1 - International Strategic Management 2015

LEARN. PERFORM. GROW.
Course 1: Introducing Strategy (1)

International Strategic Management
Master in International Business Management
The Faculty of International Business and Economics,
Copyright 2006 AchieveGlobal , Inc.
ASE Bucharest
AGENDA for Today

1.
2.
Introductive Session
What is Strategy? Why Strategy ? Who sets Strategy?
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
1. Introducing Strategy

The Strategy Process
Strategic Management
Evolution of Strategic Approach
2 Main Types of Strategic Approach
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)
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
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
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
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
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

Key Words
Vision, Mission, Values

Strategy
Strategic planning
Goal
Strategic plan
Strategic position
Strategic alternative
Strategic choice
Implementing strategy
Participants Expectations
Individual activity 5 min

Group activity 10 min
AGENDA for Today

1.
2.
Introductive Session
Enterprise Model: Where Does Strategy Fits?

Government
The Economy
Society/
Community
Parent
Corporation
Regulations/Policies
Economic Conditions
Concerns
Priorities
The Business
Capital
Leadership
Shareholders
Technology
Resource
Providers
Equity/Dividends
People
Strategy
Money
Market
Business Processes
Needs
Suppliers
Suppliers
(upstream
industry
value
chain)
Raw
Material/
Component
Suppliers
Goals/
Measurements
Human
Capabilities
Information/
Knowledge
Management
Organization
Structure/
Roles
Issue Resolution
Competitors
(source: Kepner-Tregoe, Inc)

Products/
Services
Culture
Customers
Customers
Customers
(downstream
industry
value chain)
What is Strategy?
STRATEGY
Products
Competitive
Advantages
Markets
What is Strategy?
What is Strategy?
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
Why Strategy?
What
are the consequences of not having a specific, upto-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
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
is not responsible for setting an organizations

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

> Consultants (Both can provide tools, coordination, facilitation)
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
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.
Strategic decisions are likely to:
Be complex in nature
Involve considerable change
Be made in situations of uncertainty

Affect operational decisions
Require an integrated approach (both inside and outside an
organization)
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
Strategy and Operations
Strategy and Operations

Strategy (What)
Operations (How)
Clear/Right
Effective/
Efficient
Unclear/Wrong
1. Have equaled
2. Have equaled
succes in the
past and will in
the future
succes in the
past, but succes
is doubtful in the
future
3. Have sometimes
worked in the past in

Ineffective/
the short run, but
Inefficient
increasing
competition makes
succes doubtful in
the future
4. Have equaled
failure in the
past, and will in
the future
Thank you!
For more information:

Cosmin Jolde
cosmin.joldes@equatorial.ro

1 - International Strategic Management 2015

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LEARN. PERFORM. GROW.

Course 1: Introducing Strategy (1)

LEARN. PERFORM. GROW.

AGENDA for Today

Copyright 2006 AchieveGlobal , Inc.

What is Strategy? Why Strategy ? Who sets Strategy?

LEARN. PERFORM. GROW.

Detailed Course Contents:

4. Strategy into action

LEARN. PERFORM. GROW.

What is Strategy? Why Strategy ? Who sets Strategy?

Copyright 2006 AchieveGlobal , Inc.

LEARN. PERFORM. GROW.

2. The Strategic Position (I)

Copyright 2006 AchieveGlobal , Inc.

LEARN. PERFORM. GROW.

2. The Strategic Position (II)

Expectations & Purposes

LEARN. PERFORM. GROW.

3. Strategic choices (I)

Corporate-Level & International Strategy

Directions and Methods of Development

Copyright 2006 AchieveGlobal , Inc.

LEARN. PERFORM. GROW.

4. Strategy into action

Organising for Success

Managing Strategic Change

Copyright 2006 AchieveGlobal , Inc.

LEARN. PERFORM. GROW.

70% - final evaluation (60 90), of which:

20 % - project evaluation, of which:

10 % - class activity evaluation

> Individual case studies

Copyright 2006 AchieveGlobal , Inc.

LEARN. PERFORM. GROW.

-> be able to analyze a company strategically

LEARN. PERFORM. GROW.

Vision, Mission, Values

LEARN. PERFORM. GROW.

Individual activity 5 min

Copyright 2006 AchieveGlobal , Inc.

LEARN. PERFORM. GROW.

AGENDA for Today

Copyright 2006 AchieveGlobal , Inc.

What is Strategy? Why Strategy ? Who sets Strategy?

LEARN. PERFORM. GROW.

Enterprise Model: Where Does Strategy Fits?

(source: Kepner-Tregoe, Inc)

LEARN. PERFORM. GROW.

Copyright 2006 AchieveGlobal , Inc.

LEARN. PERFORM. GROW.

Strategy: The framework of choices that define the nature

LEARN. PERFORM. GROW.

are the consequences of not having a specific, upto-date, energizing strategy?

Strategy provides FOCUS

Without a strategy, there is no rudder to your ship

Copyright 2006 AchieveGlobal , Inc.

LEARN. PERFORM. GROW.

Who Sets Strategy?

is responsible for an organizations strategy?

> The top team it is the their most important responsibility

else should provide input to the strategy?

Those closest to the market (customers and competitors)

is not responsible for setting an organizations