1. Strategic Management Seminar California State University, Northridge College of Business and Economics Dr. Daniel Degravel Strategic Management Fall 2008 Bus 497 Class 17637 TR 2pm – 3:15pm Class 17638 TR 3:30pm – 4:45pm August to December 2008 August 26, 2008 1

2. Day Outline I. Professor: introduction II. Course Objectives III. Course Structure and Schedule IV. Evaluation V. Teaching Method VI. Work for students VII. Contents VIII. Students: presentation 2

3. Professor 1- Internal consultant 2- Project manager 3- Faculty 4- External consultant Four perspectives Daniel Degravel, Ph.D. daniel.degravel@csun.edu Office Phone (818) 677-2402 3

4. Professor 1- Internal consultant 2- Project manager Advisor, “Implementor” Study and make recommendations Preparation of Material for Decision Follow-up of Solutions Implementation “Constructor”, Pilot and Teamwork Animator Change Management Construction of Method, Tool, Process First Cycle and Preparation of Resources to run it after start Company Electricité de France Gaz de France HR Department, Paris, France Topics Strategic Integration of core competences towards individual and collective competences Link Strategy - HRM Job Evaluation and Classification Integration of new hired people HR Performance 4

5. Professor 3- Faculty 4- External consultant Professor and Communicator Constructor of Knowledge Knowledge “Tranferor” Knowledge Builder (Searcher) Class and Groups Animator School USC, Los Angeles, CA., USA Pepperdine University, Malibu, CA., USA Loyola Marymount University, Los Angeles, CA., USA Cal Lutheran University, Thousand Oaks, CA., USA CSU Northridge, CA., USA CSU Pomona, CA., USA CSU Fullerton, CA., USA Paris Créteil University, France Paris Dauphine University, France Topics Strategic Management Change Management HR Management Fields of interest Resource-Based Approaches Corporate and Core Competencies Managerial and organizational cognition in RBV and strategy Consultant Diagnosis builder as a generalist Problem-solver Recommendation maker Solution implementor Market Small-Businesses Publishing and Advertising industries General strategic and organizational diagnosis 5

6. Course Fundamental Objectives Make students able to deal with strategic topics: understand, build, market and implement a strategic plan But also… Providing students with knowledge and experience, allowing them to build for their future career good Performance and Behavior as managers… 6

7. Course Fundamental Objectives 2- Strategic recommendations 3- Understanding of key implementation issues Additional Objectives: -Classic skills for managers (group animation, teamwork and leadership) -Learn concepts and tools -Discover business world 7 1- Identify critical issues 4- Communicating

8. 8 Schedule 30 Sessions 1:15’ 12 Chapters Discussions and exercises Case study presentation and discussion 8 case studies presented by one team (one case per team) Exams 4 + ? Final Team Project Each team studies firm’s R&C Dialogue with Professor Validation of proposals Evaluation of students Individual Report 1-Individual Report about firm’s strategic issue 2-“Stakeholder discussion”

9. Contents 1- Strategic Management Overview 2- Analysis (External and Internal Environments) 3- Corporate-level Strategy 4- Business-level Strategy 5- Specific Strategies: Internationalization, … 6- Strategy Implementation (Structure, Control and HRM) 9

10. Case studies 10 INDUSTRY ANALYSIS 1- De Beers 2- Coors 3- Caterpillar CORPORATE STRATEGY INSIDE THE FIRM 7- Core competences at GTE and NEC COMPETITIVE STRATEGY/POSITION 4- Cola wars continue 5- Airborne Express 8- Google, Inc. 9- Netflix ALLIANCES, NETWORKS and INTERNATIONAL 6- Jollibee Foods

11. Evaluation Participation (Individual) 20% Individual Report + Stakeholder discussion20% Exams (Individual) 20 % Case study (Presenting Team) 15% Final Team Business Project (Team) 25% Total100% 11

12. Evaluation Several criteria that apply to the different types of exercises: Substance and pertinence Substance and pertinence Clarity Clarity Relevance to topic Relevance to topic Quality of oral presentation Quality of oral presentation Proportion and cohesion Proportion and cohesion Precision Precision Help for practical work Help for practical work Generation of discussion Generation of discussion Originality Originality 12

13. Teaching Method 13 Chapters Class Discussion Not totality of chapter but specific parts or questions Illustration on companies Large contribution from students Case studies 1- A “Presenting team” discusses case in front-of the class (15 mn) 2- Global discussion and challenging with whole class Presenting team has provided Instructor with their slides Instructor guides discussion if necessary and adds material Hot Topic Stakeholders’ discussion Each team discusses some strategic topics, faking a “stakeholders’ occasion” Reports 1- Individual Report (short report): Strategic issue of an organization (2p.) + Stakeholder discussion 2- Final Team Project (large report): R&C study and short Pwpt presentation at the end of semester (10p.) Exams Firm Z, Inc.

14. 1- Personal Preparation 2- Quality of oral and written contributions 3- Active and permanent involvement in the class 4- Contact and feed-back with Instructor, interaction within teams and other classmates, performance of teamwork Students’ contribution 14

15. 1- Strategic Management: a dynamic perspective. Concepts Mason A. Carpenter and W. Gerard Sanders, Pearson Prentice Hall, Upper Saddle River, NJ 07458, 2009, 480p., 2nd Ed. ISBN 978-0-13-234140-0 2- Set of HBS and HKU case studies 3- Regular readings of Business Magazines: -Business Week -LA Times Business -Fortune -Barron’s -Wall Street Journal -Forbes 4- Professor ’ s website www.csun.edu/~degravel Contents 15

16. Finally… Bad and Good News 1- Confusion at the beginning, huge amount of material and information 2- Pretty much quickly, the puzzle emerges and starts to make sense Some confusion is normal at the beginning 16

17. I.Education II.Professional Experience / Position / Current Organization III. « Contacts » with Strategy IV. Career orientation V. Specific Expectations for the Course Students: Introduction 17

18. Strategy? 1-Comprehensive alignment of Organization with its future Environment 2- Allocation of critical Resources over long periods of time in pursuit of specific goals and objectives 3- Vision + Road 18

19. 19 Contents Context and Environment of the Organization D A D I Definition Analysis Design Implementation Define Strategic Management and the way it works (actors and processes) Understand the external and internal environment as determinants of your strategic choice Choose your strategy and define it precisely, founding it on the outcomes of the Analytical step Put your strategic orientations and decisions into the real life of the Organization