MBA

The development of a culture that can effectively harness value creation processes across all facets of organisational activity is becoming increasingly necessary for success.

Every stage of the transformation process, from the conception of an idea through its eventual diffusion into the market, requires the co-creation of value.
This session outlines the value co-creation process’ key operational, innovative, and marketing insight phases.
The programme incorporates ideas from the operations management, marketing, innovation, and entrepreneurship sectors.

It will give you access to a variety of operational toolkits and strategic perspectives, enabling you to transform good concepts into outstanding goods and services that enhance value propositions for all parties involved, including customers.

This module provides an in-depth engagement with a wide range of current marketing concepts, issues and challenges. The two key dimensions are: how to organise and manage marketing relationships and supply chains in both consumer and business-to-business contexts, and how to understand and operationalise effective programmes for communications, promotion and stakeholder engagement activities. In modern business administration these two dimensions are coordinated and implemented through effective and sustainable strategic brand management, processes which underpin the basis for the development of brand equity, brand value and competitive positioning. Communications is at the heart of modern organisations. It is vital that all business professionals are able to understand and recognise effective communications strategies across a range of stakeholder groups. Organisations need to be able to communicate with customers, employers, investors, suppliers and regulators and this module considers different types of communication techniques and strategies to help you understand and apply core theories of communications. You’ll also learn about brands – how they are built, where they derive their value from, and what your customers love about them. You’ll take part in an exciting group project which examines brand power across the world, comparing and contrasting the different cultural, social and economic conditions in which brands can flourish and grow.

Finance plays a central role in the survival, growth and development of a corporation. It is an essential dimension of most corporate policy decisions and involves an understanding of the practices of the short term and long term capital markets. Alternative sources of finance are associated with different risks, which need to be identified, managed and mitigated when managers make strategic decisions, such as whether to merge with another company. Another important set of finance decisions involves the choice of the company’s capital structure and dividend policy. Financial innovation is rapid with new alternative sources of finance, for example crowd funding, coming to the market. Managers, especially of SMEs, need to know about these new sources along with the risks associated with them.

Many organisations declare that ‘people are our most important asset’, and human resource managers often contend that they take an increasingly strategic role in organisations. However, other organisations have achieved success through business models which emphasise low levels of investment in their workers. The aim of this module is to examine the extent to which Human Resource Management can be considered to be a strategic business function. Through an examination of the employment relationship, including recruitment and selection, training and development, motivation and reward, and performance and change management, you’ll analyse the different approaches that organisations take to managing their people.