Strategic Management 20th February 2018 1
Who ? Massimo Solbiati – Business and Management School at LIUC Università Cattaneo. He graduated at Bocconi University in Milan, where he also taught. From 1993 to 2015 he teaches Planning and Control at LIUC, and management in several course in executive education. From 1982 to 1993 he worked in an industrial company covering, at the end, leading positions. From 1993 he works as professional consultant specialized in strategy, organization, planning and control. He is chartered accountant. He is author of numerous financial and business economics publications. msolbiati@liuc.it and massimosolbiati@codasolbiati.com 2
Who ? Michael Keller - Center for Competitiveness, University of Fribourg, Switzerland - is a Teaching Fellow at the Chair of Economics and Social Policy at the University of Fribourg and Assistant Editor of Competitiveness Review. His main area of interest rest in the field of: Competitiveness, Clusters, Innovation. michael.keller@hefr.ch and michael.kaspar.keller@gmail.com 3
What ? Identifying current corporate and business Implementing the strategy new strategy The Evaluation of the Entrepreneurial Formula Evaluating current results Formulating a (the effects of new strategy choices) Internal and external analysis 4
When and Where ? • Tuesday 2-6 pm , (but flexible only if necessary) • The classroom is flexible : please, check the LIUC schedule • Virtual room for course materials on MyLIUC (slides) • Virtual room for course materials on Dropbox (articles, case history). 5
How ? • Lectures + case discussions • Testimonials: entrepreneurs and managers • Group Work (on a company case) + Presentation – "Tell me, and I will forget. Show me, and I may remember. Involve me, and I will understand." Confucius, 450 b.C. 6
How ? • Some case studies and testimonials ALFREDO GRASSI www.grassi.it LEONARDO HELICOPTERS www.leonardocompany.com RANCILIO GROUP www.ranciliogroup.com DOVEVIVO www.dovevivo.it 7
The calendar Strategic Management CALENDAR 2018 2 pm - 6 pm week Tuesday * Contents Lectures Strategy, Strategic Planning, Strategic Performance. The 20 February 8 4,00 Entrepreneurial Formula. The link between business strategy, Massimo Solbiati 2018 operations, decisions and performance. 27 February Strategy and competitiveness: history and concepts, external 9 4,00 Michael Keller 2018 enviroment, internal organization. Team project Defining strategic actions: business level strategies. Team 10 06 March 2018 4,00 Michael Keller project Defining strategic actions:corporate level strategies, 11 13 March 2018 4,00 international strategies. Defining strategic Michael Keller actions/implementations of strategic action. Team project 12 20 March 2018 6,00 Intermediate work group presentations. Michael Keller Strategic management in family business: growth strategy and 13 27 March 2018 4,00 social responsability. How measuring strategy's performance - Massimo Solbiati real case (testimonial). Team project 14 03 April 2018 Stratecic Management in a high tech company: strategic 15 10 April 2018 4,00 planning and the drivers of innovation. How measuring Massimo Solbiati strategy's performance - real case (testimonial). Team project Strategy of internationalization. Measuring strategy's 16 17 April 2018 4,00 Massimo Solbiati performance - a real case (testimonial). Team project Strategy and business model evolution. measuring strategy's 17 24 April 2018 4,00 Massimo Solbiati performance - a real case (testimonial). Team project 18 01 May 2018 19 08 May 2018 6,00 Final Work Group Presentations Massimo Solbiati 20 15 May 2018 21 22 May 2018 4,00 Written Exam only for Attending Students Massimo Solbiati e Michael Keller 48,00 * 20 March 2018 - 1 pm - 7 pm intermediate work group presentations 8 * 8 May 2018 - 1 pm - 7 pm intermediate work group presentations
Examination Attendees (Attendance will be taken by signature, minimum attendance 70%) The Exam for attendees is • 40% Written Team Project (GROUP WORK): – Intermediate part to be delivered on March 18 and presented on March 20 (one opportunity): 20%. – Final part to be delivered on May 6 and presented on May 8 (one opportunity): 20%. 9
Examination Attendees (Attendance will be taken by signature, minimum attendance 70%) The Exam for attendees is • 60% Written EXAM (multiple choice questions + 2 open questions) on course notes and didactic materials: – Vittorio Coda (2010). "Entrepreneural values and Strategic Management. Essays in Management Theory" - chapter 3. – Michael E. Porter (2008). "On Competition". Harvard Business review Book. chapters 1, 2 and 6. – Michael E. Porter and James E. Heppelmann (2015). "How Smart Connected Products are Transforming Competition". Harvard Business Review. 10
Examination Non Attendees • Written EXAM with 30 questions (multiple choice questions + 2 open questions) on didactic materials: – «Vittorio Coda (2010) Entrepreneural Values and Strategic Management» – Michael E. Porter (2008). "On Competition". Harvard Business review Book. chapters 1, 2, 3, 4, 5, 6, 7, 8. – Michael E. Porter and James E. Heppelmann (2015). "How Smart Connected Products are Transforming Competition". Harvard Business Review. 11
Examination The written EXAM can be taken on May 22 (last course session) only for attending students in any other official examination session for attending students and non attending students (about 8 sessions per year) 12
The books • Lessons are based on one chapter: chapter 3 is to be studied 13
The books • Lessons are based on the 3 chapters: 1, 2, and 6. For attendees we suggest to read these chapter. • If you do not attend the course (i.e. do not deliver a group work) you are called to study the following 8 chapters: 1, 2, 3, 4, 5, 6, 7, 8. 14
The article • Lessons are based on the article: Michael E.Porter and James E. Heppelmann. "How Smart Connected Products are Transforming Competition". Harvard Business Review (2014). For attendees we suggest to read this article. • If you do not attend the course (i.e. do not deliver a group work) you are called to study this article. 15
Attending the course • Learning by attending the course is more effective than learning through the pages of the book – for several reasons. • If you decide to follow the course – notes are crucial: so, if you skip a lecture, ask for notes from your collegues – flexibility on course schedule is requested – you can’t forget that your written group work has a precise deadline – the teacher will not intervene with the dynamics of the group – developing an integration capability is part of the learning experience. 16
Group Work • Define a group of 5-6 students (mix backgrounds!) • Teams must be defined as soon as possible (before February the 27th) • Teams’ composition is to be noted in class • Choose a company • The title of the group project is defined by the First In First Out policy 17
Group Work Case not available (just discussed) Bershka, Boeing, Bosch Rexroth, Burberry, Carrefour, Citroen, Google, Heineken, H&M, Hershey’s , Just Eat, Kia Motors , L’ Oreal, Luxottica, Mark & Spencer, Metro, Michael Kors, Milka, Molson coors, Nestlè, Nokia, SCCI, 7 Eleven, Starbucks, Swatch, Tesla, Unilever, Zara, Walmart, Wolksvagen Group. 18
Group Work Define a group of 5-6 students (mix backgrounds) • Teams must be defined as soon as possible (before February 27th) • Teams’ composition is to be noted in class • The title of the group project is defined by the First In First Out policy 19
Group Work • Look for information on internet and in the library (electronic first! Data Bases of articles available!) • The expected output is a .ppt file (about 10-20 slides) to be presented in 25 minutes. • A paper that explains the slides (use the space under the slides) The documents are expected to be delivered on March the 18th for the 1st part, and May the 6th for the 2nd part (in order to be considered an attendee). Deliver the document in two forms: paper + .ppt file 20
Group Work • 1st part) The output should be structured in six sections (that mirror most of the phases of the strategic management process) 1. A brief overview of the company 2. Current strategy 3. Current results 4. External analysis 5. Internal analysis 6. Prospect strategy and prospect results • More details will be given in class, lesson after lesson 21
Group Work • 2nd part) The output should be structured in six sections (that mirror most of the phases of the entrepreneurial formula analysis) 1. Introduction: Present your company. 2. Analize the entrepreneurial formula (EF). 3. Focalize your analysis on a business. 4. Evaluate the consonance of EF 5. 5. Evaluate the need to innovate the EF 6. Conclusion • More details will be given in class, lesson after lesson 22
Good luck and good studying ! 23
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