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Strategice Management Course Syllabus Ateneo-Regis MBA Program Essay

This is the capstone course for the MBA program. It aims to enable the learner develop and implement strategic cross-functional decisions towards the attainment of their organization’s vision, mission and objectives using strategic management principles and integrating knowledge and skills learned from the other MBA courses.

The learner will learn to do strategy formulation, implementation and evaluation, as well as to use various analytical frameworks and tools that can aid managers in decision making. Through this course, the learner’s strategic thinking capability is expected to be strengthened in critically analyzing and integrating information about the company’s external and internal environment in the local and global context, and to use this in formulating and implementing innovative strategies towards building a
sustainable competitive advantage.

The learners will likewise be made to understand the different strategy choices and to evaluate strategic management issues and concepts that are important. This course also aims to promote ethical business decisions, the practice of corporate social responsibility and making a contribution towards nation building. LEARNING OUTCOMES:

Upon completion of this course, learners are expected to:
1. Develop vision and mission statements that are ethically sound and that take into consideration corporate social responsibility and nation-building dimensions; 2. Identify strategic issues and relevant external and internal factors that need to be addressed by the company;

3. Develop strategic and financial objectives;
4. Formulate appropriate and innovative strategies and programs/action plans to address the strategic issues and to achieve the company’s objectives, taking into account relevant external and internal factors; and

5.

Design a Balanced Scorecard and a performance monitoring system.

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COURSE OUTLINE:
ORIENTATION SESSION:
Before the start of the term, an orientation for all STRAMA-Regis Program students will be conducted in order to let the students know in advance about the requirements of the course. This is to give them more time to think of their STRAMA paper company topic and the assignments that they need
to complete in time for the first session. The following topics will be covered during the orientation session: 


Course Objectives
Course Requirements
Course Overview and Introduction to Strategic Management (Read F. David, Chapter 1, and Thompson and Strickland, Chapter 1)
Guidelines for the STRAMA Paper
 Outline
 Requirements for the Company or Entity to be used as STRAMA topic Other STRAMA policies (policies on plagiarism, re-orals, etc.) Assignment for Session 1



SESSION
1

TOPICS
Vision/Mission/Objectives
Strategy Choices
 Hierarchy of strategies
 Types of strategies (David’s
classification)
 Porter’s generic strategies
 Thompson’s competitive strategies and
strategies for different industries and
company situations
 Other Strategies

2

Strategy development for non-profit, nonbusiness oriented organizations External & Industry Analysis
 General environment
 Industry/Competitive environment
 Identifying industry’s dominant features
 Porter’s Five Forces of Competitive
Analysis
 Analytical Tools: EFE matrix & CPM

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READINGS/ASSIGNMENTS
David, Chapters 2 & 5
Thompson and Strickland,
Chapters 2, 5, 6, & 7
Individual assignment:
1) Submit the Company
Background for your
proposed STRAMA paper
topic.
2) Submit an analysis of the
company’s mission & vision
statements & objectives.
Recommend revised mission
& vision statements.
David, Chapter 3
Thompson and Strickland,
Chapter 3
Individual assignment:
1. Prepare an Industry Analysis
for your business using
Porter’s Five Forces
framework
2. Prepare EFE & CPM
matrices for your company.
3. Based on your external
2

3

4

Internal Analysis
 Assessment of company performance
 David’s audit list (Management &
business functions framework)
 Other frameworks for organizational
and internal analysis
 Analytical tool: IFE matrix

Strategy Analysis and Formulation Tools
 SWOT matrix
 SPACE matrix
 BCG matrix
 IE matrix
 GE-McKinsey Matrix
 Grand Strategy matrix
Strategy Decision Tool
 QSPM
Strategy Evaluation

5

Mid-Term Exam (To be done in the classroom)

6

Discussion on Mid-Term Exam (solution
&results)
Strategy Mapping and the Balanced Scorecard
Strategy Implementation
 Prerequisites to effective strategy
implementation
 Action/Departmental planning
 Strategic leadership
 Other managerial components in
strategy implementation
Strategy Evaluation & Control
 Performance Measurement &

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analysis, prepare the
following:
a) Conclusion about your
industry attractiveness
b) Strategic issues facing
your company
David, Chapters 4
Thompson & Strickland,
Chapters 4
Individual assignment:
Prepare the following for your
company:
1) Financial analysis
2) IFE matrix
3) Analysis of the current
strategies
4) Strategic Issues
David, Chapter 6
Group assignment:
Prepare the following for a
specific company of your choice:
1) EFE & IFE Matrices
2) Matrices on SWOT, SPACE,
BCG, IE, GE McKinsey,
Grand & QSPM.
3) A critical and integrated
analysis of the results of your
matrices
4) Financial & Strategic
Objectives
5) Strategy recommendations
Review all topics covered from
Sessions 1 to 4
F. David, Chapters 7, 8, & 9
A. Thompson & A. Strickland,
Chapters 9, 10 & 11
Article on the Balanced
Scorecard by Norton and Kaplan
(Attached in the syllabus).
Individual assignment:
Prepare the following for your
company:
1) Company objectives
2) A Strategy Map and Specific
Strategy Recommendations
3) Departmental Plans
4) Balanced Scorecard.
3

7

8

Monitoring
Financial Projections and Financial Impact of
Strategies
Other strategic management topics:

Business Ethics

Social Responsibility

Environmental Sustainability

Value Chain Analysis

Economic Value Added (EVA)

Market Value Added (MVA)

Strategic issues in a global
environment
Course integration/Consultation

David, Chapters 10 & 11
Supplemental Materials that
may be provided by the
Professor
Group assignment:
Present and submit a group
report on one of the special
topics assigned. (The Professor
may assign different topics for
the different groups.)

REFERENCES:
1. Required Textbook:

David, Fred R.
Strategic Management: Concepts and Cases, 13th edition
Pearson Education, Inc. 2011

2. Secondary References:
Thompson, Arthur A. Jr. and Strickland III, A.J.
Strategic Management: Concepts, 11th edition
International Edition, McGraw Hill Book Co.
Thompson, Arthur A Jr, Gamble,John E and Strickland A J III
Strategy, Core Concepts, Analytical Tools, Readings,
2nd Edition
McGraw-Hill/Irwin 2006
Carpenter, Mason Andrew and Sanders, William Gerard
Strategic Management: A Dynamic Perspective: Concepts And
Cases
Pearson/Prentice Hall 2007
Davenport, Thomas H, Leibold, Marius and Voelpel, Sven
Strategic Management In The Innovation Economy: Strategy
Approaches And Tools For Dynamic Innovation Capabilities
Publicis 2006
Katsiooudes, Marios I.
Strategic Management: Global Cultural Perspectives For Profit And Non-Profit Organizations
Elsevier Butterworth-Heinermann 2006

Other supplementary materials and references will be provided by the professor during the term.

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3. Web references:

http://www.quickmba.com/strategy/global/marketentry/
http://www.businessplans.org/

http://www.quickmba.com/strategy/levels/
http://www.quickmba.com/strategy/porter.shtml
http://www.quickmba.com/strategy/generic.shtml
http://www.quickmba.com/strategy/matrix/bcq/
http://www.quickmba.com/strategy/global/diamond

http://www.apmforum.com

http://www.findarticles.com

http://www.sigmaresearch.com

http://www.northampton.ac.uk

http://www.s-m-i.net

http://www.brint.com

http://www.smsweb.org/
http://sites.krislyn.com/manage.htm

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Foreign market entry modes,
exporting, licensing, joint venture,
foreign direct investment.
Discussions about business planning.
Describes the role of strategy at the
corporate level, business unit level,
and functional or department level of
the firm.
Discusses Porter’s Five Forces of
Competitive Analysis.
Porter’s generic strategies Cost
Leadership, Differentiation and Focus
BCG growth-share matrix
Porter’s diamond of national
advantage
Asian business strategy management
research sites archive, reviewed sites
on Asia business management and
strategy.
Presents a journal of management
main topic, strategic management
research; also provides articles on
exploring the roots of strategic
management research and its
transformation over the years.
Research management group: offers
lists of qualitative and quantitative
research, project management,
strategic planning services; also
provides research information
newsletters.
Strategic management research
cluster: research cluster brings
together a group of researchers who
share a common interest and
expertise in business strategy,
marketing, international business and
political economy.

Strategic management institute:
provides business and strategy
development, conducts market
research, industry analysis and
business opportunity studies.

The global knowledge network for
business, information and technology
for knowledge managers,
professionals and entrepreneurs.

Site of strategic management society:
contains downloadable resource on
various conferences pertaining to
strategic management concern.

Contains various business and
management sites including those on
business periodicals.

5

Site that aggregates content from over
200 trading organizations and
contains extensive library organized
key topics such as planning and
http://www.bestmanagement.com/
budgeting and business intelligence.

Resources about balanced scorecard,
strategic control and management,
performance measurement and
http://www.2gc.co.uk/resource.

asp
knowledge management.
Various printable resources on supply
chain management, finance, strategy,
http://www.themanager.org/index.htm
management, IT, etc.
Discusses forecasting, global
business, growth, mergers &
http://www.themanager.org/Knowledgebase/
acquisitions, strategies alliances,
Strategy/index.htm
strategic planning, etc.
http://www.marketingteacher.com/Lessons/lesson_swot.htm Provides lectures on SWOT analysis.

http://www.austrainer.com/archives/1397.htm
http://www.wilsonweb.com/wmt5/plan-swot.htm
http://www.toolkit.cch.com/text/p02_4341.asp
http://www.mindspring.com/~stevenmarshall/strategy2.htm
http://www.accaglobal.com/members/pdm/planning/swot/
http://www.findarticles.com/cf_dis/m4256/3_25
/55307219/p1/article.jhtml/

Provides lectures and topics in
developing your SWOT analysis.
Describes how to conduct a SWOT
analysis of your company.

Discusses SWOT analysis.
Business strategy (includes an article
in what’s wrong with SWOT analysis).
Offers manuals, lectures and topics
regarding SWOT analysis.
Articles explore the roots of strategic
management research and its
transformation over the years.

LEARNING STRATEGIES:
The following methodologies will be utilized to achieve the learning objectives for the course: 1.
2.
3.
4.
5.
6.

Lectures
Class discussions
Workshop discussions (small groups)
Group assignments/reports
Individual assignments
Seminars, conferences or forums, when available.

COURSE REQUIREMENTS:
1. Attendance/Punctuality
Learners are expected to attend all class sessions and be on time. Each session will run for four (4) hours excluding a 30-minute break. Although attendance per se is not given a grade equivalent, it will have a bearing on the student’s participation in class activities. Learners who miss class sessions are responsible for the lessons taken up and are not excused from the work or assignments for that session.

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The maximum number of absence is one (1), beyond which the student will receive a “FAIL” grade. Habitual tardiness will be recorded. Tardiness exceeding 30 minutes in a session is equivalent to an absence.

2. Class Participation
Each learner is expected to actively participate in discussions by way of sharing one’s ideas and experiences relevant to the topic under discussion, giving comments and asking questions whenever appropriate. In order to participate actively in the class discussion, learners are expected to prepare and do the assignments prior to each session. 3. Individual Assignments

Learners are expected to do all assigned activities for each session and submit on time written reports specified in the course syllabus. Late reports will not be accepted and will not be given any grade credit. Failure to submit individual and group reports will also result to a “Fail” grade. The learners should be ready with a soft copy of their reports for presentation to the class when called by the professor.

4. Group Discussion/Presentation
Learners will be formed into small groups of 4-5 members and will be asked to apply the knowledge learned from some of the readings and the class discussion, using specific cases assigned by the facilitator or cases that involve companies and organizations that they are familiar with, including their STRAMA paper topic.

Each learner is expected to actively participate in the group discussions and cooperate with the other team members in carrying out and fulfilling the requirements for the group assignment. The facilitator will give a grade for each group output/presentation and will require peer rating and evaluation in giving the individual grades for the group assignments.

5. Strategic Management (STRAMA) Paper
Each learner is expected to have an organization (business or non-profit) that he/she will write about for his/her strategic management paper.
a. Concept & Content
The STRAMA paper will be an integrative paper that should reflect the learner’s ability in the following areas:
i. Proper application of the strategic management concepts and tools learned during the STRAMA course;
ii. Integration of learning from the various MBA subjects through the analysis and integration of functional issues and the development of consistent and supportive strategies in the various functional areas of
business; iii. Strategic thinking capability as shown in the analysis of strategic issues of the chosen business or organization and in the formulation of logical, rational and creative strategies;

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iv. Translation of the strategies and programs into a consistent set of financial projections for the plan period, taking into account the resource requirements and financial implications of the strategies, among others.

The successful oral defense of the Strategy Paper is equivalent to passing a comprehensive examination normally given to an MBA student as a requirement for granting an MBA degree.
Please refer to the section on “The Strategic Management Paper: Guidelines and Suggested Outline” in this syllabus for more details on the content of the STRAMA paper.

In the formulation and development of the STRAMA paper, the learner is expected to undertake rigorous research to obtain the needed information relevant to the paper. The learner is also expected to exercise professionalism in the manner of obtaining and using the information and in incorporating the same into the paper.

b. Guidelines in the Selection of a Company or an Organization for the STRAMA Paper
i.

The company or organization should be preferably a medium-size or large, domestic or global and operating for at least four years to make a meaningful analysis of the company’s overall performance. While the strategic management tools and concepts are applicable to small companies, using these as topics for the STRAMA paper is not encouraged because the learner may be constrained in applying some of the strategic management concepts and tools.

As a guideline, the company or organization should have an annual revenue (or budget, in case of non-profit or non-revenue generating organizations) of Php 12 million or more, with at least 15 employees.

Companies with smaller revenue size may be allowed by the professor on a case to case basis if he/she thinks that these can be good material for demonstrating the application of the various strategic management concepts and tools and at the same time encourage or develop the learner’s strategic thinking capability. Not-for-Profit organizations and government agencies will be allowed as topics for the STRAMA paper but these should be discussed with the STRAMA professor.

ii.

The learner must have the approval of the company to make it a subject of a STRAMA paper and must be able to draw information about its operating and financial performance.

iii.

The learner should, as much as possible, be able to gather operating and financial information on the company’s competitors.

iv.

A large business unit within a company may be used for the STRAMA paper provided it has its own financial statements which the learner can access.

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v.

The professor must give clearance to the learner on the chosen company or organization.

c. Oral Defense and the Evaluation of the STRAMA Paper
The oral defense is aimed at validating the learner’s mastery of the subject matter, his/her extent of understanding of the strategic issues and how well he/she is able to explain and justify the strategy recommendations.

The learner shall submit three sets of his/her STRAMA paper to the AGSB staff–incharge on or before the deadline and pay a defense fee as well as secure a clearance from the Registrar’s office. The STRAMA paper shall be evaluated on the basis of how well it meets the requirements stated under (a) and (b) above and on how well the learner is able to orally present and defend it before a panel. The evaluation of the STRAMA paper and the oral defense will be done jointly by the STRAMA professor who acts as the chair of the panel and two panel members who shall be selected and assigned by the Dean.

The learner will receive a grade for the actual STRAMA paper submitted (to be given a weight of 70%) and for the oral defense (to be given a weight of 30%). The weighted average will then have a weight of 50% in the overall STRAMA grade of the learner (see separate section on the Grading Criteria for the course). For the STRAMA paper, the following criteria will be used (See Appendix A): 

Completeness and technical correctness (40%) – the degree to which the prescribed content requirements of the paper have been met, at the same time indicating the correct application of the STRAMA concepts, theories and
tools. Critical thinking (40%) – the ability to integrate information and ideas and carry out a rational and in-depth analysis and the ability to identify key strategic management issues and produce substantive, creative, logical and well-thought out strategy recommendations

Organization and Writing Skills (20%) – the degree to which the topics have been logically sequenced within sections, use of correct grammar, spelling, tables and figures formats, and appropriateness of language used and the overall written communication skill as reflected in the paper.

For the oral defense, grading will be based on the degree to which the learner demonstrates mastery of the subject through the presentation of the summary and strategic issues and strategy recommendations and handling of the questions from the panel members.

The learner’s oral communication skills, clarity and
effectiveness of the presentation materials used are also important and will be considered in the evaluation.
On-line oral defense can be availed of by a learner if he/she is unable to return to the school during the allotted time for the defense. An on-line defense fee will be charged for audio/video connectivity costs. Arrangements should be made with the school for this purpose.

For the STRAMA paper and the oral defense, the grade will be determined jointly by the STRAMA professor and the other two defense panel members based on a Strategic Management
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defined set of criteria and rubrics. The learner’s grade for the STRAMA paper and oral defense will be the simple average of the grades given by the three panel members. If, however, two out of the three panel members give a “FAIL” rating, the learner will automatically get a “FAIL” for the paper as well as for the STRAMA course regardless of the grade given by the other panel member on the STRAMA paper and regardless of the learner’s grade for the class activities.

Conditions for Re-Oral and FAIL IN THE STRAMA Paper and Oral Defense: A grade of 1.0 in either Completeness and Technical Correctness OR in Critical Thinking (see criteria under section c above) given by at least two members of the panel, with the overall weighted average being at least 1.5, will require the student to revise his/her paper and do a “RE-ORAL”.

A grade of 1.0 in BOTH Completeness and Technical Correctness AND in Critical Thinking given by at least two members of the panel will already constitute a “FAIL” grade for the learner’s STRAMA paper and therefore, also for the STRAMA course. A student obtaining a grade of 1.5 for the STRAMA paper but has a penalty of minus 0.5 due to late submission will also receive a FAIL grade for the STRAMA paper and the course.

d. Deadlines for the Submission and Oral Defense of the Strategy Paper The deadlines and timetable for the submission of the STRAMA paper and the oral defense are as follows:
Day 1

End of the term (Reference point is the date of the last session).

Day 60

First deadline on the submission of the STRAMA paper. Learners submitting their papers on or before this deadline will get full credit and grade based on the quality of the paper. They will then be scheduled for oral defense within a maximum of 60 days depending on the availability of the STRAMA professor and the panel members. Learners submitting their papers after the first deadline or from Day 61 will get a deduction of 0.5 in their grade on the STRAMA paper.

Day 90

Second and final deadline on the submission of the STRAMA paper. Learners will be scheduled for defense within a maximum of 60 days from Day 90. Learners unable to submit their STRAMA papers on this deadline will automatically get a “FAIL” grade.

Day 120

Final deadline for oral defense and submission of grades of learners who submitted their STRAMA papers on Day 60. Learners unable to defend their STRAMA papers on this deadline will automatically get a “FAIL” grade.

Day 150

Final deadline for oral defense and submission of grades of learners who submitted their STRAMA papers on Day 90. Learners unable to defend their STRAMA papers on this deadline will automatically get a “FAIL” grade.

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Note:

A student who receives a “Re-oral” grade is given a maximum of 30 days to submit a revised paper and sixty (60) days from the original oral defense date to re-defend his/her revised STRAMA paper. Failure to do so will automatically result in a “FAIL” grade.

These deadlines and policies shall be strictly implemented. Professors are not authorized to extend deadlines. Note that the AGSB policy on INCOMPLETE grades will not be applied to the STRAMA course.

GRADING CRITERIA:
The learner’s grade for the STRAMA course will be determined as follows: 

Class activities
– Individual Assignments/reports
– Group reports/Participation
– Mid-Term examination

25%
10%
15%

50%

STRAMA paper and Oral defense
– Grade for paper (70% of 50%)
– Grade for oral defense (30% of 50%)

35%
15%

50%

A sample grading matrix is shown below:
INDIVIDUAL REPORTS
Mission
Vision
Porter Five Forces
Analysis
EFE
CPM
Financial Analysis
IFE
Strategy Analysis
Strategy Map
Balanced Scorecard
AVERAGE

GRADE
INDIVIDUAL REPORTS
MID-TERM EXAM
GROUP REPORTS &
PARTICIPATION
SUB TOTAL

STRATEGY PAPER
STRATEGY PAPER
ORAL DEFENSE
SUB-TOTAL
TOTAL/FINAL GRADE

WEIGHT
0.25
0.10
0.15

GRADE

WEIGHTED SCORE

0.50

0.35
0.15
0.50
1.00

GROUP REPORTS
SWOT
SPACE
BCG
GE/McKinsey
IE
GS
QSPM
Analysis and Strategy
Recommendation
AVERAGE
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The final grade of the learners will be given only after completion of their respective oral defense and the submission of the final or revised STRAMA paper, if required by the panel members after the oral defense.

THE STRATEGIC MANAGEMENT PAPER: GUIDELINES & SUGGESTED OUTLINE

EXECUTIVE SUMMARY
Provide a brief summary or overview of the strategy paper (in two pages at most), stating what the business of the company is, the main results of the external and internal analyses, results of strategy formulation tools used, the key strategic management issues and the recommended strategic and financial objectives (at least for the next three years), and strategies and significant action plans.

I. INTRODUCTION
Include a short background on the company
 Nature of business/products/services
 Current revenue size and profit
 Major markets served
 Number of employees
 Other relevant basic information
II. RESEARCH DESIGN AND METHODOLOGY
Identify the following:
 Data and information sources
 How information was obtained & methodologies used
 Major assumptions
III. COMPANY’S VISION AND MISSION

State the current vision, mission and objectives of the company Comment or evaluate the vision and mission statements using David’s framework and other criteria discussed in class. Recommend changes if needed. Or, develop new vision and mission statements. Explain how the recommended vision and mission meets the criteria based on David’s framework, including how it takes into account ethical principles and nation building.

Give recommendations on how you will communicate the vision and mission to the employees and other stakeholders.

IV. EXTERNAL ANALYSIS
A. General Environment

Discuss current and expected outlook in the following areas, focusing only on factors that will have significant impact on your business. Consider the following areas only insofar as they are relevant and thus exert a significant impact on your industry

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1.
2.
3.
4.
5.
6.

Economic developments
Socio-cultural, demographic trends, lifestyle changes
Technological developments
Political, legal, governmental aspects
Ecological aspects
Other external factors that may be more directly relevant to your business

Translate the above in terms of what it means for your business, identifying opportunities and threats that may affect the following:
1. Market demand and opportunities
2. Types of products and services offered
3. Intensity of competition
4. Suppliers and distributors
5. Costs of doing business
6. Other aspects of the business

B. Industry and Competitor Analysis

Analyze the industry’s situation and prospects by looking into the following: 








Market size and/or growth rate and stage in the growth cycle Number of players and their relative sizes; market share analysis Market aspects (products or service, price, promotion, and channels of distribution)

Buyer/Customer profile
Factors affecting costs of doing business
Operations/Production aspects
Technology developments
Industry financial analysis (growth, profitability, liquidity, leverage, efficiency) Problems in the industry
Critical success factors in the industry

Analyze your industry using Porter’s Five Forces framework of competitive analysis and based on the preceding analysis, state your conclusion for each force.

Do a competitor analysis:
i. Identify your major competitors and provide relevant information for each, e.g. revenue size, financial health, market share, strategies, etc. If there are too many, select and focus only on a few (about two or three) and explain why you chose to focus on these competitors.

ii. Evaluate your competitors and your company vis-à-vis the critical success factors identified earlier. Do a Competitive Profile Matrix and explain the ratings.

C. Summary and Conclusion

Using the results of your general environment and industry analyses, identify and summarize the major opportunities and threats.

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Use the EFE matrix tool to assess how well your company is responding to the opportunities and threats in the environment. Make sure that the factors included in your EFE have been discussed in the external and industry analyses and the factors you discussed in your analyses should be reflected in your EFE for consistency. Explain your weights and ratings.

Draw your conclusion about the industry’s overall prospects and industry attractiveness. Identify key strategic issues that will have to be dealt with.

Make a conclusion about your current company’s competitive position or
business strength in the industry, e.g., very strong, strong, middle-ground, weak.

V: COMPANY ANALYSIS

Review the company’s performance in terms of key performance indicators: o
o
o

Revenue/sales in the past three years
How the company’s growth compares with industry growth or vis-à-vis the other players
Profitability, other relevant performance indicators

Use David’s functional audit to assess the different functional areas of the organization

From the above, identify the company’s major strengths and weaknesses

Use the IFE matrix to evaluate the overall internal strengths and weaknesses of the company

Identify the major strategic management issues that the company must address

VI: STRATEGY FORMULATION
Use the different strategy formulation tools (SWOT, SPACE, IE, GE/McKinsey,
GRAND, and QSPM) and other relevant analytical tools to come up with strategic options and direction for the company. Explain the results of your analyses.

Make sure that your analysis and positioning in the various matrices/cells are consistent with the results of your external/industry and company analyses.
VII: OBJECTIVES, STRATEGY RECOMMENDATIONS AND ACTION PLANS
A. Strategic and Financial Objectives

Provide a clear statement of your strategic and financial objectives for the company or business, for the next three years. It should state measurable objectives, e.g. market position, sales or revenue growth, net income or profit level, profitability or rate of return, etc. (Follow the SMART rule – specific, measurable, achievable, realistic, and timebound.)

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Financial objectives: These can be stated in terms of revenues (level or growth), net income, profit margin, or other appropriate measures of financial performance

Strategic objectives: These should define the major strategic thrust of the company

The strategic objectives should consider the following:
o
o
o
o

It must support the company’s vision/mission in Chapter III It must take into account the expected external/industry prospects as shown in the external and industry analysis It must take into account the company’s historical performance and current/expected competencies and capabilities It must be consistent with the results of your analytical tools under Chapter VI. For example, an aggressive expansion strategy should show more aggressive revenue growth while a “hold and maintain” position should show more moderate growth for the company.

The time frame can be anywhere from three to five years, depending on the nature of the business and the characteristics of the industry where it belongs.

B. Recommended Business Strategies

This should provide a more specific and comprehensive discussion of your proposed strategies consistent with the directions/generic strategies indicated by the strategy formulation tools. Avoid generic and motherhood statements. The strategies should enable the company or organization to achieve its objectives and address the strategic issues identified in your external and internal analysis.

If you are dealing with several businesses or product types, you may need to group them or come up with one set of strategies for each business or product type.

If you are diversifying into a new business but plan to maintain your existing or core business, you need to specify a set of strategies for both the core and new business.

Include functional level strategies for the following areas: Marketing, Sales and Distribution, Operations/Production/Manufacturing, Finance and Human Resources.

C. Recommended Organizational Strategies

Identify strategies that will involve the necessary changes needed in order to align the organization with the requirements of the business, given the long-term objectives and strategies.

Identify strategies that will address the identified internal strategic issues, address the organizational weaknesses of the company or take advantage of its strengths.

Note that the business and organizational strategies may also be combined if deemed more appropriate.

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D. The Strategy Map
Translate your strategy recommendations into a strategy map for the company. E. Financial Projections and Overall Evaluation of the Strategies 

Show and discuss the long-term financial plan/projections in comparison with historical performance. Show and discuss the projected Income Statement, Balance Sheet and Cash Flows. Indicate ratio to sales and annual growth rates. For non-business oriented organizations, the financial projections may only involve projected budgets, costs or expenses.

State your assumptions and explain how your strategies will impact on some of the components of the financial projections. The financial projections should incorporate the financial implications of your strategies and should provide the level of detail needed especially on the costs and expenses.

Summarize overall evaluation, and assess the reasonableness, feasibility and acceptability of your strategies.

Make sure your strategies have logic based on your external and internal analysis and they will enable the company accomplish its strategic and financial objectives.

F. Departmental Programs

This should outline the different programs and step by step action plans that will be undertaken to progress the implementation of the strategic plan. The action plans can be classified by strategic programs or by department or both.

Specify milestones/expected output, timetable and persons or units responsible. Follow the template given in class.

VIII. STRATEGY EVALUATION, MONITORING AND CONTROL

Prepare an appropriate Balanced Scorecard for the company as your strategy monitoring tool. This should allow the company to evaluate and monitor its strategies from four perspectives: financial performance, customer knowledge, internal business processes, and learning and growth. In each perspective, the Balanced Scorecard should contain the following: area of objectives, performance measures and targets, time frame, and unit/person primary responsible. Make sure that these are consistent with your strategy recommendations.

Additional Guidelines:

Do not be constrained by the company’s current strategic plans or what you think will be acceptable to the company’s management. What is important is that your recommended strategies follow the logic of your external and internal analyses and you strategy formulation tools and your own strategic insights.

Make assumptions whenever necessary, but state these assumptions clearly.

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Ensure internal consistency of your strategic plan with the financial plan/projections.

While the STRAMA paper will be evaluated largely on the basis of its logic, substance and content, it should be professionally done and written in formal style using the correct grammar, spelling, choice of words, and proper format. In addition, all tables and figures in the paper should be numbered for easy reference and should have appropriate titles, with units of measures used and data sources indicated. All financial statements should be included in the paper as part of the Appendices.

Acknowledge and cite your references and data sources. Proper footnoting should be followed. Note that the school enforces strict rules against plagiarism.

ACADEMIC INTEGRITY POLICY:
Each student is expected to abide by the standards of conduct and expectations of academic integrity that apply to academic undertakings. In this connection, the student is especially cautioned against plagiarism. All STRAMA papers (the students are required to submit a soft copy of their STRAMA paper) will be subjected to a plagiarism check using a software acquired by AGSB for this purpose. Academic dishonesty will not be tolerated.

For the AGSB policy on plagiarism, forms and definition of plagiarism, and penalties and sanctions, please see the Plagiarism Policies and Procedures in the AGSB Student Guidebook (pages 7079, 2010 Edition).

COMPONENTS PER MODULE/SESSION:
In the succeeding section, the components of each session will be described in greater detail in terms of:
 Learning objectives,
 Preparatory assignments, and
 Proposed activities.
Note that for every STRAMA class, it is a must that the learning objectives for each topic are met. However, it is possible that the facilitator may vary or modify the specific sequencing of the topics and length of time spent for each, the nature of the assignments to be given for both the individual and group projects, and the proposed activities and learning methodologies to be followed. These modifications may be introduced depending largely on the size and composition of the class. The facilitator may also provide supplementary materials and cases in addition to those suggested in this syllabus.

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SESSION 1

INTRODUCTION
Preparatory Assignments:
1. Read Chapters 2 & 5 of the textbook, and Chapters 2, 5, 6 & 7 of Thompson and Strickland’s book.
2. Prepare a Company Background for your proposed STRAMA paper topic. 3. Prepare an analysis of your proposed company’s vision & mission statements and objectives based on David’s criteria and framework. As a result of your analysis, recommend revised vision & mission statements if necessary.

If your company has no existing vision & mission and objectives statements, interview the owners or top management to get information on what they believe to be their definition of the business mission, vision and objectives. Formulate vision & mission statements for the company on the basis of their replies and following David’s criteria.

Learning Objectives:
At the end of the session, the learners are expected to:
1. Know the direction-setting tasks in strategic management – definition, characteristics, components and criteria of good mission and vision statements and strategic and financial objectives;
2. Understand the importance of a complete and well written mission statement, including the value of incorporating a concern for nation building as a key component of a mission statement;
3. Understand the various types of strategies and the hierarchy of strategies; 4. Understand the importance and basis of competitive advantage; 5. Understand strategy choices as classified by David: Intensive, Integration, Diversification and Defensive strategies;

6. Understand Michael Porter’s generic strategies: Cost Leadership, Focus and Differentiation; 7. Discuss the appropriate strategies for different industry and company situations as elucidated by Thompson and Strickland; and

8. Understand about
organizations.

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strategy

development

for

non-profit

or

non-business

oriented

18

Proposed Activities:
1. The facilitator and learners will introduce themselves.
2. Learners will be asked to discuss their ideas of good and well-written mission and vision statements and company objectives through a class presentation. The facilitator will underscore the value of including “concern for nation building” in a company’s mission statement by showing examples.

3. The facilitator will integrate the discussion by highlighting the direction-setting tasks of developing a strategic vision and establishing strategic objectives as rudiments to formulating a strategic plan.

4. The facilitator will give a lecture on the hierarchy of strategies, basis of competitive advantage, Porter’s generic strategies, strategies based on David’s classification, and other types of strategies.

5. The facilitator will lead a class discussion on strategy development in non-profit or nonbusiness oriented organizations based on the experiences of learners. 6. Learners will submit their individual assignments.

7. The facilitator will collect all individual assignments and reports and
remind learners of the assignments for the next session.

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SESSION 2

EXTERNAL & INDUSTRY ANALYSIS
Preparatory Assignments:
1. Read Chapter 3 of the textbook, and Chapter 3 of Thompson & Strickland. 2. Read on recent trends and developments in the general external environment (e.g., economic, social, cultural, demographic, etc.) which may affect most industries and businesses by visiting the websites of government agencies like the NEDA, DTI, BSP, and NSO, among others.

3. Prepare an industry analysis for your business based on Porter’s Five Forces Framework. 4. Prepare EFE and CPM Matrices for your company. Based on your external and industry analysis, make a conclusion about your industry attractiveness and identify the external strategic issues facing the company.

Learning Objectives:
At the end of the session, learners are expected to:
1. Understand the framework and process involved in external and industry analysis, focusing in particular on the analysis of external factors that significantly affect the prospects and attractiveness of a specific industry;

2. Conduct an in-depth industry and competitor analysis through the: 

Identification of the trends and various forces driving an industry (e.g. market size, buyer composition and characteristics, industry pricing, growth, profitability, etc.). Application of Michael Porter’s Five-Forces of Competitive Analysis model. Identification of an industry’s critical success factors and using the factors in a competitor analysis framework; and

3. Identify the opportunities and threats in the external and industry environment.

Proposed Activities:
1. The facilitator will introduce the topic by reviewing the strategic management process and asking the learners why they think an analysis of the external environment is an important component of the whole process.

2. The facilitator will lead the class in the discussion of the approaches and concepts used in conducting external and industry analysis and give examples of how specific external developments may impact an industry or a business.

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3. Learners will present their external, industry and internal analysis summarized in Analysis of Five Forcess, External Factor Evaluation (EFE) matrix, and Competitive Profile Matrix (CPM). Learners will also discuss their conclusions about their industry and the strategic issues facing their company. The class and the facilitator will give their comments and suggestions for improvement.

4. The facilitator will give a short lecture on the hierarchy of strategies, basis of competitive advantage, Porter’s generic strategies, David’s classification of strategies and other types of strategies.

5. Learners will submit their individual assignments and reports. 6. The facilitator will review the assignments for the next session.

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SESSION 3

INTERNAL ANALYSIS

Preparatory Assignments:
1. Read Chapter 4 of David, and Chapter 4 of Thompson & Strickland. 2. Prepare the following for a company:

Financial analysis

IFE matrix

Analysis of the current strategies

Identification of internal strategic issues

Learning Objectives:
At the end of the session the learners, are expected to:
1. Assess a company’s performance in terms of its functional areas and key performance indicators: market share, operations, revenues/sales, costs, profits, other financial measures, etc;
2. Understand the framework and process involved in internal analysis;

3. Identify the strengths and weaknesses of a company;
4. Develop an Internal Factor Evaluation (IFE) matrix of a company; and

5. Identify the critical internal strategic issues confronting a company based on key internal factors.

Proposed Activities:
1. The facilitator will lead a class discussion on internal assessment based on the assigned readings and will supplement the discussion in the end by ensuring that all aspects of the topic are covered.

2. Learners will present in Power Point an analysis of their company’s financial performance based on financial ratios and their company’s Internal Factor Evaluation (IFE) Matrix, as well as the identified strategic issues facing the company.

3. The facilitator will lead the discussion and comment on the learners’ output. 4. The learners will submit their reports and assignment to the facilitator. 5. The facilitator will review the assignments for the next session.

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SESSION 4
STRATEGY ANALYSIS AND STRATEGY FORMULATION TOOLS
Preparatory Assignments:
1. Read Chapter 6 of the textbook.
2. For each group, prepare the following for a specific company of your choice: 



EFE & IFE Matrices
Matrices on SWOT, SPACE, BCG, IE, GE-McKinsey, GRAND & QSPM
A critical and integrated analysis of the results of your matrices Financial & Strategic Objectives
Strategy Recommendations

Learning Objectives:
At the end of the session, learners are expected to:
1. Apply the various strategy formulation tools: SWOT, SPACE, BCG, IE, GE-McKinsey, and Grand and the strategy decision tool: QSPM;
2. Use the results of these tools in formulating a company’s strategic and financial objectives and strategies; and
3. Evaluate strategy choices and come up with specific strategy recommendations based on a company’s strategic and financial objectives, and the analysis of the external and internal environment.

Proposed Activities:
1. Each group will present the different strategy formulation tools and decision tool they developed, as well as their objectives and strategy recommendations based on their results and analysis. If there are many groups, the facilitator will manage the presentations by assigning groups to present the different matrices. The facilitator and the class will give their comments.

2. Groups will submit their reports.
5. The facilitator will review the assignments for the next session.

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SESSION 5

MID-TERM EXAM
Preparatory Assignments:
1. Read Part 6 of the textbook – Strategic Management Case Analysis on page 378 – 390. 2. Review all topics learned from Session 1 to Session 4.
3. Bring textbook, pen or pencil, pad papers, highlighters and calculator.

Learning Objectives:
Through this mid-term case analysis exercise, the learners will be able to assess their learning on topics covered I Sessions 1 to 4.

Proposed Activities:

Learners will be asked to analyze a case to be assigned by the Facilitator, applying the strategic management process, concepts and tools learned from Sessions 1 to 4.

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SESSION 6
STRATEGY MAPPING, STRATEGY IMPLEMENTATION, AND STRATEGY
EVALUATION & CONTROL
Preparatory Assignments:
1. Read Chapters 7,8 & 9 of the textbook, and Chapters 9, 10, & 11 of Thompson & Strickland.

2. Read the article on the Balanced Scorecard by Norton and Kaplan (Attached in the syllabus.)
3. Prepare the following for your company:
 Company Objectives
 A Strategy Map and Specific Strategy Recommendations
 Departmental Plans
 Balanced Scorecard
Learning Objectives:
At the end of the session, learners are expected to:
1. Learn from the results and discussion of the mid-term exam; 2. Develop a strategy map;
3. Create a balanced scorecard;
4. Appreciate the importance of management and functional issues in strategy implementation; 5. Understand the steps and components involved in action or departmental planning; 6. Understand the strategy evaluation framework and the characteristics of an effective strategy evaluation system; and

7. Understand performance measurement as an important component of strategy evaluation.

Proposed Activities:
1. The facilitator will return the mid-term exam papers to the students and discuss the results. 2. The facilitator will lead the discussion on the development of a strategy map and a balanced scorecard for a company.

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3. The facilitator will discuss the various elements for successful strategy implementation, including action/departmental planning, resource allocation and alignment of the organization’s structure to strategies.

4. Learners will present their company’s strategy map and balanced scorecard, and action/departmental plans.
5. The facilitator will give comments and inputs and provide an integration. 6. Learners will submit their individual reports.
7. The facilitator will review the assignments for the next session. Groups will be assigned one (1) strategic management topic each.

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SESSION 7

FINANCIAL PROJECTIONS AND OTHER STRATEGIC MANAGEMENT
TOPICS
Preparatory Assignments:
1. Read Chapters 10 & 11 of David.
2. Research and review materials on the following topics:







Business Ethics
Social Responsibility
Environmental Sustainability
Value Chain Analysis
Strategy Map
Economic Value Added (EVA)
Market Value Added (MVA)
Strategic issues in a global environment

3. Each of the groups will be assigned to make a presentation on any of the above topics. Learning Objectives:
At the end of the session, learners are expected to:
1.

2.

Assess the financial implications of their strategies, and how to incorporate these in the company’s financial projections; and
Understand the following strategic management topics:
 Value Chain Analysis
 Strategy Map
 Economic Value Added (EVA)
 Market Value Added (MVA)
 Strategic issues in a global environment
 Business Ethics
 Social Responsibility
 Environmental Sustainability

Proposed Activities:
1. The facilitator will give a brief lecture on how to take into account the financial impact of major strategies and how to incorporate these into the financial projections. 2. Each of the groups will be asked to present their assigned topic. The facilitator will lead the class in discussing the topics.

3. The groups will be asked to submit their reports.
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SESSION 8

COURSE INTEGRATION/CONSULTATION
Preparatory Assignment:
The learners should integrate their work so far on their respective STRAMA papers based on previous assignments and inputs of the facilitator and be prepared to consult with their facilitator on any specific concerns and clarifications that they may have regarding their STRAMA papers. Learning Objectives:

At the end of the session, learners are expected to:
1. Appreciate the value and importance of Strategic Management in enabling an organization to maximize its potential and performance towards the attainment of its vision and mission; 2. Have an integrated perspective of all their learnings in the STRAMA course and how they will use these in formulating and writing a good Strategic Management Paper for the company or organization of their choice;

3. Present a Strategy Paper during an oral defense; and
4. Consult with the facilitator about his/her individual concerns on his/her strategy paper.

Proposed Activities:
1. The facilitator will give an integrative summary of Strategic Management and additional guidelines for the STRAMA paper.
2. The facilitator will give learners pointers on how to effectively present a Strategy Paper, and give other guidelines for the oral defense.
3. The facilitator will be available for individual consultation with the
learners regarding their STRAMA paper.

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APPENDIX A
EVALUATION FORM FOR THE STRAMA PAPER
Name of Student: ____________________________________________________________ Title of Paper: _______________________________________________________________ Date Submitted: ______________________________________________________________ Schedule of Oral Defense:______________________________________________________ I.

WRITTEN DOCUMENT

CRITERIA
Completeness and Technical Correctness (40%) – the degree to which the prescribed content requirements of the paper have been met and the degree to which the STRAMA concepts, theories and tools have been correctly applied. (Please see attached for a more detailed evaluation.)

Critical Thinking (40%) – the student’s ability to use and integrate information and ideas and carry out a rational and in-depth analysis and the ability to identify key strategic management issues and produce substantive, creative, logical and well-thought out strategy recommendations.

Organization/Writing skills (20%) – this pertains to the degree to which the topics have been logically sequenced within chapters and sections as well as to grammar, spelling, language used, formats of tables and figures and the overall written communication skill.

GRADE
(.40)______

(.40)______

(.20)______

WEIGHTED AVERAGE

II. COMMENTS (Include suggested revisions to the paper if any): ____________________________________________________________________________ _______________________

This is the capstone course for the MBA program. It aims to enable the learner develop and implement strategic cross-functional decisions towards the attainment of their organization’s vision, mission and objectives using strategic management principles and integrating knowledge and skills learned from the other MBA courses.

The learner will learn to do strategy formulation, implementation and evaluation, as well as to use various analytical frameworks and tools that can aid managers in decision making. Through this course, the learner’s strategic thinking capability is expected to be strengthened in critically analyzing and integrating information about the company’s external and internal environment in the local and global context, and to use this in formulating and implementing innovative strategies towards building a
sustainable competitive advantage.

The learners will likewise be made to understand the different strategy choices and to evaluate strategic management issues and concepts that are important. This course also aims to promote ethical business decisions, the practice of corporate social responsibility and making a contribution towards nation building. LEARNING OUTCOMES:

Upon completion of this course, learners are expected to:
1. Develop vision and mission statements that are ethically sound and that take into consideration corporate social responsibility and nation-building dimensions; 2. Identify strategic issues and relevant external and internal factors that need to be addressed by the company;

3. Develop strategic and financial objectives;
4. Formulate appropriate and innovative strategies and programs/action plans to address the strategic issues and to achieve the company’s objectives, taking into account relevant external and internal factors; and

5.

Design a Balanced Scorecard and a performance monitoring system.

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COURSE OUTLINE:
ORIENTATION SESSION:
Before the start of the term, an orientation for all STRAMA-Regis Program students will be conducted in order to let the students know in advance about the requirements of the course. This is to give them more time to think of their STRAMA paper company topic and the assignments that they need
to complete in time for the first session. The following topics will be covered during the orientation session: 


Course Objectives
Course Requirements
Course Overview and Introduction to Strategic Management (Read F. David, Chapter 1, and Thompson and Strickland, Chapter 1)
Guidelines for the STRAMA Paper
 Outline
 Requirements for the Company or Entity to be used as STRAMA topic Other STRAMA policies (policies on plagiarism, re-orals, etc.) Assignment for Session 1



SESSION
1

TOPICS
Vision/Mission/Objectives
Strategy Choices
 Hierarchy of strategies
 Types of strategies (David’s
classification)
 Porter’s generic strategies
 Thompson’s competitive strategies and
strategies for different industries and
company situations
 Other Strategies

2

Strategy development for non-profit, nonbusiness oriented organizations External & Industry Analysis
 General environment
 Industry/Competitive environment
 Identifying industry’s dominant features
 Porter’s Five Forces of Competitive
Analysis
 Analytical Tools: EFE matrix & CPM

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READINGS/ASSIGNMENTS
David, Chapters 2 & 5
Thompson and Strickland,
Chapters 2, 5, 6, & 7
Individual assignment:
1) Submit the Company
Background for your
proposed STRAMA paper
topic.
2) Submit an analysis of the
company’s mission & vision
statements & objectives.
Recommend revised mission
& vision statements.
David, Chapter 3
Thompson and Strickland,
Chapter 3
Individual assignment:
1. Prepare an Industry Analysis
for your business using
Porter’s Five Forces
framework
2. Prepare EFE & CPM
matrices for your company.
3. Based on your external
2

3

4

Internal Analysis
 Assessment of company performance
 David’s audit list (Management &
business functions framework)
 Other frameworks for organizational
and internal analysis
 Analytical tool: IFE matrix

Strategy Analysis and Formulation Tools
 SWOT matrix
 SPACE matrix
 BCG matrix
 IE matrix
 GE-McKinsey Matrix
 Grand Strategy matrix
Strategy Decision Tool
 QSPM
Strategy Evaluation

5

Mid-Term Exam (To be done in the classroom)

6

Discussion on Mid-Term Exam (solution
&results)
Strategy Mapping and the Balanced Scorecard
Strategy Implementation
 Prerequisites to effective strategy
implementation
 Action/Departmental planning
 Strategic leadership
 Other managerial components in
strategy implementation
Strategy Evaluation & Control
 Performance Measurement &

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March 2012

analysis, prepare the
following:
a) Conclusion about your
industry attractiveness
b) Strategic issues facing
your company
David, Chapters 4
Thompson & Strickland,
Chapters 4
Individual assignment:
Prepare the following for your
company:
1) Financial analysis
2) IFE matrix
3) Analysis of the current
strategies
4) Strategic Issues
David, Chapter 6
Group assignment:
Prepare the following for a
specific company of your choice:
1) EFE & IFE Matrices
2) Matrices on SWOT, SPACE,
BCG, IE, GE McKinsey,
Grand & QSPM.
3) A critical and integrated
analysis of the results of your
matrices
4) Financial & Strategic
Objectives
5) Strategy recommendations
Review all topics covered from
Sessions 1 to 4
F. David, Chapters 7, 8, & 9
A. Thompson & A. Strickland,
Chapters 9, 10 & 11
Article on the Balanced
Scorecard by Norton and Kaplan
(Attached in the syllabus).
Individual assignment:
Prepare the following for your
company:
1) Company objectives
2) A Strategy Map and Specific
Strategy Recommendations
3) Departmental Plans
4) Balanced Scorecard.
3

7

8

Monitoring
Financial Projections and Financial Impact of
Strategies
Other strategic management topics:

Business Ethics

Social Responsibility

Environmental Sustainability

Value Chain Analysis

Economic Value Added (EVA)

Market Value Added (MVA)

Strategic issues in a global
environment
Course integration/Consultation

David, Chapters 10 & 11
Supplemental Materials that
may be provided by the
Professor
Group assignment:
Present and submit a group
report on one of the special
topics assigned. (The Professor
may assign different topics for
the different groups.)

REFERENCES:
1. Required Textbook:

David, Fred R.
Strategic Management: Concepts and Cases, 13th edition
Pearson Education, Inc. 2011

2. Secondary References:
Thompson, Arthur A. Jr. and Strickland III, A.J.
Strategic Management: Concepts, 11th edition
International Edition, McGraw Hill Book Co.
Thompson, Arthur A Jr, Gamble,John E and Strickland A J III
Strategy, Core Concepts, Analytical Tools, Readings,
2nd Edition
McGraw-Hill/Irwin 2006
Carpenter, Mason Andrew and Sanders, William Gerard
Strategic Management: A Dynamic Perspective: Concepts And
Cases
Pearson/Prentice Hall 2007
Davenport, Thomas H, Leibold, Marius and Voelpel, Sven
Strategic Management In The Innovation Economy: Strategy
Approaches And Tools For Dynamic Innovation Capabilities
Publicis 2006
Katsiooudes, Marios I.
Strategic Management: Global Cultural Perspectives For Profit And Non-Profit Organizations
Elsevier Butterworth-Heinermann 2006

Other supplementary materials and references will be provided by the professor during the term.

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3. Web references:

http://www.quickmba.com/strategy/global/marketentry/
http://www.businessplans.org/

http://www.quickmba.com/strategy/levels/
http://www.quickmba.com/strategy/porter.shtml
http://www.quickmba.com/strategy/generic.shtml
http://www.quickmba.com/strategy/matrix/bcq/
http://www.quickmba.com/strategy/global/diamond

http://www.apmforum.com

http://www.findarticles.com

http://www.sigmaresearch.com

http://www.northampton.ac.uk

http://www.s-m-i.net

http://www.brint.com

http://www.smsweb.org/
http://sites.krislyn.com/manage.htm

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Foreign market entry modes,
exporting, licensing, joint venture,
foreign direct investment.
Discussions about business planning.
Describes the role of strategy at the
corporate level, business unit level,
and functional or department level of
the firm.
Discusses Porter’s Five Forces of
Competitive Analysis.
Porter’s generic strategies Cost
Leadership, Differentiation and Focus
BCG growth-share matrix
Porter’s diamond of national
advantage
Asian business strategy management
research sites archive, reviewed sites
on Asia business management and
strategy.
Presents a journal of management
main topic, strategic management
research; also provides articles on
exploring the roots of strategic
management research and its
transformation over the years.
Research management group: offers
lists of qualitative and quantitative
research, project management,
strategic planning services; also
provides research information
newsletters.
Strategic management research
cluster: research cluster brings
together a group of researchers who
share a common interest and
expertise in business strategy,
marketing, international business and
political economy.
Strategic management institute:
provides business and strategy
development, conducts market
research, industry analysis and
business opportunity studies.
The global knowledge network for
business, information and technology
for knowledge managers,
professionals and entrepreneurs.
Site of strategic management society:
contains downloadable resource on
various conferences pertaining to
strategic management concern.
Contains various business and
management sites including those on
business periodicals.

5

Site that aggregates content from over
200 trading organizations and
contains extensive library organized
key topics such as planning and
http://www.bestmanagement.com/
budgeting and business intelligence.
Resources about balanced scorecard,
strategic control and management,
performance measurement and
http://www.2gc.co.uk/resource.asp
knowledge management.
Various printable resources on supply
chain management, finance, strategy,
http://www.themanager.org/index.htm
management, IT, etc.
Discusses forecasting, global
business, growth, mergers &
http://www.themanager.org/Knowledgebase/
acquisitions, strategies alliances,
Strategy/index.htm
strategic planning, etc.
http://www.marketingteacher.com/Lessons/lesson_swot.htm Provides lectures on SWOT analysis.

http://www.austrainer.com/archives/1397.htm
http://www.wilsonweb.com/wmt5/plan-swot.htm
http://www.toolkit.cch.com/text/p02_4341.asp
http://www.mindspring.com/~stevenmarshall/strategy2.htm
http://www.accaglobal.com/members/pdm/planning/swot/
http://www.findarticles.com/cf_dis/m4256/3_25
/55307219/p1/article.jhtml/

Provides lectures and topics in
developing your SWOT analysis.
Describes how to conduct a SWOT
analysis of your company.
Discusses SWOT analysis.
Business strategy (includes an article
in what’s wrong with SWOT analysis).
Offers manuals, lectures and topics
regarding SWOT analysis.
Articles explore the roots of strategic
management research and its
transformation over the years.

LEARNING STRATEGIES:
The following methodologies will be utilized to achieve the learning objectives for the course: 1.
2.
3.
4.
5.
6.

Lectures
Class discussions
Workshop discussions (small groups)
Group assignments/reports
Individual assignments
Seminars, conferences or forums, when available.

COURSE REQUIREMENTS:
1. Attendance/Punctuality
Learners are expected to attend all class sessions and be on time. Each session will run for four (4) hours excluding a 30-minute break. Although attendance per se is not given a grade equivalent, it will have a bearing on the student’s participation in class activities. Learners who miss class sessions are responsible for the lessons taken up and are not excused from the work or assignments for that session.

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The maximum number of absence is one (1), beyond which the student will receive a “FAIL” grade. Habitual tardiness will be recorded. Tardiness exceeding 30 minutes in a session is equivalent to an absence.

2. Class Participation
Each learner is expected to actively participate in discussions by way of sharing one’s ideas and experiences relevant to the topic under discussion,
giving comments and asking questions whenever appropriate. In order to participate actively in the class discussion, learners are expected to prepare and do the assignments prior to each session. 3. Individual Assignments

Learners are expected to do all assigned activities for each session and submit on time written reports specified in the course syllabus. Late reports will not be accepted and will not be given any grade credit. Failure to submit individual and group reports will also result to a “Fail” grade. The learners should be ready with a soft copy of their reports for presentation to the class when called by the professor.

4. Group Discussion/Presentation
Learners will be formed into small groups of 4-5 members and will be asked to apply the knowledge learned from some of the readings and the class discussion, using specific cases assigned by the facilitator or cases that involve companies and organizations that they are familiar with, including their STRAMA paper topic. Each learner is expected to actively participate in the group discussions and cooperate with the other team members in carrying out and fulfilling the requirements for the group assignment.

The facilitator will give a grade for each group output/presentation and will require peer rating and evaluation in giving the individual grades for the group assignments.

5. Strategic Management (STRAMA) Paper
Each learner is expected to have an organization (business or non-profit) that he/she will write about for his/her strategic management paper.
a. Concept & Content
The STRAMA paper will be an integrative paper that should reflect the learner’s ability in the following areas:
i. Proper application of the strategic management concepts and tools learned during the STRAMA course;
ii. Integration of learning from the various MBA subjects through the analysis and integration of functional issues and the development of consistent and supportive strategies in the various functional areas of
business; iii. Strategic thinking capability as shown in the analysis of strategic issues of the chosen business or organization and in the formulation of logical, rational and creative strategies;

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iv. Translation of the strategies and programs into a consistent set of financial projections for the plan period, taking into account the resource requirements and financial implications of the strategies, among others.

The successful oral defense of the Strategy Paper is equivalent to passing a comprehensive examination normally given to an MBA student as a requirement for granting an MBA degree.
Please refer to the section on “The Strategic Management Paper: Guidelines and Suggested Outline” in this syllabus for more details on the content of the STRAMA paper.

In the formulation and development of the STRAMA paper, the learner is expected to undertake rigorous research to obtain the needed information relevant to the paper. The learner is also expected to exercise professionalism in the manner of obtaining and using the information and in incorporating the same into the paper.

b. Guidelines in the Selection of a Company or an Organization for the STRAMA Paper
i.

The company or organization should be preferably a medium-size or large, domestic or global and operating for at least four years to make a meaningful analysis of the company’s overall performance. While the strategic management tools and concepts are applicable to small companies, using these as topics for the STRAMA paper is not encouraged because the learner may be constrained in applying some of the strategic management concepts and tools.

As a guideline, the company or organization should have an annual revenue (or budget, in case of non-profit or non-revenue generating organizations) of Php 12 million or more, with at least 15 employees. Companies with smaller revenue size may be allowed by the professor on a case to case basis if he/she thinks that these can be good material for demonstrating the application of the various strategic management concepts and tools and at the same time encourage or develop the learner’s strategic thinking capability. Not-for-Profit organizations and government agencies will be allowed as topics for the STRAMA paper but these should be discussed with the STRAMA professor.

ii.

The learner must have the approval of the company to make it a subject of a STRAMA paper and must be able to draw information about its operating and financial performance.

iii.

The learner should, as much as possible, be able to gather operating and financial information on the company’s competitors.

iv.

A large business unit within a company may be used for the STRAMA paper provided it has its own financial statements which the learner can access.

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v.

The professor must give clearance to the learner on the chosen company or organization.

c. Oral Defense and the Evaluation of the STRAMA Paper
The oral defense is aimed at validating the learner’s mastery of the subject matter, his/her extent of understanding of the strategic issues and how well he/she is able to explain and justify the strategy recommendations.

The learner shall submit three sets of his/her STRAMA paper to the AGSB staff–incharge on or before the deadline and pay a defense fee as well as secure a clearance from the Registrar’s office. The STRAMA paper shall be evaluated on the basis of how well it meets the requirements stated under (a) and (b) above and on how well the learner is able to orally present and defend it before a panel. The evaluation of the STRAMA paper and the oral defense will be done jointly by the STRAMA professor who acts as the chair of the panel and two panel members who shall be selected and assigned by the Dean.

The learner will receive a grade for the actual STRAMA paper submitted (to be given a weight of 70%) and for the oral defense (to be given a weight of 30%). The weighted average will then have a weight of 50% in the overall STRAMA grade of the learner (see separate section on the Grading Criteria for the course). For the STRAMA paper, the following criteria will be used (See Appendix A): 

Completeness and technical correctness (40%) – the degree to which the prescribed content requirements of the paper have been met, at the same time indicating the correct application of the STRAMA concepts, theories and tools. Critical thinking (40%) – the ability to integrate information and ideas and carry out a rational and in-depth analysis and the ability to identify key strategic management issues and produce substantive, creative, logical and well-thought out strategy recommendations

Organization and Writing Skills (20%) – the degree to which the topics have been logically sequenced within sections, use of correct grammar, spelling, tables and figures formats, and appropriateness of language used and the overall written communication skill as reflected in the paper.

For the oral defense, grading will be based on the degree to which the learner demonstrates mastery of the subject through the presentation of the summary and strategic issues and strategy recommendations and handling of the questions from the panel members.

The learner’s oral communication skills, clarity and effectiveness of the presentation materials used are also important and will be considered in the evaluation.
On-line oral defense can be availed of by a learner if he/she is unable to return to the school during the allotted time for the defense. An on-line defense fee will be charged for audio/video connectivity costs. Arrangements should be made with the school for this purpose.

For the STRAMA paper and the oral defense, the grade will be determined jointly by the STRAMA professor and the other two defense panel members based on a Strategic Management
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defined set of criteria and rubrics. The learner’s grade for the STRAMA paper and oral defense will be the simple average of the grades given by the three panel members. If, however, two out of the three panel members give a “FAIL” rating, the learner will automatically get a “FAIL” for the paper as well as for the STRAMA course regardless of the grade given by the other panel member on the STRAMA paper and regardless of the learner’s grade for the class activities.

Conditions for Re-Oral and FAIL IN THE STRAMA Paper and Oral Defense: A grade of 1.0 in either Completeness and Technical Correctness OR in Critical Thinking (see criteria under section c above) given by at least two members of the panel, with the overall weighted average being at least 1.5, will require the student to revise his/her paper and do a “RE-ORAL”.

A grade of 1.0 in BOTH Completeness and Technical Correctness AND in Critical Thinking given by at least two members of the panel will already constitute a “FAIL” grade for the learner’s STRAMA paper and therefore, also for the STRAMA course. A student obtaining a grade of 1.5 for the STRAMA paper but has a penalty of minus 0.5 due to late submission will also receive a FAIL grade for the STRAMA paper and the course.

d. Deadlines for the Submission and Oral Defense of the Strategy Paper The deadlines and timetable for the submission of the STRAMA paper and the oral defense are as follows:
Day 1

End of the term (Reference point is the date of the last session).

Day 60

First deadline on the submission of the STRAMA paper. Learners submitting their papers on or before this deadline will get full credit and grade based on the quality of the paper. They will then be scheduled for oral defense within a maximum of 60 days depending on the availability of the STRAMA professor and the panel members. Learners submitting their papers after the first deadline or from Day 61 will get a deduction of 0.5 in their grade on the STRAMA paper.

Day 90

Second and final deadline on the submission of the STRAMA paper. Learners will be scheduled for defense within a maximum of 60 days from Day 90. Learners unable to submit their STRAMA papers on this deadline will automatically get a “FAIL” grade.

Day 120

Final deadline for oral defense and submission of grades of learners who submitted their STRAMA papers on Day 60. Learners unable to defend their STRAMA papers on this deadline will automatically get a “FAIL” grade.

Day 150

Final deadline for oral defense and submission of grades of learners who submitted their STRAMA papers on Day 90. Learners unable to defend their STRAMA papers on this deadline will automatically get a “FAIL” grade.

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Note:

A student who receives a “Re-oral” grade is given a maximum of 30 days to submit a revised paper and sixty (60) days from the original oral defense date to re-defend his/her revised STRAMA paper. Failure to do so will automatically result in a “FAIL” grade.

These deadlines and policies shall be strictly implemented. Professors are not authorized to extend deadlines. Note that the AGSB policy on INCOMPLETE grades will not be applied to the STRAMA course.

GRADING CRITERIA:
The learner’s grade for the STRAMA course will be determined as follows: 

Class activities
– Individual Assignments/reports
– Group reports/Participation
– Mid-Term examination

25%
10%
15%

50%

STRAMA paper and Oral defense
– Grade for paper (70% of 50%)
– Grade for oral defense (30% of 50%)

35%
15%

50%

A sample grading matrix is shown below:
INDIVIDUAL REPORTS
Mission
Vision
Porter Five Forces
Analysis
EFE
CPM
Financial Analysis
IFE
Strategy Analysis
Strategy Map
Balanced Scorecard
AVERAGE

GRADE
INDIVIDUAL REPORTS
MID-TERM EXAM
GROUP REPORTS &
PARTICIPATION
SUB TOTAL

STRATEGY PAPER
STRATEGY PAPER
ORAL DEFENSE
SUB-TOTAL
TOTAL/FINAL GRADE

WEIGHT
0.25
0.10
0.15

GRADE

WEIGHTED SCORE

0.50

0.35
0.15
0.50
1.00

GROUP REPORTS
SWOT
SPACE
BCG
GE/McKinsey
IE
GS
QSPM
Analysis and Strategy
Recommendation
AVERAGE
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The final grade of the learners will be given only after completion of their respective oral defense and the submission of the final or revised STRAMA paper, if required by the panel members after the oral defense.

THE STRATEGIC MANAGEMENT PAPER: GUIDELINES & SUGGESTED OUTLINE

EXECUTIVE SUMMARY
Provide a brief summary or overview of the strategy paper (in two pages at most), stating what the business of the company is, the main results of the external and internal analyses, results of strategy formulation tools used, the key strategic management issues and the recommended strategic and financial objectives (at least for the next three years), and strategies and significant action plans.

I. INTRODUCTION
Include a short background on the company
 Nature of business/products/services
 Current revenue size and profit
 Major markets served
 Number of employees
 Other relevant basic information
II. RESEARCH DESIGN AND METHODOLOGY
Identify the following:
 Data and information sources
 How information was obtained & methodologies used
 Major assumptions
III. COMPANY’S VISION AND MISSION

State the current vision, mission and objectives of the company Comment or evaluate the vision and mission statements using David’s framework and other criteria discussed in class. Recommend changes if needed. Or, develop new vision and mission statements. Explain how the recommended vision and mission meets the criteria based on David’s framework, including how it takes into account ethical principles and nation building.

Give recommendations on how you will communicate the vision and mission to the employees and other stakeholders.

IV. EXTERNAL ANALYSIS
A. General Environment

Discuss current and expected outlook in the following areas, focusing only on factors that will have significant impact on your business. Consider the following areas only insofar as they are relevant and thus exert a significant impact on your industry

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1.
2.
3.
4.
5.
6.

Economic developments
Socio-cultural, demographic trends, lifestyle changes
Technological developments
Political, legal, governmental aspects
Ecological aspects
Other external factors that may be more directly relevant to your business

Translate the above in terms of what it means for your business, identifying opportunities and threats that may affect the following:
1. Market demand and opportunities
2. Types of products and services offered
3. Intensity of competition
4. Suppliers and distributors
5. Costs of doing business
6. Other aspects of the business

B. Industry and Competitor Analysis

Analyze the industry’s situation and prospects by looking into the following: 








Market size and/or growth rate and stage in the growth cycle Number of players and their relative sizes; market share analysis Market aspects (products or service, price, promotion, and channels of distribution)

Buyer/Customer profile
Factors affecting costs of doing business
Operations/Production aspects
Technology developments
Industry financial analysis (growth, profitability, liquidity, leverage, efficiency) Problems in the industry
Critical success factors in the industry

Analyze your industry using Porter’s Five Forces framework of competitive analysis and based on the preceding analysis, state your conclusion for each force.

Do a competitor analysis:
i. Identify your major competitors and provide relevant information for each, e.g. revenue size, financial health, market share, strategies, etc. If there are too many, select and focus only on a few (about two or three) and explain why you chose to focus on these competitors.

ii. Evaluate your competitors and your company vis-à-vis the critical success factors identified earlier. Do a Competitive Profile Matrix and explain the ratings.

C. Summary and Conclusion

Using the results of your general environment and industry analyses, identify and summarize the major opportunities and threats.

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Use the EFE matrix tool to assess how well your company is responding to the opportunities and threats in the environment. Make sure that the factors included in your EFE have been discussed in the external and industry analyses and the factors you discussed in your analyses should be reflected in your EFE for consistency. Explain your weights and ratings.

Draw your conclusion about the industry’s overall prospects and industry attractiveness. Identify key strategic issues that will have to be dealt with.

Make a conclusion about your current company’s competitive position or
business strength in the industry, e.g., very strong, strong, middle-ground, weak.

V: COMPANY ANALYSIS

Review the company’s performance in terms of key performance indicators: o
o
o

Revenue/sales in the past three years
How the company’s growth compares with industry growth or vis-à-vis the other players
Profitability, other relevant performance indicators

Use David’s functional audit to assess the different functional areas of the organization

From the above, identify the company’s major strengths and weaknesses

Use the IFE matrix to evaluate the overall internal strengths and weaknesses of the company

Identify the major strategic management issues that the company must address

VI: STRATEGY FORMULATION
Use the different strategy formulation tools (SWOT, SPACE, IE, GE/McKinsey,
GRAND, and QSPM) and other relevant analytical tools to come up with strategic options and direction for the company. Explain the results of your analyses.

Make sure that your analysis and positioning in the various matrices/cells are consistent with the results of your external/industry and company analyses.
VII: OBJECTIVES, STRATEGY RECOMMENDATIONS AND ACTION PLANS
A. Strategic and Financial Objectives

Provide a clear statement of your strategic and financial objectives for the company or business, for the next three years. It should state measurable objectives, e.g. market position, sales or revenue growth, net income or profit level, profitability or rate of return, etc. (Follow the SMART rule – specific, measurable, achievable, realistic, and timebound.)

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Financial objectives: These can be stated in terms of revenues (level or growth), net income, profit margin, or other appropriate measures of financial performance

Strategic objectives: These should define the major strategic thrust of the company

The strategic objectives should consider the following:
o
o
o
o

It must support the company’s vision/mission in Chapter III It must take into account the expected external/industry prospects as shown in the external and industry analysis It must take into account the company’s historical performance and current/expected competencies and capabilities It must be consistent with the results of your analytical tools under Chapter VI.

For example, an aggressive expansion strategy should show more aggressive revenue growth while a “hold and maintain” position should show more moderate growth for the company.

The time frame can be anywhere from three to five years, depending on the nature of the business and the characteristics of the industry where it belongs.

B. Recommended Business Strategies

This should provide a more specific and comprehensive discussion of your proposed strategies consistent with the directions/generic strategies indicated by the strategy formulation tools. Avoid generic and motherhood statements. The strategies should enable the company or organization to achieve its objectives and address the strategic issues identified in your external and internal analysis.

If you are dealing with several businesses or product types, you may need to group them or come up with one set of strategies for each business or product type.

If you are diversifying into a new business but plan to maintain your existing or core business, you need to specify a set of strategies for both the core and new business.

Include functional level strategies for the following areas: Marketing, Sales and Distribution, Operations/Production/Manufacturing, Finance and Human Resources.

C. Recommended Organizational Strategies

Identify strategies that will involve the necessary changes needed in order to align the organization with the requirements of the business, given the long-term objectives and strategies.

Identify strategies that will address the identified internal strategic issues, address the organizational weaknesses of the company or take advantage of its strengths.

Note that the business and organizational strategies may also be combined if deemed more appropriate.

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D. The Strategy Map
Translate your strategy recommendations into a strategy map for the company. E. Financial Projections and Overall Evaluation of the Strategies 

Show and discuss the long-term financial plan/projections in comparison with historical performance. Show and discuss the projected Income Statement, Balance Sheet and Cash Flows. Indicate ratio to sales and annual growth rates. For non-business oriented organizations, the financial projections may only involve projected budgets, costs or expenses.

State your assumptions and explain how your strategies will impact on some of the components of the financial projections. The financial projections should incorporate the financial implications of your strategies and should provide the level of detail needed especially on the costs and expenses.

Summarize overall evaluation, and assess the reasonableness, feasibility and acceptability of your strategies.

Make sure your strategies have logic based on your external and internal analysis and they will enable the company accomplish its strategic and financial objectives.

F. Departmental Programs

This should outline the different programs and step by step action plans that will be undertaken to progress the implementation of the strategic plan. The action plans can be classified by strategic programs or by department or both.

Specify milestones/expected output, timetable and persons or units responsible. Follow the template given in class.

VIII. STRATEGY EVALUATION, MONITORING AND CONTROL

Prepare an appropriate Balanced Scorecard for the company as your strategy monitoring tool. This should allow the company to evaluate and monitor its strategies from four perspectives: financial performance, customer knowledge, internal business processes, and learning and growth. In each perspective, the Balanced Scorecard should contain the following: area of objectives, performance measures and targets, time frame, and unit/person primary responsible. Make sure that these are consistent with your strategy recommendations.

Additional Guidelines:

Do not be constrained by the company’s current strategic plans or what you think will be acceptable to the company’s management. What is important is that your recommended strategies follow the logic of your external and internal analyses and you strategy formulation tools and your own strategic insights.

Make assumptions whenever necessary, but state these assumptions clearly.

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Ensure internal consistency of your strategic plan with the financial plan/projections.

While the STRAMA paper will be evaluated largely on the basis of its logic, substance and content, it should be professionally done and written in formal style using the correct grammar, spelling, choice of words, and proper format. In addition, all tables and figures in the paper should be numbered for easy reference and should have appropriate titles, with units of measures used and data sources indicated. All financial statements should be included in the paper as part of the Appendices.

Acknowledge and cite your references and data sources. Proper footnoting should be followed. Note that the school enforces strict rules against plagiarism.

ACADEMIC INTEGRITY POLICY:
Each student is expected to abide by the standards of conduct and expectations of academic integrity that apply to academic undertakings. In this connection, the student is especially cautioned against plagiarism. All STRAMA papers (the students are required to submit a soft copy of their STRAMA paper) will be subjected to a plagiarism check using a software acquired by AGSB for this purpose.

Academic dishonesty will not be tolerated. For the AGSB policy on plagiarism, forms and definition of
plagiarism, and penalties and sanctions, please see the Plagiarism Policies and Procedures in the AGSB Student Guidebook (pages 7079, 2010 Edition).

COMPONENTS PER MODULE/SESSION:
In the succeeding section, the components of each session will be described in greater detail in terms of:
 Learning objectives,
 Preparatory assignments, and
 Proposed activities.
Note that for every STRAMA class, it is a must that the learning objectives for each topic are met. However, it is possible that the facilitator may vary or modify the specific sequencing of the topics and length of time spent for each, the nature of the assignments to be given for both the individual and group projects, and the proposed activities and learning methodologies to be followed.

These modifications may be introduced depending largely on the size and composition of the class. The facilitator may also provide supplementary materials and cases in addition to those suggested in this syllabus.

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SESSION 1

INTRODUCTION
Preparatory Assignments:
1. Read Chapters 2 & 5 of the textbook, and Chapters 2, 5, 6 & 7 of Thompson and Strickland’s book.
2. Prepare a Company Background for your proposed STRAMA paper topic. 3. Prepare an analysis of your proposed company’s vision & mission statements and objectives based on David’s criteria and framework. As a result of your analysis, recommend revised vision & mission statements if necessary.

If your company has no existing vision & mission and objectives statements, interview the owners or top management to get information on what they believe to be their definition of the business mission, vision and objectives. Formulate vision & mission statements for the company on the basis of their replies and following David’s criteria.

Learning Objectives:
At the end of the session, the learners are expected to:
1. Know the direction-setting tasks in strategic management – definition, characteristics, components and criteria of good mission and vision statements and strategic and financial objectives;
2. Understand the importance of a complete and well written mission statement, including the value of incorporating a concern for nation building as a key component of a mission statement;
3. Understand the various types of strategies and the hierarchy of strategies;

4. Understand the importance and basis of competitive advantage;

5. Understand strategy choices as classified by David: Intensive, Integration, Diversification and Defensive strategies;

6. Understand Michael Porter’s generic strategies: Cost Leadership, Focus and Differentiation; 7. Discuss the appropriate strategies for different industry and company situations as elucidated by Thompson and Strickland; and

8. Understand about
organizations.

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strategy

development

for

non-profit

or

non-business

oriented

18

Proposed Activities:
1. The facilitator and learners will introduce themselves.
2. Learners will be asked to discuss their ideas of good and well-written mission and vision statements and company objectives through a class presentation. The facilitator will underscore the value of including “concern for nation building” in a company’s mission statement by showing examples.

3. The facilitator will integrate the discussion by highlighting the direction-setting tasks of developing a strategic vision and establishing strategic objectives as rudiments to formulating a strategic plan.

4. The facilitator will give a lecture on the hierarchy of strategies, basis of competitive advantage, Porter’s generic strategies, strategies based on David’s classification, and other types of strategies.

5. The facilitator will lead a class discussion on strategy development in non-profit or nonbusiness oriented organizations based on the experiences of learners. 6. Learners will submit their individual assignments.

7. The facilitator will collect all individual assignments and reports and
remind learners of the assignments for the next session.

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SESSION 2

EXTERNAL & INDUSTRY ANALYSIS
Preparatory Assignments:
1. Read Chapter 3 of the textbook, and Chapter 3 of Thompson & Strickland. 2. Read on recent trends and developments in the general external environment (e.g., economic, social, cultural, demographic, etc.) which may affect most industries and businesses by visiting the websites of government agencies like the NEDA, DTI, BSP, and NSO, among others.

3. Prepare an industry analysis for your business based on Porter’s Five Forces Framework. 4. Prepare EFE and CPM Matrices for your company. Based on your external and industry analysis, make a conclusion about your industry attractiveness and identify the external strategic issues facing the company.

Learning Objectives:
At the end of the session, learners are expected to:
1. Understand the framework and process involved in external and industry analysis, focusing in particular on the analysis of external factors that significantly affect the prospects and attractiveness of a specific industry;

2. Conduct an in-depth industry and competitor analysis through the: 

Identification of the trends and various forces driving an industry (e.g.
market size, buyer composition and characteristics, industry pricing, growth, profitability, etc.). Application of Michael Porter’s Five-Forces of Competitive Analysis model. Identification of an industry’s critical success factors and using the factors in a competitor analysis framework; and

3. Identify the opportunities and threats in the external and industry environment.

Proposed Activities:
1. The facilitator will introduce the topic by reviewing the strategic management process and asking the learners why they think an analysis of the external environment is an important component of the whole process.

2. The facilitator will lead the class in the discussion of the approaches and concepts used in conducting external and industry analysis and give examples of how specific external developments may impact an industry or a business.

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3. Learners will present their external, industry and internal analysis summarized in Analysis of Five Forcess, External Factor Evaluation (EFE) matrix, and Competitive Profile Matrix (CPM). Learners will also discuss their conclusions about their industry and the strategic issues facing their company. The class and the facilitator will give their comments and suggestions for improvement.

4. The facilitator will give a short lecture on the hierarchy of strategies, basis of competitive advantage, Porter’s generic strategies, David’s classification of strategies and other types of strategies.

5. Learners will submit their individual assignments and reports. 6. The facilitator will review the assignments for the next session.

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SESSION 3

INTERNAL ANALYSIS

Preparatory Assignments:
1. Read Chapter 4 of David, and Chapter 4 of Thompson & Strickland. 2. Prepare the following for a company:

Financial analysis

IFE matrix

Analysis of the current strategies

Identification of internal strategic issues

Learning Objectives:
At the end of the session the learners, are expected to:
1. Assess a company’s performance in terms of its functional areas and key performance indicators: market share, operations, revenues/sales, costs, profits, other financial measures, etc;
2. Understand the framework and process involved in internal analysis;

3. Identify the strengths and weaknesses of a company;
4. Develop an Internal Factor Evaluation (IFE) matrix of a company; and

5. Identify the critical internal strategic issues confronting a company based on key internal factors.

Proposed Activities:
1. The facilitator will lead a class discussion on internal assessment based on the assigned readings and will supplement the discussion in the end by ensuring that all aspects of the topic are covered.

2. Learners will present in Power Point an analysis of their company’s financial performance based on financial ratios and their company’s Internal Factor Evaluation (IFE) Matrix, as well as the identified strategic issues facing the company.

3. The facilitator will lead the discussion and comment on the learners’ output. 4. The learners will submit their reports and assignment to the facilitator. 5. The facilitator will review the assignments for the next session.

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SESSION 4
STRATEGY ANALYSIS AND STRATEGY FORMULATION TOOLS
Preparatory Assignments:
1. Read Chapter 6 of the textbook.
2. For each group, prepare the following for a specific company of your choice: 



EFE & IFE Matrices
Matrices on SWOT, SPACE, BCG, IE, GE-McKinsey, GRAND & QSPM
A critical and integrated analysis of the results of your matrices Financial & Strategic Objectives
Strategy Recommendations

Learning Objectives:
At the end of the session, learners are expected to:
1. Apply the various strategy formulation tools: SWOT, SPACE, BCG, IE, GE-McKinsey, and Grand and the strategy decision tool: QSPM;
2. Use the results of these tools in formulating a company’s strategic and financial objectives and strategies; and
3. Evaluate strategy choices and come up with specific strategy recommendations based on a company’s strategic and financial objectives, and the analysis of the external and internal environment.

Proposed Activities:
1. Each group will present the different strategy formulation tools and decision tool they developed, as well as their objectives and strategy recommendations based on their results and analysis. If there are many groups, the facilitator will manage the presentations by assigning groups to present the different matrices. The facilitator and the class will give their comments.

2. Groups will submit their reports.
5. The facilitator will review the assignments for the next session.

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SESSION 5

MID-TERM EXAM
Preparatory Assignments:
1. Read Part 6 of the textbook – Strategic Management Case Analysis on page 378 – 390. 2. Review all topics learned from Session 1 to Session 4.
3. Bring textbook, pen or pencil, pad papers, highlighters and calculator.

Learning Objectives:
Through this mid-term case analysis exercise, the learners will be able to assess their learning on topics covered I Sessions 1 to 4.

Proposed Activities:

Learners will be asked to analyze a case to be assigned by the Facilitator, applying the strategic management process, concepts and tools learned from Sessions 1 to 4.

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SESSION 6
STRATEGY MAPPING, STRATEGY IMPLEMENTATION, AND STRATEGY
EVALUATION & CONTROL
Preparatory Assignments:
1. Read Chapters 7,8 & 9 of the textbook, and Chapters 9, 10, & 11 of Thompson & Strickland.

2. Read the article on the Balanced Scorecard by Norton and Kaplan (Attached in the syllabus.)
3. Prepare the following for your company:
 Company Objectives
 A Strategy Map and Specific Strategy Recommendations
 Departmental Plans
 Balanced Scorecard
Learning Objectives:
At the end of the session, learners are expected to:
1. Learn from the results and discussion of the mid-term exam; 2. Develop a strategy map;
3. Create a balanced scorecard;
4. Appreciate the importance of management and functional issues in strategy implementation; 5. Understand the steps and components involved in action or departmental planning; 6. Understand the strategy evaluation framework and the characteristics of an effective strategy evaluation system; and

7. Understand performance measurement as an important component of strategy evaluation.

Proposed Activities:
1. The facilitator will return the mid-term exam papers to the students and discuss the results. 2. The facilitator will lead the discussion on the development of a strategy map and a balanced scorecard for a company.

Strategic Management
Ateneo-Regis MBA Program

March 2012

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3. The facilitator will discuss the various elements for successful strategy implementation, including action/departmental planning, resource allocation and alignment of the organization’s structure to strategies.

4. Learners will present their company’s strategy map and balanced scorecard, and action/departmental plans.
5. The facilitator will give comments and inputs and provide an integration. 6. Learners will submit their individual reports.
7. The facilitator will review the assignments for the next session. Groups will be assigned one (1) strategic management topic each.

Strategic Management
Ateneo-Regis MBA Program

March 2012

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SESSION 7

FINANCIAL PROJECTIONS AND OTHER STRATEGIC MANAGEMENT
TOPICS
Preparatory Assignments:
1. Read Chapters 10 & 11 of David.
2. Research and review materials on the following topics:







Business Ethics
Social Responsibility
Environmental Sustainability
Value Chain Analysis
Strategy Map
Economic Value Added (EVA)
Market Value Added (MVA)
Strategic issues in a global environment

3. Each of the groups will be assigned to make a presentation on any of the above topics. Learning Objectives:
At the end of the session, learners are expected to:
1.

2.

Assess the financial implications of their strategies, and how to incorporate these in the company’s financial projections; and
Understand the following strategic management topics:
 Value Chain Analysis
 Strategy Map
 Economic Value Added (EVA)
 Market Value Added (MVA)
 Strategic issues in a global environment
 Business Ethics
 Social Responsibility
 Environmental Sustainability

Proposed Activities:
1. The facilitator will give a brief lecture on how to take into account the financial impact of major strategies and how to incorporate these into the financial projections. 2. Each of the groups will be asked to present their assigned topic. The facilitator will lead the class in discussing the topics.

3. The groups will be asked to submit their reports.
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Ateneo-Regis MBA Program

March 2012

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SESSION 8

COURSE INTEGRATION/CONSULTATION
Preparatory Assignment:
The learners should integrate their work so far on their respective STRAMA papers based on previous assignments and inputs of the facilitator and be prepared to consult with their facilitator on any specific concerns and clarifications that they may have regarding their STRAMA papers. Learning Objectives:

At the end of the session, learners are expected to:
1. Appreciate the value and importance of Strategic Management in enabling an organization to maximize its potential and performance towards the attainment of its vision and mission; 2. Have an integrated perspective of all their learnings in the STRAMA course and how they will use these in formulating and writing a good Strategic Management Paper for the company or organization of their choice;

3. Present a Strategy Paper during an oral defense; and
4. Consult with the facilitator about his/her individual concerns on his/her strategy paper.

Proposed Activities:
1. The facilitator will give an integrative summary of Strategic Management and additional guidelines for the STRAMA paper.
2. The facilitator will give learners pointers on how to effectively present a Strategy Paper, and give other guidelines for the oral defense.
3. The facilitator will be available for individual consultation with the
learners regarding their STRAMA paper.

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Ateneo-Regis MBA Program

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APPENDIX A
EVALUATION FORM FOR THE STRAMA PAPER
Name of Student: ____________________________________________________________ Title of Paper: _______________________________________________________________ Date Submitted: ______________________________________________________________ Schedule of Oral Defense:______________________________________________________ I.

WRITTEN DOCUMENT

CRITERIA
Completeness and Technical Correctness (40%) – the degree to which the prescribed content requirements of the paper have been met and the degree to which the STRAMA concepts, theories and tools have been correctly applied. (Please see attached for a more detailed evaluation.)

Critical Thinking (40%) – the student’s ability to use and integrate information and ideas and carry out a rational and in-depth analysis and the ability to identify key strategic management issues and produce substantive, creative, logical and well-thought out strategy recommendations.

Organization/Writing skills (20%) – this pertains to the degree to which the topics have been logically sequenced within chapters and sections as well as to grammar, spelling, language used, formats of tables and figures and the overall written communication skill.

GRADE
(.40)______

(.40)______

(.20)______

WEIGHTED AVERAGE

II. COMMENTS (Include suggested revisions to the paper if any): ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ III. ORAL DEFENSE GRADE

__________

CRITERIA: The degree to which the student demonstrates mastery of the subject through the following: a) Presentation of the summary, b) Handling of questions, and c) Presentation/Communication skills.

EVALUATED BY:
____________________________________________
(Note: Accomplished form to be submitted to the Panel Chairperson on the day of the defense.)

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Ateneo-Regis MBA Program

March 2012

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_____________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ III. ORAL DEFENSE GRADE

__________

CRITERIA: The degree to which the student demonstrates mastery of the subject through the following: a) Presentation of the summary, b) Handling of questions, and c) Presentation/Communication skills.

EVALUATED BY:
____________________________________________
(Note: Accomplished form to be submitted to the Panel Chairperson on the day of the defense.)

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Ateneo-Regis MBA Program

March 2012

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