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:

Activity Learning TOPICS HOURS Evaluation Approach 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 Quiz, Recitation, Lecture discussion 1.8 Strategy vs. Tactics 3 Assignment, Case Case Analysis 1.9 Bases of Policies and Strategies analysis output Approaches to identifying policies 1.10 and strategies 1.11 Developing policy and strategy 1.12 Strategic decision 1.13 Modalities in strategic decision 1.14 Strategic Decision-making process 1.15 Role of the Board of Directors

Lecture discussion Quiz, Recitation, II. Motivators and Drivers of Strategic Case Analysis Assignment, Case Management 2 analysis output 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 Quiz, Recitation, 3.8 Barriers to New Entrants Lecture discussion Assignment, Case 3.9 The Stakeholders 3 Case Analysis analysis output IV. Corporate Level Strategies 5 Lecture discussion Quiz, Recitation, 4.1 Categories of Business Organization Case Analysis Assignment, Case The Nature of Corporate Level analysis output 4.2 strategy The 4 E's to Addressing Corporate 4.3 Strategy 4.4 Key issues in Corporate level strategy Strategic choices at the Corporate 4.5 Level 4.6 The Corporate expansion Option 4.7 Vertical integration option 4.8 Forward integration option 4.9 Backward Vertical integration 4.10 Horizontal Diversification 4.11 Conglomerate Diversification 4.12 Concentric Diversification Directions of Corporate level 4.13 strategies International and other entry 4.14 options 4.15 Strategic alliance Benefits and pitfalls of mergers and 4.16 acquisitions Outsourcing: Advantages and 4.17 Conditions to consider 4.18 Situations favoring Joint Venture 4.19 Situations favoring Retrenchment 4.20 Situations favoring Divestiture 4.21 Situations favoring Liquidation V. Business Functional Level Strategies 5.1 Hierarchy of Strategies Nature and characteristics functional Quiz, Recitation, 5.2 strategies Lecture discussion 3 Assignment, Case Case Analysis 5.3 Operating strategies analysis output 5.4 Strategic business options Genetic Performance Improvement 5.5 strategies MIDTERMS Quiz Lecture Recitation Discussion Assignment Group Dynamics VI. Strategic Management Models 2 Group output VII. Environmental Scanning Lecture Quiz 7.1 Macro Environment Discussion Recitation 7.2 Micro Environment Group Dynamics Assignment 7.3 SWOT Analysis 3 Group output VIII. The Vision and Mission Statement 8.1 Vision vs. Mission Statement Quiz Lecture 8.2 Elements of Mission Statement Recitation Discussion Assignment 8.3 Strategic Vision Statement Group Dynamics 8.4 Characteristics of Strategic Vision Group output 8.5 Elements of Strategic Vision 3 IX. Setting Strategic Objectives 9.1 Strategic Intent vs. Strategic Thrust Quiz Lecture Characteristics of Strategic Recitation Discussion 9.2 Objectives Assignment Group Dynamics Objectives at Functional and Group output 9.3 Operating levels 3 X. Crafting Strategies 3 Lecture Quiz 10.1 The task of crafting strategies Discussion Recitation Factors to consider in crafting Group Dynamics Assignment 10.2 strategy Group output 10.3 Characteristics of Strategy Making 10.4 The HOW's in crafting the Firm's Strategy 10.5 Timing in Crafting strategy 10.6 Proactive or Reactive Strategy 10.7 Rule Breaking Strategy FINALS XI. Implementing and Executing Strategies 11.1 Goals in Strategy Execution Quiz 11.2 Components of Strategy Execution Lecture Recitation Discussion Determinants to successful Assignment Group Dynamics 11.3 Implementation Group output Participants in implementing the 11.4 strategy 3 XII. Monitoring, Evaluating and Taking Corrective Actions 12.1 The need to monitor Quiz Lecture 12.2 Charts and Milestone indicator Recitation Discussion Balanced Scorecard as Evaluation Assignment Group Dynamics 12.3 tool Group output 12.4 Consideration of Financial ratios 12.5 Taking Corrective Actions 3 XIII. Industry Situation Analysis 13.1 Need for Industry Situation Analysis 13.2 Types of Industry Situations 13.3 New Emerging Industry Quiz Lecture 13.4 High Velocity Markets Recitation Discussion Assignment 13.5 Mature Industry Group Dynamics 13.6 Stagnant or Declining industry Group output 13.7 Fragmented Industry Categories of Market Players in the 13.8 Industry 3 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 Quiz 14.5 Overall Low-cost Provider strategy Lecture Recitation 5 Discussion 14.6 Differentiation strategy Assignment Group Dynamics 14.7 Niche strategy Group output 14.8 Best cost provider strategy Risks of Generic competitive 14.9 strategies 14.10 Offensive strategy 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 %20Management.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

School of Business Administration and Accountancy