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 Management is the core capstone course that 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.
- Through empirical business research, integrate your functional knowledge acquired in past business courses by application of functional skills in analysing a single firm and recommend appropriate strategies.
- 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 significantly enhance your applied business research skills using corporate, government, industry, business media, academic, think tank & NGO sources.
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 Map Analysis
- Major Competitor Analysis
- Driving Forces Analysis
- Key Success Factors 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)
- Hamel’s Framework: Core Competencies, Core Products, End Products, SCA
- Complete F/S Analysis of firm for 3 years in Excel (common size) analyzing changes in financial position re Income Statement, Balance sheet
- Mission Statement and Corporate Objectives
- 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)
- Appended Documentation i.e. graphs, tables, charts
COURSE SCHEDULE - Day 1, Morning: 8.30 – 12.00 noon
Module 1: Intro to Strategic Analysis & Management Why is Strategy Necessary? Business Plan & Strategy Video Case Study: Starbucks
- Day 1, Afternoon: 1.00 – 4.30 PM
Module 2: Macro Environmental Analysis Technology & Innovation Environment Analysis (of Opportunities & Threats) Economic Environment Analysis (of Opportunities & Threats) Socio-cultural demographic Environment Analysis (of Opportunities & Threats) Political-Legal Environment Analysis (of Opportunities & Threats) Relationship of opportunities & threats to strategy and sustainable competitive advantage Video case study: Nucor Steel
- Day 2, Morning: 8.30 – 12.00 noon
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 2, 1.00 – 4.30 PM: Value Chain analysis
Module 4: Internal Environment Analysis Value Chain Analysis: Strengths & Weaknesses Core Competency Framework Performance Measurement & Strategic analysis Competitive Advantage Video: Wal-Mart
- Day 3, 8.30 – 12.00 noon
Module 5: Corporate Strategy Introduction Corporate Advantage & Synergy Corporate Strategy & Corporate Finance (profitability & competitive advantage) Corporate Strategy – Mergers and Acquisitions 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 3, 1.00 – 4.30 PM
Module 6: Business Strategy Introduction Sustainable Competitive Advantage 4 Generic Strategies of Competitive Advantage Differentiation versus Cost Leadership Kaplan, Balanced Scorecard Kim, Blue Ocean Strategy Video case study: Proctor and Gamble Soap Video Case study: La Quinta Motels Video case study: Cray Supercomputer
- Day 4, Student group presentations of strategic analyses
Group 1: 30 minute presentation of strategic analysis of a Russian firm – using the tools from this course Analysis of the student strategy analysis by the Instructor
Group 2: 30 minute presentation of strategic analysis of a Russian firm – using the tools from this course Analysis of the student strategy analysis by the Instructor
Group 3: 30 minute presentation of strategic analysis of a Russian firm – using the tools from this course Analysis of the student strategy analysis by the Instructor
Group 4: 30 minute presentation of strategic analysis of a Russian firm – using the tools from this course Analysis of the student strategy analysis by the Instructor
Group 5: 30 minute presentation of strategic analysis of a Russian firm – using the tools from this course Analysis of the student strategy analysis by the Instructor
Group 6: 30 minute presentation of strategic analysis of a Russian firm – using the tools from this course Analysis of the student strategy analysis by the Instructor
Group 7: 30 minute presentation of strategic analysis of a Russian firm – using the tools from this course Analysis of the student strategy analysis by the Instructor
Group 8: 30 minute presentation of strategic analysis of a Russian firm – using the tools from this course Analysis of the student strategy analysis by the Instructor
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 READINGS - 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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