FT MBA PROGRAMME
CLASS OF 2016
MBA STAGE COURSE
INFORMATION
CONTENTS PAGE
MBA Stage Overview 1
MBA Stage Timetable 3
The Summer Term 2015 FT MBA Course Unit Descriptions
Assessed Internship 5
Dissertation 10
Personal Project 13
List of Summer Term 2015 Home Electives 16
Elective Registration Rules 17
Advanced Strategic Management 18
Consumer Market Trends and Business Strategies 32
Entrepreneurship Project 37
Financial Analysis 43
Innovation, Strategy and Leadership 46
International Business to Consumer and B2B Marketing Management 49
Management Accounting in Practice 54
The Autumn Term 2015 FT MBA Course Unit Descriptions
List of Autumn Term 2015 Home Electives 58
Elective Registration Rules 59
Business to Business Marketing 60
Corporate Recovery and Turnaround 63
Digital Economy: Foundations and Strategies 69
Entrepreneurship Project 76
Global Banking and Financial Innovation After the Crisis 82
Infrastructure Business Ecosystems 85
Leadership and Change in Organisations 94
Managing Disruptive Technologies 96
Practical Investing 101
Real Options in Practice 107
Strategic Integrity: Strategy, Corporate Finance and Information Systems 110
Strategic Retail Management 113
The Reflective Manager 116
Venture Capital and Private Equity 119
International Study Tour 123
Language Electives – Introductory Spanish and German 125
The Winter Term 2016 126
The International Business Project 127
List of Global Electives 131
Advanced Strategic Management 132
Commercial and Contract Management 135
Corporate Risk Management 138
Entrepreneurship and Innovation Management 141
Financial Analysis 144
International Business Strategy 146
International Marketing Management 149
Investment and Portfolio Management 152
Negotiation Skills and Selling Strategies 154
Risk Management 157
Strategic Management of Projects 160
1 | P a g e
FT CLASS OF 2016 MBA STAGE OVERVIEW
As you start to consider the MBA Stage of your programme I want to provide you with information on all options available to you.
Firstly, you must successfully complete the Diploma Stage of the Programme to proceed to the MBA stage, where you are required to accumulate a further 150 credits from the following:
Summer Term Choices 30 credits, choose from:
1. Assessed Internship Report OR Dissertation - 30 credits each 2. Electives (UK) - 15 or 30 credits each
3. Entrepreneurship Project – 30 credits 4. Personal Project - 15 credits
Autumn Term Choices 60 credits, choose from:
1. Electives (UK or Global) – 15 or 30 credits each 2. International Study Tour – 15 credits
3. Entrepreneurship Project – 30 credits 4. Personal Project – 15 credits
5. Dissertation – 30 credits
6. International Exchange Programme – 60 credits (reported as 4 x 15 credits) Winter Term
60 credits
1. International Business Project (COMPULSORY) International Study Tour
The Study Tour is part of the International Business Experience at Manchester Business School. The study tour will combine an academic course with visits to companies and institutions. This year we hope to offer “Doing Business in China” at our Shanghai Centre and “Comparative and International Business” at our Dubai Centre.
It is anticipated that both Study Tours will take place in September and will involve a 3 day face to face workshop and 2 days of company visits.
As with our Exchange programme, students will be expected to cover the cost of the flight and accommodation/subsistence.
Global Electives
The Global MBA offers a wide variety of elective modules and you may notice that they run slightly differently to those on the Full Time MBA. The Global electives are delivered through a combination of self-study and face to face workshops in the UK or at one of our global centres.
2 | P a g e
These electives commence 1st July 2015 and study starts from that day. Most electives have an individual assignment which you would be expected to submit usually about 6 weeks into the semester (mid-August) with a face-to-face, residential workshop taking place in the Summer or Autumn Terms. An assignment (usually group) is submitted either during or after the workshop and where an examination is part of the assessment, these are held in Manchester in December.
In most cases these three methods of assessment are the norm but please refer to the course unit spec for further details. Global electives will contribute towards your Autumn Term credit allocation and are reported as 15 credits each on the FT Programme.
Language Elective Courses
The University Language Centres delivers a small number of language courses that MBA students can take as credit. Enrolment for these courses does not start until late May and attendance would be required for 3 hours per week. The language courses on offer in the Autumn Term are:
• Introductory Spanish • Introductory German
These courses are for students who have no knowledge of the languages above. The International Exchange Programme
To be eligible for the international exchange programme students must successfully pass the diploma stage at the first time of sitting. Exchange places are highly competitive and decided via an
application process. Full documentation on the International Exchange Programme will be available in January 2015.
MBA Stage Rules
• The Assessed Internship or the International Exchange Programme cannot be combined with any other courses during the same term.
• Only 1 Assessed Internship, 1 Dissertation, or 1 Personal Project may be taken. • You may apply for no more than 2 Global Electives.
• The International Business Project is Compulsory for ALL.
• Students are advised to study a maximum of 30 credits in the Summer Term and 60 in the Autumn Term. Any student wish to take more than the required number of credits in either term should submit a written case to Professor Elaine Ferneley for consideration.
3 | P a g e
THE MBA STAGE TIMETABLE
1 Global Elective contribute towards your Autumn Term credit allocation
TERM TERM DATES CHOICES ATTENDANCE NO. OF CREDITS
Summer 15th June – 28th August 2015 OR 18th September (depending on your elective choice)
Assessed Internship Full-time/10 weeks 30
Dissertation As agreed with supervisor 30 Personal Project As agreed with supervisor 15
29th June – 28th August 2015 Electives (Home only) Refer to course unit spec 15 or 30 credits each 1st – 20th September 2015 Electives (Global only) 1 Refer to course unit spec 15 credits each 29th June – 28th August 2015 Entrepreneurship Project Refer to course unit spec 30 credits
Autumn Period 1: 21st September – 10th October 2015 Electives (Home or Global) Refer to course unit spec 15 or 30 credits each Period 2: 12th October – 21st November 2015 Electives (Home only) Refer to course unit spec 15 or 30 credits each
Dates tba International Study Tour Full-time study 15
21st September – 20th November 2015 Dissertation As agreed with supervisor 30 21st September – 20th November 2015 Personal Project As agreed with supervisor 15 Term dates vary depending on the Exchange
School International Exchange Programme Full-time study 4 x 15 credits TOTAL 60 credits 21st September – 20th November 2015 Entrepreneurship Project Refer to course unit spec 30 credits 23rd November – 11th December 2015 International Business
Project (compulsory) Full-time study 60
Dates to be advised Language elective To be advised 15
Winter 11th January – 1st April 2016 Continuation of International
4 | P a g e
THE
SUMMER
TERM
2015
FT MBA Course Unit Descriptions
Course Unit Descriptions are intended as a
guide only and / or offerings are subject to
5 | P a g e
GENERAL INFORMATION
Academic Year 2015/16
Term Summer 2015
Course Unit Title MBA Assessed Internship Report
Unit code BMBA60108
Credit rating 30
Level Postgraduate
Degree programmes MBA
Contact hours Contact with supervisor as necessary Pre-requisite units None
Co-requisite units None
Member of staff responsible Academic Lead:
To be advised Administrative Support: Louise Wylie
Contact details and office hours MBA Centre – MBS West
Manchester Business School Tel: 0161 275 6307
Email: [email protected] Other staff involved Approximately 12 internship supervisors, comprising MBS
faculty and external practitioner supervisors.
ECT* 15
Notional hours of Learning** 300
1. COURSE AIMS
The MBA Assessed Internship provides learning opportunities to address topics at the intersection of business theory, organisational practice and individual action, including the challenge of scoping projects; the relevance of business and managerial concepts, models, and methods; the analysis and interpretation of data; the development and implementation of recommendations; and reflections on the individual self in the context of the internship and broader business relationships. The unit is undertaken in conjunction with an agreed work experience placement in an external organization. 2. INTENDED LEARNING OUTCOMES
Category of outcome Students should be able to: Knowledge and
understanding Understand and contextualize the relevance and application of selected business and managerial theories and concepts. Understand the real-world application of business research methods and relevance of data and appreciate the weaknesses and limitations of existing studies and theories in practice.
Intellectual skills Develop improved capabilities in linking analysis with strategy, including: analysis and interpretation of data, distinguishing between value
6 | P a g e
judgments and hypotheses; developing recommendations.
Practical skills Acquire improved skills related to settling into an organization and the challenge of scoping and implementing projects.
Develop improved writing and organisational skills, abilities to respond constructively to feedback, and abilities to work and take leadership in group processes.
Transferable skills and
personal qualities Gain experience and improved skills in undertaking reflection about organisational environments and on individual self-capabilities to perform in such environments.
3. COURSE CONTENT
To encourage continuous effort, interaction and feedback, Interns work in groups and are required to engage in a number of learning cycles. Each cycle requires the interns in the group to consider specific topic. Broadly these will be based around the following issues
1. Settling into an organization and the challenge of scoping projects.
2. Relevance and application of business and managerial concepts, theories and methods 3. Linking analysis with strategy, including: analysis and interpretation of data, distinguishing between value judgments and hypotheses; developing recommendations.
4. Reflection on the internship; Reflection on self.
These four cycles will contribute and lead to the fifth cycle, which is the completion of a final internship report.
4. METHODS OF DELIVERY (INCLUDING THE USE OF E-LEARNING)
The full-time work component of 8-10 weeks associated with an Assessed Internship must be completed by the start of the Autumn term of the MBA Stage (students on the FT MBA are not allowed to be in full-time employment at any time during the Autumn, Winter or Spring terms) or, if a student is going on Exchange, the start of the term or semester at the relevant Exchange school. Because of the need for advanced approval, and the need to complete the full-time work
component, full approval should be sought prior to 29 June 2015, with internships starting no later than 13th July 2015. Please note that the School will normally not accept any internship which has not been properly registered.
Students are placed into groups with an internship supervisor. The supervisor is either an MBS faculty member or an external practitioner. Mostly, the groups will operate virtually using email, Blackboard, or online discussion forums, although there may be physical meetings if deemed appropriate by the supervisor. Internship supervisors will be appointed (by the MBA Director, with advice from the Academic Lead) such that each group comprises 6-8 students. This will require between 10-12 supervisors, depending on the number of students pursuing this unit. The Academic Lead is responsible for overseeing the assessment cycles, providing guidance, and supporting academic supervisors as required.
7 | P a g e
5. LEARNING RESOURCE DETAILS
The 2015 MBS “Guide to the Internship Assessment Process” will be made available to all student interns and internship supervisors.
In addition to this guide, students may also wish to consult The MBA Handbook: Skills for Mastering Management (2007) by Sheila Cameron which offers some useful general advice about writing an MBA dissertation or a major report.
Students individually seek out reference materials appropriate to their Internship and will draw upon references and materials from prior MBS courses. Supervisors may suggest additional materials as appropriate to their group and students.
6. ASSESSMENT METHODS AND RELATIVE WEIGHTINGS (schedule from 2014. Assessment still to be determined for 2015)
This internship unit is assessed by the creation of an Internship Report which is a piece of work that is developed incrementally during the internship. It is not a report for the internship sponsor.
Assessment task Length
(words) within unit Weighting (if relevant)
Deadlines for
submission Deadline for the return of feedback Initial interactions
(recommended) with supervisor (to discuss the internship, its scope, and group process) - Formative - not assessed Start as early as possible, complete by 21 July 2014 (recommended) -
Issue I: Settling into an organization and the challenge of scoping projects
1,250-1,500 10% 28 July 2014+ 8 August 2014
Engagement (on line) (On line) 5% 4 August 2014+ 8 August 2014 Issue II: Relevance of
business and managerial models and theories
1,250-1,500 10% 11 August 2014+ 22 August 2014
Engagement (on line) (On line) 5% 18 August 2014+ 22 August 2014 Issue III: Linking analysis to
strategies 1,250-1,500 10% 25 August 2014+ 5 September 2014 Engagement (on line) (On line) 5% 1 September 2014 5 September
2014 Issue IV: Reflection on the
internship; reflection on self
1,250-1,500 10% 8 September 2014+ 17 September 2014 Engagement (on line) (On line) 5% 12 September 2014+ 17 September
2014 Final internship report* 6,000-6,500 30% 26 September 2014 27 October
2014** Professionalism in delivery - 10% On-going (as per
8 | P a g e
+The deadlines for submission are the latest possible dates. Internships that start earlier can set earlier submission dates with the agreement of the supervisor and all group members (this applies to the issue reports and engagement deadlines). Concurrence of the academic lead is required to change dates (this will normally be given, with the assurance that all students in the group are agreed).
*The design of the internship process is that the written assignments and reflections completed to date should contribute to the final internship report. We expect and request students to revise their text and add additional connecting and reflecting text as appropriate, and to present the final
document in the form specified in the Internship Guidelines. If a student submits as final what he/she submitted before as part of this process, with little or no added revision or extension, this would get a low mark for the final internship report. Students are expected to draw on the feedback received from supervisors and group processes and self-review and reflection, to strengthen the final internship report. The additional grade (30 points) for the final Internship report will reflect the additional value added through revision, editing, and extension, and through components such as an overall concluding reflective section, executive summary, introductory and connecting text. Students are requested to include in the acknowledgement section the following text: "Sections of this report draw on earlier material prepared as part of the 2014 Internship Assessment process, with
subsequent revisions and extensions."
** Supervisors to provide grades by 10/10/14. A sample of assessed internship reports will then undergo moderation (internally), to be completed by 22/10/14. Feedback to students targeted for 27/10/14.
7. METHODS OF FEEDBACK TO STUDENTS
Interns will complete written assignments and engage in discussion and reflection on the specific issues raised during each cycle. This discussion will occur online with group members, with supervisor interaction in discussions as appropriate and with supervisor feedback (comments and grades) to Interns on their continuous assignments. Students will thus receive feedback via the group process and through their individual internship supervisor. Confidential business information should not be disclosed by Interns during group discussions.
8. METHODS OF FEEDBACK FROM STUDENTS/COURSE EVALUATION
All Assessed Internships must be formally signed off by the MBA Director or Associate MBA Director before commencement of the internship. An Internship Approval form will be available on-line. During the Internship period, the Academic Lead is available to receive feedback from students, to provide guidance, and to resolve any issues that occur. The Academic Lead will seek on-going feedback from the Internship Supervisors and track Internship Supervisors to ensure the process is on schedule.
The MBA Centre will undertake an evaluation procedure with all student Interns at the completion of the process.
All Internship Supervisors will be provided with a generic reference form that it is their responsibility to ensure that the client completes. This is to be passed to the MBA Centre.
9 | P a g e
Internship Registration Form
A link will be made available by the MBS MBA Centre to access the Internship Registration Form Date of this version December 2014
10 | P a g e
1. GENERAL INFORMATION
Academic Year 2015−2016
Semester/Term Summer or Autumn term
Course Unit Title Dissertation
Unit code BMBA60001
Credit rating 30 credits
Level 7
Degree programmes Full time MBA
Contact hours 6 hours face to face plus virtual support as required Pre-requisite units Completion of Diploma stage
Co-requisite units None Member of staff responsible
Other staff involved Supervisor ECT*
15 Notional hours of Learning** 300
* ECT (European Credit Transfer and Accumulation System): There are 2 UK credits for every 1 ECT credit, in accordance with the Credit Framework (QAA). Therefore if a unit is worth 30 UK credits, this will equate to 15 ECT.
** Notional hours of learning: The number of hours that it is expected that a learner (at a particular level) will spend, on average, to achieve the specified learning outcomes at that level. It is expected that there will be 10 hours of notional study associated with every 1 credit achieved. Therefore if a unit is worth 30 credits, this will equate to 300 notional study hours, in accordance with the Credit Framework (QAA).
2. COURSE AIMS The unit aims to:
1. Explore a current business problem which will enable the student to apply many of the concepts, theories and techniques acquired during their Fulltime MBA studies.
2. Provide the student with experience of project management and organization of a dissertation. 3. Provide practical knowledge, learning and engagement in activities that will contribute to
competence in handing complex unstructured business situations.
4. Bridge the gap between theoretical knowledge and application of that knowledge, including how to research/investigate a business problem.
11 | P a g e
3. INTENDED LEARNING OUTCOMES
Category of outcome Students should be able to: Knowledge and
understanding
− Understand the theoretical background to practical solutions to business issues.
− Understand how to analyse data, both qualitative and quantitative, to get meaningful results.
Intellectual skills
− Design business research by applying theoretical concepts to practical problems, which may involve developing hypotheses and methods as well as deciding on target populations and samples. − Make critical judgements and solve problems effectively. − Arrive at reasoned decisions from researched information and make arguments from an informed point of view.
Apply understanding of ethical, professional and academic standards.
Practical skills
− Negotiate the scope of the dissertation, agree deliverables and milestones; and adapt according to feedback from supervisor. − Where relevant, collect and analyse data according to professional and ethical standards.
Transferable skills and personal qualities
− Manage the project effectively, including managing time, resources and deadlines, as well as any changes to the specification that may arise over the course of the project.
- Satisfy the academic requirements of the programme.
− Work constructively with the supervisor towards an agreed objective.
− Identify personal strengths and weaknesses and areas for further learning and development.
− Critically reflect on progress and adapt to changing circumstances. − Think creatively and solve problems effectively.
4. COURSE CONTENT
The student will be expected to work on a self-selected project.
The student will work on a current interdisciplinary business project, most likely through desk research. The dissertation will focus on the application and exploration of particular theory and concepts learned during the MBA.
A Project proposal must be submitted for approval of the project scope and to allow the allocation of an appropriate supervisor. The proposal will explain the need for the particular issues to be investigated by the study, set out a clear research question, and the main theoretical ideas intended to be used to explore the topic.
The student will agree the project scope and methods with the supervisor. The dissertation will include a literature review that frames the study with critical insights on the relevant academic and professional literature.
The main body of the dissertation will demonstrate understanding of the context, apply concepts and theoretical ideas appropriately to a particular business project, and show an ability to evaluate
12 | P a g e
assumptions critically. Discussion of the dissertation findings will include the managerial implications.
5. METHODS OF DELIVERY (INCLUDING THE USE OF E-LEARNING)
The Manchester Method will form the basis of the project work, with three goals: − Maximum learning and career value for each individual student.
− Analytical and professionally effective results for the sponsoring company (where relevant). − Enhancement of the good reputation of Manchester Business School.
Each student is allocated a project supervisor. The supervisor is responsible for monitoring the progress of the project, providing advice and support, marking reports and providing feedback to the student.
6. ASSESSMENT METHODS AND RELATIVE WEIGHTINGS Assessment task Length within unit (if Weighting
relevant)
Deadlines for submission of coursework
Deadline for the return of feedback Project Proposal –
outline of project task, timeline and proposed method
Final Report
300-500 words
Not exceeding 15,000 words
Not assessed 4 weeks before the formal start of the project period Final deadlines: Summer term 21 September 2015 Autumn term 11 January 2016
3 weeks after the formal start of the project period
13 | P a g e
1. GENERAL INFORMATION
Academic Year 2015/16
Semester/Term Summer or Autumn term
Course Unit Title Personal Project
Unit code BMBA60003
Credit rating 15 credits
Level 7
Degree programmes Fulltime MBA
Contact hours 3 hours face to face plus virtual support as required Pre-requisite units Completion of Diploma stage
Co-requisite units None Member of staff responsible
Other staff involved Supervisor
ECT* 7.5
Notional hours of Learning** 150
* ECT (European Credit Transfer and Accumulation System): There are 2 UK credits for every 1 ECT credit, in accordance with the Credit Framework (QAA). Therefore if a unit is worth 30 UK credits, this will equate to 15 ECT.
** Notional hours of learning: The number of hours that it is expected that a learner (at a particular level) will spend, on average, to achieve the specified learning outcomes at that level. It is expected that there will be 10 hours of notional study associated with every 1 credit achieved. Therefore if a unit is worth 30 credits, this will equate to 300 notional study hours, in accordance with the Credit Framework (QAA).
2. COURSE AIMS The unit aims to:
1. Explore a current business problem which will enable the student to apply many of the concepts, theories and techniques acquired during their Fulltime MBA studies.
2. Provide the student with valuable experience of project management within a live business context, where a field based project is undertaken.
3. Provide practical knowledge, learning and engagement in activities that will contribute to competence in handing complex unstructured business situations.
4. Bridge the gap between theoretical knowledge and practical knowledge, including how to research/investigate a business problem.
14 | P a g e
3. INTENDED LEARNING OUTCOMES
Category of outcome Students should be able to: Knowledge and
understanding
− Understand the theoretical background to practical solutions to business issues.
− Understand how to analyse data, both qualitative and quantitative, to get meaningful results.
Intellectual skills
− Design business research by applying theoretical concepts to practical problems, which may involve developing hypotheses and methods as well as deciding on target populations and samples. − Make critical judgements and solve problems effectively. − Arrive at reasoned decisions from researched information and make arguments from an informed point of view.
− Apply specific knowledge to a commercial setting.
Apply understanding of ethical, professional and academic standards
Practical skills
− Negotiate the scope of the consultancy project, including: identifying a match between the sponsor’s expectations and the student’s abilities; agreeing deliverables and milestones; getting the sponsor’s commitment to essential resources, data and internal company staff needed by the project.
− Deal with real customers or businesses and win access to information in ethically-acceptable ways.
Transferable skills and personal qualities
− Manage the project effectively, including managing time, resources and deadlines, as well as any changes to the specification that may arise over the course of the project.
Satisfy both the sponsor’s practical needs and the academic requirements of the programme.
− Work constructively with the supervisor towards an agreed objective.
− Identify personal strengths and weaknesses and areas for further learning and development.
− Critically reflect on progress and adapt to changing circumstances. − Think creatively and solve problems effectively.
4. COURSE CONTENT
The student will be expected to work on a self-selected project.
The student will work on a current interdisciplinary business project, either through primary research for a sponsoring ‘client’ company, or through desk research. Sponsoring companies will usually be self-sourced by the student. A project proposal must be submitted to your supervisor for approval of the project scope.
The student will negotiate with the client over the exact work specification as well as for resources and work towards an agreed deadline. If based on field work, the project will mimic a real working environment as closely as possible. The student will agree the project scope and methods with the supervisor.
15 | P a g e
5. METHODS OF DELIVERY (INCLUDING THE USE OF E-LEARNING)
The Manchester Method will form the basis of the project work, with three goals: − Maximum learning and career value for each individual student.
− Analytical and professionally effective results for the sponsoring company (where relevant). − Enhancement of the good reputation of Manchester Business School.
Each student is allocated a project supervisor. The supervisor is responsible for monitoring the progress of the project, providing advice and support, marking reports and providing feedback to the student.
6. ASSESSMENT METHODS AND RELATIVE WEIGHTINGS Assessment task Length within unit (if Weighting
relevant)
Deadlines for submission of coursework
Deadline for the return of feedback Project Proposal –
outline of project task, timeline and proposed method
Final Report
300-500 words
Not exceeding 7,500 words
Not assessed 4 weeks before the formal start of the project period Final deadlines: Summer term 21 September 2015 Autumn term 11 January 2016
3 weeks after the formal start of the project period
16 | P a g e
SUMMER TERM 2015 HOME ELECTIVES
Elective Title Academic Dates
Advanced Strategic Management Kevin Jagiello All day 29, 30 June, 1, 2, 3, 14, 15, 16, 17 July and
6, 7 August Consumer Market Trends and Business
Strategies Nitin Sanghavi All day 6 – 10 July
Entrepreneurship Project Martin Henry All day 29 June – 3 July, all day 13-17 July and 13
August
Financial Analysis Bob Ryan All day 3 & 4 July and 7
& 8 August
Innovation, Strategy and Leadership Bruce Tether Tbc
International Business to Consumer and
Business to Business Marketing Management Nitin Sanghavi All day 29 June – 3 July Management Accounting in Practice Bob Scapens All day 24, 25 July and
14, 15 August
FT MBA Course Unit Descriptions
Course Unit Descriptions are intended as a
guide only and / or offerings are subject to
17 | P a g e
ELECTIVE REGISTRATION RULES
1. Students are advised to study a maximum 30 credits in the Summer Term. Any student wishing to take more than the required number must submit a written case to the MBA Centre for consideration.
2. A final list of elective participants will be published approximately one week after the registration deadline. Unsuccessful applicants will be notified via email.
3. You are not permitted to take two electives that run in parallel. 100% attendance is compulsory for all electives.
4. You can choose to drop an elective after the first session but before the 2nd
session. Email the MBA Centre, [email protected] and the academic teaching the course. You are not permitted to drop a course after the 2nd session.
5. You can add an elective but only if it hasn’t already started and you do not exceed the maximum number of credits, in accordance with point 1 above.
6. Once enrolled on a course you must complete ALL assessment associated with the elective.
18 | P a g e
1. GENERAL INFORMATION
Academic Year 2015/16
Term Summer 2015
Course Unit Title Advanced Strategic Management
Unit Code BMBA60047
Credit rating 30 credits
Minimum no. of participants 15 Maximum no. of participants 24
Level MBA
Degree Programmes MBA
Contact Hours 60
Pre-requisite units None
Co-requisite units None
ECT* 15.0
Notional hours of Learning** 300
Requirements - Full attendance of 10 day Elective
- Application of Manchester Method
- Adherence to MBS Code of Conduct
- The Elective has an applied, in-depth managerial bias. If you dislike the idea of applying all content to one case or lengthy classroom blocks this is not the Elective for you * ECT (European Credit Transfer and Accumulation System): There are 2 UK credits for every 1 ECT credit, in accordance with the Credit Framework (QAA). Therefore, if a unit is worth 30 UK credits, this will equate to 15 ECT.
** Notional hours of learning: The number of hours which it is expected that a learner (at a
particular level) will spend, on average, to achieve the specified learning outcomes at that level. It is expected that there will be 10 hours of notional study associated with every 1 credit achieved. Therefore if a unit is worth 30 credits, this will equate to 300 notional study hours, in accordance with the Credit Framework (QAA).
2. TEACHING ACADEMIC
Name Kevin Jagiello Secretary
Room Room
Tele Tele
Fax Fax
Email [email protected] Email
19 | P a g e
3. AIMS
The programme unit aims to:
Serve as a capstone to the MBA course.
To holistically develop and implement company and business unit strategies in the competitive environment.
4. BRIEF DESCRIPTION OF THE UNIT
The Elective has four main elements: 1) the Competitive Environment 2) Business Strategy 3) Company Strategy 4) Implementation. Student teams are asked to apply all concepts covered in the Elective to one case study and a company of the class’s choice. Each team formally presents their analysis on one of the four Elective elements for the selected company, ultimately submitting a project report outlining their analysis. In addition one individual assignment is required. 5. INTENDED LEARNING OUTCOMES
Category of outcome Students will be able to: Knowledge and
understanding Carry out an in-depth, systematic, rigorous analysis of the competitive environment. Holistically formulate company and business strategies whilst aligning implementation ability. Intellectual skills Will be stimulated and stretched
Practical skills Effective teamwork. Structuring and delivering managerial
presentations and reports. Crafting practical managerial assignments based on the academic literature and management best practice. Transferable skills and
personal qualities As a capstone Elective the intent is to ‘bring it all together’ – hence providing a foundation for your managerial careers 6. METHODS OF DELIVERY (including the use of E-Learning)
The Elective is limited to 24, four teams equal in number (6 students at maximum). Teams self-select (if possible before the elective commences). If less than 24 students sign up we will go to 4 smaller teams or 3 teams.
Each day runs from 9am to approximately 5.15pm. The last day Is scheduled for a 6pm finish. Interactive lectures are supported by video, classroom hand-outs, team application and tutorials. Additional readings are suggested at the end of each session.
Students are asked to volunteer to do a short presentation (circa 10 minutes) on one managerial topic/issue/lesson they consider would be of interest/valuable to the rest of the class. We should have time for half of the class to present throughout the Elective and on day nine.
7. COURSE CONTENT (week by week or session by session)
Date/Session Topic Academic
Pre-elective - Familiarise yourselves with the Elective case study: Crown Cork and Seal (an old classic)
- Form teams
- Students are asked to complete a one page outline of their background and interests for day one of the Elective - Start to consider what company you wish to apply the
Kevin Jagiello all sessions
20 | P a g e
Elective content to.
The earlier the class decides the more relevant the classroom sessions become. If possible you should draw up a short-list – or agree the company before the Elective commences
In selecting a company consider: - Will it be of interest to the class
- Learning will be enhanced if the company has a business portfolio with international reach
- Information is readily available on the company, a clearly identifiable business unit and the industry it operates in - How the company and business organise activity
If the class cannot decide on a case we will use Associated British Foods. Recent Class choices have included: Unilever; Nike; The Coca-Cola Company; Diageo
Day One
29th June • • Elective introductions Introduction to Strategic Management
• Structuring Presentations, Reports and Assignments • Auditing a strategic position - SPACE
The Competitive Environment
- Defining the Arena, Industry, Market, Served Market - Arena Mapping, Radar Maps
- Building the strategic information database horizontally and vertically (Activity Chains, Profit Pools, the Competitive Landscape, Fact Sheets)
- Porters 5 Forces - extending the analysis Day Two
30th June The Competitive Environments (contd) - Profit Patterns – the Mercer Group - Industry Strategic Group Analysis - The Strategic Environments Matrix - Combining Strategic Frameworks - Strategic Imperatives
Day Three
1st July The Competitive Environment (contd) - Competitor Analysis/Benchmarking - Megatrends
- Scan and Screen of the business climate – PESTER - Scenarios and sensitivities
- Competitive Environment case application/Reflection Business Strategy
• The structural attractiveness of a business - Findings from the PIMS database
- Benchmarking business profit performance - Cashflow, Risk, Share Gain
21 | P a g e
Day Four
2nd July Business Strategy (contd) • Components of a business plan – the business model - The Business Model Canvas
• Building a strategic position – Value Capture Logics - Porters Generics, Cost-based Strategies, The Discipline of
Market Leaders, Differentiation/Quality - building a position in the Value Map - price/performance curve
- Need/Access/Variety Positioning
- Spider/Zig-Zag/SNAP/The Strategy Canvas concepts
Day Five
3rd July Business Strategy (contd) Executing a Position • Key Success Factors
• The Marketing P’s – Key determinants of expenditure level • The Operating Model
- The McKinsey Business System - The Value Chain
- The Activity System Map
- Mass Customisation (additional reading)
- Time Based Competition/Process Re-design (additional reading)
Day Six
14th July Business Strategy case application/Reflection Company Strategy and Implementation - Traits of Excellence
- The 7S Framework
- Developing Vision, Mission and Objectives - Leadership/Management – Decision Styles - The Role of the Centre
- Organisational Design Principles Day Seven
15th July Company Strategy and Implementation(contd) - Components of the company plan - Financial analysis cameo
- Portfolio analysis – plotting the portfolio - Managing capabilities, the Resource School Day Eight
16th July -• Ansoff development routes: New ventures/start up businesses – Creating business models: idea generation, The Lean Start-Up
- Merger and Acquisition
- Alliance/joint venture principles (additional reading) - Vertical integration - the make/buy decision (additional
reading)
• The Planning Process • The Budgetary Process • The Balanced Scorecard Day Nine
17th July • • Assessing and developing Culture, setting Values Staff, team, performance management, engagement • Managing Change, Major Challenges
22 | P a g e
Company Strategy/Implementation case application/ Reflection • Plenary, individual talks
• Group Tutorials Day Ten
6th August • Group Tutorials Day Eleven
7th August Presentations: Company Strategy; Competitive Environment; Business Strategy; Implementation • Putting it all together
• Case debrief Elective evaluation
8. ASSESSMENT Assessment
task Length Weighting within unit (if relevant) Due Date the return of Deadline for feedback Group case
presentations 1 hour maximum + 30 mins Q&A peer assessment 30% adjustment of up to +/- 20% of the group
mark
7/8/15 In class
Group case
report 70 pages maximum + 10 page Management Overview peer assessment 40% adjustment of up to +/- 20% of the group mark 9am on 28/8/15 Individual assignment Re: case or special interest 2000 words + diagrams/tabulations Maximum 15 pages 30% 9am on 28/8/15 DETAIL:
Group Presentations/Class Participation – 30%, 7th August
Presentations are scheduled for an hour at maximum. Previous Groups have indicated that at least a 100 hours of teamwork is required to construct a presentation. The presentations however provide the backbone for the Group Report. The format for each Report Section is a presentation slide followed by 0.5 to 1.5 page managerial commentary. The presentation is followed by a Q&A in role play and then general discussion and Reflection.
Group Report 40% (Due date: 9.00 a.m., 28th August)
The Elective adopts a practical/applications stance. Hence we will apply each part of the Elective to the Crown Cork and Seal case and a company of your choice.
23 | P a g e
2 - The Competitive Environment (Group 2) 3 - Business Strategy (Group 3)
4 - Implementation (Group 4)
5 - Managerial Overview (Each Group to individually compile)
Each Group is responsible for one Section of the Report, completing their analysis and circulating it to other Groups by 24th August, 9.00 a.m. After this date the Group in charge of the Section cannot alter what they have passed on to other Groups.
All Groups then review other Groups work and individually compile Section 5 – The Managerial Overview. Each Group is asked to submit their Report Section and Section 5, the Managerial Overview, by 9.00a.m. on 28th August
- Group Sections should be at maximum 70 pages. The page format is half a page PowerPoint slide (taken from the Group presentation and back-up slides) and 0.5 – 1.5 pages of pro’s. The pro’s should:
a) outline the content of the presented slide briefly b) discuss briefly
c) stress the managerial implications
Each Section should conclude with a managerial agenda of two-three pages of pro’s.
- Section 5, at maximum 10 pages of pro’s, integrates all four previous Report Sections with a strong managerial bias/agenda. Given the Competitive Environment, Company and Business Strategy, what is our Implementation plan for the medium term? The stress should be on the future and how to get there.
It is essential that all Groups have an agreed Corporate and Business Strategy so that Implementation can be aligned. Section 5, the Managerial Overview needs to be consistent. One grade will be awarded for the first four Sections of the Report. Your Group’s Section hence only contributes 25% to this grade. Group grades can be increased/reduced by Section 5, the Managerial Overview, by plus or minus 3 marks.
Note: if you are not happy with other teams’ analysis you have between 24th – 28th August to improve on their work. If you do not change another teams’ work only submit your Group Report Section and Section 5 – the Managerial Overview. If you alter other teams’ work you should also submit the work you have changed/the additional work you have carried out on August 28th – this additional work can improve or decrease your Group’s grade.
Individual Assignment 30% (Due date: 9.00a.m. 28th August)
You are given up to 15 pages/2000 words plus diagrams/tabulations and appendices to address an issue/topic of interest to you that is:
relevant to your Group project or on a topic of special interest to you A possible structure might be:
a) Introduction to outline the issue/topic (ask a managerial question) b) Review of relevant literature (at least five references)
24 | P a g e
d) Management agenda
- Parts c) and d) should be at least half the script length - The management agenda should be at least 200 words
(an agenda outlines decisions/recommendations and then goes on to broadly outline how to implement – i.e. the blueprint for action). Without a firm agenda assignments score poorly.
Assignments have been very varied in times past:
- how to introduce the Balanced Scorecard? - how to manage an alliance with x?
- how to acquire x?
- how to strengthen brand/extend brand? - how to grow share?
- the management of growth/decline? - etc. etc.
Successful assignments ask, and answer a managerial question. The ASM Assignment style is:
- using tabulations and labelled diagrams which are not part of your word count - stress on the analytic
- stress on the future
- above all else stress on the managerial 9. LEARNING RESOURCE DETAILS
25 | P a g e
Advanced Strategic Management Elective Reading List
After each classroom session reading recommendations will be made
Base Texts
• R. Grant, Contemporary Strategic Analysis, ISBN 1405119985 • Johnson & Scholes, Exploring Corporate Strategy, ISBN 0582844495
• Strategic Management, A Methodological Approach – Rowe et al (Third edition or earlier chapter on Cost Analysis recommended), ISBN020158638-X
• Blackwell Encyclopedic Dictionary of Strategic Management – D. Channon, ISBN 0631210784 Base Journals
• HBR, McKinsey Quarterly, Long Range Planning, Sloan Management Review, California Management Review
- For the more academic: the Strategic Management Journal Consultancy Sites
The strategy houses all have sites which are worth dipping into for up to date research and articles. Over and above Bain, BCG, McKinsey I find the Booz Allen site and their strategy+ business journal useful.
Interesting texts from the consultants include:
• Perspectives on Strategy from the Boston Consulting Group C. Stern (Editor)
• The Breakthrough Imperative
M. Gottfredson & S. Schaubert, 2008 (Bain) • The McKinsey Mind
E. Rasiel & P. Friga, 2002
• Selected readings by subject area − Stress on the original ‘classics’
− Update insights by scanning the recommended ‘Base Journals’ Industry Environment
• Surprise and Competitive Advantage – W. Rothschild, Journal of Business Strategy Vol 4, No 3, Winter 1984
• Profit Pools: A Fresh Look at Strategy
O. Gadiesh and J. Gilbert – HBR May-June 1998 • The Granularity of Growth
M. Baghai, McKinsey Quarterly, May 2007 • Profit Patterns, Chapter 14
A. Slywotzky et al, 1999
• Competitive Strategy, M.E. Porter 1980
Ch1 5 Forces, Ch 2 Generics, Ch 3 Competitor Analysis, Ch 7 Strategic Groups • The Five Competitive Forces that Shape Strategy
M.E. Porter, HBR, Jan 2008 • BCG Megatrends (BCG site)
26 | P a g e
• Scenario Planning A Tool for Strategic Thinking – P. Schoemaker, Sloan Management Review, Winter 1995
P. Wack - HBR Sept-Oct 1985, Nov-Dec 1985 • The Use and Abuse of Scenarios
C. Roxburgh, McKinsey Quarterly, Nov 2009 Business Strategy
• Grant chapter 7 on Cost and Differentiation • What is Strategy?
M.E. Porter, HBR, Nov-Dec 1996 • Competitive Advantage
M. E. Porter, 1985
on cost, differentiation, the Value Chain • The PIMS Principles
R. Buzzell & B. Gale, 1987
see also Blackwell's Encyclopedic Dictionary: PIMS, Investment Intensity • Implementing Strategic B2B Pricing
B. Gale and D. Swire, Journal of Revenue and Pricing Management, Vol 11, no 1, Jan 2012 • Mapping Your Competitive Position
R. D’Aveni, HBR Nov 2007 • The Discipline of Market Leaders
M. Treacy & F. Wiersema, 1996 (also HBR Jan-Feb 1993, Customer Intimacy and Other Disciplines)
• Process Management
See Encyclopedic Dictionary on: Core Process, Horizontal Structure, Process Mapping • Mercer Group insights on operating model principles are especially valuable:
Profit Patterns
A. Slywotzky et al, 1999
• Charting Your Company’s Future Kim & Mauborgne, HBR June 2002 • Tipping Point Leadership
Kim & Mauborgne, HBR April 2003 • How Strategy Shapes Structure
Kim & Mauborgne, HBR Sep 2009 • Blue Ocean Strategy
Kim & Mauborgne, 2005
• Marketing Management – P. Kotler • Business Model Generation
A. Osterwalder & Y. Pigneur, 2010 • Value Proposition Design
A. Osterwalder et al, 2014
• From Strategy to Business Models and to Tactics R. Masanell & J. Ricart, Long Range Planning, 43, 2010 • When One Business Model Isn’t Enough
R. Masanell and J. Tarzijan, Harvard Business Review, Jan-Feb 2012 • Reinventing Your Business Model
M. Johnson, HBR, Dec 2008
• Seizing the White Space – Business Model Innovation for Growth and Renewal, M. Johnson, 2010
27 | P a g e
• Core Objectives
S. Chatterjee, California Management Review Vol 47, No 2, 2005 • Simple Rules for Designing Business Models
S. Chatterjee, California Management Review, Vol 55, No 2, Winter 2013 • The Innovator’s DNA
J. Dyer et al, Harvard Business Review, Dec 2009 • The Customer-Centered Innovation Map
L. Bettencourt and A. Ulwick, HBR, May 2008 • 12 Ways to Innovate
M. Sawhney, Sloan Management Review, Spring 2006 • The Lean Start-Up
E. Ries, Penguin 2011 • The Four Steps of Epiphany
S. Blank, 2013 (Second Edition) • The Startup Owner’s Manual
S. Blank and B. Dorf, Ranch Publishing, 2012 • Discovery Driven Planning
R. McGrath and I. MacMillan, HBR, Jul-Aug 1995 • New Game Strategies
R. Buaron, McKinsey Quarterly Spring 1981 • Competing Against Time
G. Stalk and T. Hout, 1990 • Mass Customisation
B. Pine, 1993
• Making Mass Customisation Work – HBR Sept-Oct 1993 B.Pine & A. Boynton
• The Four Faces of Mass Customisation – HBR Jan-Feb 1997 J. Gilmore & B. Pine
• Process Management
See Encyclopedic Dictionary on: Core Process, Horizontal Structure, Process Mapping Company Strategy
Mission, Vision and Values
• A Sense of Mission A Campbell, Hutchison, 1990 &/OR
Long Range Planning, Vol 24, No 4, 1991
• Building your Company's Vision - J. Porras HBR, Sept-Oct 1996 • Strategic Staircases - M. Hay & P. Williamson
Long Range Planning, Vol 24, Aug 1991 Stakeholders
Texts like Johnson and Scholes (insights on Stakeholder power) and Rowe et al (Steerer Model vs. Single Sovereign) provide useful insights.
28 | P a g e
Corporate Organisations
• Strategies and Styles, the Role of the Centre in Managing Diversified Corporations M. Goold and A. Campbell, 1987
• Corporate Level Strategy: Creating Value in the Multi-business Company M. Goold, A. Campbell, M. Alexander, 1994
• Designing Effective Organisations M. Goold, A. Campbell, 2002 • Decide and Deliver
M. Blenko et al, 2010 Excellence
• In Search Of Excellence, Peters and Waterman, 1982
• The Winning Performance, D. Clifford & R. Cavenagh • Hidden Champions, H. Simon, 1996
also
- HBR-April 1992: Lessons of Germany's Mid-sized Giants • Built to Last, J. Collins & J. Porras, 1998
• Good to Great, J. Collins, 2001 • Creative Destructiion,
R. Foster & S. Kaplan, 2001
Leadership
• A Force for Change - How Leadership Differs from Management - John Kotter, 1990 • Jack, Jack Welch and the GE Way – R. Slater, 1999
• Jack, Jack Welch, 2001
• Performance Without Compromise: How Emerson Consistently Achieves Winning Results Charles Knight, 2005
Portfolio
Any strategy text will cover portfolio grids. For a more comprehensive review of Grow Share, ADL, GE grids see: Strategic Management A. Hax & S. Majluf
• The Alchemy of Growth - The Three Horizons of Growth M. Baghai, S. Coley & D. White, 1999
• Just-in-time Strategy for a Turbulent World L. Bryan, McKinsey Quarterly, June 2002 • Corporate Spheres of Influence
R. D’Aveni, MIT Sloan Management Review, Summer 2004
Resource School
29 | P a g e
• Firm Resources and Sustained Competitive Advantage J. Barney, Journal of Management, Vol 17, No 1, 1991 • Competing for the Future
G. Hamel & C. Prahalad, 1994 • Strategic Intent, HBR May-June 1989
• The Core Competence of the Corporation, HBR May-June 1990 • Strategy as Stretch and Leverage, HBR March April 1993 • Competing for the Future, HBR July-August 1994 - G. Hamel & C.K. Prahalad
• Competing on Capabilities, HBR March-April 1992 - G. Stalk, P. Evans, L. Shulman
• Leading the Revolution G. Hamel, 2000
• Dynamic Capabilities at IBM
J. Harreld, California Management Review, Summer 2007
• Organisational Ambidexterity: IBM and Emerging Business Opportunities C. O’Reilly et al, California Management Review, Summer 2009
• Encyclopedic Dictionary: Core Competences, Strategic Core Competences
Ansoff
• The Innovation Risk Matrix G. Day, HBR, Dec 2007
• When and When Not to Vertically Integrate?
J. Stuckey & P. White, Sloan Management Review, Spring 1993 • Applied Mergers & Acquisitions – R. Bruner, 2004
• Hidden Value: Key to Successful Acquisition, A. Parsons, McKinsey Quarterly - Summer 1984 • Building Successful Strategic Alliances, P. Lorange, Long Range Planning, Vol 25, No 6, 1992 • Group versus Group: How Alliance Networks Compete, B. Cassares, HBR, July-Aug 1994 • Collaborative Advantage – R. Kanter, HBR July-Aug 1994
• Corporate Venturing, Z. Block et al, HBR Press Implementation
7S
• Structure is not Organisation R. Waterman
Business Horizons, June 1980
• How the Balanced Scorecard complements the McKinsey 7S Model R. Kaplan, Strategy & Leadership, Nov 2005
Balanced Scorecard
• The Strategy Focused Organisation Kaplan & Norton, 2001
• Strategy Maps
Kaplan and Norton, 2004
30 | P a g e
Kaplan and Norton, 2006 • The Execution Premium
Kaplan & Norton, 2008 see also: www.bscol.com
• Mastering the Management System R. Kaplan & D. Norton, HBR, Jan 2008 • Beyond Budgeting
J. Hope & R. Fraser, 2003
• Just-in-time Budgeting for a Volatile Economy M. Akten, McKinsey Quarterly, May 2009 Culture
• The Corporate Culture Survival Guide E. Schein, 1999
• The Secret of a Winning Culture L. Senn & J. Childress, 1999 • What Holds a Company Together?
R. Goffee and G. Jones, HBR, November 1996 Staff
• The Heart of Success – R. Parsons, 2002
• The 7 Habits of Highly Successful People – S. Covey
• Why Teams Matter, J. Katzenback, McKinsey Quarterly 1992, No 3
• How Microsoft Makes Large Teams Work Like Small Teams – M. Cusumano, Sloan Management Review 1997
• Motivating People – HBR Special Issue Jan 2003
• The New Managerial Work – R. Kanter HBR Nov-Dec 1989 Change
• Leading Change J. Kotter, 1996
• Devising Context Sensitive Approaches to Change V. Hope Hailey & J. Balogun, Long Range Planning, 2002 • The Re-engineering Revolution Handbook
M. Hammer, 1996 • Who Moved My Cheese?
Dr. S. Johnson, 1998 • The Heart of Change
J. Kotter, D. Cohen, 2002
• Execution – the Discipline of Getting Things Done L. Bossidy, R. Charan, 2002
• The Irrational Side of Change Management C. Aiken, McKinsey Quarterly, April 2009
31 | P a g e
10. METHODS OF FEEDBACK TO STUDENTS Classroom feedback to Group Presentations
Written feedback to Group Presentations, Report and Individual Assignments
11. METHODS OF FEEDBACK FROM STUDENTS/COURSE EVALUATION University course evaluation questionnaires.
12. STUDENT COURSE EVALUATION FEEDBACK What did you like about this course and why:
1. The course content is extremely practical, and mentally stimulating.
2. Insightful about strategic frameworks, allowed to think on serious management views.
3. Diversity of strategic marketing and management knowledge.
32 | P a g e
1. GENERAL INFORMATION
Academic Year 2015/16
Term Summer 2015
Course Unit Title Consumer Market Trends and Business Strategies
Unit Code BMBA21520
Credit rating 15 credits
Minimum no. of participants 15 Maximum no. of participants 24
Level MBA
Degree Programmes MBA
Contact Hours 30
Pre-requisite units Co-requisite units
ECT* 7.5
Notional hours of Learning** 150
* ECT (European Credit Transfer and Accumulation System): There are 2 UK credits for every 1 ECT credit, in accordance with the Credit Framework (QAA). Therefore, if a unit is worth 30 UK credits, this will equate to 15 ECT.
** Notional hours of learning: The number of hours which it is expected that a learner (at a
particular level) will spend, on average, to achieve the specified learning outcomes at that level. It is expected that there will be 10 hours of notional study associated with every 1 credit achieved. Therefore if a unit is worth 30 credits, this will equate to 300 notional study hours, in accordance with the Credit Framework (QAA).
2. TEACHING ACADEMIC
Name Prof Nitin Sanghavi Secretary Michelle Kelly
Room 3.52 Room 3.30, MBS West
Tele 0161 275 6481 Tele 0161 275 0948
Fax 0161 275 6464 Fax 0161 275 6357
Email [email protected] Email [email protected]
3. AIMS
The course unit aims to enable students to understand key drivers and scope of changes in consumer markets including their shopping attitudes and buying behaviour patterns and the business environment; assess their strategic impact and learn how the organisations can develop appropriate marketing/business strategies to gain Compelling Competitive Advantage.
4. OBJECTIVES
The elective, now in its twentieth year, will have the following objectives:
33 | P a g e
perspective(The’ Change Is Constant’)
(ii) Understand key consumer market changes with a global perspective (The `New Normal’).
(iii) Understand/analyse key drivers and scope of changes in relation to consumer shopping attitudes and their buying behaviour patterns
(iv) Understand about current/emerging marketing and strategic concepts/ frameworks/tools and impact of technology and growth of social media
(v) Assess the strategic impact of the above changes on businesses in general but specifically on consumer-facing industries e.g. retailing, financial services, automobile industry, FMCG industry, health industry, leisure , services and travel industry.
(vi) Learn how to develop appropriate marketing/business strategies to gain Compelling Competitive Advantage.
5. METHODS OF DELIVERY (including the use of E-Learning)
A combination of formal teaching(using audio-visual tools where appropriate), case-study work, presentation of case-study work, group and individual discussions on relevant issues.
6. COURSE CONTENT (week by week or session by session)
Date/Session Topic Academic
6th July, 2015 Elective outline and overview, project and essay
discussions, key macro and micro business environment changes
Nitin Sanghavi
7th July 2015 Key consumer market changes with a global perspective(The ‘New Normal’)
Nitin Sanghavi 8th July 2015 Analysis of consumer behaviour and key drivers of
change, emerging marketing concepts and strategic frameworks/tools, impact of technology and growth of social media
Nitin Sanghavi
9th July 2015 Strategic impact of the above changes on consumer-facing industries/sectors- structures and strategies
Nitin Sanghavi 10th July 2015 Developing appropriate marketing/business strategies to
gain compelling competitive advantage(CCA), Interim group project presentation
Nitin Sanghavi
7. LEARNING RESOURCE DETAILS
There is not just one recommended book for this course. Students are, however, asked to scan at least a couple of books from the following list prior to the start of the course.
34 | P a g e
Good Basic Books
"Managing in the Next Society", by Peter F. Drucker (2002). Publisher: Butterworth Heinemann, Oxford. ISBN: 0750656247.
"Innovating at the Edge: How Organisations Evolve and Embed Innovation Capability", by Tim Jones (2002). Publisher: Butterworth Heinemann, Oxford. ISBN: 0750655194.
“Consumer Behaviour: A European Perspective”, by Gerrit Antonides and W. Fred van Raaij (1988). Publisher: John Wiley and Sons. ISBN: 0471975133.
“Understanding the Consumer: A European Perspective”, by Bernard Dubois. Publisher: Prentice Hall. ISBN: 0136163688.
“Consumer Behaviour”, by Michael R. Solomon (2011). 10th ed. Publisher: Pearson Education. ISBN: 9780273767312.
“Market-Led Strategic Change”, by Nigel F. Piercy (2002). Publisher: Elsevier Science. ISBN: 075065225x.
“Contemporary Strategic Marketing”, by Ross Brennan, Paul Baines and Paul Garneau (2002). Publisher: Palgrave MacMillan. ISBN: 033981197.
“The Strategy Process”, Global 4th Edition, by Henry Mintzberg, Joseph Lampel, James B. Quinn, and Sumantra Ghoshal (2002). Published by Prentice Hall. ISBN: 027365120.
“Practical Strategy: Structured Tools and Techniques”, by Geoff Coyle (2004). Published by Pearson Education. ISBN: 0273682202.
“Knowledge-Based Marketing: The 21st Century Competitive Edge”, by I. Chaston. Published by SAGE. ISBN: 1-4129-0003-4.
Good Additional Books
“Why They Buy”, by Settle and Alreck (1989). Publisher: John Wiley. ISBN: 0471621277.
“Strategy and the Business Landscape”, by P. Ghemaway, D.J. Collis, P. Gary, J. Pisano, W. Rivkin (1999). Publisher: Addison Wesley. ISBN: 0201357291.
“Mind to Mind Marketing: Communicating with 21st Century Customers”, by H. Alder (2001). Publisher: Kogan Page. ISBN: 0749433663.
“Marketing Plans”, 4th Edition, by Malcolm MacDonald (2002). Publisher: Elsevier Science. ISBN: 0750641169.
35 | P a g e
8. ASSESSMENT
Assessment task Length Weighting within unit (if
relevant) Submission Date Group Project Of which interim presentation Final Report 4,500 words 45% (20%) (80%) peer assessment adjustment of up to +/- 20% of the group mark
10/07/15 (interim presentation)
9am on 21/8/15
Individual essay 3,500 words 55% 9am on 25/815
Group project: students (in small groups, maximum 5) will be required to conduct a strategic analysis of an issue (or issues) identified, which must include some primary market research. It is important that the project scope is within the ‘spirit’ of the elective and it is underpinned by key
concepts/frameworks from the elective, as and where relevant.
Individual essay: a mutually-agreed subject focusing on strategic analysis of key issues,
challenges/opportunities facing an organisation./sub sector /a country. The essay does not require primary market research, unless the candidate wishes to carry out the research to complement the essay. Again, as above it is important that the essay scope is within the’ spirit’ of the elective and it is underpinned by key concepts/frameworks, as and where relevant.
Marking will be done using MBS’s marking guidelines as described in the Assessment and Progression Regulations.
9. CHANGES MADE TO THE COURSE INCLUDING RESPONSES TO PREVIOUS FEEDBACK Introduced more relevant examples, reduced course material for better time-management.
10.METHODS OF FEEDBACK TO STUDENTS
Verbal feedback on case-study presentations, interim group project presentations in the class-room; written feedback on final group project report and an individual essay.
11.METHODS OF FEEDBACK FROM STUDENTS/COURSE EVALUATION
Verbal and written feedback from students during and at the end of the elective.
36 | P a g e
What did you like about this course and why:
1. The course presented very new concepts that could be linked to strategy, operations and marketing. Very useful frameworks. Nitin Sanghavi was exceptional in teaching the course.
2. The course was very well taught. The quality of the content was excellent. The number of examples used to explain concepts made the content and concept clear. There was a high level of engagement between the Professor and the class.
37 | P a g e
1. GENERAL INFORMATION
Academic Year 2015/16
Semester/Term Summer 2015 / Autumn 2015
Course Unit Title Entrepreneurship Project
Unit code BMBA 60002
Credit rating 30
Level 7
Degree programmes MBA
Contact hours 50hrs
Other Scheduled teaching and
learning activities None Pre-requisite units None
Co-requisite units None
Member of staff responsible Dr Martin Henery
Contact details and office hours [email protected]
Please e-mail the unit lecturer if an appointment is required Other staff involved None
ECT 15 ECT
Notional hours of Learning 300 hrs 2. COURSE AIMS
The unit aims to:
• Enable individuals to undertake a process of creative problem-solving employing both convergent and divergent approaches to arrive at appropriate solutions.
• Provide individuals with the ability to develop and validate a business model and implementation roadmap that demonstrates how value (whether fiscal, social, creative, environmental or some mix of these) is to be created, delivered and captured for appropriate and relevant stakeholders whether users, clients, partners or customers
• Provide the student with real experience of the processes and activities involved in setting up and developing a new venture both as an individual and within a team
• Develop critical, reflective students who are able and comfortable to work with others and on their own on highly complex, unstructured problems, a necessity in a complex and rapidly changing world
This 30 credit unit aims to provide participants with a strong evidence-based grounding in both the academic theory and the practice relevant to entrepreneurial start-ups and their role in innovation and value creation. Through a combination of experiential learning and group-based project work, students will be able to familiarise themselves with all areas of entrepreneurial expertise necessary to found and develop a business enterprise.
