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- 1. Kingdom of Cambodia Nation Religion King Royal University of Law and Economics Course Syllabus Course Title: Corporate Strategic Planning Lecturer: PHEA Vanna, Ph.D in economics, Member of ECOSOCC at COM Semester: ..................................................................................................................................... 1. Course Description Corporate Strategic Planning consists of the Analysis (Environment: I&E) , Decisions ( what we compete in? & how we compete in those industries? ) and the last are the Actions an organization undertakes in order to create and sustain competitive advantages (that result in the Formulation & Implementation of plans designed to achieved a company’s objectives). 2. Course General Objectives and Expected Learning Outcomes Integrating the diverse knowledge required in business involves developing a clear sense of the firm's strategic direction and making decisions designed to move the firm toward achieving its objectives. 3. Course Outline This course consists of 45 teaching hours which is divided into 18 weeks. Each week consists of 2.5 hours. The following table is the teaching plan of this course. 1
- 2. Course topics and Learning Objectives Week D a t e Course topics Learning Objectives 1 Course introduction, Fundamentals of Corporate strategic planning: Creating competitive advantage; Reading: Chapter One. • the definition of corporate strategic planning and its four key attributes • the corporate strategic planning process and its three interrelated and principal activities • why stakeholder management is so critical in the corporate strategic planning process and how “symbiosis” can be achieved among an organization’s stakeholders 1 Fundamentals of Corporate strategic Planning: analysis, formulation, implementation. Reading: Chapter One. • the key environmental forces that are creating more unpredictable change and requiring greater empowerment throughout the organization • how an awareness of a hierarchy of corporate strategic goals can help an organization to achieve coherence in its strategic direction 2 The General Environment; Reading: Chapter Two pp. 36-52 • The importance of developing forecasts of the business environment. • Why environmental scanning, monitoring, and collecting competitive intelligence are critical inputs to forecasting. • Why scenario planning is a useful technique for firms competing in industries characterized by unpredictability and change. • The impact of the general environment on a firm’s strategies and performance. 2 The Competitive Environment: Porter's Five Forces Reading: Chapter Two pp. 52-68 • How forces in the competitive environment can affect profitability. • How a firm can improve its competitive position by increasing its power vis-à-vis forces in the competitive environment. 2 Review of external environment Reading: Case 35 UPS & FedEx pp. C321-C342 • How trends and events in the general environment and forces in the competitive environment are interrelated and affect performance. • The concept of strategic groups and their strategy and performance implications. 3 Firm internal analysis: the value chain Chapter Three pp. 74-88 • The benefits and limitations of SWOT analysis in conducting (вести) an internal analysis of the firm. • The primary and support activities of a firm's value chain. • How value-chain analysis can help managers create value by investigating relationships among activities within the 2
- 3. firm and among the firm and its customers and suppliers. 4 Firm internal analysis: the value chain. Chapter Three pp. 74-88 Firm internal analysis: the resource-based view of the firm Reading: Chapter Three pp. 88-95 Evaluating firm performance (pp. 97- 104) Review of strategic analysis • The different types of tangible and intangible resources, as well as organizational capabilities. • The four criteria that a firm's resources must possess to maintain a sustainable advantage. • The usefulness of financial ratio analysis as well as its inherent limitations. • How to make meaningful comparisons of performance across firms. • The value of recognizing how the interests of a variety of stakeholders can be interrelated. 5 Test One over chapters 1-3 6 Business level strategy Reading: Chapter 5 pp. 154-168 • The central role of competitive advantage in the study of strategic management • The three generic strategies—overall cost leadership, differentiation, and focus • How the successful attainment of generic strategies can improve a firm’s relative power vis á vis the five forces that determine an industry’s average profitability 7 Business level strategy Reading: Chapter 5 pp. 176-185 • The pitfalls managers must avoid in striving to attain generic strategies • How firms can effectively combine the generic strategies of overall cost leadership and differentiation • The importance of considering the industry life cycle to determine a firm’s business- level strategy and its relative emphasis on functional area strategies and value creating activities 8 Corporate level strategy Related diversification Reading: Chapter 6 pp. 190-204 • How managers can create value through diversification initiatives • The reasons for the failure of many diversification efforts • How corporations can use related diversification to achieve synergistic benefits through economies of scope and market power 9 Corporate level strategy Unrelated diversification Reading: Chapter 6 pp. 204-221 • How corporations can use unrelated diversification to attain synergistic benefits through corporate restructuring, parenting, and portfolio analysis • The various means of engaging in diversification_ mergers and acquisitions, joint ventures/strategic alliances, and internal development • Managerial behaviors that can erode the creation of value 10 International strategy: Competing in global markets • The sources of national advantage, that is, why an industry in a given country is more (or less) successful than the same industry 3
- 4. Reading: Chapter 7 pp. 242-257 Review of strategy formulation Quiz answers in another country • The two opposing forces—cost reduction and adaptation to local markets—that firms face when entering international markets • The advantages and disadvantages associated with each of the three basic international strategies—global, multidomestic, and transnational • The four basic types of entry strategies and their relative benefits and risks that are associated with each of them 11 Test Two over chapters 5-7 12 Strategic control Reading: Chapter 9 pp. 302-316 • The value of effective strategic control systems in strategy implementation • The key difference between “traditional” and “contemporary” control systems • The imperative for “contemporary” control systems in today’s complex and rapidly changing competitive and general environments 13 Corporate governance Reading: Chapter 9 pp. 316-332 • The benefits of having the proper balance among the three levers of behavioral control—culture, rewards and incentives/boundaries • How a strong and positive culture and reward system can lessen the need for boundaries • Why there is no “one best way” to design strategic control systems and the important contingent roles of business- and corporate-level strategies 14 Basic forms of organization Reading: Chapter 10 pp. 338-354 • The importance of organizational structure and the concept of the “boundary-less” organization in implementing strategies • The growth patterns of major corporations and the relationship between a firm’s strategy and its structure • Each of the traditional types of organizational structure—simple, functional, divisional, and matrix 15 Achieving organizational fit with strategy Reading: Chapter 10 pp. 354-357 Review of strategy implementation Quiz over organizational structure • The relative advantages and disadvantages of traditional organizational structures • The implications of a firm’s international operations for organizational structure • The different types of boundary-less organizations—barrier-free, modular, and virtual—and their relative advantages and disadvantages 16 Consultation 17 Consultation 18 State Exam 4
- 5. 4. Assessment No. Description Score (%) 1 Attendance 10 2 Discipline 10 3 Assignment 15 4 Midterm 25 5 State exam 40 Total 100 5. Reading Materials* 1. Gregory G.Dess, G.T. Lumpkin and Alan B. Eisner.Straegic Management: Creating Competitve Advantages,4th Edition, McGraw-Hill International Edition,2008,2007,2005 and 2003. 2. John A. Pearce, Richard B. Robinson. Formulation, Implementation, and Control of Competitive Strategy,10th Edition, McGraw-Hill International Edition,2007. 3. Thomas L.Wheelen, J. David Hunger. Strategic Management and Business Policy, 10th Edition, McGraw-Hill International Edition,2006. 4. Fred R.David. Strategic Management: Concepts and Cases,8th Edition,Printic Hall,2003. 5. Other text books of Management or websites are recommended to read(e.g., http://www.quickmba.com/strategy/strategic-planning/) *All students are expected to read the assigned chapters in the text or any material before class. The class schedule and a list of the assigned readings follow the grading policy. As the semester progresses, I will supplement more handouts that are to be read prior to every class or discussion. If you miss class some interesting things may also slip away. Students also have to read and research for their homework or assignments. Plan yourself and time carefully from the very beginning of the course before you countering read shocks or frightening. 5
- 6. 4. Assessment No. Description Score (%) 1 Attendance 10 2 Discipline 10 3 Assignment 15 4 Midterm 25 5 State exam 40 Total 100 5. Reading Materials* 1. Gregory G.Dess, G.T. Lumpkin and Alan B. Eisner.Straegic Management: Creating Competitve Advantages,4th Edition, McGraw-Hill International Edition,2008,2007,2005 and 2003. 2. John A. Pearce, Richard B. Robinson. Formulation, Implementation, and Control of Competitive Strategy,10th Edition, McGraw-Hill International Edition,2007. 3. Thomas L.Wheelen, J. David Hunger. Strategic Management and Business Policy, 10th Edition, McGraw-Hill International Edition,2006. 4. Fred R.David. Strategic Management: Concepts and Cases,8th Edition,Printic Hall,2003. 5. Other text books of Management or websites are recommended to read(e.g., http://www.quickmba.com/strategy/strategic-planning/) *All students are expected to read the assigned chapters in the text or any material before class. The class schedule and a list of the assigned readings follow the grading policy. As the semester progresses, I will supplement more handouts that are to be read prior to every class or discussion. If you miss class some interesting things may also slip away. Students also have to read and research for their homework or assignments. Plan yourself and time carefully from the very beginning of the course before you countering read shocks or frightening. 5