STRATEGY

Department of Management
& HRM

NUST Business School

National University of Sciences & Technology

MBA
Course Details

Course Title: Strategy

Course Code: MGT-617

Prerequisite: None

Program: MBA

Credit Hours: 3

Batch: 2015

Sections: A, B, C

Course Faculty

Kishwar Sameen Gulzar

Office: Room 217, 1st Floor NBS

Office Hours: 10:00 am 4:00 pm

Tel: 051- 90853205

Course Description

Following excerpt succinctly describes the challenges faced by strategists,

We are like sailors who must rebuild their ship on the open sea, never
able to dismantle it in dry-dock and to reconstruct it out of the best
materials.

- Otto Neurath

2
Also consider the following excerpt from The Economist,

No single subject has so dominated the attention of managers,

consultants, and management theorists as the subject of corporate
strategy. What is puzzling is the fact that the consultants and theorists
cannot even agree on the most basic of questions; What, precisely, is
corporate strategy?

- March 20, 1993, p. 76

For despite quite different, and strongly held, opinions on the nature of
strategic management, many will acknowledge that it is principally
concerned with a first-order question; How can we explain performance
variations between and indeed also within organizations over time? In other
words, why do some firms succeed where others fail? Why are certain firms
able to sustain their economic profits while others see theirs rapidly
evaporate? This course will address all such questions.

Course Objectives

Strategy is a capstone course. It is expected that the participants of this

course would be equipped with a certain degree of erudition and analytical
faculties. I believe that students should be exposed to diverse strategic
practices, multiple schools of thought and disparate analytical questioning.
Such multi-pronged investigation leads to more wholesome and rounded
understanding which is critical in developing business and strategic policies
for a company. Hence the course aims to achieve;

1. Content:
Understanding of fundamental concepts in strategic management i.e. the
role of the top manager, the levels and components of strategy,
competitive analysis, industry analysis, corporate strategy and
organizational evolution.

3
2. Context:
Comprehension of the impact of the local economic, social, demographic,
technological, political, legal and regulatory framework on strategy.

3. Perspective:
Reinforcement of a strategic management point of view i.e. the capacity
to view the firm from an overall macro perspective.

4. Skill:
Synthesis and use of the knowledge and skills gained in previous courses
i.e. integration of management, financial, human resource, marketing,
supply chain variables in their decision making.

Course Learning Outcomes

On successful completion of this course the students should be able to;

1. Content:

Understand the traditional and contemporary schools of strategy.

Additionally problematize issues of the corporate world.

2. Context:

Conceive the industrial and business landscape within the local context of
Pakistan. Grasp of fundamental challenges faced by local firms.

3. Perspective:

Comprehend and use of the various typologies, tools, models and

techniques of the strategic management process.

4. Skill:

4
 Develop a multi-pronged analytical approach i.e. quantitative and
qualitative to solution of problems.

Program Objectives of MBA

The Program Learning Objectives for MBA as defined by NBS Statutes are as
follows:;

1. Academic Rigor and Relevance:

Graduates of the MBA program will be presented with a rigorous and

integrated set of learning opportunities in order to master the
knowledge and skill necessary for effectively participating in and
managing modern organizations.

2. Research and Entrepreneurial Spirit:

Graduates of the MBA program will be inculcated with a spirit of

curiosity and inquisitiveness enabling them to forefront progress in
research and entrepreneurship.

3. Managerial and Business Application:

Graduates of the MBA program will be encouraged to apply their

learning to the multilevel and intricate sphere of micro and macro
business environments in order to ensure pragmatism and expediency
in corporate decision making.

4. Societal and Ethical Relevance:

Graduates of the MBA program will be able to identify and evaluate the
ethical and societal implications of doing business as an organization.

Mapping POs with CLOs

5
The mapping of MBA Program Objectives with Course Learning Outcome is as
follows,

Program Learning Course Learning Course Evaluation

Objectives Objectives Item
Academic Rigor &
Content Quiz, Mid & Final Term
Relevance
Research &
Perspective, Skill Assignment
Entrepreneurial Spirit
Managerial &Business Case Studies, Class
Context
Application Activity
Societal & Ethical
Context, Perspective Case Studies
Relevance

Course Material

A course pack will be handed out to you in the first week. It contains all the
essential chapters / HBR articles / cases of the course. You must acquire this
course pack in order to perform well in the semester. Additional case studies
and assignments may be handed out as per requirement.

You might want to refer to the following books as well;

1. Mintzberg, H., Quinn, J.B.,(2004), The Strategy Process, 3rd ed., Prentice
Hall

2. Grant, R.M. (2005) Contemporary Strategy Analysis, 5th ed., Blackwell

Publishing

Course Evaluation

6
The prescribed teaching approach is primarily inductive. We learn by
example. The objective of this course is to help you think through
organizational issues at a strategic level, to familiarize you with the various
tools for strategy analysis and formulation, and to sensitize you to the social,
political, and moral structures that help shape decision making processes,
and, in turn, are shaped by them. A variety of learning techniques will be
used in this course; specifically, a combination of lecture, class activities,
experiential exercises, and case / industry analyses. Research shows that
students learn best through application. My role as instructor is to provide
the requisite guidance and to facilitate class discussion, self-learning and
team dynamics; therefore, a large emphasis is placed on class discussion
and practical application.

As is true in so many things, the students will get out of this course what
they put into it. Course deliverables include; active participation in the class,
case study and industry analysis discussion, assignments and class
simulation that explore an evolving aspect of strategic management. Let me
qualify these in detail. The break-up of total grade is as follows;

1. Industry Note / Case Study Session (15%)

During industry / case sessions, the first half of the class would consist of
an interactive discussion on the given topic. The next half would consist of
theoretical analysis of relevant concepts/ frameworks / models. I have
purposefully reversed the process of learning preferring an inductive
approach to draw out your experiences. It is imperative that you prepare
and deliberate the cases and industry notes before you come to class. We
will have at least 6 such sessions in the course.

2. Assignments / In Class Simulation (15%)

You will analyze an article or real life experience using the terminology,
frameworks, and concepts from the course. You will be asked to submit a
written report whether it is a class activity or take home assignment. The
intension is to mimic real world scenario in order to develop your
analytical capacity. At least 3 assignments / activities will be dispensed in
the semester. Students will be graded in groups.

3. Quizzes (10%)

7
 2/3 announced quizzes would be conducted in the semester. Please note
that a makeup quiz will not be taken.

4. Mid Terms (20%) & Finals (40%)

Exams will be held as per the schedule announced by the exam
department.

Course Content

The course content is structured in pedagogical sections that enable easy

understanding and learning. The weekly breakdown of the course is given
below. The weekly timeline is subject to changes if the need is felt to
integrate further topics and cases.

8
Week Lecture / Topic
1 Introduction to the Course
Introduction to the
participants
Course outline
Course policies
Case study method
2 Industry Analysis
Internal and external
analysis
Schumpeters creative
destruction, life cycle, five
forces
Critique
3 Competitive Strategy
Cost value trade off
VRIN framework, Ansoffs
matrix, value chain
Competitive positioning
Strategic decline and
renewal
Critique
4 Corporate Strategy
Corporate and conglomerate
advantage
Integration and
diversification
Modes and methods of
expansion
Synergy
Critique
5 Industry Session 1
Industrial Clusters:
Knitwear / Gujrat Fan /
Sugar
Industry value chain and
value addition
Vertical integration
Exports, quota and
protectionism
Industrial clusters
6 Case Session 2
9 Competitive Positioning:
Tim Hortons / Little Red
Roaster / Beanz
Readings/ Activity
Course Outline
HBR Reading - What is
Strategy?, Crafting Strategy
Case The Alaskan Goldmine
HBR Readings Understanding
Industry Structure, Industry
Transformation, Leaders
(Dis)Advantage, Creative
Destruction
HBR Readings - Creating
Competitive Advantage,
Sustaining Competitive
Advantage, Competing on
Resources, Quantitative Analysis
of Competitive Position:
Customer Demand and
Willingness to Pay, Strategic
Renewal, Strategic Decline
HBR Readings Note on
Corporate Strategy, Creating
Corporate Advantage, Scope of
the Corporation, Strategies for
Unrelated Diversification,
Strategies for Related
Diversification, Corporate
Strategy: A Conceptual
Framework, Mergers and
Acquisitions: Overcoming Pitfall,
Building Synergy, and Creating
Value
LUMS Case Study / Industry
Note
HBR Case Study
Course Policies

All participants of the course are expected to adhere the following policies;

1. Attendance Policy:
Attendance will be marked at the start of the class and after the break in
a three hour session. If you are not inside the classroom within 5 minutes
of the start of class, please do not ask me to mark you present. I however
would want you to attend the session. Please ensure that the 25%
leverage provided to you in the attendance policy is used very judiciously.

2. Classroom Respect and Professionalism:

Although individuals might not always agree, it is important and required
that you always be respectful of others in the classroom and while
working in your teams. All thoughtful and professional opinions and
comments are welcome. Students should try to have a positive attitude
and willingness to listen to others opinions. By the way, this includes e-
mail messages. Please be professional. I take this very seriously. Students
who are unable to act professionally will be docked appropriately for class
participation and will be asked to leave the classroom, and, depending on
the situation, may be asked to leave the class permanently.

3. Cell Phones , Laptops and All Other Electronic Equipment:

Electronic equipment, although convenient, often is the source of class
disruption. As stated above, no class disruptions are allowed .This
includes interruptions from electronic devices such as cellular phones,
laptops, and/or tablets. Please ensure that you turn off or set all electronic
equipment on a quiet setting prior to entering the classroom.

4. Late Assignments and Make Up Exams:

If your individual or teams assignment is not present at the time the
assignment is collected, the assignment is considered late and will not be
accepted. If it appears that you will be unable to submit the assignment at
the time it is due, please contact me as soon as possible. No late
assignments will be accepted for grading without confirmed and approved
documentation e.g., doctors note, wedding notice, etc. No makeup exams
will be given without confirmed or approved documentation.

10
5. Academic Honesty and Integrity:
Academic dishonesty will not be tolerated. I take personal offence to
anyone who plagiarizes, cheats or is dishonest in any way on any
assignment or exam. If any dishonesty occurs in this class, the offender
will receive an automatic failing grade on the assignment, in the first
instance. If it happens again he/she will be dismissed from the course with
an F, and will be reported to the Office of the Dean, accordingly. In short,
dont cheat, its not worth it.

11