Магистратура
2022/2023
Стратегический анализ
Статус:
Курс обязательный (Менеджмент и аналитика для бизнеса)
Направление:
38.04.02. Менеджмент
Кто читает:
Департамент менеджмента
Где читается:
Санкт-Петербургская школа экономики и менеджмента
Когда читается:
1-й курс, 3, 4 модуль
Формат изучения:
без онлайн-курса
Охват аудитории:
для своего кампуса
Прогр. обучения:
Менеджмент и аналитика для бизнеса
Язык:
английский
Кредиты:
6
Контактные часы:
48
Course Syllabus
Abstract
The course aims to understand the nature of corporate business research, to explain which kind of business problems might need research study. To learn what value chain organizational blocks are used by corporations in their models and research to take decisions. To learn to implement the mechanism of logical thinking and analysis of the corporation value chain in function with examples of how data and analysis mechanisms apply logic and mathematics in business. The course is related to the application of research techniques for business using market-based research design, forecasting tool, evaluating risk and return in business considering multiple perspective for effective decision making in business. The course is oriented to a practical implication. MODULE 2 The course aims to understand algorithm for analyzing the company's business model, strategy and reporting. A framework for the strategy analysis via value chain, financial analysis and market sizing will be provided. To run real life cases of Russian companies’ strategies. To research on a given company and to prepare a write-up with a subsequent discussion in class. All will have an opportunity to research on their own. For a banking company, to present the market-sizing approach, and basic financial analysis of the opportunity. To dissect the value chain, the growth factors, the limits of growth as defined by the obtainable market and to talk unit economics as well. For a services company, to look into the customer life time value, the cost of acquisition and a business model. To dissect its financials and to explain how a loss-making business may have a high valuation. For a metals and mining company, to look into the pricing spreads between the feed mix and the outputs. To discuss logistical shields and the natural hedge. For a digital company, to understand its financial potential and venues of further growth. The course is oriented to a practical implication.
Learning Objectives
- • Gaining a set of knowledge about the strategic analysis & strategic management in modern organizations, methods of strategy formulation and execution, firm transformation, modern sources of competitive advantages.
- • To form the skills of analysis of internal and external environment of the company and defining strategic alternatives.
- • Acquisition of the skills of strategic analysis, making and implementation of strategic decisions in the context of the developing global digital economy, as well as taking into account the impact of sustainable development issues on business goals and strategies.
Expected Learning Outcomes
- Students will learn about the components of the external environment and approaches to its analysis.
- Students will learn about the reasons for the emergence of strategic management, the subject field of strategic management, how the dynamics of the external environment has influenced the evolution of company management systems.
- Students learn about the generic strategies of M. Porter and what went beyond them, including hybrid, digital and other types of business strategies.
- Students will learn about the types and value of resources and competencies and how to develop them, building a value chain, and will be able to conduct a VRIO analysis of company resources and use the value chain to make decisions.
- Students will learn the approaches of strategic management classics on issues of shared value and sustainable development, examples of the transformational impact of closed loop economy challenges on corporate and business strategy, and opportunities to build strategies using shared value models, and resilience strategy topics
- Students will learn about the characteristics of corporate strategy in a firm, the prerequisites and characteristics of integration and diversification strategies, issues of governance of multinational corporations and their corporate headquarters, approaches to analysis and management of corporate business portfolios.
- Students will learn about the main elements of strategy implementation influencing the achievement of success, the possibilities of changing company systems, corporate systems and culture influencing the implementation of strategy and how strategy and the firm change.
Course Contents
- The introduction to strategic management & strategic analysis
- Flexible strategic goal setting
- Environmental analysis in modern digital world
- Internal analysis, innovative capacities & business models of organization
- New drivers of competitiveness
- Corporate Strategy & Structure
- International Strategy, Strategy Execution, Transformation
- Future vision & purposes of organization
Assessment Elements
- Экзамен
- Контрольные работыThere are two tests in total. Tests are given both on theoretical material and on studied academic publications. Testing time is 3-4 modules
- Групповая работаThe group project of a chosen company strategic analysis is carried out by a team of students (5-6 people each). The final project presentation builds on all previously completed sections of the group project, including strategy analysis, strategy and management solution development, and presentation of the final solution. In the session the groups present their version of the solution in a presentation format.
- Решение кейсовIndividual homework solution of cases to analyse the situation or practical example from business, where a specific problem situation requiring analysis and decision making is considered. The assignment is carried out in individual mode and assessed according to the criteria of completeness and argumentation of the developed options for solving the situation.
Interim Assessment
- 2022/2023 4th module0.4 * Экзамен + 0.2 * Контрольные работы + 0.2 * Групповая работа + 0.2 * Решение кейсов
Bibliography
Recommended Core Bibliography
- 8833 - (HBR) Коллектив авторов - Стратегия - 9785961442625 - Alpina - Альпина Паблишер - 2016 - https://hse.alpinadigital.ru/book/8833
- 8930 - М.Портер - Конкурентная стратегия: Методика анализа отраслей и конкурентов - 9785961443363 - Alpina - Альпина Паблишер - 2016 - https://hse.alpinadigital.ru/book/8930
- ALSTYNE, M. W. V., PARKER, G. G., & CHOUDARY, S. P. (2016). Pipelines, Platforms, and the New Rules of Strategy. Harvard Business Review, 94(4), 54–62. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=113934414
- Contemporary strategy analysis, Grant, R.M., 2008
- Exploring strategy : text and cases, Johnson, G., 2011
- Exploring strategy : text and cases, Johnson, G., 2017
- Kaplan, R. S., & Norton, D. R. (2005). The Balanced Scorecard: Measures That Drive Performance. (cover story). Harvard Business Review, 83(7/8), 172–180.
- Катькало, В. С. Эволюция теории стратегического управления [Электронный ресурс] : монография / В. С. Катькало; Высшая школа менеджмента СПбГУ. . 3-е изд. . СПб.: Изд-во «Высшая школа менеджмента»; Издат. дом С.-Петерб. гос. ун-та, 2011. . 548 с. - ISBN 978-5-9924-0037-3 - Режим доступа: http://znanium.com/catalog/product/492854
- Томпсон А.А., Стрикленд А.Дж. Стратегический менеджмент. Искусство разработки и реализации стратегии: Учебник для вузов / Пер. с англ. под ред. Л.Г. Зайцева, М.И. Соколовой. — М. : Банки и биржи, ЮНИТИ, 2017. - 576 с. - ISBN 978-5-85173-059-5. - Текст : электронный. - URL: https://new.znanium.com/catalog/product/1028918
Recommended Additional Bibliography
- Bradley, C., Hirt, M., & Smit, S. (2018). Eight shifts that will take your strategy into high gear. McKinsey Quarterly, 2, 89–99.
- Bradley, C., Hirt, M., & Smit, S. (2018). Strategy to beat the odds. McKinsey Quarterly, 1, 31–41.
- Campbell, A., & Szulanski, G. (2015). Knowing when corporate headquarters adds rather than subtracts value. McKinsey Quarterly, 4, 102–110.
- D’Aveni, R. A. (2007). Mapping YOUR Competitive Position. Harvard Business Review, 85(11), 110–120.
- KAHNEMAN, D., ROSENFIELD, A. M., GANDHI, L., & BLASER, T. (2016). NOISE: How to Overcome the High, Hidden Cost of Inconsistent Decision Making. (cover story). Harvard Business Review, 94(10), 38–46.