EBA 4498 Strategic Management

Lecture: The Strategic Management Process

Lecture: Developing Strategic Vision, Mission, and Objectives

Lecture: Crafting Strategy

Outcomes

• Define strategy
• State the four dependable strategic approaches in gaining a competitive advantage 
• Discuss the criteria you need to use to understand a company's strategy
• Explain the benefits of a strategic approach to managing
• Realize the process of developing strategic vision
• Determine how to design company-specific strategic visions
• Identify the elements of strategic vision
• Translate a strategic vision into objectives
• Assess the concept of corporate strategy
• Discuss the concept of business strategy
• Consider the concepts of functional and operating strategies
• Create consistencies among the different levels of strategy and unite them
• Analyze the ethical implications of strategy decisions
• Describe the notion of strategic intent

Lecture: Industry Analysis

Lecture: Competitive Analysis

Outcomes

• Identify an industry's dominant economic features
• Analyze the competitive forces in an industry
• Assess how the competitive structure and forces will impact strategic decisions
• List the forces that drive change in an industry
• Ascertain the link between driving forces and strategy
• Develop strategic group maps
• Assess the strength of the strategic position of a company in an industry
• Specify the key factors for competitive success in an industry

Lecture: Evaluating Company Resources

Lecture: Evaluating Competitive Capabilities

Outcomes

• Assess how well a firm's current strategy is working
• Identify a firm's resource strengths
• Discuss a firm's resource deficiencies
• Examine a firm's market opportunities
• Explore threats to a firm's future profitability
• Evaluate a company’s resource capabilities and deficiencies with a SWOT analysis
• Assess the costs and prices of a company in terms of their competitiveness
• Discuss the concept of value chain and its role in competition
• Benchmark the costs of key activities
• Use diverse strategic options for achieving cost competitiveness

Lecture: The Five Generic Competitive Strategies

Outcomes

• Define the term competitive strategy
• Explain and understand the five generic types of competitive strategies
• Identify the distinctive features of each one of the five competitive strategies
• Evaluate when and how to apply each one of the five competitive strategies 

Lecture: Vertical Integration Strategies and Competitive Advantage

Lecture: Offensive and Defensive Strategies

Lecture: Strategies in Different Types of Industries

Outcomes

• Realize the concept of vertical integration
• Explore the strategic advantages of vertical integration
• Specify the strategic disadvantages of vertical integration
• Know when and how to use vertical integration strategies
• Define cooperative or collaborative strategies
• Know when and how to use strategic alliances to create competitive advantage
• List and use offensive strategies to secure competitive advantage
• Use offensive strategies to match or exceed competitor strengths
• Employ offensive strategies by capitalizing on competitor weaknesses
• Plan and use defensive strategies to protect competitive advantage
• Recognize first mover advantages and disadvantages
• Plan and use strategies for competing in emerging markets
• Employ and use strategies for competing in high-velocity, turbulent, and fast-changing markets
• List and use strategies for competing in maturing industries
• Recognize and use strategies for competing in stagnant and declining industries
• Explore and use strategies for competing in fragmented industries 

Lecture: Strategies for International Markets

Lecture: Strategies for Leaders and Runner-Up Firms

Outcomes

• Ascertain why companies are motivated to expand internationally
• List the challenges in operating internationally
• Understand the differences between multicountry and global competition
• Identify the types of international strategies
• Recognize how and when to use the different types of international strategies
• Assess when there is a need for strategic alliances to enhance global competitiveness
• Recognize and apply strategies for industry leaders
• Apply strategies for runner-up firms
• Summarize strategies for weak businesses
• Discuss turnaround strategies for businesses in crisis

Lecture: Strategies in Diversified Companies

Lecture: Evaluating Strategies in Diversified Companies

Lecture: Implementing Strategy: Resources and Structure

Outcomes

• List the four elements of the corporate strategy for a diversified company
• Identify when and how to diversify
• Apply the tests for judging a diversification move
• Identify the key diversification strategies
• Describe corporate turnaround, retrenchment, and portfolio restructuring strategies
• Examine multinational diversification strategies
• Identify corporate strategies
• Apply the three tests for evaluating industry attractiveness
• Evaluate the competitive strength of corporate business units
• Conduct a strategic and resource fit analysis 
• Define the principles of strategy-implementing tasks
• Apply the principles of building core competencies and competitive capabilities
• Match organization structure to strategy
• Compare the pros and cons of different organizational structures
• Recognize the trends in organizational structures of the future

Lecture: Implementing Strategy: Budgets, Policies, Incentives

Lecture: Implementing Strategy: Culture and Leadership

Outcomes

• Evaluate how to reallocate resources to match the budgetary and staffing requirements of a new strategy
• Establish strategy-supporting policies and procedures
• Institute best practices and mechanisms for continuous improvement
• Install support systems to enable personnel to perform their tasks
• Employ motivational practices and incentives to enhance employee commitment to strategy
• Define what corporate culture is
• Realize the role that corporate culture plays in strategy
• Identify the signs of strong and weak cultures
• Create a fit between culture and strategy
• Exert strategic leadership
• Trace where ethical standards come from
• Identify the three categories of management morality
• List the drivers of unethical strategies and behavior
• Discover approaches to managing a company’s ethical conduct
• Evaluate social and corporate responsibility