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

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

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: Lenta of St. Petersburgh strategic analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 2:  A & P Grocery stores Strategic analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 3: TESCO Strategic analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 4: Wal-Mart Strategic analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 5: Best Buy Electronics Strategic analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 6: Marks and Spencer Strategic analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 7: Dell Computers analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 8: Costco Discount Strategic analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 9: Athleta Strategic analysis presentation: 30 minutes
  Participant comments: 10 minutes
  Instructor comments: 5 minutes
  
  Group 10: Migros 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/)