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C11CS Competitive Strategy Course Handbook
Competitive Strategy 2021 P a g e | 1 1. Introduction The Competitive Strategy course aims to equip students with the core concepts, frameworks, and techniques of competitive strategy. Students armed with this knowledge and ideas will better understand what managers must do to make an organization achieve superior performance. Competitive strategy is concerned about running an organisation, i.e. how to plan, manage, lead and organise its activities to take advantage of market and industry opportunities. It provides the direction and purpose for an organisation. The course videos and learning materials using various frameworks and concepts will examine and evaluate companies in domestic and international markets, employing a range of technologies, and operating within various regulatory and environmental constraints. During the course students will learn how to analyse company strategies; they will also learn via the tools of strategic analysis, how to evaluate strategic options and how to formulate an effective strategy for implementation. The course’s objectives are to: 1. Understand the theoretical and practical issues involved in employing competitive strategy concepts in organisations. 2. Critically evaluate a number of widely used conceptual frameworks which will be of immediate and real value in future careers. 2. Learning Outcomes On completion of this course you will be able to: Subject mastery 1. Understand the integrative nature of competitive strategy. 2. Adeptly utilise and apply the competitive strategy tools and knowledge in a practical or academic context through the use of global case studies. 3. Systematically and critically examine the effectiveness of the key competitive strategy conceptual frameworks / models of analysis. 4. Identify and evaluate the role of organisational design and organisational culture in shaping strategy and organisational performance. Personal abilities 1. Develop analytical and problem-solving skills appropriate for a variety of subject and non- subject specific contexts. 2. Develop a capacity to explain strategic analysis and justify strategic choices in a coherent manner. 3. Develop independent working skills. 4. Develop communication skills, report writing. Competitive Strategy 3. Course Structure This course is divided into 11 weekly learning themes or topics, each of these themes or topics is accompanied by a series of recorded videos and learning materials. These videos and learning materials will be available to all students across the campuses. A live online learning session each week for one-hour duration will occur in Edinburgh to support these resources. These sessions will give you an opportunity to ask questions and undertake some activities and exercises with John Sanders, the Global Course leader. In addition, the Edinburgh students will have an opportunity to attend either a weekly live online or face-to-face tutorial starting in week 4 and finishing in week 10 to explore theories and concepts in more detail. Dubai and Malaysia will deliver their learning sessions in a slightly different manner. For example, in Malaysia, learning sessions and tutorials will be delivered in a three-hour block each week and simultaneously employ both face to face and online lectures. While Dubai will deliver learning in two-hour blocks each week. The respective Dubai and Malaysia course leaders will provide students from these campuses with more information about how their learning sessions will be delivered. Furthermore, a course management system called Canvas will support the delivery of course learning materials and guide your progress. It allows teaching staff to post marks, information, and assignments online. It is used by universities and colleges all over the world. Reading Week: Week 6 is reserved as a reading week free of any timetabled sessions across all SoSS courses. You should use this time to catch up with online learning materials and wider reading. This will also give you time to prepare coursework. Competitive Strategy 2021 P a g e | 3 4. Teaching Schedule Learning sessions. In Edinburgh, there will be 11 live timetabled online learning sessions of one hour each. These will occur on Mondays at 9am (see the detailed schedule in Section 7 of this course handbook). Tutorials: In Edinburgh, accompanying the above online learning sessions will be two timetabled interactive tutorial sessions starting in Week 4. These sessions are voluntary and will be one hour in duration. One of these sessions will be face-to-face, while the other will be an online live session. You are required to sign up to the face-to-face session if you wish to attend it, as spaces will be limited due to social distancing rules. The tutorials will utilise case studies to explore theories and concepts discussed during course learning sessions. 5. Course Assessment Assessment on this course is designed to test your achievement of the learning outcomes listed on page 1. You will be assessed using the following assessment types: • Individual/Group Coursework (50% of course mark) This coursework involves the creation of a 10 to 15-minutes video in length and a reflective document summarising the competitive strategy lessons the group or you as an individual learnt from undertaking it. You will be marked on the content of your video and the reflective document, as well as your ability to present the evidence effectively and in a coherent manner. The learning outcomes of this piece of work will assess all the personal ability and subject mastery items except number 4 detailed on page 1. The marking rubric or criteria for this coursework can be found on page 8 of this course handbook. It can also be found in the Assignments menu area within the Canvas course. Support to complete this piece of coursework will be provided during the recorded videos, tutorials and in the learning materials within Canvas. • Take-Home-Exam (50% of course mark) The Take-Home exam will be made up of two sections and each one will contain a different business case study to analysis and discuss. The exam case studies will be drawn from newspaper articles and will be roughly 1 to 3 pages in length. After reading each case study you will need to answer two or three questions using your knowledge of course concepts and frameworks. These questions require you to analyse and discuss a case study using concepts or techniques from the course. Some questions may also require you to comment on a company's past strategic decisions or what action it should take going forward based on your analysis. All course learning outcomes are appropriate for the Take-Home examination. Word limits will be set for each question to ensure that you do not spend too much time and effort on them. The Take-Home examination will be delivered in an online format (dates will be released later in the semester by the School Office). You will have 24 hours to complete the exam. Detailed guidelines Competitive Strategy 2021 P a g e | 4 on the Take-Home examination, what it involves and how to access the exam paper and upload your final answers will be provided by the University later in the course. Will I get feedback on my exam? Individual feedback on your exam performance is not routinely provided. However, if you have failed the exam or performed below your expectation, then you can contact the course leader to book an appointment within 3 weeks of the exam marks being released. During your appointment you will receive verbal feedback. Individual/Group Coursework The coursework requires you to create a 10 to 15-minutes video in length and a reflective document summarising the competitive strategy lessons you or the group has learnt from undertaking it. You will be marked on the content of your video and reflective document, as well as your ability to present the evidence effectively and in a coherent manner. The coursework is due on 27 October 2021 before 12pm (UK), 3pm (Dubai) and 7pm (Malaysia). • You can complete this coursework either as an individual or within a group. • Groups are self-selected and will be no larger than four people. You can self-select groups by using the people menu within Canvas. • Students entering the course after the 1st of October will automatically complete the coursework as an individual. • If you are working in a group, just one group member needs to upload the video assignment and the reflective document onto Microsoft Stream and Canvas platform respectively. The following companies and their associated product lines/ranges will be the focus of your coursework, so please select one. United Kingdom • Google’s Nest Hello doorbell and the UK market for smart doorbells • Samsung Galaxy S20 Ultra 5G smartphone and the UK market for premium smartphones • Richer Sounds and the UK market for electronic home appliances • John Lewis and the UK market for electronic home appliances • Volkswagen ID.3 and UK market for C-segment or small family passenger vehicles • Giffgaff and the UK market for mobile phone providers • Virgin Media and UK market for broadband providers • Scottish Power and UK market for gas and electricity energy providers • Ocado and the UK market for online supermarket providers • Morrison’s and the UK market for retail groceries • Renault Zoe and the UK market for B-segment or small passenger vehicles • Jet2Hoildays and the UK market for package holidays • Apple AirPods and UK market for in-ear headphones • Lenovo Tab M8 FHD and the UK market for tablets under £200 • AA and the UK market for automobile breakdowns • Tesla Model 3 in the UK market for D-segment or large family passenger vehicles • Max Factor and the UK market for cosmetics • Café Nero and the UK retail market for takeaway coffee Competitive Strategy 2021 P a g e | 5 • River Island and the UK retail market for women’s clothing • Specsavers and UK market for High Street Opticians • Apple MacBook Pro and the UK market for premium and mid-range laptops Dubai • Shiseido and the Dubai market for cosmetics • Huawei P40 Pro in the Dubai market for smartphones • Apple’s iPhone 12 and the Dubai smartphone market • Lamborghini range and the Dubai market for luxury cars • Volkswagen Tiguan and Dubai market for C-segment or family SUV vehicles • Al Maya and Dubai market for retail groceries • NEXT and the Dubai market for men’s clothing • Kashkha and the Dubai market for women’s clothing • Du and the Dubai market for mobile phone network providers Malaysia • NITA Cosmetics and the Malaysian market for cosmetics • Huawei P40 Pro in the Malaysian market for smartphones • Econsave and the Malaysian market for retail groceries • Proton X50 and the Malaysian market for B segment or small SUV vehicles • H&M and the Malaysian market for women’s clothing • Perodua Ativa and the Malaysian market for B segment or small SUV vehicles • Harvey Norman and the retail market for home appliances in Malaysia
- 经济Economics
- 金融Finance
- 会计Accounting
- 工商管理Business Management
- 计算机computer science
- 商业分析business analysis
- 法律Law
- 管理Management
- 市场营销Marketing
- 哲学Philosophy
- 心理学Psychology
- 物理Physical
- 统计学statistics
- 电气工程electric engineering
- 化学chemistry
- 生物biology
- 数学mathematics
- 语言学linguistics
- 土木工程civil engineering
- 工程力学engineering mechanics
- 艺术art
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