BUSINESS-15 · Advanced · ENGLISH · PLANNED
Study an original business case, compare options, make a decision and defend implementation.
Study time is an initial activity estimate, excluding extra reading, revision and extended laboratory or project work. Videos and question bodies have not been produced by adding this outline.
Complete these courses or demonstrate equivalent knowledge. These are recommended prerequisites, not enforced enrolment locks.
YouTube playlist: ARK Business Administration · BBA/MBA | Strategic Management and Competitive Advantage
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Sign in to save this learning pathPractical outcome: Evaluate a fictional firm's competitive position from case evidence.
Explain mission and objectives using a visual and one worked real-world example. Context: Evaluate a fictional firm's competitive position from case evidence. End with a prediction or check-for-understanding.
Explain industry analysis using a visual and one worked real-world example. Context: Evaluate a fictional firm's competitive position from case evidence. End with a prediction or check-for-understanding.
Explain competitive forces using a visual and one worked real-world example. Context: Evaluate a fictional firm's competitive position from case evidence. End with a prediction or check-for-understanding.
Explain value chains using a visual and one worked real-world example. Context: Evaluate a fictional firm's competitive position from case evidence. End with a prediction or check-for-understanding.
Use the first concepts from this section. Evaluate a fictional firm's competitive position from case evidence. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain resources and capabilities using a visual and one worked real-world example. Context: Evaluate a fictional firm's competitive position from case evidence. End with a prediction or check-for-understanding.
Explain vrio analysis using a visual and one worked real-world example. Context: Evaluate a fictional firm's competitive position from case evidence. End with a prediction or check-for-understanding.
Explain competitive dynamics using a visual and one worked real-world example. Context: Evaluate a fictional firm's competitive position from case evidence. End with a prediction or check-for-understanding.
Explain strategic uncertainty using a visual and one worked real-world example. Context: Evaluate a fictional firm's competitive position from case evidence. End with a prediction or check-for-understanding.
Evaluate a fictional firm's competitive position from case evidence. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Mission and objectives, Industry analysis, Competitive forces and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Practical outcome: Compare business and corporate options for a hypothetical company.
Explain cost leadership using a visual and one worked real-world example. Context: Compare business and corporate options for a hypothetical company. End with a prediction or check-for-understanding.
Explain differentiation using a visual and one worked real-world example. Context: Compare business and corporate options for a hypothetical company. End with a prediction or check-for-understanding.
Explain focus strategies using a visual and one worked real-world example. Context: Compare business and corporate options for a hypothetical company. End with a prediction or check-for-understanding.
Explain business-model innovation using a visual and one worked real-world example. Context: Compare business and corporate options for a hypothetical company. End with a prediction or check-for-understanding.
Use the first concepts from this section. Compare business and corporate options for a hypothetical company. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain diversification using a visual and one worked real-world example. Context: Compare business and corporate options for a hypothetical company. End with a prediction or check-for-understanding.
Explain vertical integration using a visual and one worked real-world example. Context: Compare business and corporate options for a hypothetical company. End with a prediction or check-for-understanding.
Explain strategic alliances using a visual and one worked real-world example. Context: Compare business and corporate options for a hypothetical company. End with a prediction or check-for-understanding.
Explain corporate parenting using a visual and one worked real-world example. Context: Compare business and corporate options for a hypothetical company. End with a prediction or check-for-understanding.
Compare business and corporate options for a hypothetical company. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Cost leadership, Differentiation, Focus strategies and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Practical outcome: Translate a chosen strategy into responsibilities measures and reviews.
Explain strategic priorities using a visual and one worked real-world example. Context: Translate a chosen strategy into responsibilities measures and reviews. End with a prediction or check-for-understanding.
Explain operating models using a visual and one worked real-world example. Context: Translate a chosen strategy into responsibilities measures and reviews. End with a prediction or check-for-understanding.
Explain resource allocation using a visual and one worked real-world example. Context: Translate a chosen strategy into responsibilities measures and reviews. End with a prediction or check-for-understanding.
Explain balanced scorecards using a visual and one worked real-world example. Context: Translate a chosen strategy into responsibilities measures and reviews. End with a prediction or check-for-understanding.
Use the first concepts from this section. Translate a chosen strategy into responsibilities measures and reviews. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain incentive alignment using a visual and one worked real-world example. Context: Translate a chosen strategy into responsibilities measures and reviews. End with a prediction or check-for-understanding.
Explain strategic controls using a visual and one worked real-world example. Context: Translate a chosen strategy into responsibilities measures and reviews. End with a prediction or check-for-understanding.
Explain scenario planning using a visual and one worked real-world example. Context: Translate a chosen strategy into responsibilities measures and reviews. End with a prediction or check-for-understanding.
Explain strategy renewal using a visual and one worked real-world example. Context: Translate a chosen strategy into responsibilities measures and reviews. End with a prediction or check-for-understanding.
Translate a chosen strategy into responsibilities measures and reviews. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Strategic priorities, Operating models, Resource allocation and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Combine all three sections: Translate a chosen strategy into responsibilities measures and reviews. Submit an original worked artifact, evidence or tests, assumptions and a reflection. Rubric: correctness, method, practical usefulness, reproducibility and communication. Self-reviewed, not certified.
6–12 balanced questions sampling every section of Strategic Management and Competitive Advantage, including interpretation, calculation or reasoning, a misconception and a new application. Passing is 70%; review errors before retrying.
Case discussions, business plans, management simulations and original consulting projects. Guided work leads to an independent attempt, with a diagram, explanation, trace, calculation or tested artifact. Question bodies are generated when opened in your private learning path. Programming submissions are stored as text; the platform does not execute submitted code.
Use original or appropriately licensed datasets. Practical science activities use models or supplied data unless a qualified supervisor has reviewed a physical experiment.
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