INSTRUCTOR: 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 - To familiarize the student with strategic thinking and its component elements, the identification of strategic options and techniques for strategy selection.
- 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.
- 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 - 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
- Brief Overview of Case
- 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
- 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
- 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
- Strategic Issue(s):
- Corporate Level
- Business Level (for each business unit)
- 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 - M. Porter, What is Strategy?, HBR, N-D, 1996
- P. Ghemawat, Sustainable Advantage, HBR, S-O, 1986
- M. Porter, How Competitive Forces Shape Strategy, HBR, M-A, 1979
- M. Porter, From Competitive Advantage to Corporate Strategy, HBR, M-J, 1987
- Campbell, Goold & Alexander, Corporate Strategy, HBR, M-A, 1995
- Prahalad & Hamel, Core Competence of the Corporation, HBR, M-J, 1990
- Collis & Montgomery, Competing on Resources, HBR, J-A, 1995
- Hamel & Prahalad, Strategy as Stretch and Leverage, HBR, M-A, 1993
- Kaplan, Balanced Score Card, HBR, 2002
- Kim, and Mauborgne, Blue Ocean Strategy, HBR, 2005
SUPPLEMENTARY SOURCES - Wharton Knowledge Review (http://knowledge.wharton.upenn.edu/)
- McKinsey Quarterly Journal of Strategic Insight
- (http://www.mckinsey.com/knowledge/mck_quarterly/)
- Strategy + Business (http://www.strategy-business.com/)
- Harvard Business Review
- (http://harvardbusinessonline.hbsp.harvard.edu/b02/en/hbr/hbr_home.jhtml)
- California Management Review (http://www.haas.berkeley.edu/News/cmr/)
- Sloan Management Review (http://smr.mit.edu/)
- Strategic Management Journal (http://www.interscience.wiley.com/jpages/0143-2095/)
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