MNMGT550-22W (HAM)

Management Strategy in Context

15 Points

Edit Header Content
Division of Management
School of Management and Marketing

Staff

Edit Staff Content

Convenor(s)

Amanda Williamson

Amanda Williamson
9676
MSB.4.38
See Moodle
amanda.williamson@waikato.ac.nz

Lee Harrison

Lee Harrison
See Moodle
lee.harrison@waikato.ac.nz

Lecturer(s)

Administrator(s)

: claire.ross@waikato.ac.nz
: denise.martin@waikato.ac.nz
: maxine.hayward@waikato.ac.nz

Placement/WIL Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

: yilan.chen@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5, 9 or 3 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
    • For extensions starting with 3: dial +64 7 2620 + the last 3 digits of the extension e.g. 3123 = +64 7 262 0123.
Edit Staff Content

Paper Description

Edit Paper Description Content

This paper applies key strategic and marketing frameworks and tools to the analysis of real organisations, and then develops strategies to enhance their customer-centric positioning and performance.

Why are some companies consistently more successful than others? Why do some companies get ‘left behind’ when their environment changes, while others power ahead? What can senior managers and executives do to drive the performance and growth of their companies in the face of intense competition, uncertainty or even radical disruption in their industries? How can strategy professionals and marketers help these executives?

Strategists craft and implement plans to improve the future prospects and performance of high-performing organisations. Marketers support this by developing and executing integrated marketing, communications and brand strategies. Alignment of strategists and strategic marketers is crucial for designing and implementing sound customer-driven business strategies.

This paper places the practice of applied strategy and marketing at the centre of an organisation’s planning process and will enable the analysis of dynamic business landscapes. Participants develop the ability to choose and combine appropriate tools and concepts into professional end-to-end strategies, as performed in the real business world.

This course equips participants with the tools and skills required for developing strategies such as:

  • Assessing a company’s sustainable competitive advantage,
  • Analysing industries and competitors,
  • Developing and implementing strategies at both business and corporate levels,
  • Identifying and targeting attractive market segments,
  • Developing a customer value proposition,
  • Developing and deploying a cohesive marketing strategy.

At the beginning of the course, students will be introduced to strategy and marketing models and theories. Classroom discussions using cases will allow students to develop case analysis skills and application of the theories to case studies.

Edit Paper Description Content

Paper Structure

Edit Paper Structure Content
This paper will consist of both face-to-face classes and online classes.
Edit Paper Structure Content

Learning Outcomes

Edit Learning Outcomes Content

Students who successfully complete the paper should be able to:

  • Demonstrate the ability to apply key concepts and principles of applied strategy and marketing when planning cohesive strategies for organisations in the real business world.
    Linked to the following assessments:
    • STRATEGY | Strategic analysis and recommendation presentation (GROUP) (1)
    • STRATEGY | Engagement (INDV) (2)
    • MARKETING | 6 x Module Quizzes (INDV) (3)
    • MARKETING Report (GROUP 25%) & Report Presentation & Pitch (INDV 15%) (4)
  • Demonstrate the skills to critically analyse industries and competitors in today’s dynamic business environment.
    Linked to the following assessments:
    • STRATEGY | Strategic analysis and recommendation presentation (GROUP) (1)
    • STRATEGY | Engagement (INDV) (2)
    • MARKETING Report (GROUP 25%) & Report Presentation & Pitch (INDV 15%) (4)
  • Demonstrate the capability to design practical and relevant recommendations an organisation can follow to enhance its position in the marketplace.
    Linked to the following assessments:
    • STRATEGY | Strategic analysis and recommendation presentation (GROUP) (1)
    • STRATEGY | Engagement (INDV) (2)
    • MARKETING Report (GROUP 25%) & Report Presentation & Pitch (INDV 15%) (4)
  • Demonstrate the ability to identify and appraise the implications of strategic decision-making for an organisation now and in the future.
    Linked to the following assessments:
    • STRATEGY | Strategic analysis and recommendation presentation (GROUP) (1)
    • STRATEGY | Engagement (INDV) (2)
    • MARKETING Report (GROUP 25%) & Report Presentation & Pitch (INDV 15%) (4)
  • Demonstrate the ability to be a productive member of an effective team; including assigning specific tasks as needed and coming together as a presentation team with a high degree of impact.
    Linked to the following assessments:
    • STRATEGY | Strategic analysis and recommendation presentation (GROUP) (1)
    • STRATEGY | Engagement (INDV) (2)
    • MARKETING Report (GROUP 25%) & Report Presentation & Pitch (INDV 15%) (4)
Edit Learning Outcomes Content
Edit Learning Outcomes Content

Assessment

Edit Assessments Content
All assessment is compulsory.
PLEASE NOTE: The University of Waikato has zero-tolerance for plagiarism.

All assessment must be submitted as a word document unless otherwise stated.

Booking of rooms for group meetings
MSB.1.38, 1.39, 1.40 - email: lawrecp@waikato.ac.nz
Library Group Study Rooms - https://www.waikato.ac.nz/library/services/spaces/group-rooms
For all other room bookings, contact the Programme Administrator.
Edit Additional Assessment Information Content

Assessment Components

Edit Assessments Content

The internal assessment/exam ratio (as stated in the University Calendar) is 100:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 100:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. STRATEGY | Strategic analysis and recommendation presentation (GROUP)
12 Mar 2022
No set time
25
  • In Class: In Workshop
2. STRATEGY | Engagement (INDV)
5
  • In Class: In Workshop
3. MARKETING | 6 x Module Quizzes (INDV)
30
  • Online: Submit through Moodle
4. MARKETING Report (GROUP 25%) & Report Presentation & Pitch (INDV 15%)
40
  • Online: Submit through Moodle
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
Edit Assessments Content

Required and Recommended Readings

Edit Required Readings Content

Required Readings

Edit Required Readings Content
Required readings for this paper will be linked to in Moodle. This paper makes use of Harvard Readings and a Waikato Reading List.
Edit Required Readings Content

Online Support

Edit Online Support Content
Online support will be provided through MyWaikato, the MBA Student Hub, and via email with staff.
Edit Online Support Content

Workload

Edit Workload Content
This is a 15 point paper, which requires approximately 150 hours of work. 36 of these hours will be in a face-to-face or online class.
Edit Workload Content

Linkages to Other Papers

Edit Linkages Content

Prerequisite(s)

Corequisite(s)

Equivalent(s)

Restriction(s)

Restricted papers: EXED502, EXED508, EXED511, EXMBA501, EXMBA557

Edit Linkages Content