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SMOLENTSEV & Partners » Services » Training and Internships » Seminars by our Partners »

Ian Lee (Canada): Strategic analysis course for bankers

Ian LeeINSTRUCTOR:
Ian Lee, Ph.D
Professor of Strategy & International Business
Carleton University, Ottawa, Canada
Sprott School of Business

BACKGROUND:
9 years with Bank of Montreal, http://www4.bmo.com/
18 years with Carleton University teaching strategy

INTERNATIONAL:
Taught since 1991 in Ukraine, Poland, China, Cuba, Romania, Iran, Croatia, Slovenia, Latvia, Mexicdo, Argentina, Chile, Georgia 

EMAIL:
ian_lee@carleton.ca

WEB PAGE:
http://sprott.carleton.ca/~ianlee

COURSE DESCRIPTION

Strategic Analysis and Management focuses on strategy making in business corporations.  Emphasis is on corporate and business level strategic analysis, strategy formula­tion and implemen­ta­tion­­.  Strategic manage­ment emphasizes the determination and evaluation of environmental opportunities and threats in light of strengths and weaknesses in the organization’s value chain in order to enhance its core competencies and craft a sustainable competitive advantage.   The course serves to integrate and synthesize knowl­edge acquired in the functional disciplines in a business­­ school by application of acquired functional skills to corporate and business strategic analysis. 

COURSE OBJECTIVES

  1. To familiarize the student with strategic thinking and its component elements, the identifi­cation of strategic options and techniques for strategy selection.
  2. To understand key strategic concepts such as corporate strategy, business strategy, driving forces, key success factors, value chain analysis, economies of scope, core competencies and sustainable competitive advantage.
  3. To learn to apply strategy tools to assist in the analysis and decision of customer requests for bank loans

TEXT & MATERIALS

The instructor will provide all Powerpoint lectures, some short articles from fortune magazine, Harvard Business Review and copies of the banking case studies.

METHODOLOGY:

Lectures using Powerpoint slides

Discussion, question and answer

Video case studies of actual business firms

Internet to access corporate home pages, sites with business statistics  

Print case studies

FORMAT OF CASE REPORTS
  1. Executive Summary – 1 page MUST be distributed to class
    • include your first and last names
    • name of firm
    • very brief summary of conclusions under each major heading
  2. Brief Overview of Case
  3. Macro Environment: TESP O/T Analysis
    • Technology Environment Trend analysis of opportunities and threats
    • Economy Environment 5 year Trend Analysis of opportunities and threats
    • Socio-cultural Environment 10 year trend of opportunities and threats
    • Political-Legal Environment trend of opportunities and threats
    • Summary of most important environment and opportunities and threats
  4. Industry Analysis (for each of the firm’s businesses):
    • Porter’s 5 Forces Analysis
    • Strategic Group Analysis
    • Driving Forces Analysis
    • Summary of Overall Industry Attractiveness
  5. Business Unit Analysis (for each of the firm’s businesses):
    • Porter’s Value Chain (S/W or if applicable ABC analysis)
    • Complete F/S Analysis of firm for 3 years in Excel (common size) analyzing changes in financial position re Income Statement, Balance sheet
    • Summary of Overall Firm (Un)Attractiveness with summary of reasons
  6. Strategic Issue(s):
    • Corporate Level
    • Business Level (for each business unit)
  7. Strategy Alternatives, Choices and Rationale:
    • Corporate Level
    • Business Level (for each business unit)

COURSE SCHEDULE

  • Day 1, Morning: 8.30 – 10.00 AM
    Module 1: Intro to Strategic Analysis & Management
    Why is Strategy Necessary?
    Business Plans & Strategy
    Mini Case Study: Starbucks

  • Day 1, Morning: 10.30 – 12.00 noon
    Module 2: Macro Environmental Analysis
    Technology Environment – Opportunities and Threats
    Economic Environment – Opportunities and Threats
    Socio-cultural-demographic Environment – Opportunities and Threats
    Political-Legal Environment – Opportunities and Threats

  • Day 1, Afternoon: 1.00 – 2.30 PM
    Module 3: Industry Environment Analysis
    Strategic group map tool
    5 Forces of competition tool
    Driving forces tool
    Video case study: airline industry
    Video case study: pharmaceutical industry

  • Day 1, Afternoon: 3.00 – 5.00 PM
    Module 4: Internal Firm Environment Analysis
    Value Chain Analysis: Strengths & Weaknesses
    Core Competency Framework
    Performance Measurement & Strategic analysis
    Competitive Advantage
    Video: Wal-Mart

  • Day 2, Morning: 8.30 – 10.00 AM
    Module 5: Corporate Strategy Introduction
    Corporate Advantage & Synergy
    Corporate Strategy & Corporate Finance (profitability & competitive advantage)
    Corporate Strategy – Mergers and Acquisitions

  • Day 2, Morning: 10.30 – 12.00 noon
    Module 6: Joint Ventures and International Business
    Corporate Strategy – Strategic Alliances & Joint Ventures
    Video case study: Samsung & Corning Glass Joint venture
    Corporate Strategy – International Business
    Video Case study: Coca Cola market entry strategy to Japan

  • Day 2, Afternoon: 1.00 – 2.30 PM
    Module 7: Business Strategy Introduction
    Sustainable Competitive Advantage
    4 Generic Strategies of Competitive Advantage
    Differentiation versus Cost Leadership
    Video case study: Proctor and Gamble Soap
    Video Case study: La Quinta Motels
    Video case study: Cray Supercomputer

  • Day 2, Afternoon: 3.00 PM – 5.00 PM
    Module 8: Balanced Score Card tool (Kaplan and Norton)
    Strategy Maps
    Strategy focused organization
    Example: Balanced Score Card

  • Day 3, Student group presentations of strategic analyses
    Group = 3 to 5 persons per group

    Group 1: M-Banx strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 2: Shinsea China Bank Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 3: ING Bank Canada Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 4: Schwab e-Bank Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 5: Banca Commerciale Italiana Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 6: Royal Bank Profitability & Customer Relations Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 7: Citibank Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 8: Fleet Boston Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 9: Morgan Stanley Bank Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

    Group 10: Bank Bucarest Strategic analysis presentation: 30 minutes
    Participant comments: 10 minutes
    Instructor comments: 5 minutes

READINGS

  1. M. Porter, What is Strategy?, HBR, N-D, 1996
  2. P. Ghemawat, Sustainable Advantage, HBR, S-O, 1986
  3. M. Porter, How Competitive Forces Shape Strategy, HBR, M-A, 1979
  4. M. Porter, From Competitive Advantage to Corporate Strategy, HBR, M-J, 1987
  5. Campbell, Goold & Alexander, Corporate Strategy, HBR, M-A, 1995
  6. Prahalad & Hamel, Core Competence of the Corporation, HBR, M-J, 1990
  7. Collis & Montgomery, Competing on Resources, HBR, J-A, 1995
  8. Hamel & Prahalad, Strategy as Stretch and Leverage, HBR, M-A, 1993
  9. Kaplan, Balanced Score Card, HBR, 2002
  10. Kim, and Mauborgne, Blue Ocean Strategy, HBR, 2005

SUPPLEMENTARY SOURCES

  1. Wharton Knowledge Review (http://knowledge.wharton.upenn.edu/)
  2. McKinsey Quarterly Journal of Strategic Insight
  3. (http://www.mckinsey.com/knowledge/mck_quarterly/)
  4. Strategy + Business (http://www.strategy-business.com/)
  5. Harvard Business Review
  6. (http://harvardbusinessonline.hbsp.harvard.edu/b02/en/hbr/hbr_home.jhtml)
  7. California Management Review (http://www.haas.berkeley.edu/News/cmr/)
  8. Sloan Management Review (http://smr.mit.edu/)
  9. Strategic Management Journal (http://www.interscience.wiley.com/jpages/0143-2095/)
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