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    Corporate Strategy Master Degree

    The Faculty of International Business and Economics,

    ASE Bucharest

    1. Introducing Strategy (I)

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    1. Introductive Session

    2. What is Strategy? Why Strategy ? Who sets Strategy?

    AGENDA for Today

    1. Introducing Strategy (I)

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    Brief Course Contents:

    1.Introducing Strategy

    2.The Strategic Position

    3.Strategic choices

    4.Strategy into action

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    Detailed Course Contents:

    1.Introducing Strategy

    2.The Strategic Position (I) The Environment

    3.The Strategic Position (II) Strategic Capability;Expectations & Purposes

    4.Strategic choices (I) - Business-Level & Corporate-LevelStrategy

    5.Strategic choices (II) International Strategy; Directionsand Methods of Development

    6.Strategy into action Organising for Success; EnablingSuccess & Managing Strategic Chance

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    The Strategic Position (I)

    The Environment

    General analysis - dynamics, predictability, etc

    The Macro-environment analysis - PESTEL Analysis; Scenarios; PortersDiamond

    Industries and sectors analysis the 5 force framework; key successfulfactors

    Market Analysis - SWOT Analysis (Opportunities & Threats); CompetitorsAnalysis (critical success factors); Customers Analysis (customer matrix)

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    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

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    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

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    Strategic choices (II)

    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

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    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

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    Final Evaluation:

    60% - exam

    30 % - final project

    10 % - class activity

    Exercises

    Individual case studies

    Group case studies

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    Course Outcomes:

    By the end of this course, the participants will

    -> The course is designed to offer the students both the essential frameworks andthe analytical tools to develop a capability for strategic management with duerecognition 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

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    Key words:

    Vision, Mission, Values

    Strategy

    Strategic planning

    Goal

    Strategic plan

    Strategic position

    Strategic alternative Strategic choice

    Implementing strategy

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    Participants Expectations

    Individual activity 5 min

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    1. Introductive Session

    2. What is Strategy? Why Strategy ? Who sets Strategy?

    AGENDA for Today

    1. Introducing Strategy (I)

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    Equity/Dividends

    Enterprise Model: Where Does Strategy Fits?

    Business Processes

    Competitors

    The Business

    Suppliers

    Suppliers(upstream

    industryvaluechain)

    RawMaterial/

    ComponentSuppliers

    Technology

    People

    Money

    ResourceProviders

    Products/

    Services

    Needs

    Market

    Customers

    Customers

    Customers(downstream

    industryvalue chain)

    Shareholders

    Capital

    Government The EconomySociety/

    CommunityParent

    Corporation

    Regulations/Policies Economic Conditions Concerns Priorities

    Strategy

    Leadership

    Goals/Measure-

    ments

    Human

    Capabilities

    Information/

    Knowledge

    Management

    OrganizationStructure/

    RolesCulture

    Issue Resolution

    (source: Kepner-Tregoe, Inc)

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    What is Strategy?

    Products MarketsCompetitiveAdvantages

    STRATEGY

    (source: Kepner-Tregoe, Inc)

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    Strategy: The framework of choices that define the natureand direction of an organization

    > The three legs of the strategy stool:

    Products/services: What will we offer?

    Markets/customers: To whom will we offer ourproducts/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?

    (source: Kepner-Tregoe, Inc)

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    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

    (source: Kepner-Tregoe, Inc)

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    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 organizationsstrategy?

    > A staff function (e.g., the Strategic Planning Department)

    > Consultants (Both can provide tools, coordination, facilitation)

    (source: Kepner-Tregoe, Inc)

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    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

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    Definition

    The long-term direction of an organization

    The directionand scopeof an organization over the longterm, which achieves advantagein a changing environment

    through its configuration of resources and competenceswiththe aim of fulfilling stakeholder expectations.

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    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 anorganization)

    Involve considerable change

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    Levels of strategy

    Corporate-level strategy

    is concerned with the overall purpose and scope of anorganization 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 externalmarket for goods and services that is different from another SBU

    Operational strategies

    Are concerned with how the component parts of an organizationdeliver effectively the corporate and business-level strategies interms of resources, processes and people

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    Strategy and Operations

    Clear/Right Unclear/Wrong

    Effective/Efficient

    Ineffective/Inefficient

    Strategy (What)

    Operations(How) 1 2

    3 4

    1. Have equaledsucces in the

    past and will inthe future

    2. Have equaledsucces in the

    past, but succesis doubtful in the

    future

    3. Have sometimesworked in the past inthe short run, but

    increasingcompetition makessucces doubtful in

    the future

    4. Have equaledfailure in thepast, and will in

    the future

    Strategy and Operations

    (source: Kepner-Tregoe, Inc)

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    1. Introductive Session

    2. What is Strategy? Why Strategy ? Who sets Strategy?

    AGENDA for Today

    Course: Introducing Strategy (I)

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    For more information:

    Cosmin Jolde

    [email protected]

    Thank you!

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