06220502 - Strategic management

Crédits ECTS 2
Volume horaire total 20
Volume horaire CM 12
Volume horaire TD 8

Responsables

Objectifs

This seminar aims at introducing the most important concepts of strategic management. Students will be familiarised with key concepts and tools and trained to use them in order to better understand organizations' strategic choices. More precisely, students will be trained to identify organisations' strategic position as well as understand and assess their choices.

TARGETED KNOWLEDGE
Be able to develop, implement, assess and revise the strategy of a company or a department of a company by using technical and analytical knowledge and capacities at the corporate, business unit and operational levels
Be able to roll-out the strategy of a company or a department of a company/organization by integrating different aspects (marketing, finance, logistics, HR…)
Understand the dynamics of the environment in which firms operate

TARGETED SKILLS
Make strategic diagnosis : environmental, internal
Identify firm's strategic capabilities
Use analytical tools to assess firms' strategic choices at the business unit and corporate levels
Develop the competencies required to design and implement strategies
Formulate recommendations

CSR DIMENSION
Develop expertise in strategic management by combining technical skills and social responsibility (understand the impact of strategic decision on a company's environment)

Contenu

Introducing strategy :
what is strategy?
Strategy : a three-step process
Different levels of analysis

Part 1. The strategic position
1. The environment
1.1. Analysing the macroenvironment: the PESTEL analysis
1.2. Understanding the industry and sector dynamics: Porter's 5.1 forces and the dynamics of industry structure
1.3. Identifying competitors and markets: strategic groups, market segments and the Blue Ocean strategy
2. Strategic capabilities
2.1. Concepts and definitions: Resources, competences and capabilities
2.2. The bases of competitive advantages: the V.R.I.N characteristics and the organizational knowledge
2.3. Diagnosing strategic capabilities: the value chain and the SWOT analysis

Part 2. Strategic choices
1. Business Unit strategies
1.1. Generic strategies
1.2. The strategic clock
2. Corporate strategies
2.1. Strategy direction : the Ansoff Matrix
2.2. Diversification: drivers and performance
2.3. Integration and outsourcing
3. Portfolio matrix
3.1. The growth/share (BCG) matrix
3.2. The directional policy (McKinsey) matrix
3.3. The parenting (Ashridge) matrix

Part 3. Implementing strategies
1. Growth strategies: organic vs. external growth
2. Evaluating strategies: the SAF criteria and techniques of evaluation

Bibliographie

BOOKS USED AS REFERENCE:
  • Cavusgil, S.T.; Knight, G. & Riesenberger, J. (2016), International Business: the new realities, 4th ed., Prentice Hall.
  • Johnson, G., Whittington, R., Scholes, K., Angwin, D. & Regnér, P. (2013), Exploring Strategy : Text & Case, Pearson Education, 10th ed., Harlow.
  • Lynch, R.L. (2015), Strategic Management, Pearson education, 7th edition, Harlow.

ADDITIONAL READINGS:
  • Kim, W.C. & Mauborgne, R. (2015), Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business Review Press, New York.

EMBLEMATIC BOOKS OR RESEARCH PAPERS REGARDING THE SUBJECT OF THE COURSE
  • Bowman, M. & Faulkner, D. (1996), Competitve and Corporate Strategy, Irwin
  • Porter, M. (2008), The five competitive forces that shape strategy, Harvard Business Review, 86(1), p. 78-93
  • Reeves, M., Moose, S. & Venema, T. (2014), "BCG Classics Revisited: The Growth Share Matrix",
  • Boston Consulting Group, published online :
  • https://www.bcgperspectives.com/content/articles/corporate_strategy_portfolio_management_strategic_planning_growth_share_matrix_bcg_classics_revisited/
  • Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic management journal, 28(13), 1319-1350.
  • Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management.Strategic management journal, 509-533.
  • Wright, R. P., Paroutis, S. E., & Blettner, D. P. (2013). How useful are the strategic tools we teach in business schools?. Journal of Management Studies, 50(1), 92-125.

PUBLICATIONS OF THE iaelyon FACULTY REGARDING THE SUBJECT OF THE COURSE
  • Boulesnane, S.; Bouzidi, S.; Zaidi-Chtourou, S. & Thivant, E. (2015). "Quelle stratégie adopter dans un contexte de distribution multicanal ? Application aux PME de l’hôtellerie". Revue Management des Technologies Organisationnelles, vol. 5, p.79-87
  • Mayrhofer, U. (2014), Management Stratégique, 2nd ed., Lexifac
  • Payaud, M.A. (2015), 100 Fiches pour comprendre la stratégie, 5th ed., Bréal

Contrôles des connaissances

Final Exam
Oral + Written 3h
Case-study

Continuing Examination
In class examination
Team work on a real case study

Informations complémentaires

TEACHING METHODS
During the seminar, students will be familiarised with key concepts and tools using essentially case studies, team work and videos.

TECHNOLOGY ENHANCED LEARNING:
Use of different teaching supports such as videos, case studies, etc.

PRE-REQUISITE
No specific knowledge is required to attend the seminar but we still strongly advise students to keep informed about the latest information related to the business environment. Reading some famous specialized newspaper like the Financial Times, the Economist or Harvard Business Review is an imperative.

ADDITIONAL READINGS:
The Economist
Financial Times
Harvard Business Review
Strategy + Business