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