University of Business Administration and Accountancy
COURSE TITLE: STRAMM1
DESCRIPTION: STRATEGIC MANAGEMENT
COURSE DESCRIPTION: This course deals with the craft of strategy; that is, how to identify
and choose a superior competitive position, how to analyse a strategic situation, and finally how
to create the organisational context to make the chosen strategy work. As such, the objectives
of this course are twofold: 1) to explore conceptual frameworks and models which will assist
students to analyze competitive situation and strategic dilemmas and gain insight into strategic
management; 2) to help students acquire practical experience in dealing with strategic issues.
COURSE OUTLINE:
TOPICS
HOURS
Activity Learning
Approach
Evaluation
Lecture discussion
Case Analysis
Quiz, Recitation,
Assignment, Case
analysis output
FIRST GRADING
I. Evolution of business policy
1.1
Concept of Business policy
1.2
Concepts of Strategy
1.3
Characteristics of strategy
1.4
Strategy vs. Policy
1.5
Nature of Strategic management
1.6
Benefits of Strategic management
1.7
Strategic types
1.8
Strategy vs. Tactics
1.9
Bases of Policies and Strategies
1.10
1.11
1.12
1.13
1.14
1.15
Approaches to identifying policies
and strategies
Developing policy and strategy
Strategic decision
Modalities in strategic decision
Strategic Decision-making process
Role of the Board of Directors
II. Motivators and Drivers of Strategic
Management
III. Business competition
3.1
Background
3.2
Porter's Competition Model
3.3
Rivalry among Competing Sellers
3.4
Suppliers Key Inputs
3.5
Substitutes
3.6
Role of Buyers
3.7
Potential new entrants
3.8
Barriers to New Entrants
3.9
The Stakeholders
IV. Corporate Level Strategies
4.1
Categories of Business Organization
The Nature of Corporate Level
4.2
strategy
4.3
4.4
3
The 4 E's to Addressing Corporate
Strategy
Key issues in Corporate level
strategy
2
3
5
Lecture discussion
Case Analysis
Lecture discussion
Case Analysis
Lecture discussion
Case Analysis
Quiz, Recitation,
Assignment, Case
analysis output
Quiz, Recitation,
Assignment, Case
analysis output
Quiz, Recitation,
Assignment, Case
analysis output
4.14
4.15
Strategic choices at the Corporate
Level
The Corporate expansion Option
Vertical integration option
Forward integration option
Backward Vertical integration
Horizontal Diversification
Conglomerate Diversification
Concentric Diversification
Directions of Corporate level
strategies
International and other entry
options
Strategic alliance
4.16
Benefits and pitfalls of mergers and
acquisitions
4.17
4.18
4.19
4.20
4.21
Outsourcing: Advantages and
Conditions to consider
Situations favoring Joint Venture
Situations favoring Retrenchment
Situations favoring Divestiture
Situations favoring Liquidation
4.5
4.6
4.7
4.8
4.9
4.10
4.11
4.12
4.13
V. Business Functional Level Strategies
5.1
Hierarchy of Strategies
5.2
5.3
5.4
Nature and characteristics functional
strategies
Operating strategies
Strategic business options
5.5
Genetic Performance Improvement
strategies
3
Lecture discussion
Case Analysis
Quiz, Recitation,
Assignment, Case
analysis output
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
MIDTERMS
VI. Strategic Management Models
VII. Environmental Scanning
7.1
Macro Environment
7.2
Micro Environment
7.3
SWOT Analysis
VIII. The Vision and Mission Statement
8.1
Vision vs. Mission Statement
8.2
Elements of Mission Statement
8.3
Strategic Vision Statement
8.4
Characteristics of Strategic Vision
8.5
Elements of Strategic Vision
IX. Setting Strategic Objectives
9.1
Strategic Intent vs. Strategic Thrust
Characteristics of Strategic
9.2
Objectives
Objectives at Functional and
9.3
Operating levels
X. Crafting Strategies
10.1 The task of crafting strategies
Factors to consider in crafting
10.2 strategy
10.3 Characteristics of Strategy Making
2
3
3
3
3
10.4
10.5
10.6
The HOW's in crafting the Firm's
Strategy
Timing in Crafting strategy
Proactive or Reactive Strategy
10.7
Rule Breaking Strategy
FINALS
XI. Implementing and Executing Strategies
11.1 Goals in Strategy Execution
11.2 Components of Strategy Execution
11.3
Determinants to successful
Implementation
Participants in implementing the
11.4 strategy
XII. Monitoring, Evaluating and Taking
Corrective Actions
12.1 The need to monitor
12.2 Charts and Milestone indicator
Balanced Scorecard as Evaluation
12.3 tool
12.4 Consideration of Financial ratios
12.5 Taking Corrective Actions
XIII. Industry Situation Analysis
13.1 Need for Industry Situation Analysis
13.2 Types of Industry Situations
13.3 New Emerging Industry
13.4 High Velocity Markets
13.5 Mature Industry
13.6 Stagnant or Declining industry
13.7 Fragmented Industry
13.8
Categories of Market Players in the
Industry
XIV. Competitive Analysis
14.1 The concept of Competitive strategy
14.2 Objectives of Competitive strategy
14.3 Concerns of competitive strategy
14.4 Generic competitive strategy
14.5 Overall Low-cost Provider strategy
14.6 Differentiation strategy
14.7 Niche strategy
14.8 Best cost provider strategy
Risks of Generic competitive
14.9 strategies
14.10 Offensive strategy
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
Lecture
Discussion
Group Dynamics
Quiz
Recitation
Assignment
Group output
3
3
3
5
14.11 Defensive strategy
Grading System
For Professional Non-board Examination Subjects: Cut-off = 70%. The Highest Possible
Passing Grade is 99 and the Lowest is 75.
First Grading: Highest Possible Score - 300 points (Class Standing = 70%, Examination = 30%)
Midterm: Highest Possible Score - 350 points (Class Standing = 60%, Examination = 40%)
Finals: Highest Possible Score - 350 points (Class Standing = 60%, Examination = 40%)
References:
Books:
Dess, Gregory, Strategic Management-Creating Competitive Advantage, 4th Edition, Mc Graw
Hill, 2008
Orcullo, N.A, Fundamentals of Strategic Management, 2007
Pitts, Robert/Lei, David, Strategic Management, 2007
Peng, Mike, Global Strategy, 2006
Pearce/Robinson, Strategic Management (Formulation, Implementation and Control), 2007
Pearce/Robinson, Strategic Management, 2007
Grant, Robert, Contemporary Strategy Analysis, 5th Edition, 2005
Websites:
http://www.thinkingmanagers.com/business-management/strategic-management.php
http://www.pim.com.pk/faq.htm
http://media.wiley.com/product_data/excerpt/70/EHEP0007/EHEP000770.pdf
http://www.wisegeek.com/what-is-the-strategic-management-process.htm
http://managementhelp.org/strategicplanning/
http://www.quickmba.com/strategy/strategic-planning/
http://www.namac.org/strategic-planning-what
http://www.cairf.org/research/bpstrategic.pdf
http://www.pim.com.pk/faq.htm
http://www.hrfolks.com/Articles/Strategic%20HRM/Essentials%20of%20Strategic%20Managem
ent.pdf
Prepared by:
Christian Michelle Villanda, MBA
Syllabus Evaluation Committee:
Ruby R. Buccat, MBA
Program Chair – Business Administration (OM / HRDM / MM/ FM)
Mrs. Kareen Leon, MBA, CPA
Dean
School of Business Administration and Accountancy