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Course Structure

WHAT ARE THE REQUIRED RESOURCES AND CAPABILITIES? Core resources & competencies Core resources and capabilities configuration Reinforcing internal alignments Complementors WHAT ARE OUR GUIDING PRINCIPLES? Purpose Vision Culture WHERE DO WE PLAY? Industry structure Segments Key success factors Rivalry WHEN WILL WE CHANGE? Uncertainty Sustainability HOW CAN WE WIN? Unique customer value Distinctive value chain Competitive advantage Strategic fits Strategic Positions S National Environments Prior &Current Performance Global Mindset Supporting Structure & Systems

The diagram above describes the five basic questions of competitive strategy. We can rearrange the diagram above to show a process of competitive strategy development.

Distinctive Value Chain Uncertainty/ Sustainability The Value of the Firm Unique Customer Value Strategic Position Strategic Fit Mission Statements: Purpose, Vision & Culture Prior &Current Performance National Environments Global Mindset Execution: Structure, Systems, process & people

The diagram above describes competitive strategy as a distinctive set of choices to create sustainable superior customer value. In this course we will also discuss the corporate level strategic management. The following diagram is a model that summarizes the role of a corporate or chief strategist.

Objectives and Assessment

1. Explain types, concepts, and tools of strategy, and strategic management process (What strategy is?). Assessment method: Test 1.

2. Apply the concepts, theories, and framework learned (How to craft and evaluate it). Assessment method: Test 1.

3. Understand the source and outcome of strategy: sustainable competitive advantage and shareholder value creation.

4. Explain the impact of international environments on business competitiveness. Assessment method: Question 2d test 1. It will be used to assess one of the items used to measure MBA Program Learning Outcomes # 2b: evaluate business problems in a global context and explain the impact on business decisions. Demonstrate analytical and critical thinking. Assessment method: Test 1

5. Analyze and formulate solutions to integrative problems. Assessment method: Test 1. It will be used to assess MBA Program Learning Outcomes # 4b: Explain and defend solutions to business problems.”

TEST# 1: COMPETITIVE STRATEGY (Assignment Due Date: 1/28/2015)

Assume that you are a strategy consultant hired by a firm to conduct a competitive (business) strategy analysis for the firm.

Firm/Organization chosen to Assess for this Assignment: Mondelēz International

QUESTIONS

Purpose and Current performance

1. Please discuss the purpose and financial performance of the firm.

a. Please discuss the purpose of the firm (20 points).

b. Please calculate and draw a multiple-year ROCE graph for the firm. Please discuss what the numbers mean to you as a manager (e.g. good, bad, or neutral; and why). (20 points)

c. Please calculate and draw a multiple-year EVA graph for the firm. Please discuss what the numbers mean to you as a manager (e.g. good, bad, or neutral; and why). (20 points)

d. Please calculate and draw a multiple-year FCF graph for the firm. Please discuss what the numbers mean to you as a manager (e.g. good, bad, or neutral; and why). (20 points)

External Analysis

a. Provide evidence of the industry attractiveness. Calculate (or simply assume) the average ROCE of the industry. Compare that number to your firm’s ROCE and discuss what the difference suggests. (20 points)

b. Summarize the industry six forces and their elements. What is your conclusion about the industry competition and profitability? Identify the key success factors of the industry. (20 points)

c. What is the value proposition of the firm? Have you observed any strategic position/s (segments, channels etc.) for the firm? (20 points)

d. Please discuss one possible impact of the globalization on one or more the competitive forces and industry key success factors. (20 points)

Internal Analysis

a. Provide evidence of the firm’s competitive dis/advantage. Regardless of whether your firm’s ROCE is higher or lower than that of its competitor, disaggregate, compare, and assess the two firms’ competitive advantages/ disadvantages. Please state the firm’s competitive advantages and disadvantages. Competitive advantages are the better ratios of the comparison. (20 points)

b. Please analyze the sources of the firm’s competitive advantage/s. Use a diagram to describe the firm’s value chain. What are the firm’s core competencies (i.e. those where the firm’s competitive advantages (better ratios) lie? In which of the firm’s functions does the firm’s competitive disadvantage/s lie (i.e. what functions that contribute to the worse ratios in question 3)? (20 points)

c. Source of competitive advantage is commonly a configuration of core resources and capabilities. Please propose a hypothesis on HOW the core competencies and their interactions create the firm’s competitive advantages. The followings can help: You can utilize sources of cost and differentiation advantage. You can also draw a map that relates (use arrows) principal capabilities to competitive advantages. examples of organizational capabilities. This is very important exercise because basically strategy is about the exploitation of core competences. (40 points)

d. Please draw a table to examine the sustainability of the firm’s core competences in creating the competitive advantages for the firm? You can use Barney’s sustainability framework (valuable, rare, non-imitability, and non-substitutability). Read Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99. Please pick any of the core competences and explain why or how it will or will not be able to sustainably create competitive advantage/s for the firm. (10 points)

	Strategy	Describe your strategy here.
Supported by the core competencies	Core competence 1:	Explain how the core competence supports the strategy above
	Core Competence 2:
	Core Competence 3:
Addresses the future Key Success factors	KSF 1:
	KSF2:
	KSF3:
Addresses the future Six forces	Threat of entry:	Explain how the strategy reduces the five forces
	Threat of Substitute:
	Rivalry:
	Supplier Power:
	Buyer power:
	Complementor:

Note: Please use the strategy development process below to guide your strategic decision making:

Distinctive Value Chain Uncertainty/ Sustainability The Value of the Firm Unique Customer Value Strategic Position Strategic Fit Mission Statements: Purpose, Vision & Culture Prior &Current Performance National Environments Global Mindset Execution: Structure, Systems, process & people

Course Materials

· Grant, R. M. Contemporary Strategy Analysis: Text and Cases, 8th ed., John Wiley & Sons, 2013.

· Lafley and Martin. Playing to Win: How Strategy Really Works, Harvard Business School Publishing.

Please Site all References

http://www.mondelezinternational.com/investors/stock-information/spin-off-information

http://www.mondelezinternational.com/about-us

Visionary & Performance Leader

Business Developer

Synergist

Value of the Firm

Portfolio Architect

Mission Statements: Purpose, Vision & Culture

Prior &Current Performances

Global & Domestic Changes

Organizational Changes

Collaborator