1 - International Strategic Management 2015
-
Upload
petrescu-georgiana -
Category
Documents
-
view
221 -
download
6
description
Transcript of 1 - International Strategic Management 2015
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
International Strategic Management
Master in International Business Management
The Faculty of International Business and Economics,
ASE Bucharest
Course 1: Introducing Strategy (1)
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
1. Introductive Session
2. What is Strategy? Why Strategy ? Who sets Strategy?
AGENDA for Today
Course 1: Introducing Strategy (1)
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Detailed Course Contents:
1.Introducing Strategy
2.The Strategic Position > The Environment
> Strategic Capability
> Expectations & Purposes
3.Strategic choices > Business-Level & Corporate-Level Strategy;
> International Strategy;
> Directions and Methods of Development
4.Strategy into action > Organising for Success, Enabling Success & Managing
Strategic Change
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
1. Introducing Strategy
What is Strategy? Why Strategy ? Who sets Strategy? The Strategy Process Strategic Management Evolution of Strategic Approach 2 Main Types of Strategic Approach
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
2. The Strategic Position (I)
The Environment General analysis - dynamics, predictability, etc
The Macro-environment analysis - PESTEL Analysis; Scenarios; Porters Diamond
Industries and sectors analysis the 5 force framework; key successful factors
Market Analysis - SWOT Analysis (Opportunities & Threats); Competitors Analysis (critical success factors); Customers Analysis (customer matrix)
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
2. The Strategic Position (II)
Strategic Capability Diagnosing strategic capability strategic groups (interviews & focus groups)
Evaluation of resources & Added value value chain analysis
Competences analysis - SWOT analysis (Strengths & Weaknesses); key successful factors
HR analysis competences evaluation; performance appraisal (knowledge & skills)
Financial resources analysis financial data & indicators
Operational resources analysis systems, policies, processes & procedures
Expectations & Purposes VMV system
Corporate governance
Stakeholder expectations stakeholder mapping
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
3. Strategic choices (I)
Business-Level Strategy Bases of competitive advantage the strategy clock
Sustaining competitive advantage
Competition and collaboration
Corporate-Level & International Strategy Product / market diversity
Value creation and the corporate parent
Managing the corporate portfolio the growth share matrix
Directions and Methods of Development Directions for strategy development Ansoff matrix; TOWS matrix
Methods of strategy development methods of development matrix
Success criteria - must & wants criteria
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
4. Strategy into action
Organising for Success structural types
systems, policies, processes & procedures
Enabling Success Managing people
Managing information
Managing finance
Managing technology
Integrating resources
Managing Strategic Change Changing process
Reacting to change
Managing successfully difficult situations
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Evaluation
70% - final evaluation (60 90), of which: > 35% open questions
> 35% case study
20 % - project evaluation, of which: > 10 % for impactful presentation during the last class (both content & presentation
format) - 10/presentation, all present team members involved
> 10% for final project - delivered exclusively by e-mail in Word Format until the
examination day.
10 % - class activity evaluation > Exercises
> Individual case studies
> Group case studies
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Course Outcomes
By the end of this course, the participants will
-> The course is designed to offer the students both the essential frameworks and
the analytical tools to develop a capability for strategic management with due
recognition of growing importance of businesses operating in the context of
international environment.
By the end of this course, the participants will
-> know and understand
> The most important theoretical concepts, best practices & skills of strategic analysis of
the corporate
> The most important theoretical concepts, best practices & skills of strategic planning,
developing strategic alternatives and implementing corporate strategy
> Examples of strategic approach within the international business environment
-> be able to analyze a company strategically
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Key Words
Vision, Mission, Values Strategy Strategic planning Goal Strategic plan Strategic position Strategic alternative Strategic choice Implementing strategy
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Participants Expectations
Individual activity 5 min Group activity 10 min
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
1. Introductive Session
2. What is Strategy? Why Strategy ? Who sets Strategy?
AGENDA for Today
Course 1: Introducing Strategy (1)
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Equity/Dividends
Enterprise Model: Where Does Strategy Fits?
Business Processes
Competitors
The Business
Suppliers Suppliers
(upstream
industry
value
chain)
Raw
Material/
Component
Suppliers
Technology
People
Money
Resource
Providers
Products/
Services
Needs
Market
Customers
Customers Customers
(downstream
industry
value chain)
Shareholders
Capital
Government The Economy Society/
Community
Parent
Corporation
Regulations/Policies Economic Conditions Concerns Priorities
Strategy
Leadership
Goals/
Measure-
ments
Human
Capabilities
Information/
Knowledge
Management
Organization
Structure/
Roles
Culture
Issue Resolution
(source: Kepner-Tregoe, Inc)
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
What is Strategy?
Products Markets Competitive
Advantages
STRATEGY
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Strategy: The framework of choices that define the nature and direction of an organization
> The three legs of the strategy stool:
Products/services: What will we offer?
Markets/customers: To whom will we offer our
products/services?
Competitive advantages: Why will customers buy products /
services from us rather than from others?
> These three legs are the same for:
Large corporations
Units within large corporations
Small businesses
Government agencies, etc
What is Strategy?
What is Strategy?
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Why Strategy?
What are the consequences of not having a specific, up-to-date, energizing strategy?
What day-to-day decisions should be guided by a strategy?
Strategy provides FOCUS > How will we spend our time?
> How will we spend our money?
Without a strategy, there is no rudder to your ship
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Who Sets Strategy?
Who is responsible for an organizations strategy?
> The top team it is the their most important responsibility
> Delegating strategy responsibility is abdication
Who else should provide input to the strategy?
> Those closest to the market (customers and competitors)
> Technology experts
> Creative, futuristic thinkers
> Opinion leaders
> Those who will bear the brunt of implementation
Who is not responsible for setting an organizations strategy?
> A staff function (e.g., the Strategic Planning Department)
> Consultants (Both can provide tools, coordination, facilitation)
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Strategic decisions are about:
The long-term direction of an organization The scope of an organizations activities Gaining advantage over competitors Addressing changes in the business environment Building on resources and competences (capability) Values and expectations of stakeholders
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Definition
The long-term direction of an organization The direction and scope of an organization over the long
term, which achieves advantage in a changing environment
through its configuration of resources and competences with
the aim of fulfilling stakeholder expectations.
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Strategic decisions are likely to:
Be complex in nature Be made in situations of uncertainty Affect operational decisions Require an integrated approach (both inside and outside an
organization)
Involve considerable change
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Levels of strategy
Corporate-level strategy is concerned with the overall purpose and scope of an
organization and how value will be added to the different parts
(business units) of the organization
Business-level strategy -> Strategic business unit (SBU) is about how to compete successfully in particular markets
SBU part of an organization for which there is a distinct external market for goods and services that is different from another SBU
Operational strategies Are concerned with how the component parts of an organization
deliver effectively the corporate and business-level strategies in terms of resources, processes and people
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
Strategy and Operations
Clear/Right Unclear/Wrong
Effective/
Efficient
Ineffective/
Inefficient
Strategy (What)
Op
era
tio
ns (
Ho
w) 1 2
3 4
1. Have equaled succes in the
past and will in
the future
2. Have equaled succes in the
past, but succes
is doubtful in the
future
3. Have sometimes worked in the past in
the short run, but
increasing
competition makes
succes doubtful in
the future
4. Have equaled failure in the
past, and will in
the future
Strategy and Operations
-
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.
For more information:
Cosmin Jolde
Thank you!
LEARN. PERFORM. GROW.
Copyright 2006 AchieveGlobal , Inc.