Swinburne University of Technology - Melbourne Australia
Future Students - Courses
Duration
Contact Hours
Campus
Prerequisite
Corequisite
36 hours of contact in weekly or block mode
Hawthorn
HBM480 Strategic and Entrepreneurial Marketing
Credit Points: 12.5 Credit Points
A core unit in the Master of Business Administration suite.
This unit provides students with skills and practice of strategic management and critical thinking techniques in turbulent environments. In addition, the subject develops skills in using strategic and foresight tools and critical evaluation of strategic alternatives in the context of small to medium enterprises involved in single industry, as well as strategic business units of large corporations. Its main focus is not only the generation of viable strategic alternatives to gain competitive advantage but also developing a viable implementation plan. On completion of this unit, students should be able to: unravel the complexity of a business problem employ foresight to challenge and refresh strategic thinking develop actions that are as robust as possible against future uncertainties design (or redesign an organisation to implement those strategic actions assess how that organisation can be brought into being or if already in existence, how it can be developed for the future produce a workable action plan based on an informed and a well thought out set of strategies
Case studies, experiential exercises, lecture/ discussion and a team-based strategy project.
Class engagement and contribution (5% - 10%) Individual assignment (15% - 25%) Individual assignment (25% - 35%) Group presentation (20% - 30%) Group report (15% - 25%)
Leadership: Interdependence; Engaging with Ambiguity and Paradox; Effective Action and Influence Global Focus: Transportable Management Skills Entrepreneurship and Innovation: Enterprise creation and/or Development; Practising the Art of Creative Destruction, and Strategic Foresight Life-Long Learning: Reflective Inquiry; Hearing and Learning from Direct Feedback; Insight into Personal Blocks to Learning; Capacity to Source and Evaluate Information and Conceptual Frameworks; Team-based Learning
Overview of Strategic Management – past, present and future trends The future of strategy and relevance of non-linear reality in entrepreneurship, innovation, and its implication on competitive advantage – external environment analysis Creative destruction versus new business creation – identification and evaluation of business opportunity Evaluating and managing the internal environment Sorting the Strategy Tool Box Developing strategic alternatives and selection of viable strategy Implementing the strategy – allocation of requisite resources Strategy review, evaluation and control
Ireland, RD, Hoskisson, RE & Hitt, MA 2006, Understanding business strategy: concepts and cases, South Western Publishers, Thompson.
