BUSI1317 - Strategic Management (2009)

19/03/2012

Strategic Management
Lecture 02:

Learning Objectives
After this lecture, you should understand: How strategic case analysis is used to simulate real-world experiences. How analyzing strategic management cases can help develop the ability to differentiate, speculate, and integrate when evaluating complex business problems. The steps involved in conducting a strategic management case analysis. How conflict-inducing discussion techniques can lead to better decisions. How to use strategic insights and material

Analysing Strategic Management Cases

Richard Jump

Need to answer key Questions

Why do some firms succeed and others fail?
A central objective of strategic management is to learn why this happens.

Business Strategy

What information is needed in the strategic planning process? How do competing values and beliefs affect strategic decision making? What skills and capabilities are needed to implement a strategy effectively?

Niels Wergin 2009

BUSI1317 - Strategic Management (2009)

19/03/2012

Strategic Planning

Analysis

How to Conduct a Case Analysis

Prepare for a case discussion Investigate Analyze Research potential solutions Gather the advice of others Become immersed in facts, options, and
implications

How to Conduct a Case Analysis

Put yourself inside the case Think like an actual
participant

Try different perspectives

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Niels Wergin 2009

BUSI1317 - Strategic Management (2009)

19/03/2012

How to Conduct a Case Analysis

Step 1: Become familiar with the material Read quickly through the case one time Use initial read-through to assess possible links to
strategic concepts Read the case again, making notes Evaluate application of strategic concepts After forming first recommendation, thumb through the case again to assess consequences of actions you propose

How to Conduct a Case Analysis

Step 2: Identify problems Some cases have more than one problem Avoid getting hung up on symptoms Articulate the problem Some problems are not apparent until after you do
the analysis

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How to Conduct a Case Analysis

Step 3: Conduct strategic analyses Determine which strategic issues are involved Use strategic tools to conduct the analysis Test your own assumptions about the case

How to Conduct a Case Analysis

Step 4: Propose alternative solutions Develop a list of
options first without judging them Evaluate alternatives

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Niels Wergin 2009

BUSI1317 - Strategic Management (2009)

19/03/2012

How to Conduct a Case Analysis

Step 5: Make recommendations Make a set of recommendations that your analysis
supports Describe exactly what needs to be done Explain why this course of action will solve the problem Include suggestions for how best to implement the proposed solution

Strategic Planning
Overview of an approach to logical planning
Basic Strategic Planning Model
Defining the Mission and Setting Top-Level Goals External Analysis of Opportunities and Threats Internal Analysis of Strengths and Weaknesses Selection of Appropriate Strategies Implementation of Chosen Strategies
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Analysis-Decision-Action Cycle in Case Analysis Analyzing organizational goals and objectives Has the company developed short-term
objectives that are inconsistent with its long-term mission? Has the company considered all of its stakeholders equally in making critical decisions?

Analysis-Decision-Action Cycle in Case Analysis Analyzing the external environment Does the company follow trends and events in
external environment?

Is the company effectively scanning and

monitoring the competitive environment? Has the company analyzed the impact of competitive forces in its industry on profitability?

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Niels Wergin 2009

BUSI1317 - Strategic Management (2009)

19/03/2012

Analysis-Decision-Action Cycle in Case Analysis Analyzing the internal environment Does the company know how the various
components of its value chain are adding value to the firm? Is the companys financial performance as good as or better than that of its close competitors?

Analysis-Decision-Action Cycle in Case Analysis Assessing a firms Resource/intellectual assets Does the company have underutilized human
capital?

Has the company developed knowledgemanagement systems that capture what it learns? What are its core competencies? What are its values

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Analysis-Decision-Action Cycle in Case Analysis Formulating business-level strategies Has the company chosen the correct competitive
strategy, given its industry environment and competitive situation? Does the company use combination strategies effectively?

Analysis-Decision-Action Cycle in Case Analysis Formulating corporate-level strategies Is the company competing in the right businesses,
given the opportunities and threats that are present in the environment? Is the corporation managing its portfolio of businesses in a way that creates synergies among the businesses? Are the businesses in line with the overall mission and vision?

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Niels Wergin 2009