Documente Academic
Documente Profesional
Documente Cultură
Business eLearning
Module schedule
Two hour plenary per week focusing on the
key concepts and tools of strategy
Two hour tutorial per every fortnight focusing
on the application of these key concepts and
tools through case study analysis The
tutorials will also deal with additional
readings.
PLEASE ATTEND YOUR REGISTERED TUTORIAL
Assessment:
Mid-Term MCQ examination: 30%
Final exam (closed book): 70%
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Required reading:
"Crafting and Executing Strategy" by
Thompson, Strickland, Gamble, Peteraf, Janes
and Sutton (2013). Publisher: McGraw Hill.
Additional readings
Links to additional readings will be available in
the Reading Folder in BlackBoard.
Certain readings will be e-mailed by us to your
UCD Connect email address.
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To what end?
A firm strategises:
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Competitive Advantage
Meeting customer needs more effectively, with
products or services that customers value
more highly, or more efficiently, at lower cost.
Sustainable Competitive Advantage
Giving buyers lasting reasons to prefer a firms
products or services over those of its
competitors.
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Strategic choices
Low-cost provider
Differentiation on
features
Focus on
market niche
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Best-cost provider
Business Model
Competitive
Initiatives
Realised
Strategy
Business
Approaches
Value Proposition
Profit Formula
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Johnson, M., C. Christensen and H. Kagermann (2008) Reinventing your Business Model Harvard Business Review
The Strategic
Fit Test
The Competitive
Advantage Test
Successful
Strategy
The Performance
Test
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Chapter 2
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Key issues
Appreciating why company managers need a clear
strategic vision of where a company needs to go and
why?
Understanding the importance of setting both
strategic and financial objectives?
Understanding the importance of tightly coordinating
strategic initiatives taken at various organisational
levels
Appreciating the importance of achieving operating
excellence and execute its strategy proficiently?
Understanding the role and responsibility of a
companys board of directors in overseeing the
strategic management process?
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Figure 2.1
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Stage 1
Developing a Strategic Vision:
Delineates managements future aspirations
for the business to its stakeholders.
Provides direction -where we are going.
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The Dos
The Dont s
Be graphic
Dont be vague or
incomplete
Be forward-looking and
directional
Keep it focused
Dont be generic
Make it memorable
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Strategic Objectives
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Stretch objectives
Setting stretch objectives promotes better
company performance because stretch targets:
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Long-Term Objectives:
Force consideration of what to do now to
achieve optimal long-term performance.
Stand as a barrier to an undue focus on
short-term results.
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Strategic intent
An organisation exhibits strategic intent
when it relentlessly pursues an
ambitious strategic objective,
concentrating the full force of its resources
and competitive actions on
achieving that objective!
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Motivating people.
Building and strengthening the firms
competencies and competitive capabilities.
Creating and nurturing a strategy-supportive
work climate.
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Readings
Chapter Three
Analysing the External Environment