BAN 712- Business Strategy and Analytic

• Contact Information

• Course Description

• Course Outcomes

• Prerequisites

• Required Text(s) and Materials

• Assessment Method(s) and Evaluation

• Grading

• Attendance Policy

• Academic Integrity

• Course Expectations

• Tentative Detailed Course Content and Recommended Readings

• Student Opinion of Instruction

• Title IX Statement

• Access Statement

• Instructor:
• Office:
• E-Mail:
• Phone:
• Office Hours: (Virtual via portal)

Working with data has become part of companies found in nearly every possible industry such as; finance, accounting, marketing and so on. The reason being that, data provides a detailed overview of a company’s performance and profitability; it also provides information about the company’s customers, competition and market. There is a pressure now on managers to develop the necessary skills to understand how this data can be separated, translated and used to improve the business’ strategy and performance. With this in mind, this course is designed to equip the students with the necessary skills and knowledge on strategy selection, formation and implementation in managing businesses. The course will encourage the students to examine the relevant data within business context and understand how it is used. Students will learn to make strategic decisions for the short and long-term performance of the business based on data analysis.

Upon completion of this course, the student will be able to:

1. Assess an organization’s present position, its long term directions, its resources and competitive capabilities, the quality of strategy, and its opportunities for gaining sustainable strategic advantage.
2. Discuss the challenges and critical success factors associated with implementing business strategy and their impacts on organizations.
3. Utilize managerial judgement in combination with analyses to assess business situations and make strategic recommendations to achieve effective outcomes in complex environments.
4. Articulate examples of how businesses are using business strategy tools to enhance competitiveness and profitability.

There are no prerequisites for this course.

Lecture topics and assignments are listed under Course Content below. The overheads used in class will be available as pptx and pdf files from the course web site.
Supplementary Textbooks used for the course are:

• Rothaermel, F. T. (2018), Strategic Management, 4th edition, McGraw-Hill Education, New York.
• Kunc, M. (2019),   Strategic Analytics: Integrating Management Science and Strategy, Wiley.
• Anandarajan, M., and Harrison, T. D. (2019), Aligning Business Strategies and Analytics: Bridging Between Theory and Practice.In Aligning Business Strategies and Analytics. Springer, Cham.
• Levenson, A. (2015), Strategic analytics: Advancing strategy execution and organizational effectiveness, Berrett-Koehler Publishers.

Extra course material will be provided during the lectures when necessary.

Assessment Task 1: Mid-Term Examination

This assessment task contributes to the development of the following graduate attributes:

• Business knowledge and theoretical concepts
• Critical thinking
• Analytical skills
• Ethical decision making, and
• Creativity

These altogether addresses course outcome(s): 1, 2, 3 and 4 Weight of the assessment: 40%

Criteria	Weight (%)	Course Outcomes
Understanding of content covered in lectures	33	1
Interpretation of data and judgement	33	2,3,4
Application of theory to context	33	2,3,4

Assessment Task 2: Final Examination

This assessment task contributes to the development of the following graduate attributes:

• Business knowledge and theoretical concepts
• Critical thinking
• Analytical skills
• Ethical decision making, and
• Creativity

These altogether addresses course outcome(s): 1, 2, 3 and 4 Weight of the assessment: 60%

Criteria	Weight (%)	Course Outcomes
Understanding of content covered in lectures	20	1
Accuracy of information presented	20	2
Correct identification of important issues	20	2
Persuasiveness of argument(s)	20	3,4
Clarity of academic writing, structure and grammar	20

University’s standardized grading scale, provided in the table below, is applicable in this course. The grades are given according to the cumulative score the student obtains at the end of the semester.

Grading Scale
Grade	Quality Points
A = Excellent	90 – 100%
B = Good	80 – 89%
C = Satisfactory	70 – 79%
D = Passing	60 – 69%
F = Failing	below 60%
WF = Withdrew failing	0

Students are required to attend 80% of tutorials and will not be marked present for the course in a particular week if they have not posted on the discussion forum and/or submit assignment/essay or complete assessment if administered in that week.

Academic integrity is the responsibility of all Suje Florida University faculty and students. Cheating and plagiarism are not tolerated and will result in a failing grade, if the student is found guilty of cheating. Students are responsible for knowing and abiding by the Academic Integrity Policy. All students are expected to do their own work and to uphold a high standard of academic ethics.

• Get to know your syllabus and reading/assignment schedule. Always have it available for reference. Your syllabus is your contract with your instructor. While your instructor may change assignment schedules from time to time, this document will have the important rules and regulations, major assignments, and schedule of readings and assignments.
• Log on at least three times a week – on different days in order to completely weekly assignments, assessments, discussions and/or other weekly deliverables as directed by the instructor and outlined in the syllabus.
• Start early on everything. Take assignment deadlines seriously. Know each faculty member’s policy on late work and follow it. Do not expect exceptions to be given. Learn both time management and project management skills as both will assist you in your education and in your life.
• Assume quality of writing always counts. Papers take time, they take academic research, they take proofreading, and they take attention to detail. If you want or need help, see your instructor early.
• Protect your academic integrity above all else. If you ever doubt that what you are considering constitutes plagiarism, or other unethical conduct, ask first! Plagiarism is serious unethical conduct and getting caught (which you will!) can result in consequences that will haunt you for the rest of your academic career.
• Participate in the weekly threaded discussions, this means that, in addition to posting a response to the thread topic presented, students are expected to respond to each other and comment and questions from the instructor and/or other students.
• Check your e-mail often.
• Communications with the instructor should be via University portal or the phone numbers listed above. Email is preferred.

Week	Topic	Recommended Reading(s)
1	Managing the strategy process	Rothaermel, F. T. (2018), Strategic Management, 4th edition, McGraw-Hill Education, New York. - Chapters 1 and 2
2	Introduction to Strategic Analytics	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 1
3	Why we need strategic analytics and Dynamic Managerial Capabilities for a Complex World Under Big Data	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 2
4	External Environment: Political, Economic, Societal, Technological and Environmental Factors	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 3
5	Industry Dynamics	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 4
6	Industry Evolution	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 5
7	Competitive Advantage: Static Analysis	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 6
8	Mid-Term
9	Dynamic Resource Management	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 7
10	Organizational Design	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 8
11	Performance Measurement System	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 9
12	Start‐ups	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 10
13	Maturity	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 11
14	Regeneration	Kunc, M. (2019), Strategic Analytics: Integrating Management Science and Strategy, Wiley - Chapter 12
15	Corporate Governance and Business Ethics	Rothaermel, F. T. (2018),  Strategic Management, 4th edition, McGraw-Hill Education, New York. - Chapter 12
16	Final Exam

At the end of the term, all students will be expected to complete an online Student Opinion of Instruction survey that will be available on portal. Students will receive an email notification through their VSU email address when the SOI is available. SOI responses are anonymous to instructors/administrators. Instructors will be able to view only a summary of all responses two weeks after they have submitted final grades.

Suje Florida University is committed to creating a diverse and inclusive work and learning environment free from discrimination and harassment. Discrimination on the basis of race, color, ethnicity, national origin, sex (including pregnancy status, sexual harassment and sexual violence), sexual orientation, gender identity, religion, age, national origin, disability, genetic information, or veteran status, in the Suje Florida University's programs and activities is prohibited as required by applicable laws and regulations such as Title IX. The individual designated with responsibility for coordination of compliance efforts and receipt of inquiries concerning nondiscrimination policies is the University's Title IX Coordinator.

Students with disabilities who are experiencing barriers in this course may contact the Access Office for assistance in determining and implementing reasonable accommodations.