VHL 3663 Strategic Retail Management - RE-SIT EXAMINATION
This course was lectured for the last time spring 2017. Re-sit exam will be offered autumn 2017 and last time spring 2018.
In this course students will learn how to do insightful strategic analyses and develop concrete suggestions for implementation of strategies. Several retail and service companies do not hace clear or well articulated strategy plans or concrete suggestions for how to implement the plans. In this course we will train students to develop strategies by studying theories as well as day-to-day topics from national and international retailers and service companies. Students will become well know with strategyproblems relevant for these companies. Inparticular they will learn about integration of physical and digital sales channels. As far as digital channels are concerned we study html-based solutions vs apps.
Students will become knowledgeable of the field of strategy beyond the basic strategy knowledge. They are to apply broad knowledge of strategy to a wide variety of problems and develop realistic strategies for large and small retail and service companies. This applies both to internal and external factors. Students will therefore get an understanding of strategic management, strategic choices, strategic planning, co-creation of value, company culture, and the international arena.
After the course students will be able to:
- Students will be able to do evaluate the strengths and weaknesses of different strategy models
- Choose among alternative models for a variety of strategy problems
- Apply strategy models on realistic problems and suggest clear strategic solutions.
By the end of the course students will be able to ask critical and constructive questions about strategic and tactical aspects of strategic work in retail and service companies. Students are to be able to evaluate whether the strategies contribute to sustaining companies at the same time as the strategies promote a good internal working environment and result in the companies using resources in a reasonable way.
- Strategic management
- Strategic choices
- Strategic planning
- Co-creation of value
- Management and business culture
- Integration of physical and digital sales channels
The learning process involves several activities: classes; company visits; guest lecturers; discussions; project work; presentation by students, and supervision on presentations. Students are to solve realistic problems from the retail and service businesses and can do this in groups of up to three persons. Presentations by students as well as discussions will take place in plenary sessions. The teaching will be intensive at the start of the spring semester.
Higher Education Entrance Qualification.
Students are expected to know the topics in the mandatory strategy course named Strategy that runs in the fifth semester. This means the students are expected to know topics like the concept of strategy; vision and mission of the business; strategic choices; internal analysis; external analysis; competition analysis; Porters five forces; value configuration; PESTEL. Students are also expected to have some knowledge of evaluations of alternatives and implementation of strategies.
|Exam category||Weight||Invigilation||Duration||Support materials||Grouping||Comment exam|
Form of assessment:
Internal and external examiner
Examination every semester
|Form of assessment:||Written submission|
|Support materials:|| |
|Resit:||Examination every semester|
|Workload activity||Duration||Type of duration||Comment student effort|
|Prepare for teaching||70||Hour(s)|
|Group work / Assignments||3||Hour(s)||Preparations for students’ presentations|
|Group work / Assignments||30||Hour(s)|
|Workload activity:||Prepare for teaching|
|Workload activity:||Group work / Assignments|
|Comment:||Preparations for students’ presentations|
|Workload activity:||Group work / Assignments|
|Workload activity:||Self study|
A course of 1 ECTS credit corresponds to a workload of 26-30 hours. Therefore a course of 7,5 ECTS credit corresponds to a workload of at least 200 hours.
|Furseth, Peder Inge||cop. 2010||Integrasjon av salgskanaler: serviceinnovasjon og strategi||Fagbokforl|
|Reve, Torger; Stokke, Per R.||cop. 1996||Strategisk analyse: grunnlaget for praktisk strategiutvikling||Fagbokforl||Kap 7-10 (81 sider) Del 2: Gjennomføring av strategiske analyser i praksis|
|Bell, Richard; Reynolds, Jonathan; Cuthbertson, Christine||2004||Retail strategy: the view from the bridge||Elsevier/Butterworth Heinemann||Disse sidene vil inngå i artikkelsamlingen: Introduction to retail strategy, side 2-24, av Jonathan Reynolds Attracting and keeping customers, side 25-52, av Richard Cuthbertson og Richard Bell An exercise in successful retailing: the case of Tesco, side 311-331, av Jonathan Reynolds Portents: Strategic retail failures, side 331-349, av Elizabeth Howard (Totalt 100 s)|
|Stone, Ken||c1995||Competing with the retail giants: how to survive in the new retail landscape||Competing with the retail giants: how to survive in the new retail landscape||Wiley|
|Amit, Raphael; Zott, Christoph||2001-06||Value creation in E-business|
|Bettencourt, Lance A.||2008||The Customer-Centered Innovation Map.|
|Bagge, Danny||2007||Multi-channel retailing: The route to customer focus.|
|Coelho, Filipe; Easingwood, Chris||2008-1||A model of the antecedents of multiple channel usage|
|Gupta, Alok||2004||An Empirical Study of Consumer Switching from Traditional to Electronic Channels: A Purchase-Decision Process Perspective.|
|Hughes, Tim||2006-01||New channels/old channels|
|Kanter, Rosabeth Moss||2006||Innovation: The Classic Traps. (cover story)|
|W. Chan, Kim; Mauborgne, Renée||2005||Blue Ocean Strategy: from theory to practice|
|Mintzberg, Henry||1987||Crafting strategy.|
|Ostrom, A. L.; Bitner, M. J.; Brown, S. W.; Burkhard, K. A.; Goul, M.; Smith-Daniels, V.; Demirkan, H.; Rabinovich, E.||2010-02-01||Moving Forward and Making a Difference: Research Priorities for the Science of Service|
|Porter, Michael E.||2001||Strategy and the Internet|
|Porter, Michael E.||2008||The five competitive forces that shape strategy|
|Steinfield, Charles; Adelaar, Thomas; Liu, Fang||2005||Click and Mortar Strategies Viewed from the Web|
|Zhang, Xiaoni; Prybutok, Victor; Ahuang, Alber||2006||An empirical study of factors affecting e-service satisfaction|
|Anderson, Chris; Wolf, Michael||2010-08-17||The Web is Dead : Long Live the Internet|
|Achabal, Dale D.||2005||Cross-Channel Optimization: A Strategic Roadmap for Multichannel Retailers||IBM Business Consulting Services|