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PEST analysis of UK retail banks

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INTRODUCTION
This course will introduce students

To develop a framework of analysis to enable students to identify central issues and problem in complex, comprehensive case; To suggest alternative course of action; and present well supported recommendations for future action To develop conceptual skills so that students are able to integrate previously learned aspects of corporations.

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To develop skills to analyze and evaluate, both qualitatively and quantitatively, the performance of people responsible for strategic decisions To bridge the gap between theory and practice by developing an understanding of when and how to apply the concepts and techniques learned in earlier courses in marketing, accounting, finance, management, production and information systems To develop a better understanding of the present and

This is a 3 credit hour course, comprising 3 hours of teaching per week.

CONTACTING YOUR MODULE INSTRUCTOR:

You can contact your module instructor in the following ways:

Email: [email protected]
Meeting: By appointment only or during the office hours (arranged prior to coming)

COURSE OBJECTIVES:

At the end of the course, the students will be able to:

Scan the external environment of any organization and identify the key aspects environmental factors having an impact on the performance of the overall industry and the company being analyzed Using Michael Porter’s Framework evaluate the overall attractiveness of the industry Identify the various strategic groups operating within the industry Identify the drivers of change for the industry

Identify the key success factors for a given industry and evaluate the performance of the major players in the industry on these factors Identify the opportunities and threats posed by the environment by using external factor analysis matrix (EFE) evaluate a company for being responsive to these environmental factors Evaluate The value chain process of any company and identify the strengths or weaknesses of each activity Using internal factor analysis matrix identify evaluate the overall standing of the company in terms of strengthor weakness Using the Strategic Position and Action Evaluation (SPACE) matrix, Boston consulting Group (BCG) Growthshare matrix, and GE Business Screen Matrix identify the portfolio structuring of a given multi-businesscorporation Able to identify key strategic issues faced by a given companyRecommend and defend a course of action for the company to pursue that would achieve the desired objectives

PREREQUISITES:

Students must have completed Introduction to Management, Management Practices, Fundamentals of Marketing courses with good grades.

Assessment strategy

Students will be asked to choose an organization for their group and prepare a strategy for organization by applying all above mentioned topics; students are assessed on assignment they prepare after every class on the given topic.

Distribution of marks
Assignments and presentation
25
First session
10
Second session
15
Final Exam
50

READING MATERIALS:

Core texts:
1. Strategic Management Concepts and Cases, 12th Edition by Fred R David 2. Crafting and executing Strategy The Quest for Competitive Advantage by Arthur Thompson, A J Strickland, John E Gamble

Additional reading:
1. Magazines: Harvard Business Review

COURSE REQUIREMENTS AND EXPECTATIONS:

1. Grades: Letter grades will be assigned based on the university’s standard 90-80-70-60-50 grading scale.

2. Assignments: In fairness to students who complete assignments on time, late assignments will not be accepted. You must turn in the assigments at the end of the lecture on the day they are due.

3. Attendance: Regular classroom attendance is mandatory. Absence from lectures will negatively affect your grade as per university rules. Attendance is entered into the COMSIS system daily.

4. Minimising disruptions: All cell phones should be turned off during class. Do not involve in side conversations.

5. Being prepared for class: you should be ready to discuss any assigned readings and to answer any assigned questions for each day’s class, including being ready to open a case assigned for that day.

ACADEMIC DISHONESTY:

Academic dishonesty is an offence that will not be tolerated in any form. Any student who is involved in any such activity will be penalised to the fullest extent possible allowed by university regulations. If you have any doubts about whether an action constitutes academic dishonesty, before consult with your instructor before taking the action.

Plagiarism and Cheating: the presentation by a student as his or her own work but is actually stolen from some one else. Whenever a student submits a piece of writing claiming it to be his own authorship, it is generally understood that all the ideas, opinions, facts, figures, conclusions, revisions, words are the student’s original work, unless he/she has explicitly indicated otherwise using citations, footnotes, attribution in the text, and/or used quotation marks.

The use of unauthorised material during an examination in order to secure or give help will not be tolerated. Academic dishonesty also encompasses unauthorised copying and distribution of examinations, assignments, reports, projects or term papers or the presentation of unacknowledged material as if it were the student’s own work.

A person failing to acknowledge and recognise the contribution of the original author, will be held responsible under academic deception. Such action will necessitate measures to discipline the student under the University’s academic dishonesty policy. Any academic dishonesty would call for swift punitive action by the faculty and the names of the students involved would be reported to the concerned Head of Department.

Course Outlines

lecture No.
Topics
1
What is strategy and why is it important
2
What does the strategy making, strategy executing process entail 3
Analyzing company’s external environment
4
Identifying strategic relevant industry’s features
5
Analyzing nature and strength of competitive forces
6
Analyzing nature and strength of competitive forces
7
Drivers of change what impact they will have
8
Drivers of change what impact they will have
9
Scenario Planning
10
Diagnosing market position of rivals and predicting the next strategic moves 11
Identifying key success factors
12
Deciding whether industry presents attractive opportunity
13
Analyzing how well company present strategy is working
14
Sizing up company resource strength weaknesses, opportunities and threats 15
Analyzing whether company’s prices and costs are competitive(value chain analysis and benchmarking) 16
Assessing a company’s competitive strengths
17
Five generic competitive strategies
18
Strategic alliances and partnerships
19
Vertical integration strategies
20
Outsourcing strategies
21
Competing in foreign markets
22
Diversification(strategies for managing a group of businesses) 23
Offensive and defensive strategies
24
Process of generating strategies(TOWS)
25
Space Matrix
26
Ansoff matrix
27
Quantitative strategic planning matrix
28
Building a capable organization
29
Managing resources to support the strategy execution effort
30
Developing procedures that facilitate strategy
31
Competitive strategy game (business simulation)
32
Competitive strategy game (business simulation)

LEARNING OUTCOMES
Know, understand, and apply the strategic management process to analyze and improve organizational performance. Conduct and draw conclusions from external analyzes of an organization’s environment; Conduct and draw conclusions from internal analyzes of an organization’s capabilities; Formulate realistic strategies;

Develop implementation plans to execute those strategies.

Cite this PEST analysis of UK retail banks

PEST analysis of UK retail banks. (2016, May 05). Retrieved from https://graduateway.com/pest-analysis-of-uk-retail-banks/

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