STMGT201-18A (HAM)

Strategies for Enterprise

15 Points

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Waikato Management School
Te Raupapa
School of Management and Marketing

Staff

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Convenor(s)

Stephen Bowden

Stephen Bowden
4472
MSB.3.26
Tuesday 9-10am, 2-3pm
stephen.bowden@waikato.ac.nz

Lecturer(s)

Administrator(s)

: sade.lomas@waikato.ac.nz
: lori.jervis@waikato.ac.nz
: helena.wang@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

: jerry_k@live.hk

Student Representative(s)

Lab Technician(s)

Librarian(s)

: clive.wilkinson@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 or 9 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.
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Paper Description

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This course is about entrepreneurship and strategy for growth firms based in New Zealand. The first half of the course focuses on blue ocean strategy as a means of thinking about growth opportunities. The second half of the course examines the specific area of family businesses - the differences from non-family businesses and the impact on their success and growth from leadership, governance and succession.
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Paper Structure

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This course is taught as lecture discussion - with an emphasis on discussion. Extensive use is made of cases and guest speakers to give a practical edge to the course. Videos of guest speakers are available online as soon as practicable after their talk.
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Critically evaluate the explanations and innovative ideas from real world applications provided by cases, guest speakers and independent research
    Linked to the following assessments:
  • Collaborate with other team members to find innovative solutions to entrepreneurial issues
    Linked to the following assessments:
  • Analyse firms and their market opportunities using blue ocean frameworks.
    Linked to the following assessments:
  • Formulate growth strategies
    Linked to the following assessments:
  • Identify hurdles to implementation and plans to overcome the hurdles
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  • Describe models of family business.
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  • Apply growth strategies to the family business context
    Linked to the following assessments:
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Assessment

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Assessment Components

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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. Quizzes
Average of Best ( 4 )
20
  • In Class: In Lecture
2. Quiz 1
8 Mar 2018
10:00 AM
-
3. Quiz 2
15 Mar 2018
10:00 AM
-
4. Quiz 3
22 Mar 2018
10:00 AM
-
5. Quiz 4
11 Apr 2018
10:00 AM
-
6. Quiz 5
24 May 2018
10:00 AM
-
7. Case Analysis
4 May 2018
5:00 PM
25
  • Online: Submit through Moodle
8. Guest Speaker Questions
5
  • Email: Convenor
9. Reflective Essays
Average of Best ( 3 )
15
10. Reflective Essay 1
30 Mar 2018
5:00 PM
-
  • Online: Submit through Moodle
11. Reflective Essay 2
4 May 2018
5:00 PM
-
  • Online: Submit through Moodle
12. Reflective Essay 3
11 May 2018
5:00 PM
-
  • Online: Submit through Moodle
13. Reflective Essay 4
18 May 2018
5:00 PM
-
  • Online: Submit through Moodle
14. Reflective Essay 5
25 May 2018
5:00 PM
-
  • Online: Submit through Moodle
15. Reflective Essay 6
1 Jun 2018
5:00 PM
-
  • Online: Submit through Moodle
16. Family Business Plan & Presentation
18 Jun 2018
5:00 PM
35
  • Online: Submit through Moodle
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Kim, W.C. & Mauborgne, R. (2004) Blue Ocean Strategy: How to Create Uncontested Market Space and Leave the Competition Irrelevant. Cambridge, MA: Havard Business School Press.

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Recommended Readings

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Porter, M. (1996) ‘What is strategy?’ Harvard Business Review, Nov-Dec: 61-78.

Colin Campbell-Hunt, John Brocklesby, Sylvie Chetty, Lawrence Corbett, Sally Davenport, Deborah Jones and Pat Walsh. (2001) World famous in New Zealand : how New Zealand’s leading firms became world-class competitors. Auckland: Auckland University Press.

Miller, D. & Le Breton-Miller, I. (2005) Managing for the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Cambridge, MA: Harvard Business Review Press.

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Other Resources

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Specify any other resources that students will benefit from accessing. You may like to include other learning resources such as online recordings etc.
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Online Support

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Lecture notes and occasional readings will be provided via moodle. Videos of guest speakers will be made available as soon as practicable via moodle.
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Workload

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The course has a lot of small pieces of assessment. The 200 hours that is anticipated by students to be invested over the semester will be needed. Contact hours are four hours per week - so there remains significant time each week to be fully prepared for those contact hours through reading the cases in advance, reading the text and preparing assessments.
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Linkages to Other Papers

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Note any linkages to other papers where the linkage is of importance.
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Prerequisite(s)

Prerequisite papers: STMGT101 or STMG191

Corequisite(s)

Equivalent(s)

Restriction(s)

Restricted papers: STMG285, STMG385

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