TERM:2021-22 Fall
COURSE TITLE: Business Strategy
CREDIT WEIGHT AND WEEKLY TIME DISTRIBUTION: credits 3 (hrs lect 3 - hrs sem 0 - hrs lab 0)
COURSE DESCRIPTION: This course examines the formation of business strategy for the small to medium-sized business in the Canadian environment. It recognizes and explores the complexities of the competitive environment in which the firm has to operate. Business strategy is an attempt to analyze the firm's internal and external environment and match the firm's resources, responsibilities, and capabilities with market opportunities. Students are required to register for both Business Core courses, BUSI 471 and BUSI 496, in the same school year. They are required to register for BUSI 471 in the Fall semester and BUSI 496 in the Winter semester of that school year.

Prerequisites: BUSI 339, 369, 370, 396 and 9 additional business credits.
  • Crossan, M. M. Rouse, M. J., Rowe, W. G., and Maurer, C. C. 2016. Strategic Analysis and Action (9th ed). Pearson Education Canada.
  • Cases: these will be available in electronic format on the moodle site. A fee will be charged for use of these cases.
Chapter tests 40%
Case Preparation and Attendance30%
Group Case Presentation20%
Group Case Update and Ethics Assessment10%
COURSE OBJECTIVES: Through this course, students will gain a better understanding of the complexity and interrelationship of modern general managerial decision making. This exposure will facilitate the students’ ability to analyze complex problem situations. More specifically, our course objectives are:
  • To understand and apply the basic frameworks for the practice of strategic management
  • To be able to define strategic problems and identify strategic issues
  • To develop skills for formulating strategy
  • To understand the interrelationship between strategy formulation and implementation
  • To develop the skills to understand the strategic context for decisions in organizations that you will work in following graduation
  • To develop ethical strategic decision making skills 
  • To effectively communicate strategic assessments and recommendations.
  • Introduction to course
    • Case: Alaska Gold Mine (Hand out in class)
  • Introducing Strategic Management
    • Chapter 1: A General Management Perspective 
    • Chapter 2: Strategy
  • Strategic Management Model 
    • Chapter 3: The Diamond-E Framework
    • Case: The Future of Oy Moomin Characters Ltd
  • Environmental Analysis 
    • Chapter 4: Tools for Environmental Analysis
    • Case: Netflix in India—The Way Ahead
    • Chapter 5: Environment Analysis: The Strategy-Environment Linkage
    • Case: Taco Bell: The Breakfast Opportunity
  • Internal Analysis--Resources 
    • Chapter 6: Resource Analysis: The Strategy-Resource Linkage
    • Southwest Air/American Airlines Slides
    • Case: Sheng Siong Supermarket—Building and Sustaining Competitive Advantage
  • Internal Analysis—Management Preference 
    • Chapter 7: Management Preference Analysis—The Strategy-Management Preference Linkage
    • Case: WestJet Airlines
  • Your Organization’s Capabilities 
    • Chapter 8: Strategy and Organization
    • Case: Phase Separation Solutions: The China Question
  • Dynamics of Strategy Formulation 
    • Chapter 9: Strategic Choice 
    • Case: Netflix Inc: Streaming Away From DVDs
  • Strategic Analysis
    • Case: Tim Hortons
  • Implementation 
    • Chapter 10: Implementing Strategy—Change Agenda and Starting Conditions
    • Case: Sprint: Turnaround in the US Telecom Industry
    • Chapter 11: Implementing Strategy: Guidelines and Action
    • Case: Netflix Inc.: Streaming Across Borders and Into Original Content (A)
  • Case Presentations

Required texts, assignments, and grade distributions may vary from one offering of this course to the next. Please consult the course instructor for up to date details.

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