Business Strategy (MGMT 401)

2022 Spring
Sabancı Business School
Management(MGMT)
3
6
Kerem Kılıç kerem.kilic@sabanciuniv.edu,
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English
Undergraduate
ACC201
Interactive lecture
Interactive,Communicative,Discussion based learning,Project based learning,Case Study,Other
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Programs\Type Required Core Elective Area Elective
Energy Minor *
Entrepreneurship Minor *
Management *
Management *

CONTENT

This course serves as a capstone course of the management program, targeted to senior students. The subjects covered are: competitive strategies; techniques for analyzing industries, competitors, and companies from a strategic perspective; strategy formulation and implementation; strategy in new business development.

OBJECTIVE

Strategy is about ?where to go? and ?how to get there?. This course pertains creation and maintenance of a long-term strategic vision for the firm and formulating a competitive strategy in accordance with that vision. Building on the knowledge about functional business areas such as production, marketing, accounting, finance, and information systems, this course introduces core concepts of strategic management. To understand how a firm can improve its strategic position, we will study several contemporary business theories and frameworks. These concepts will equip you with the tools necessary to analyze a firm?s competitive environment and resources. The emphasis is on the formulation and successful implementation of strategy in different types of firms across industries.

LEARNING OUTCOMES

  • Upon completion of this course, students will be able to: 1. Assess the structure of firms' external environments and understand how these affect expected long-run industry performance 2. Evaluate firm competitive positioning and interaction, and assess firm-level resources and capabilities 3. Develop appropriate and superior strategies at the business-unit and corporate levels 4. Assess the dynamics of competition and understand how economic, social, political, and technological forces can affect strategic re-positioning and long-term profitability

PROGRAMME OUTCOMES

1. Understand the world, their country, their society, as well as themselves and have awareness of ethical problems, social rights, values and responsibility to the self and to others. 2

2. Understand different disciplines from natural and social sciences to mathematics and art, and develop interdisciplinary approaches in thinking and practice. 3

3. Think critically, follow innovations and developments in science and technology, demonstrate personal and organizational entrepreneurship and engage in life-long learning in various subjects; have the ability to continue to educate him/herself. 3

4. Communicate effectively in Turkish and English by oral, written, graphical and technological means. 5

5. Take individual and team responsibility, function effectively and respectively as an individual and a member or a leader of a team; and have the skills to work effectively in multi-disciplinary teams. 5

1. Possess sufficient knowledge of mathematics, science and program-specific engineering topics; use theoretical and applied knowledge of these areas in complex engineering problems.

2. Identify, define, formulate and solve complex engineering problems; choose and apply suitable analysis and modeling methods for this purpose.

3. Develop, choose and use modern techniques and tools that are needed for analysis and solution of complex problems faced in engineering applications; possess knowledge of standards used in engineering applications; use information technologies effectively.

4. Have the ability to design a complex system, process, instrument or a product under realistic constraints and conditions, with the goal of fulfilling specified needs; apply modern design techniques for this purpose.

5. Design and conduct experiments, collect data, analyze and interpret the results to investigate complex engineering problems or program-specific research areas.

6. Possess knowledge of business practices such as project management, risk management and change management; awareness on innovation; knowledge of sustainable development.

7. Possess knowledge of impact of engineering solutions in a global, economic, environmental, health and societal context; knowledge of contemporary issues; awareness on legal outcomes of engineering solutions; knowledge of behavior according to ethical principles, understanding of professional and ethical responsibility.

8. Have the ability to write effective reports and comprehend written reports, prepare design and production reports, make effective presentations, and give and receive clear and intelligible instructions.

1. Have an understanding of economics and main functional areas of management 4

2. Have a basic all-around knowledge in humanities, science, mathematics, and literature 3

3. Have a basic knowledge of law and ethics, awareness of social and ethical responsibilities 2

4. Work effectively in teams and environments characterized by people of diverse educational, social and cultural backgrounds 2

5. Demonstrate proficiency in oral and written communications in English 5

6. Pursue open minded inquiry and appreciate the importance of research as an input into management practice; thus, a.know how to access, interpret and analyze data and information by using current technologies b.use the results from analyses to make informed decisions 4

7. Use office softwares for written communication, presentation, and data analysis 5

8. Demonstrate awareness that business settings present different opportunities and challenges for managers due to environmental/contextual differences that arise in economic, political, cultural, legal-regulatory domains 4

ASSESSMENT METHODS and CRITERIA

  Percentage (%)
Final 20
Quiz 10
Participation 20
Group Project 15
Written Report 25
Presentation 10

RECOMENDED or REQUIRED READINGS

Textbook

Text Book: Ketchen, D. & Short, J. (2014). Mastering Strategic Management. http://www.opentextbooks.org.hk/system/files/export/17/17062/pdf/Mastering_Strategic_Management_17062.pdf

Readings

Hambrick, D. C., & Fredrickson, J. W. (2005). Are you sure you have a strategy? Academy of Management Perspectives, 19(4), 51-62.

Porter, M.E. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, 86(1), 79-93.

Wright, P. (1987). A refinement of Porter's strategies. Strategic Management Journal, 8(1), 93-101.

Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 57-68.

Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: from theory to practice. California Management Review, 47(3), 105-121.

Hamel, G., Doz, Y. L., & Prahalad, C. K. (1989). Collaborate with your competitors and win. Harvard Business Review, 67(1), 133-139.

Neilson, G. L., Martin, K. L., & Powers, E. (2008). The secrets to successful strategy execution. Harvard Business Review, 86(6).
Cases TBA