Standards Universal or Dependent on Local Norms, Concept of ethical universalism and relativism, Categories of management morality, Characteristics of a moral manager, Characteristics of an immoral manager, What Are the Drivers of Unethical Strategies and Business Behavior, Approaches to managing a company’s ethical conduct, Why Should Company Strategies Be Ethical, Business costs of ethical failure, Linking strategies to ethics and values, What is CSR, What is socially responsible behavior, |
| | Building an Organization Capable of Good Strategy Execution: Crafting vs. executing strategy, Goals of the Strategy Implementing-Executing Process, Components of strategy execution process, What Top Executives Have to Do in Leading the Implementation Process, Three Components of Building an Organization Capable of Proficient Strategy Execution, Three stage process of developing and competencies and capabilities, Structuring the Work Effort to Promote Successful Strategy Execution, Advantages and disadvantages of centralized vs. decentralized decision-making process, Current organizational trend, Organizational structure of the future. |
| Exam | Final |
Recommended text:
- Crafting & Executing Strategy: Aurthur A. Thompson Jr. 17th Edition
Method of Assessment:
a) Presentation of case study 10 Marks
b) Class Test 5 Marks
c) Attendance 5 Marks
c) Mid Term 30 Marks
d) Final examination 50 Marks
Total 