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

Ian Lee (Canada): Strategic analysis and management, MBA course

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 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

  1. To familiarize the student with strategic thinking and its component elements, the identifi­cation of strategic options and techniques for strategy selection.
  2. 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.
  3. 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.
  4. To significantly enhance your applied business research skills using corporate, government, industry, business media, academic, think tank & NGO sources.

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 Map Analysis
    • Major Competitor Analysis
    • Driving Forces Analysis
    • Key Success Factors 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)
    • 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
  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)
  8. 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

  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 READINGS

  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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