Course Guide for LOGIC 313 BUSINESS LOGIC

Course description: This course will help students to resolve business issues and problems,
using global strategic perspective using knowledge and technical proficiency in areas of
accounting, Management and Marketing. Also, to employ technology as a business tool in
capturing financial and non-financial data information in generating reports and making
decisions.
Course outline:

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1 Vision, Mission, Core Values and Outcomes

✔ The University Vision, Mission and Core Values;

✔ The College of Business Studies Mission and Goals;
✔ The Bachelor of Science in Accountancy

Contents of the Syllabus

Class Rules

2
● INTRODUCTION TO BUSINESS LOGIC
a. Definition of Business
b. Definition of Logic
c. Business Logic
3 d. Business Logic vs. Business Rules

4
● BUSINESS MODEL
a. What Is a Business Model?
5
b. What Are the Components of a Business Model?
c. Who Is the Customer?
d. What Value Does the Business Deliver to The Customers?
e. How Does the Business Operate?
f. Why Is It Important to Develop a Business Model?
Types Of Business Models
6
● STRATEGIC LEADERSHIP: STRATEGY MAKING PROCESS FOR COMPETITIVE
7
ADVANTAGE
a. Competitive Advantage and a Company’s Business Model
b. Strategic Managers
c. Levels of Strategic Management
d. The Strategy-Making Process
e. Mission, Vision, Values and Goals
f. SWOT Analysis and the Business Model

8
● External Analysis: The Identification of Opportunities and Threats
a. Defining an Industry, Sector and Market Segments
 b. Competitive Forces Model
c. Industry Life-Cycle Analysis
a. The Macro environment
9 MIDTERM EXAMINATION
10
● Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability
11
a. The Roots of Competitive Advantage
12
b. The Role of Strategy
13 c. Competitive Advantage, Value Creation & Profitability
d. Value Creation and Pricing Options
e. Value Chain
f. The Building Blocks of Competitive Advantage
g. Business Models, the Value Chain, and Generic Distinctive Competencies
h. The Durability of Competitive Advantage
i. Steps to Avoid Failure
14
● Building Competitive Advantage through Functional-Level Strategy
15
a. Functional-level strategies
b. The Root of Competitive Advantage
c. Achieving superior efficiency
d. Economies of Scale
e. Efficiency and Learning effects
f. Materials Management, Just-in-Time, and Efficiency
g. Attaining Superior Reliability
16 FINAL EXAMINATION

General guidelines:
Criteria for Grading

Grading System Component Percentage

P-Self -Assessment Checklist/Portfolio 30%

Assessment/ Online Exam
CS- Class Standing 30%
ME- Major Exam 30%
CA- Character/Attendance 10%
Total 100%

Course Policies

✔ Active Participation is essential to maximum/total learning experience. In a face-to-face

learning course, a student is required to participate on face-to-face modalities. This means
that in order to get full credit for participation, a student should have to complete
projects, discussion forums, assignments, lesson assignments and quizzes on a timely
basis. Consistent failure to participate in class will result in being dropped from the
course.
Contact information:

MAGAT, CATHERINE M.

cmmagat@dhvsu.edu.ph

Course materials:

● Don Honorio Ventura State University. (n.d.). DHVSU code. Bacolor, Pampanga:
Author.

● Don Honorio Ventura State University. (n.d.). Student handbook. Bacolor, Pampanga:
Author.

● THE DECISION MODEL A Business Logic Framework Linking Business and

Technology by Barbara von Halle and Larry Goldberg

● The concept of the business logic for the management of values-based food businesses
and chains by: Susanne von Münchhausen, Karlheinz Knickel, Anna Häring Eberswalde
University for Sustainable Development (HNEE)

● Strategic Management, An Integrated Approach by Charles W.L. Hill and Gareth R,

Jones 10th Edition

● https://www.investopedia.com/terms/b/businesslogic.asp

● https://www.feedough.com/what-is-a-business-model/

● https://slidemodel.com/templates/editable-business-model-canvas-powerpoint- template/

● https://www.aha.io/roadmapping/guide/product-strategy/what-are-some- examples-of-a-
business-model/

● D. Miller, The Icarus Paradox (New York: HarperBusiness, 1990); P. D. Llosa, “We
Must Know What We Are Doing,” Fortune, November 14, 1994, p. 68.
● Spradlin, S. (2020). Organizational Inertia: The Antitheses of Deliberate Discomfort in
the Workplace. Retrieved from https://missionsixzero.com/organizational-inertia-the-
antitheses-of-deliberate-discomfort-in-the-workplace/
https://forum.daffodilvarsity.edu.bd/index.php?topic=40895.0 https://searchcio