August 24, 2009
1
Strategic Management Seminar
California State University,
Northridge
College of Business and
Economics
Dr. Daniel Degravel
Strategic Management
Fall 2009
Bus 497
Class 12593 MW 09:30am
Class 12594 MW 11:00am
August to December 2009
2
Day Outline
I.
Professor: introduction
II.
Course Objectives
III.
Course Structure and Schedule
IV.
Evaluation
V.
Teaching Method
VI.
Work for students
VII. Contents
VIII. Students: presentation
3
Professor
1- Internal
consultant
3- Faculty
Four
perspectives
2- Project
manager
4- External
consultant
4
1- Internal
consultant
2- Project
manager
Professor
Advisor, “Implementor”
Study and make
recommendations
Preparation of Material for
Decision
Follow-up of Solutions
Implementation
“Constructor”, Pilot and
Teamwork Animator
Change Management
Construction of Method,
Tool, Process
First Cycle and Preparation
of Resources to run it after
start
5
Professor
Professor and Communicator
Constructor of Knowledge
Knowledge “Tranferor”
Knowledge Builder (Searcher)
Class and Groups Animator
Consultant
Diagnosis builder as a generalist
Problem-solver
Recommendation maker
Solution implementor
3- Faculty
4- External
consultant
6
Course Fundamental Objectives
Make students able to deal with strategic
topics: understand, build, market and
implement a strategic plan
But also…
Providing students with knowledge and
experience, allowing them to build for their
future career good Performance and Behavior
as managers…
7
Course Fundamental Objectives
1- Identify critical issues
2- and 4From variety of functional areas
3- Strategic recommendations
5- Understanding of key
implementation issues
6- Communicating
Additional Objectives:
-Classic skills for managers (group animation, teamwork and leadership)
-Learn concepts and tools
-Discover business world
8
Schedule
8 Chapters
Discussions and exercises
Exams
3+?
Dialogue with
Professor
Validation of proposals
Evaluation of students
Individual Report
Report about strategic issues in a
specific firm/industry
Presentation in front-of class
30
Sessions
1:15h
Case study presentation and
discussion
8 case studies
One presenting team and one challenging
team per case
Guest speakers
3+?
Final Team Project
Presentation by each team of their study of firm’s R&C
(session at the end of semester)
09
Teaching Method
Chapters
Class Discussion
Not totality of chapter but specific parts or
questions
Illustration on companies
Large contribution from students
Ind. report
Each student writes report on specific strategic topic
in a firm/industry and presents it in front-of class
Case studies
1- A “Presenting team” discusses
case in front-of the class (15 mn)
2- Challenging team questions,
discusses and proposes
3- Global discussion with whole
class
Presenting team has provided
Instructor with their slides
Instructor guides discussion if
necessary and adds material
RBV report
Final Team Project (large report): R&C study based on
interviews of top managers in a firm chosen by the
team
Guest speakers
Exams
10
Case studies
INDUSTRY ANALYSIS
1- De Beers
2- Coors
3- Caterpillar
CORPORATE STRATEGY
COMPETITIVE
STRATEGY/POSITION
4- Airborne Express
5- Tata group
7- Komatsu
8- Netflix
ALLIANCES, NETWORKS and
INTERNATIONAL
6- Jollibee Foods
11
Evaluation
Participation (Individual)
Individual Report (Individual)
Exams (lowest dropped) (Individual)
10%
20%
20 %
Case study (Presenting & Challenging) (Team) 20%
Final Team Business Project (Team)
30%
Total
100%
12
Evaluation
Overview of the evaluation
Format
(Proportion,
Clarity,
Quality of
report and
participation,
…)
A
Superior
Outstanding
C+
Below
Competent
Bach. level
BB
Slightly Competent
below
Bach. level
Competent
Bach. level
B+
Very Good
AExcellent
C+
Considerably
below Competent
Bach. level
CUnsatisfactory
D
Poor
D+
Very Unsatisfactory
DF Very Poor
Failure
Contents (Quality, Pertinence, …)
13
Students’ contribution
1- Personal Preparation
2- Quality of oral and written contributions
3- Active and permanent involvement in the class
4- Contact and feed-back with Instructor,
interaction within teams and other classmates,
performance of teamwork
14
Contents
1- Strategic Management. A dynamic perspective. Concepts
Mason A. Carpenter and W. Gerard Sanders, Pearson Prentice Hall, Upper
Saddle River, NJ 07458, 2009, 480p., 2nd Ed.
Customized version ISBN 978-0-558-04456-5 or regular version ISBN 9780-13-234140-0
2- Set of HBS and HKU case studies
Customized version ISBN 978-0-536-76476-8
3- Regular readings of Business Magazines:
Business Week
LA Times Business
Fortune
Barron’s
Wall Street Journal
Forbes
4- Professor’s website www.csun.edu/~degravel
15
Finally…
Bad and Good News
1- Confusion at the beginning, huge
amount of material and information
2- Pretty much quickly, the puzzle
emerges and starts to make sense
Some confusion is normal at the beginning
16
Students: Introduction
I. Education
II. Professional Experience / Position /
Current Organization
III. « Contacts » with Strategy
IV. Career orientation
V.
Specific Expectations for the Course
17
Contents
Context and Environment of
the Organization
I
Implementation
D
A
Definition
Analysis
Define Strategic
Management and the
way it works (actors
and processes)
Understand the external and
internal environment as
determinants of your
strategic choice
Put your strategic
orientations and
decisions into the
real life of the
Organization
D
Design
Choose your strategy and
define it precisely, founding it
on the outcomes of the
Analytical step
18
Contents
19
Strategy?
1-Comprehensive alignment of
Organization with its future
Environment
2- Allocation of critical Resources
over long periods of time in pursuit
of specific goals and objectives
3- Vision + Road