http://www.slideshare.

net/ssood/session-1-8827344

Business strategy
Objectives of module:

To develop in learners a critical awareness of the importance of strategy to the success of organisations
trading in an increasingly dynamic and globalised marketplace
To enable learners to critically evaluate and review relevant theories, concepts, frameworks, models,
planning systems, policies, practices and key issues in the field of strategic management
To develop the diagnostic and analytical skills of learners in the formulation and implementation of
strategy in a variety of organisational contexts, including evaluation of ethical and corporate social
responsibility issues.
To give learners a platform of knowledge to synthesise theory and practice to assess the efficacy of
strategic models and

Learning Outcomes:
On completion of this module, learners will be able to:
On successful completion of this module, learners will be able to:
1. Critically evaluate the strategic position of organisations in a variety of organisational contexts and
evaluate the strategic choices available to organisations using a suitable combination of relevant
analysis tools
2. Assess how organisations can go about implementing their strategic choices effectively and
efficiently so as to generate the maximum degree of competitive advantage
3. Evaluate and redesign business structures and processes to implement and support strategy and to
integrate appropriate Information and Communications Technology (ICT) solutions to support
strategy formulation and implementation
4.
Evaluate the effectiveness of strategy, and assess the need for corrective action to address strategic
and performance gaps
5. Formulate and defend coherent and persuasive arguments for the adoption of innovative strategies
for a range of business and organisational situations.

Learning Activities:
First period of two hours will largely be lecture based with an emphasis on
theory. The second period of two hours will consist of presentations, videos,
case study analysis, and practical application of theory. Students will be
required to have major input into these sessions through discussion,
debates, presentations and other forms of interaction.

Recommended Reading:
Title
Exploring Strategy: Text and
Cases (Core)
Strategic Management:
Concepts and Cases
Corporate Strategy for Irish
Companies
Strategic Management and
Business Policy
Strategic Management and
Competitive Advantage
Career Development &
Planning: A Comprehensive
Approach
Career Planning

Strategic Management
Electronic Resources
DBS ELearning Support
DBS Library Resources
DBS subject portal for
business

link into electronic reading list

Author
Johnson, G., Scholes, K.,
& Whittington, R.
David, F.

Publisher
Financial
Times/Prentice Hall
Prentice Hall

Published
2011
2014
2013

Edition
9th
10th
14th

Gallagher, G.

ICAI

2011

2nd

Wheelen, T., & Hunger, J.

Prentice Hall

2012

13th

Barney, J., 7 Hesterly, W

Pearson

2012

4th

Reardon, R.C., Lenz, J.G.,

Sampson, J.P and Peterson,
G.W.
Ellis, D., Toft, D., Stupka,
E. and Lankow, S.itz (

Wadsworth

2008

3rd

Houghton Mifflin
Company

2003

10th

Lynch, R.

Pearson

2015

(7th ed.)

http://elearning.dbs.ie
http://library.dbs.ie/Subject-Portals/Portal-Listing.htm
https://workspaces.acrobat.com/SignIn.html?d=t5kpkTDdDsvH*cv6HM3zbw

Course Structure and Delivery :

The module is built around core themes outlined below
Teaching Plan: An outline of topics to be covered mapped to the syllabus

Summary of Course Structure:

Topic

Associated activity

Topic 1

What is business strategy? the

process

Module guide and assessment

Chapter 1

Topic 2

. Strategy Development Processes:

Intended development strategy
Emergent strategy development
Implications and challenges for
managing strategy development
. The Strategic Position - The
Environment: The macro-environment
(PESTEL & building scenarios)
Industries and sectors (competitive
forces 5 forces framework and the
dynamics of industry structure)

Chapter 12
Google who drives the strategy

Topic 3

Chapter 2
Global forces and the brewing industry

Competitors and markets

Opportunities & threats

Topic 4

Topic 5

Topic 6

Topic 7

Topic8

Topic 9

Topic 10

The Strategic Position - Strategic

Capabilities: Foundations of strategic
capability VRIN strategic capabilities
as a basis of competitive advantage
Diagnosing strategic capabilities
Managing strategic capabilities
Strategic Choices: Business strategy
Identifying SBUs Generic competitive
strategies, interactive strategies
. Strategic Choices: Corporate strategy
and diversification Strategy directions
Diversification drivers diversification
and performance Vertical integration
value creation and tech corporate patent
Portfolio matrices
. Strategic Purpose: Organisational
purpose Corporate governance social
responsibility and ethics Stakeholder
expectations
. International Strategy:
Internationalisation drivers geographic
sources of advantage international
strategies Market selection & entry
internationalisation and performance
Roles in an international portfolio
. Innovation, Entrepreneurship &
Change: Innovation dilemmas
innovation diffusion Innovators and
followers Entrepreneurship and
relationships Diagnosing the change
context Leading strategic change
Llevers for managing strategic change
9. Evaluating Strategies: suitability
acceptability feasibility

Chapter 3
Rocket internet

Chapter 6
The IKEA approach
Chapter 7
Strategic Development at Virgin
Chapter 10
Final fantasy Acquisitions and alliances
Fison case study

Chapter 8 China comes to Hollywood

Chapter 9
Rovio Entertainment

Chapter 11
Easy Solution

*Please note this content may be varied slightly as the course unfolds.

Assessment Details:
]

Assessment Brief
0
Module Title:
Module Code:
Module Leader:
Stage (if relevant):
Assessment Title:
Assessment Number (if relevant):
Assessment Type:
Restrictions on Time/Length : +/10%
Individual/Group:
Assessment Weighting:
Issue Date:
Hand In Date:
Planned Feedback Date:
Mode of Submission:

Business Strategy
B9MG100
Claire Devlin
Assessment 1

The global pharmaceutical industry-in the land of

shrinking giants
Case Study
3,000
Group
50%
22 September

Moodle

1
Groups / Student must submit:-

ASSIGNMENT OBJECTIVES:

Case Study
Using The case study the global pharmaceutical industry from Johnson, G
Whittington. R G, Scholes, K. et al (2014), Exploring Strategy: Text and cases, 10th
edition p .549-556 address the following issues:

Address the following issues

1. Using the five forces model, analyse the pharmaceutical industry. From your
analysis, is the industry one which you would describe at the present time as
structurally attractive?
2. How has the "strategic customer evolved over time for global pharmaceutical
companies? What is the impact on the industry's critical success factors?
3. Critically analyse the main methods used for growth in the pharmaceutical
industry
4. Based on the analyses carried out above, what is your overall view of the
future prospects for the Pharmaceutical industry?

Requirement
Details of assignment brief

Important Points to Note

Please note that your analysis and evaluation is based on the
information provided in the case. You are not required to update the
information in the case but you can make supported working
assumptions. You will need to consult academic texts and journals in
order to demonstrate your understanding of the models and theory
applied and in providing a discussion of the limitations of those models
applied
Assessment Criteria

Marking scheme

Clear identification of strategically relevant issues (40%)

Clear identification of key external and internal issues
Use of appropriate frameworks to identify key issues
Shows critical awareness of limitations of models applied
Ability to analyse and evaluate implications of identified issues (50%)
Ability to analyse the impact of key issues identified
Ability to draw conclusions from models utilised in the analysis of identified issues
Demonstrates an understanding and awareness of the interrelationships of analytical
issues
Presentation (10%)
Well structured and table of contents
Appropriate use is made of visual presentation and information
Evidence of proof reading
Bibliographic details are correct

General Assessment Submission Requirements for Students:

1.

Online assignments must be submitted no later than the stated

deadline.

2.

All relevant provisions of the Assessment Regulations must be

complied with.

3.

Extensions to assignment submission deadlines will be not be

granted, other than in exceptional circumstances. To apply for an
extension please go to http://www.dbs-students.com/Registrar/ and
download the Assignment Extension Request Form.

4.

Students are required to retain a copy of each assignment

submitted, and the submission receipt.

5.

Assignments that exceed the word count will be penalised.

6.

Students are required to refer to the assessment regulations in their

Student Guides and on the Student Website.

7.

Dublin Business School penalises students who engage in academic

impropriety (i.e. plagiarism, collusion and/or copying). Please refer
to the attached referencing guidelines for information on correct
referencing.

3
4
5
What is referencing and why is it necessary?
Please follow this link to the Harvard Style Referencing Guide - all
referencing is required in this format.
http://issuu.com/dbslibrary/docs/harvard-referencing-guide/1?mode=a_p
The School of Arts generally use APA Referencing , information is available
under DBS library guides on www.library.dbs.ie.