Course Outline - Centennial College · Course Outline Chairperson/Dean Students are expected to review and understand all areas of the course outline. Retain this course outline …

Course Outline

Chairperson/Dean

Students are expected to review and understand all areas of the course outline.

Retain this course outline for future transfer credit applications. A fee may be charged for

additional copies.

This course outline is available in alternative formats upon request.

School: Business

Department: Business Management

Course Title: Business Strategy

Course Code: BUSN 332

Course Hours/Credits: 42

Prerequisites: ECON 205

Co-requisites: N/A

Eligible for Prior Learning,Assessment and Recognition:

Yes

Originated by: Jai Goolsarran

Creation Date: Fall 2008

Revised by: Elizabeth Clarke, Kerri Shields

Revision Date: Summer 2014

Current Semester: Summer 2015

Approved by:

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Course DescriptionBusiness strategy refers to a set of related actions that managers take to increase their company’s

performance. A viable and compelling business strategy is the result of a comprehensive decision-making

process, also known as strategic planning. This course provides students with an in-depth understanding

of functional-level, business-level, and corporate-level strategies and of the specific ways in which these

strategies are implemented throughout an organization. Students integrate their knowledge and skills

from several subject areas studied in previous semesters, specifically, economics, management, finance

and accounting, operations, marketing, human resources management, and international business.

Students adopt the perspective of a general manager and gain experiential learning through managing a

firm and implementing strategic decisions in a dynamic, integrative, and competitive business simulation.

Program OutcomesSuccessful completion of this and other courses in the program culminates in the achievement of the

Vocational Learning Outcomes (program outcomes) set by the Ministry of Training, Colleges and

Universities in the Program Standard. The VLOs express the learning a student must reliably demonstrate

before graduation. To ensure a meaningful learning experience and to better understand how this course

and program prepare graduates for success, students are encouraged to review the Program Standard by

visiting http://www.tcu.gov.on.ca/pepg/audiences/colleges/progstan/. For apprenticeship-based programs,

visit http://www.collegeoftrades.ca/training-standards.

Course Learning OutcomesThe student will reliably demonstrate the ability to:

Describe the business models of firms in a variety of industries and explain their underlying

economic logic.

Discuss the role of corporate governance and stakeholder management in the strategic

management process and the long-term success of the organization.

Analyze the external competitive forces in an industry environment and the internal resources and

capabilities of a firm then formulate or reformulate an appropriate competitive strategy.

Discuss the conditions that lead managers to pursue related diversification versus unrelated

diversification and explain why some companies pursue both strategies.

Discuss how effective organizational design and control structures enables a company to increase

product differentiation, reduce its cost structure, and build competitive advantage.

Discuss the types of business strategies and corporate strategies firms pursue and how corporate-

level strategy can be used to strengthen business-level strategy and how business-level strategies

are operationalized within the functional areas of a firm.

Explain why companies that pursue different kinds of global expansion strategies choose different

kinds of global structures and control systems to implement these strategies.

Craft appropriate strategic responses when confronted with ethical, legal and social circumstances

that appear to be at odds with organizational performance.

Assess a firm's performance over time in comparison to industry norms and the performance of key

competitors.

BUSN 332 CENTENNIAL COLLEGE Business Strategy

THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) 2

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Essential Employability Skills (EES)

Global Citizenship and Equity (GC&E) Outcomes

Methods of InstructionLecture, discussion, group work, cases, video, and business simulation

Text and other Instructional/Learning MaterialsText Book(s):

Dess, G., Lumpkin, G., Eisner, A., and Peridis, T. (2012). Strategic Management: Creating Competitive

Advantages, Third Canadian Edition, McGraw-Hill Ryerson. ISBN: 978-0-07-040181-5

BSG Simulation (Business Strategy Game). Developing Winning Competitive Business Strategies. GLO-

BUS McGraw Hill Ryerson (http://www.bsg-online.com). ISBN: 978-0-07-811270-6

Online Resource(s):

BSG (Business Strategy Game) business strategy simulation by GLO-BUS McGraw Hill. Web resources

as assigned by professor.

Material(s) required for completing this course:

Textbook and simulation.

Evaluation SchemeChapter Exercises: Students connect concepts taught in class to the real business world.

Assessment 1: Test on chapters 1-4.

Assessment 2: Test on chapers 5-12.

Case Analyses (2 x 10%): Analysis of a business situation/case, decision-making, recommendations

and rationale.

Competitive Strategic Business Simulation Assignments (3 x 10%): Analyzing and evaluating,

providing rationale and justification of decisions made within the business simulation. Reflection.

Connecting those concepts and strategies used in the business simulation to the real business

world.

Simulation Final Project (Team - 10%): Teams report on the business simulation overall strategy and

results. Reflect upon what was done well, what worked, what did not, what they would change the

next time. May include a presentation. Team members evaluate each member's performance.

The student will reliably demonstrate the ability to*:1. Communicate clearly, concisely and correctly in the written, spoken, and visual form that fulfills the

purpose and meets the needs of the audience.4. Apply a systematic approach to solve problems.5. Use a variety of thinking skills to anticipate and solve problems.7. Analyze, evaluate, and apply relevant information from a variety of sources.10. Manage the use of time and other resources to complete projects.11. Take responsibility for one's own actions, decisions, and consequences.

*There are 11 Essential Employability Skills outcomes as per the Ministry Program Standard. Of these 11 outcomes, the following will beassessed in this course.

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If students are unable to write a test they should immediately contact their professor or program Chair for

advice. In exceptional and well documented circumstances (e.g. unforeseen family problems, serious

illness, or death of a close family member), students may be able to write a make-up test.

All submitted work may be reviewed for authenticity and originality utilizing Turnitin®. Students who do not

wish to have their work submitted to Turnitin® must, by the end of the second week of class,

communicate this in writing to the instructor and make mutually agreeable alternate arrangements.

When writing tests, students must be able to produce official College photo identification or they may be

refused the right to take the test or test results will be void.

Student AccommodationIt is College Policy to provide accommodation based on grounds defined in the Ontario Human Rights

Code. Accommodation may include modifications to standard practices. Students with disabilities who

require academic accommodations must register with the Centre for Students with Disabilities. Students

requiring accommodation based on other human rights grounds should talk with their professors as early

as possible. Please see the Student Accommodation Policy.

Use of DictionariesAny dictionary (hard copy or electronic) may be used in regular class work.

Program or School PoliciesN/A

Course PoliciesLate Assignment Submission Penalty

Students must submit assignments on time. This course uses a business strategy simulation software in

which deadlines cannot be changed. Students work in teams and any member of the team may update

the system before the deadline. There are no late submissions accepted within the simulation software

system.

Other assignment, those not produced within the simulation will incur a late submission penalty of 20%

per day late (including weekends and holidays). There will be no penalty for work missed for a justifiable

reason with supporting documented evidence of reason (non-simulation assignments). Students need to

Evaluation Name CLO(s) EESOutcome(s)

GCEOutcome(s)

Weight/100

Chapter Exercises 1, 2, 6, 7 1, 5 10Assessment 1 1, 2, 3 1, 5, 10 10Assessment 2 4, 5, 6, 7 1, 4, 5, 10 20Case Analyses (2 x 10%) 3, 5, 6 1, 5, 7 20Competitive Strategic Business SimulationAssignments (3 x 10%)

3, 6, 8, 9 1, 4, 5, 7,10, 11

30

Simulation Final Project (Team - 10%) 3, 5, 6, 7, 8, 9 1, 7, 10, 11 10Total 100%



inform their professor of any situation that arises during the semester that may have an adverse effect on

their academic performance, and request, well in advance, any necessary considerations according to the

policies. Failure to do so will jeopardize any academic appeals.

College PoliciesStudents should familiarize themselves with all College Policies that cover academic matters and student

conduct.

All students and employees have the right to study and work in an environment that is free from

discrimination and harassment and promotes respect and equity. Centennial policies ensure all incidents

of harassment, discrimination, bullying and violence will be addressed and responded to accordingly.

Academic honesty is integral to the learning process and a necessary ingredient of academic integrity.

Academic dishonesty includes cheating, plagiarism, and impersonation. All of these occur when the work

of others is presented by a student as their own and/or without citing sources of information. Breaches of

academic honesty may result in a failing grade on the assignment/course, suspension or expulsion from

the college.

For more information on these and other policies, please visit www.centennialcollege.ca/about-

centennial/college-overview/college-policies.

Students enrolled in a joint or collaborative program are subject to the partner institution's academic

policies.

PLAR ProcessThis course is eligible for Prior Learning Assessment and Recognition (PLAR). PLAR is a process by

which course credit may be granted for past learning acquired through work or other life experiences. The

PLAR process involves completing an assessment (portfolio, test, assignment, etc.) that reliably

demonstrates achievement of the course learning outcomes. Contact the academic school to obtain

information on the PLAR process and the required assessment.

This course outline and its associated weekly topical(s) may not be reproduced, in whole or in

part, without the prior permission of Centennial College.



Topical Outline (subject to change):Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies Evaluation

NameEvaluation

Date1 Introduction to

strategic management

Key attributes ofstrategic management

The strategicmanagement process

Strategic coherence

The critical role ofcorporate governanceand stakeholdermanagement

Business StrategySimulation

Chapter 1

Strategic Management:Creating CompetitiveAdvantages

Business StrategySimulation Materials

•discuss the roles and responsibilities ofstrategic managers;•outline the main components of the strategicmanagement process;•explain the importance of firm-wide strategiccoherence for effective strategy execution;•explain the critical role of corporategovernance and stakeholder management inthe matter of the viability and growth of thefirm.

NOTE: Each week mayinclude one or more ofthe followinginstructional strategies.

Lecture

Class discussion

Group work

Video

Case analysis

ChapterExercises asdetermined byProfessor(10%)

2 The generalenvironment of thefirm

The role ofenvironmentalscanning, monitoring,competitiveintelligence, andforecasting

The firm’s competitiveenvironment

SWOT analysis

Internet and digitaltechnologies

Porter’s Five ForcesModel

Strategic groups

Chapter 2

Analyzing the ExternalEnvironment of the Firm


•explain, in general terms, how changes in theexternal environment of a firm present bothstrategic opportunities and threats;•discuss how internal environmental forces ofa firm could constitute opportunities orthreats;•elaborate upon the assertion thatenvironmental scanning, environmentalmonitoring, and collective competitiveintelligence are critical inputs to businessforecasting;•describe Porter’s Five Forces Model fully andaccurately, to explain its usefulness as astrategic management tool, and todemonstrate its application to specificindustries or industry segments;•explain how firms could derive value-addedthrough the deployment of Internet and digitaltechnologies;•conduct a SWOT analysis of a particular firm.

Lecture

Class discussion

Group work

Video

Case analysis



Week Topics Readings/Materials Weekly Learning Outcome(s) Instructional Strategies EvaluationName

EvaluationDate

within industries


3 Value- chain analysis

Resource-based viewof the firm

Firm resources andsustainablecompetitiveadvantages

The generation anddistribution of thefirm’s profits

Evaluating firmperformance


Chapter 3

Analyzing the InternalEnvironment of the Firm


•discuss clearly the process of value creationwithin the firm and to identify the value-creating activities of particular firms;•describe how value-chain analysis could helpmanagers to enhance value creation bydetermining the value contribution of specificactivities within the firm and by investigatingthe relationships among the activities;•explain the relationship between firmresources and sustainable competitiveadvantages;•identify the factors that help to explain whymanagers and employees are able to obtain aproportionally high level of profits generatedby the firm;•demonstrate the usefulness of financial ratioanalysis and the balanced scorecard in termsof evaluating firm performance.

Lecture

Class discussion

Group work

Video

Case analysis

4 The central role ofintellectual capital intoday’s economy

Attracting, developingand retaining HumanCapital

The vital role of socialcapital to the successof the firm

Managing knowledgefor competitiveadvantage

Intellectual propertyand dynamiccapabilities

Chapter 4

Assessing theIntellectual Assets ofthe Firm


•explain why the management of knowledgeprofessionals and the management ofknowledge itself are critical to the success ofthe firm;•identify and elaborate upon the various waysin which a firm could build its human capitalfor competitive advantage;•explain the concept of social capital andcritically assess the argument that socialcapital could lead to superior performance onthe part of the firm;•discuss the contemporary challenges whichfirms face in the matter of protectingintellectual property rights;•discuss dynamic capabilities and how theycould be built or fostered within firms.

Lecture

Class discussion

Group work

Video

Case analysis




EvaluationDate


5 Cost leadershipstrategy

Differentiation strategy

Focus strategy

Combinationstrategies

Strategic implicationsof industry life cyclestages

Analyzing strategicmanagement cases


Chapter 5

Business-LevelStrategy

Appendix

Analyzing StrategicManagement Cases


•discuss the various functional policies andprograms required to implement a costleadership strategy, a differentiation strategy,and a focus strategy, and how firms actuallypursue these strategies;•critically assess the argument that all firmsmust necessarily embrace a combination ofthe three generic strategies;•provide an informed analysis of the strategicimplications for firms of the life cycle stages oftheir industry;•assess the merits of the various approacheswhich firms could adopt to reverse significantdeclines in performance.•demonstrate how the analysis of strategicmanagement cases could help to develop theability to differentiate, speculate, and integratewhen evaluating complex business problems;

Lecture

Class discussion

Group work

Video

Case analysis

6 Related diversification

Vertical integration

Unrelateddiversification

Mergers andacquisitions

Strategic alliancesand joint ventures

Managerial motives


Chapter 6

Corporate-LevelStrategy


•explain how value could be created throughvarious types of diversification;•specify the conditions in which verticalintegration would be a recommended strategyand to identify the risks involved in itsadoption;•critically evaluate the experience of particularfirms with respect to their diversificationinitiatives;•discuss how managerial motives could erodevalue creation in diversification initiatives.

Lecture

Class discussion

Group work

Video

Case analysis

Assessment 1(10%) CH1-4

7 The globalization ofproduction andmarkets

Factors affecting the

Chapter 7

International Strategy:Creating Value inGlobal Markets

•describe the key manifestations of theglobalization of production and markets asthey appear in 2014;•explain clearly the four attributes of acountry-specific environment that influence

Lecture

Class discussion

Group work

Case Analysis(10%)




EvaluationDate

competitiveness offirms in differentcountries

A company’smotivations forinternationalexpansion and therisks associated withinternationalexpansion

The basic strategiesfor internationalexpansion

Modes of entry intoglobal markets



the competitiveness of firms located in thatcountry;•elaborate upon the motivations for and therisks associated with international expansion;•differentiate among the four basic strategiesfor international expansion and identify theadvantages and disadvantages of eachstrategy;•specify the entry options available to firms inthe matter of international expansion and toidentify the benefits and risks of each option.

Video

Case analysis

8 Industry life cyclestages: strategicimplications

Competitive dynamicsand threat analysis


Chapter 8

Industry Change andCompetitive Dynamics


•explore how industries evolve and howdifferent drivers influence the paths toindustry change;•discuss how turnaround strategies can re-invigorate a firm;•analyze the components of competitivedynamics—new competitive action, threatanalysis, motivation and capability to respond,types of competitive actions, and likelihood ofcompetitive reaction.

Lecture

Class discussion

Group work

Video

Case analysis

CompetitiveStrategicBusinessSimulationAssignment 1(10%)

9 Types oforganizationalstructure

Relationship betweenstrategy and structure

Organizationalstructures appropriateto overall costleadership anddifferentiation

Chapter 9

Creating EffectiveOrganizational Designs


•explain the relationship between a firm’sstrategy and its organizational structure;•specify and explain the underlying rationalesof the several elements of organizationalstructure that are appropriate for theimplementation of the generic strategies ofoverall cost leadership and differentiationrespectively;•describe the various boundary-lessorganizational designs and to indicate thecircumstances in which their use might beappropriate;

Lecture

Class discussion

Group work

Video

Case analysis




EvaluationDate

Boundarylessorganizational designs

Ambidextrousorganizational designs


•explain how ambidextrous could bedesigned.

10 Building a strong andeffective culture

Informational control

Behavioural control

Corporate governance

External governancecontrol mechanisms


Chapter 10

Strategic Control andCorporate Governance


•provide a cogent exposition of the value ofeffective control systems in strategyimplementation;•explain the key differences between financialand strategic control systems and the rolethey play in the success of an organization;•explain why it is important to have properbalance among the three levers ofbehavioural control: culture, rewards andincentives, and boundaries;•review the role of corporate governancemechanisms in ensuring that the interests ofmanagers are aligned with those ofshareholders.

Lecture

Class discussion

Group work

Video

Case analysis

CompetitiveStrategicBusinessSimulationAssignment 2(10%)

11 The threeinterdependentactivities of leadership

The effective use ofpower

Emotional intelligenceand leadership

Developing a learningorganization

Creating an ethicalorganization


Chapter 11

Strategic Leadership


•examine the crucial role of emotionalintelligence (EI) in successful leadership aswell as its potential drawbacks;•identify key elements of a learningorganization and provide evidence howlearning organizations constitute formidablecompetitors in the marketplace;•explain why it is important for businesses tobe ethical and the leader’s role in establishingan ethical organization;•explain why corporate social responsibilityshould influence managerial thinking andstrategic decisions.

Lecture

Class discussion

Group work

Video

Case analysis

Case Analysis(10%)

12Managing innovation

Chapter 12 •discuss the importance of innovation forsustained superior performance;

Lecture CompetitiveStrategic




EvaluationDate

within the firm

Corporateentrepreneurship

Dimensions of anentrepreneurialorientation

Measuring thesuccess of corporateentrepreneurshipactivities


Managing Innovationand FosteringCorporateEntrepreneurship


•discuss the challenges and pitfalls ofmanaging innovation processes;•explore how an entrepreneurial orientationcan enhance a firm’s efforts to developpromising corporate venture initiatives;•discuss three types of entrystrategies—pioneering, imitative, andadaptive—commonly used to launch a newventure;•describe how the generic strategies of overallcost leadership, differentiation, and focus areused by new ventures and small businesses.

Class discussion

Group work

Video

Case analysis

BusinessSimulationAssignment 3(10%)

13 Business SimulationPresentations

Concept CheckAssessment


•Summarize, analyze, and reflect upon thebusiness simulation results.

Lecture

Class discussion

Group work

Video

Case analysis

Assessment 2(20%)CH5-12

14 Business SimulationPresentations


•Summarize, analyze, and reflect upon thebusiness simulation results.

Lecture

Class discussion

Group work

Video

Case analysis

SimulationFinal Project(10%)



Documents

Course Outline - Centennial College · Course Outline Chairperson/Dean Students are expected to review and understand all areas of the course outline. Retain this course outline …