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International Business Strategy

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  • Accreditation by Qualifications Register
  • 4 units
  • 80 guided learning hours
International Business Strategy

International Business Strategy draws together and applies ideas from many of the disciplines and fields of study which contribute to a broad understanding of business. Some of the ideas may already be familiar to students who have previously studied courses in marketing, economics, management theory or organizational behaviour.

Crucially though, through an understanding of strategy and strategic management, we can gain an insight into how these individual disciplines interact. The course is designed for all those intending a business career and for those with an interest in how contemporary organisations operate. Business strategy is not simply the province and responsibility of senior level management decision makers.

The ideas which underpin International Business Strategy can be applied at many levels in the business organisation to help ensure that individual business units or departments maintain an effective contribution to the overall success of the business.

On completion of your course, you will receive a certificate:

Stonebridge Associated Colleges: International Business Strategy Diploma

International Business Strategy Diploma issued by Stonebridge Associated Colleges, to view a sample of the college’s award, please click here.

Requirements for Entry

There is no experience or previous qualifications required for enrolment on this course. It is available to all students, of all academic backgrounds.

Professional Membership

On completion of this course you will be eligible to join the following Professional Associations(s):

Anyone who is studying for or has completed a course endorsed by an Ofqual approved awarding body is eligible to join Qualifications Register.  The Qualifications Register (QR) is an independent register that aims to serve both members of the public and those professionals who hold recognised qualifications.

QR's primary aim is to provide transparency to members of the public and employers. The QR is a searchable database that allows them to find a practitioner and view the relevant qualification and endorsements the practitioner holds. The member of the public is then able to make an informed decision in relation to the suitability of the practitioner.  QR also tracks whether practitioners have insurance, again something that is useful for members of the public.  QR can also help professionals gain insurance or find professional indemnity cover.  Click here to find out more.

Members of the public can check an independent source with complete confidence that the practitioner has the qualification(s) they claim to have and that any additional CPD the practitioner has, is verified and quality assured to make sure that the CPD is being done on a regular basis. QR tracks a practitioners endorsed CPD (in unison with our CPD accreditation partner Lifetime Awarding) and other key signals to help members of the public and employers to come to a more informed decision about the professional they intend to use. This is an enormously valuable signal that's increasingly important as business becomes more deregulated and privatised.

For practitioners QR helps you market your skills, endorsements and feedback transparently to a wider audience. It also gives you access to a community to help make you more able to progress and succeed in your field of expertise.  Click here to find out more.

Unit 1: Internal Analysis - An Integrated Approach

Introduction

Objectives

  • Section 1: Activity-based Analysis

Introduction

1.1 Problems of ambiguity and uncertainty

1.2 An introduction to the activity-based view

1.3 Using activity-based analysis

1.4 Business process re-engineering

Summary

  • Section 2: New Product Development Analysis

Introduction

2.1 New product development process

2.2 Organisation of research and development

2.3 First mover advantages

Summary

  • Section 3: SWOT Analysis

Introduction

3.1 Traditional SWOT analysis

3.2 Revised SWOT analysis

Summary

  • Section 4: Integration through Strategic Architecture

Introduction

4.1 The purpose and value of strategic architecture

4.2 Generating strategic architecture

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 2: Organisational Structure and Strategic Control Systems

Introduction

Objectives

  • Section 1: Organisational Structure

Introduction

1.1 The role of structure

1.2 Implications of structural factors

1.3 Choices of organisational structures

Summary

  • Section 2: Strategic Control Systems

Introduction

2.1 Role of control systems

2.2 Agency theory

2.3 Governance mechanisms

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 3: Corporate Strategies

Introduction

Objectives

  • Section 1: Strategies of Integration

Introduction

1.1 Integration, costs and governance

1.2 Vertical integration

1.3 Horizontal integration

1.4 Virtual integration: licensing and franchising

Summary

  • Section 2: Strategies of Merger, Acquisition and Diversification

Introduction

2.1 Mergers and acquisitions

2.2 Diversification

2.3 Diversification and performance

Summary

  • Section 3: Strategies of Collaboration

Introduction

3.1 The foundations of collaboration

3.2 Forms of collaborative strategy

3.3 The development and management of collaboration

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 4: The Global Dimension of Strategic Management

Introduction

Objectives

  • Section 1: Internationalisation of the World Economy

Introduction

1.1 Modern international trade

1.2 Implications of global shift

1.3 National context and competitive advantage

Summary

  • Section 2: Global Business Strategies

Introduction

2.1 Global expansion

2.2 Choosing a globalisation strategy

2.3 Choice of foreign entry mode

Summary

  • Section 3: Globalisation and Culture

Introduction

3.1 The concept of culture

3.2 Cultural forms

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

What's Included

  • All study materials
  • Study Guide
  • Full Tutor and Admin support
International Business Strategy

International Business Strategy draws together and applies ideas from many of the disciplines and fields of study which contribute to a broad understanding of business. Some of the ideas may already be familiar to students who have previously studied courses in marketing, economics, management theory or organizational behaviour.

Crucially though, through an understanding of strategy and strategic management, we can gain an insight into how these individual disciplines interact. The course is designed for all those intending a business career and for those with an interest in how contemporary organisations operate. Business strategy is not simply the province and responsibility of senior level management decision makers.

The ideas which underpin International Business Strategy can be applied at many levels in the business organisation to help ensure that individual business units or departments maintain an effective contribution to the overall success of the business.

On completion of your course, you will receive a certificate:

Stonebridge Associated Colleges: International Business Strategy Diploma

International Business Strategy Diploma issued by Stonebridge Associated Colleges, to view a sample of the college’s award, please click here.

Requirements for Entry

There is no experience or previous qualifications required for enrolment on this course. It is available to all students, of all academic backgrounds.

Professional Membership

On completion of this course you will be eligible to join the following Professional Associations(s):

Anyone who is studying for or has completed a course endorsed by an Ofqual approved awarding body is eligible to join Qualifications Register.  The Qualifications Register (QR) is an independent register that aims to serve both members of the public and those professionals who hold recognised qualifications.

QR's primary aim is to provide transparency to members of the public and employers. The QR is a searchable database that allows them to find a practitioner and view the relevant qualification and endorsements the practitioner holds. The member of the public is then able to make an informed decision in relation to the suitability of the practitioner.  QR also tracks whether practitioners have insurance, again something that is useful for members of the public.  QR can also help professionals gain insurance or find professional indemnity cover.  Click here to find out more.

Members of the public can check an independent source with complete confidence that the practitioner has the qualification(s) they claim to have and that any additional CPD the practitioner has, is verified and quality assured to make sure that the CPD is being done on a regular basis. QR tracks a practitioners endorsed CPD (in unison with our CPD accreditation partner Lifetime Awarding) and other key signals to help members of the public and employers to come to a more informed decision about the professional they intend to use. This is an enormously valuable signal that's increasingly important as business becomes more deregulated and privatised.

For practitioners QR helps you market your skills, endorsements and feedback transparently to a wider audience. It also gives you access to a community to help make you more able to progress and succeed in your field of expertise.  Click here to find out more.

Unit 1: Internal Analysis - An Integrated Approach

Introduction

Objectives

  • Section 1: Activity-based Analysis

Introduction

1.1 Problems of ambiguity and uncertainty

1.2 An introduction to the activity-based view

1.3 Using activity-based analysis

1.4 Business process re-engineering

Summary

  • Section 2: New Product Development Analysis

Introduction

2.1 New product development process

2.2 Organisation of research and development

2.3 First mover advantages

Summary

  • Section 3: SWOT Analysis

Introduction

3.1 Traditional SWOT analysis

3.2 Revised SWOT analysis

Summary

  • Section 4: Integration through Strategic Architecture

Introduction

4.1 The purpose and value of strategic architecture

4.2 Generating strategic architecture

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 2: Organisational Structure and Strategic Control Systems

Introduction

Objectives

  • Section 1: Organisational Structure

Introduction

1.1 The role of structure

1.2 Implications of structural factors

1.3 Choices of organisational structures

Summary

  • Section 2: Strategic Control Systems

Introduction

2.1 Role of control systems

2.2 Agency theory

2.3 Governance mechanisms

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 3: Corporate Strategies

Introduction

Objectives

  • Section 1: Strategies of Integration

Introduction

1.1 Integration, costs and governance

1.2 Vertical integration

1.3 Horizontal integration

1.4 Virtual integration: licensing and franchising

Summary

  • Section 2: Strategies of Merger, Acquisition and Diversification

Introduction

2.1 Mergers and acquisitions

2.2 Diversification

2.3 Diversification and performance

Summary

  • Section 3: Strategies of Collaboration

Introduction

3.1 The foundations of collaboration

3.2 Forms of collaborative strategy

3.3 The development and management of collaboration

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

Unit 4: The Global Dimension of Strategic Management

Introduction

Objectives

  • Section 1: Internationalisation of the World Economy

Introduction

1.1 Modern international trade

1.2 Implications of global shift

1.3 National context and competitive advantage

Summary

  • Section 2: Global Business Strategies

Introduction

2.1 Global expansion

2.2 Choosing a globalisation strategy

2.3 Choice of foreign entry mode

Summary

  • Section 3: Globalisation and Culture

Introduction

3.1 The concept of culture

3.2 Cultural forms

Summary

Unit Summary

Unit Review Activities

Commentaries on review activities

References

Further Reading

What's Included

  • All study materials
  • Study Guide
  • Full Tutor and Admin support
Enrol for just £19.99
Spread the cost over 10 months
(no credit check required)
SALE ends in:
Ends midnight Monday 27th May

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