The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
Course outline
1. MAKERERE UNIVERSITY BUSINESS SCHOOL
FACULTY OF MANAGEMENT
DEPARTMENT OF BUSINESS ADMN
STRATEGIC MANAGEMENT COURSE OUTLINE
Programme: BBA & BESBM III
Facilitators: Turinawe Dick, Nalweyiso Grace, Alex Nathan Sserwanga
Course code: MGT3107,
General aims/objectives of the course:
1. To empower the student with a thorough knowledge of the basic concepts that are pertinent to the process of strategic
management.
2. To give the students an understanding of the nature of strategic planning and the relationship between strategy formulation,
strategy implementation and strategy evaluation.
3. To develop and sharpen students’ abilities in the analysis of complex business problems and the effective use of the various
business disciplines in designing effective solutions for strategic business problems.
Summary of Assessment:
Case study/analysis- Take-home/Test (30%)
Final written Examination / Assessment (70%)
Sources of Information (References):
Key texts
1. Bakunda & Ngoma (2001); Business strategy; An introduction, Makerere University Press
2. Glueck & Glueck (1989); Business policy & strategic management, 3rd
Ed., McGraw Hill, Singapore
Others
3. Ronald Rosen (1998); Strategic management, an introduction, 2nd
Ed. Pitman-London
4. Thompson and Strickland (1987); Strategic Management, Concepts and cases, 4th
Ed., IRWIN
5. Samuel Certo and Paul Peter (1990) Strategic Management: A focus on process.
2. COURSE CONTENT AND LEARNING OBJECTIVES
Course Content Learning Objectives Teaching Methods Media
Cognitive Affective Psychomotor
1. Overview of
Strategic
management
Meaning and
framework of
SM
History of
Strategic
Management
Key questions
in strategic
management
Define strategic
management
List the
strategic
planning stages
Give the
importance of
strategic
management
subject
Explain the
history and
development of
strategic
management
Explain the
strategic
planning
process
Identify the
features of
strategic
management
Discuss the key
questions that
strategic
managers have
to address
Elaborate on how
a business
student can
benefit from the
strategic
management
subject
Lecture method, Overhead
projectors
Whiteboard
2
2
3. 2. Key concepts
in Strategic
Management
Strategy,
strategic intent,
stretch, strategic
thinking, strategic
competition,
competitive
advantage,
competitive
exclusion
List the key
concepts in
strategic
management
Justify the need
for these
concepts
Explain the
concepts
Relate some of
the concepts
Identify the key
features of each
concept
Give real
examples of
these concepts
Lecture method, Overhead
projectors
Whiteboard
3. Business
Goals
Objectives,
Mission and
vision
Managemen
t by
objectives
List the goals of
a business
Define these
goals
List the
characteristics
of a good
objective
List the features
of a good
mission
statement
Explain the
characteristics
of a good
objective and
mission
statement
Justify the need
for these
business goals
Set objectives
and design a
mission
statement for an
organization of
their choice
Discuss the
concept of MBO
and its relevance
to modern
business
Lecture method, Overhead
projectors
Whiteboard
3
3
4. 4. Management
theories
Classicals,
behaviorists
management
science, theory
Z
list and classify
the various
management
theories
discuss and
explain these
theories
Explain the
contribution of
these theories
Evaluate the
relevance of
these theories to
modern
management
thought and
practice
Lecture method, Overhead
projectors
Whiteboard
5 & 6 CASE ASSESSMENT Classes to be
divided into
discussion groups
Group
presentations on
Case analysis
Whiteboard
Flip Charts
7. Environmental
analysis
PEST analysis,
Market
environmental
analysis,
stakeholders
analysis,
Industry and
competitor
analysis by
Michael Porter.
list the
elements of the
environment
list the
tools/technique
s that are used
in
environmental
analysis
Explain the
environmental
analysis
tools/technique
s
Give the
limitations and
strength of
Michael porters’
model
Discuss the five
force-model by
Michael porter
Lecture method, Overhead
projectors
Whiteboard
4
4
5. 8. Analyzing the
organization
Functional
analysis, Value
chain analysis,
strategic gap
analysis, Key
success
factors, Role of
chief
executives
give examples
of direct
requests in
business
explain
procedure for
writing direct
request
messages
Explain the
importance of
analyzing an
organization
discuss the key
issues to be
looked at when
analyzing the
organization
illustrate how the
strategic gap can
be ascertained
demonstrate how
value can be
added using the
value chain
analysis
Lecture method, Overhead
projectors
Whiteboard
9. SWOT
analysis
Opportunities
and threats
Strengths and
weaknesses
Give SWOT in
full
Categorize
SWOT into the
internal and
external
aspects
explain how a
SWOT analysis
is conducted
Lecture method, Overhead
projectors
Whiteboard
10. Strategic
Choice
Generic
Alternatives
Glueck’s
approach
Porter’s
approach
Ansoff’s
approach
Kotler’s
approach
Business Portfolio
models
The BCG
Growth Share
Matrix
list the various
strategy options
available to a
firm
Give the
considerations
in taking choice
of strategy
list the various
strategy options
available to a
firm
Give the
considerations
in taking choice
Explain the
strategy
formulation
process
Explain the
various
strategies
Explain the
strategy
formulation
process
Explain the
various
strategies
Evaluate the
various strategy
Chose the most
appropriate
strategy in a
given situation
Evaluate the
various strategy
Chose the most
appropriate
strategy in a
given situation
Lecture method,
Lecture method,
Overhead
projectors
Whiteboard
5
5
6. The GE
streng/attractiv
ess Matrix
The Life Cycle
Matrix
of strategy
11. Strategy
implementation
Implementation
planning
Prerequisites
for effective
implementation
Generic steps
in strategy
implementation
Mc Kinsey’s 7s
framework
Give the stages
in strategy
implementation
process
Justify the need
for
implementation
planning
explain how the
elements of the
7s framework
are helpful in
strategy
implementation
Discuss the
prerequisites for
effective
implementation
of a strategy
Lecture method, Overhead
projectors
Whiteboard
12.Strategy
evaluation and
control
Define strategy
evaluation and
control
Give the
various
evaluation and
control
techniques
Justify the need
for strategy
evaluation and
control
Distinguish
between the
evaluation and
control
techniques
Demonstrate
ability to evaluate
strategies
Discuss why
corporate
strategies and
their
implementation
fail
Lecture method, Overhead
projectors
Whiteboard
6
6
7. 13. Revision-
CASE
ASSESSMENT
The focus should
be Case study
analysis and
presentations in
class.
Classes to be
divided into
discussion groups
Group
presentations on
Case analysis
.
7
7