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Business Strategy (BUSA90025)
Graduate courseworkPoints: 12.5Not available in 2020
For information about the University’s phased return to campus and in-person activity in Winter and Semester 2, please refer to the on-campus subjects page.
Please refer to the LMS for up-to-date subject information, including assessment and participation requirements, for subjects being offered in 2020.
Overview
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Formulating, or contributing to the formulation of, the business strategy of the firm is one of the key roles of a General Manager or Chief Executive. It involves not only integrating and coordinating the activities of different functional areas, such as marketing, operations management, accounting, human resource management and finance, but also a conscious building and sustaining of the firm’s competitive advantage (s), and making critical choices as to which products, markets and segments the firm should compete in. As a result, the manager needs to have a clear understanding of the factors and forces which shape the success (or failure) of the firm and the industry. This subject provides an introduction to the frameworks and tools commonly used in developing and assessing business strategies. It is also intended to develop the student’s decision-making skills from the perspective of top management.
Intended learning outcomes
Desired outcomes right after taking Business Strategy:
- The student should be able to competently analyse a firm's competitive strategy: articulating the firm's competitive environment, how the firm is positioned relative to competitors/collaborators in the market and along the value chain, how the firm creates and sustains competitive advantage (or fails to do so), how the firm develops and/or acquires new resources and capabilities in order to remain competitive.
- Based on the analysis, the student should be able to offer recommendations for how the firm could be strategically positioned/repositioned if necessary, as well as to propose ways in which it might need to change internal resources/capabilities and external linkages in order to fit with the proposed strategy.
- Example outcome: If given a case study (e.g., from HBS) or an article about a company (e.g., from HBR or The Economist), the student should be able to use concepts and frameworks from Business Strategy to conduct a critical analysis of the firm's strategy, covering the scope stated above.
Desired outcomes after completing the MBA:
- In addition to the above, the student should be able to link strategy to other areas of management, including marketing, operations, finance, managing people, and innovation.
- This could be reflected in the student having a whole-firm view of strategy, both at the business unit level (business strategy) as well as at the corporate level (corporate strategy).
- One application of this outcome is that the student should be able to demonstrate familiarity when using the relevant concepts/frameworks from Business Strategy to the analysis of cases such as those used for recruitment by consulting firms and other potential employers.
Last updated: 12 November 2022
Eligibility and requirements
Prerequisites
None
Corequisites
None
Non-allowed subjects
None
Inherent requirements (core participation requirements)
The University of Melbourne is committed to providing students with reasonable adjustments to assessment and participation under the Disability Standards for Education (2005), and the Assessment and Results Policy (MPF1326). Students are expected to meet the core participation requirements for their course. These can be viewed under Entry and Participation Requirements for the course outlines in the Handbook.
Further details on how to seek academic adjustments can be found on the Student Equity and Disability Support website: http://services.unimelb.edu.au/student-equity/home
Last updated: 12 November 2022
Assessment
Due to the impact of COVID-19, assessment may differ from that published in the Handbook. Students are reminded to check the subject assessment requirements published in the subject outline on the LMS
Description | Timing | Percentage |
---|---|---|
Case preparation and discussion
| Throughout the teaching period | 20% |
Syndicate assignments and presentations (up to 3)
| Throughout the teaching period | 20% |
End-of-semester examination
| During the examination period | 60% |
Case preparation and discussion
| Throughout the teaching period | 10% |
Review questions | 10% | |
Syndicate assignments and presentations (up to 3)
| Throughout the teaching period | 30% |
End-of-semester examination
| During the examination period | 50% |
Case preparation and discussion
| Throughout the teaching period | 15% |
Syndicate assignments and presentations (up to 3)
| Throughout the teaching period | 35% |
End-of-semester examination
| During the examination period | 50% |
Additional details
Geoff Martin (assessment items 1-3 in table)
Kwanghui Lim (assessment items 4-7 in table)
Brandon Lee (assessment items 8-10 in table)
Last updated: 12 November 2022
Dates & times
Not available in 2020
Last updated: 12 November 2022
Further information
- Texts
Prescribed texts
There are no specifically prescribed or recommended texts for this subject.
- Available to Study Abroad and/or Study Exchange Students
This subject is available to students studying at the University from eligible overseas institutions on exchange and study abroad. Students are required to satisfy any listed requirements, such as pre- and co-requisites, for enrolment in the subject.
Last updated: 12 November 2022