HCKY 646 – Managing Franchises Strategically
In this course, students are required to take the perspective of the CEO or COO of their hockey franchise. Whereas General Managers or Presidents of Hockey Operations focus on winning games and championships, CEOs and COOs must balance that objective with the other medium to long-term goals set by the board or ownership group. And they do this by crafting and implementing an effective business strategy. This course teaches students how to do this.
In order to craft a viable strategy and properly implement it, students will need to understand all of the functional areas of management (e.g., marketing, finance, HRM, IT). For this reason, and because this course incorporates the assignments from all other HCKY electives, this should be the last course the student takes in the program.
This is an in-residence elective meaning that students will spend the final week of the course with classmates (in either Toronto or New York). During time together, students will present their strategic plans to their classmates, to faculty members, and to senior hockey executives; students will spend time with league, franchise, and media representatives; and will tour league and team facilities; and, most importantly, students will have numerous opportunities to interact with and get to know their peers.
- Develop strategies that position a franchise most favorably in relation to the specific competitive forces it faces.
- Appraise the resources and capabilities of a franchise in terms of their ability to confer sustainable competitive advantage and identify how they can be leveraged within a franchise’s business strategy.
- Understand the concept of competitive advantage and its sources and demonstrate the ability to recognize it, develop it, and leverage it in real-world scenarios.
- Analyze the implications of competitive dynamics including competitive action and response, first-mover advantages, co-opetition, and collaboration.
- Analyze the implications of geographical expansion opportunities including foreign entry and offshoring business functions.
- Analyze the implications of vertical changes in the boundaries of a franchise based on an understanding of the advantages of vertical integration and outsourcing and the factors that determine the relative efficiency of each.
- Analyze the implications of horizontal changes in the boundaries of the franchise based on an understanding of the conditions under which diversification creates value.
- Demonstrate the ability to think critically in relation to a particular problem, situation or strategic decision through real-world scenarios.
- Identify and analyze the ethical challenges associated with a franchise’s strategic options.