Strategic Management MAN405 course schedule

It is important that you read the assigned chapters AND the corresponding handouts and downloaded papers (indicated below col. 3) thoroughly before class. Be sure to examine the figures, tables, exhibits and chapter-opening exercises. We will not have time to talk about everything covered in the text in class, so it is important that you ask questions about anything you do not understand .

Pedagogies and Learning Outcomes

Core Reading and exercises PRIOR to the session

Introduction
1 Welcome, introductions and setting up of class norms. 1. Self and class introductions 2. Learning & teaching philosophies 3. Course handout, books, materials etc. 4. Setting up of work groups Course orientation: World Competitiveness data: Google World Economic forum Learning Outcomes 1. Orientation and mind map of the course 2. Pakistans ranking amongst nations on 120 parameters that determine national competitiveness Course orientation continued What IS Strategy?
1) Text Ch. 1 and 2 (Course outline)

Developing strategic vision, a mission statement, setting objectives and crafting strategy. Experimental exercises: Writing and evaluating mission statements for myself and for my University. Course participants should be able to describe the strategic management process, write out a complete mission statement, and by the end of the next two sessions, give examples of key terms in strategic management, discus the nature of strategy formulation, implementation and evaluation activities.

Papers and files: 2) What is Strategy (download) 3) Summary & key concepts (download)

Creating Competitive advantage

4 Creating Competitive Advantage Video: Porter on: Overall low cost leadership strategy Focused low cost strategy Based on Porters pioneering contribution, students will learn the basic routes to achieve or defend competitive advantage through either providing a good product at a low cost or a superior product that is worth paying for more. Students will learn how management of the value chain lies at the heart of strategy.
4) Porters Generic Strategies (download)

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Creating Competitive Advantage (continued) Video, Porter on: Broad Differentiation Strategy Focused Differentiation Strategy

5) Case Analysis (download)

External Factor Evaluation matrix and the Competitive Profile Matrix.

________________ Case Discussion Class: The Chinese Fireworks Industry. Learning objective: Application of Porters five forces model of Full Class discussion. competition. Students undertake an industry analysis, estimate the All students must participate. industry attractiveness and propose possible ways to improve the industry attractiveness from an individual investors point of view. Participants will be evaluated for their prepared and considered The professor will choreograph the case (not ad hoc) contribution to the 90 minutes case discussion.
discussion.

Experimental exercise: Develop the EFE and the CPM for my University.
6) Text Ch. 4 Readings: 7) The Core Competence of the Corporation (download). 8) A Core Competencies Perspective. (download) 9) Understanding Financial Statements for Strategy (download) 10) Financial Ratio analysis for Strategy (download) Full Class discussion. All students must participate.

Internal Scanning and Competitive Advantage: company resources and competitive capabilities.

evaluating

Participants will be able to perform an internal strategic management audit. They will be able to identify and prioritize the core areas from which a firms internal strengths and weaknesses are derived i.e.: core competencies, the value chain and strategic cost analysis and their interdependence. The importance of financial ratio analysis will be understood. Based upon all this they will be able to develop the IFE (internal factor evaluation) matrix.

Objective Setting

__________ Case study: Levis Personal Pair Jeans Learning objective: Understanding how the management of a companys value chain creates wealth for all stakeholders.

Case Discussion Class: The Skill Corporation. Learning objective: industry analysis, competitor analysis and strategic positioning.

The professor will choreograph the case discussion. Full Class discussion. All students must participate.

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Case Discussion Class: Cola Wars, Coke and Pepsi in the 21st Century. Learning Objectives: Understanding the underlying economics of an industry and the relationship to average profits Understanding the relationship between different stages of the value chain in an industry including the introduction to incentives for vertical integration The relationship between competitive interaction and industry profits How globalization impacts industry structure 1st Mid Term Exam (open book exam) From Competitive Advantage to Corporate Strategy Strategies in Action International vs, Global markets. Diversification, Divestures and
Liquidation, Integration strategies, Market and Product Strategies. Students will learn some practical routes to establishing competitive advantage through industry structure management and value chains reconfigurations. Learning will move one level up in the strategy-making hierarchy from strategy making in single-business enterprise to strategy development and evaluation in diversified enterprises. The three test judgment for diversification will be developed. Other strategy business models: mergers and acquisition, outsourcing, offensive and defensive strategies. Creating competitive advantage through internet technologies.

The professor will choreograph the case discussion. Full Class discussion. All students must participate.

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Creating Competitive Advantage

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11) Text Ch. 5

12) Note on Corporate Strategy. 13) From Competitive advantage to Corporate strategy (download)

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Case Discussion Class: Unilevers Acquisitions Students will be introduced to understand how value chain reconfigurations create wealth and competitive advantage in practice.
Full Class discussion. All students must participate.

Strategic Choice
15 A Model for Strategy Analysis and Choice Students will be able to describe a 3-stage framework for choosing among alternate strategies. 1. The Input Stage 2. The Matching Stage 3. The Decision Stage Students will be able to develop a SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix and the QSPM. Case Study: Revlon, Inc. - 2007 Learning objective: the application of the framework for developing and choosing among alternative strategies. Participant groups will present the three stage framework for developing and choosing strategies for Revlon.
14) Text Ch. 6 15) Or download: Strategic Analysis and Choice.doc 16) QSPM (download)

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17) Strategic Choice Template (download) Group Presentations

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Case study: McDonalds Corporation - 2007 Learning objective: the application of the framework for developing and choosing among alternative strategies. Participant groups will present the three stage framework for developing and choosing strategies for Dell Computers.

Group Presentations

Blue Ocean Strategy

18 Blue Ocean Strategy Competing in crowded industries no longer be the most effective way to sustain high performance. Students will learn how opportunity lies in creating new market space and blue oceans of uncontested categories. 19
18) Blue Ocean Strategy (download) 19) How Strategy Shapes Structure (download)

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Lessons from breakthrough strategic moves over the last century is there a pattern? An interactive Video Case Class. INSEAD Case: Lessons from
Breakthrough Strategic

Students will be introduced to three representative industries: Moves over the Last autos, computers and movie theaters and learn how the Century. reconstructionist strategy is built on endogenous growth where strategy shapes structure. 21 22 2nd Mid Term Exam Strategy analysis and choice
Case Study

Implementing and Evaluating Strategy

23 Implementing Strategy: management and functional issues
20) Text Ch. 7 & 8

Students will learn why strategy implementation is more difficult than strategy formulation, understand the difference between business operations and strategy implementation, understand the role of structure, resources and culture for successful strategy implementation. 24
Strategy Implementation continued: Students will learn Tipping Point Leadership and the Fair Process Principles on overcoming four practical corporate hurdles of strategy implementation: The Cognitive Hurdle, The Resource Hurdle, The Motivational Hurdle and the Political Hurdle. Strategy Review, Evaluation and Control The Balanced Business Scorecard Students will learn a practical 4-stages framework for strategy evaluation and mapping: From a Learning Organization to the Internal Perspective leading to the Customer Perspective resulting in the Financial Perspective.

21) Implementing Strategy.

22) Tipping Point Leadership and Fair Process.

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23) Text Ch. 9 24) The Balanced Scorecard: driving performance (download) 25) Learning Organizations (download)

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What Really Matters An interactive, concluding wrap up session inside a virtual Harvard 26) Diagnostic Survey

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Business School Classroom. Learning Objective: Students will compete with a Harvard MBA class to determine what is it that really makes companies successful. Course Evaluation.

(download)

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The Term Project Presentations Research Project submission & presentations. Students will work in groups of 6 or 7 (no more or less). See separate project brief. Learning Objective: The whole course put to real practice.

Class Project Groups Submission of Research Report. 20 minutes presentation + 10 mins Q/As.

Important Dates: 1st Mid Term: Week of Oct. 8, 2012. 2nd Mid Term: Week of Nov 12, 2012.. Research Project submission / presentations: Week of Dec 10, 2012. Final exam: Week of Dec 24, 2012. Please consult notice boards for final dates.
Your Instructor:

Javaid Ahmed is Sr. Fellow and Department Head of Marketing at CBM. He is a Certified Board Director, a Fellow of the Chartered Institute of Marketing (UK), Fellow of the Chartered Institute of Management (UK), Member of Mensa and a UK Chartered Engineer. He has a MBA with Distinction from Lancaster (empirical research awarded 1st prize by the British Institute of Management), a BSc Engineering (London). He brings to academia over 28 years of a successful top management career with the multinational health care industry including over a decade in Switzerland, Malaysia and the Philippines. He is on the Jury of the EFP Prime Ministers Corporate Award of Excellence and is a management research reviewer of the Academy of Management, USA. He is case research active in corporate and market strategy, has supervised CBMs MPhil research and teaches the pre-doctoral course on strategy and governance at IoBM. He has written two research based dissertations, published fifteen papers and articles and delivered fifteen selected professional presentations and workshops. Javaid says he is a facilitator, not a teacher nor an entertainer. A great believer on collaborative learning, his sessions engage participants in reflection and action leading to practical knowledge and skills.