Strategic Management SeminarStrategic Management SeminarCalifornia State University, NorthridgeCollege of Business and EconomicsDr. Daniel DegravelDr. Daniel Degravel

Strategic ManagementFall 2008Bus 497Class 17637 TR 2pm – 3:15pmClass 17638 TR 3:30pm – 4:45pmAugust to December 2008

August 26, 20081

Day OutlineDay Outline

I. Professor: introductionII. Course ObjectivesIII. Course Structure and ScheduleIV. EvaluationV. Teaching MethodVI. Work for studentsVII. ContentsVIII. Students: presentation

2

ProfessorProfessor

1- Internal consultant

2- Project manager

3- Faculty

4- External consultant

Four perspectives

Daniel Degravel, Ph.D.Daniel Degravel, Ph.D.daniel.degravel@csun.edu

Office Phone (818) 677-2402Office Phone (818) 677-2402

3

ProfessorProfessor

1- Internal consultant

2- Project manager

Advisor, “Implementor”Study and make recommendationsPreparation of Material for DecisionFollow-up of Solutions Implementation

“Constructor”, Pilot and Teamwork AnimatorChange ManagementConstruction of Method, Tool, ProcessFirst Cycle and Preparation of Resources to run it after start

CompanyElectricité de France

Gaz de FranceHR Department, Paris, France

Topics• Strategic Integration of core competences towards individual and collective competences•Link Strategy - HRM• Job Evaluation and Classification• Integration of new hired people• HR Performance

4

ProfessorProfessor

3- Faculty

4- External consultant

Professor and Communicator Constructor of KnowledgeKnowledge “Tranferor”Knowledge Builder (Searcher)Class and Groups Animator

School USC, Los Angeles, CA., USAPepperdine University, Malibu, CA., USALoyola Marymount University, Los Angeles, CA., USACal Lutheran University, Thousand Oaks, CA., USACSU Northridge, CA., USACSU Pomona, CA., USACSU Fullerton, CA., USAParis Créteil University, FranceParis Dauphine University, France

Topics•Strategic Management•Change Management•HR Management

Fields of interestResource-Based ApproachesCorporate and Core CompetenciesManagerial and organizational cognition in RBV and strategy

ConsultantDiagnosis builder as a generalistProblem-solverRecommendation makerSolution implementor

MarketSmall-BusinessesPublishing and Advertising industriesGeneral strategic and organizational diagnosis

5

Course Fundamental ObjectivesCourse Fundamental Objectives

Make students able to deal with Make students able to deal with strategic topics: understand, build, strategic topics: understand, build, market and implement a strategic planmarket and implement a strategic plan

But also…But also…Providing students with knowledge and Providing students with knowledge and experience, allowing them to build for experience, allowing them to build for their future career good Performance their future career good Performance and Behavior as managers…and Behavior as managers…

6

Course Fundamental ObjectivesCourse Fundamental Objectives

2- Strategic 2- Strategic recommendationsrecommendations

3- Understanding of key 3- Understanding of key implementationimplementation issues issues

Additional Objectives:Additional Objectives:-Classic Classic skillsskills for for managersmanagers (group animation, teamwork and (group animation, teamwork and leadership)leadership)-Learn concepts and toolsLearn concepts and tools-Discover business worldDiscover business world

7

1- Identify 1- Identify critical critical issuesissues

4- 4- CommunicatingCommunicating

8

ScheduleSchedule

30 Sessions

1:15’

12 Chapters12 ChaptersDiscussions and

exercises

Case study presentation Case study presentation and discussion and discussion

8 case studies presented by one team (one case per team)

ExamsExams4 + ?

Final Team ProjectFinal Team ProjectEach team studies firm’s R&C

Dialogue with Dialogue with ProfessorProfessor

Validation of proposalsEvaluation of students

Individual ReportIndividual Report1-Individual Report about firm’s strategic issue

2-“Stakeholder discussion”

ContentsContents

1- Strategic Management Overview1- Strategic Management Overview

2- Analysis (External and Internal Environments)2- Analysis (External and Internal Environments)

3- Corporate-level Strategy3- Corporate-level Strategy

4- Business-level Strategy4- Business-level Strategy

5- Specific Strategies: Internationalization, …5- Specific Strategies: Internationalization, …

6- Strategy Implementation (Structure, Control and 6- Strategy Implementation (Structure, Control and HRM)HRM)

9

Case studiesCase studies10

INDUSTRY ANALYSIS1- De Beers2- Coors3- Caterpillar

CORPORATE STRATEGY

INSIDE THE FIRM7- Core competences at GTE and NEC

COMPETITIVE STRATEGY/POSITION4- Cola wars continue5- Airborne Express8- Google, Inc.9- NetflixALLIANCES, NETWORKS and

INTERNATIONAL6- Jollibee Foods

EvaluationEvaluation

Participation (Individual) 20%Individual Report + Stakeholder discussion 20% Exams (Individual) 20 %

Case study (Presenting Team) 15%Final Team Business Project (Team) 25%

Total 100%

11

EvaluationEvaluation

Several criteria that apply to the different types of exercises:

Substance and pertinenceSubstance and pertinenceClarityClarityRelevance to topicRelevance to topicQuality of oral presentationQuality of oral presentationProportion and cohesionProportion and cohesionPrecisionPrecisionHelp for practical workHelp for practical workGeneration of discussionGeneration of discussionOriginalityOriginality

12

Teaching MethodTeaching Method13

ChaptersClass DiscussionNot totality of chapter but specific parts or questionsIllustration on companiesLarge contribution from students

Case studies1- A “Presenting team” discusses case in front-of the class (15 mn)2- Global discussion and challenging with whole classPresenting team has provided Instructor with their slidesInstructor guides discussion if necessary and adds materialHot Topic

Stakeholders’ discussionEach team discusses some strategic topics, faking a “stakeholders’ occasion”

Reports1- Individual Report (short report): Strategic issue of an organization (2p.) + Stakeholder discussion2- Final Team Project (large report): R&C study and short Pwpt presentation at the end of semester (10p.)

Exams

Firm Z, Inc.

1- Personal Preparation1- Personal Preparation2- Quality of oral and written contributions2- Quality of oral and written contributions3- Active and permanent involvement in 3- Active and permanent involvement in the classthe class4- Contact and feed-back with Instructor, 4- Contact and feed-back with Instructor, interaction within teams and other interaction within teams and other classmates, performance of teamworkclassmates, performance of teamwork

Students’ contributionStudents’ contribution14

1- Strategic Management: a dynamic perspective. Concepts

Mason A. Carpenter and W. Gerard Sanders, Pearson Mason A. Carpenter and W. Gerard Sanders, Pearson Prentice Hall, Upper Saddle River, NJ 07458, 2009, Prentice Hall, Upper Saddle River, NJ 07458, 2009, 480p., 2nd Ed.480p., 2nd Ed.

ISBN 978-0-13-234140-0ISBN 978-0-13-234140-0

2- Set of HBS and HKU case studies2- Set of HBS and HKU case studies

3- Regular readings of Business Magazines:3- Regular readings of Business Magazines:- Business WeekBusiness Week- LA Times BusinessLA Times Business- FortuneFortune- Barron’sBarron’s- Wall Street JournalWall Street Journal- ForbesForbes

4- Professor’s website www.csun.edu/~degravel4- Professor’s website www.csun.edu/~degravel

ContentsContents15

Finally…Finally…

Bad and Good NewsBad and Good News

1- Confusion at the beginning, huge 1- Confusion at the beginning, huge amount of material and informationamount of material and information

2- Pretty much quickly, the puzzle 2- Pretty much quickly, the puzzle emerges and starts to make senseemerges and starts to make sense

Some confusion is normal at the Some confusion is normal at the beginningbeginning

16

I. EducationII. Professional Experience / Position /

Current OrganizationIII. « Contacts » with StrategyIV. Career orientationV. Specific Expectations for the Course

Students: IntroductionStudents: Introduction17

Strategy?Strategy?

1-Comprehensive alignment of 1-Comprehensive alignment of Organization with its future Organization with its future EnvironmentEnvironment2- Allocation of critical 2- Allocation of critical Resources over long periods of Resources over long periods of time in pursuit of specific time in pursuit of specific goals and objectivesgoals and objectives3- Vision + Road3- Vision + Road

18

19ContentsContents

Context and Environment of the Organization

D AD

I

DefinitionDefinition AnalysisAnalysis

DesignDesign

ImplementationImplementation

Define Strategic Management and the way it works (actors and processes)

Understand the external and internal environment as determinants of your strategic choice

Choose your strategy and define it precisely, founding it on the outcomes of the Analytical step

Put your strategic orientations and decisions into the real life of the Organization