ĐẠI HỌC FPT CẦN THƠ

International Business Strategy

IBS301m -Course 1: Foundations of BS
Session 1 - 4

Introduction to Strategic Analysis

 Private Inform.

Mr. Nguyen Thang Loi

Major: Logistics & Supply Chain Management
Business Administration

Email: loint15@fe.edu.vn
Facebook: Nguyen Thang Loi
Phone/Zalo: 0932871003

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 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

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 Course Introduction

• Course Overview
1

• Course Requirements
2

• Get to Know Your Classmates

3

• Using the Discussion Forums

4

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 Course Overview

This course is divided into four modules. Each module contains:

➢ Lessons: These videos provide the core content of the course. In-video
quizzes provide a quick way for you to check whether you understand key
concepts in the video. These in-video quizzes are not graded and are meant
to serve as a helpful tool as you tackle complex content.
➢ Tools: Videos are provided that explain each tool.

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 Course Overview
➢ Case study: You'll apply the strategist's tools to analyze case studies (from Google,
Redhook, Apple, and Piaggio) and discuss them in the discussion forum. We
encourage you to take advantage of this informal way to check your understanding
of key issues in each case and to practice with the strategic tools. (At the end of
the course you'll complete a more formal analysis of a firm of your choice and
submit it for peer review.) For the best learning experience, we recommend you
analyze and discuss the case before watching the debrief video. This video
explains key points and covers common analytical missteps to guide your analysis
and peer review.
➢ Quiz: You'll complete a 12-question quiz at the end of each module. At the end of
the quiz, you'll get feedback on your responses to help you understand why an
answer is correct or incorrect.
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 Course Overview
In the Resources section: Copies of the PowerPoint slides and relevant chapters of
The Strategist's Toolkit are provided. The full book is available for purchase from
Darden Business Publishing and from Amazon. This book is not required for
successful completion of the course; however, it does provide a much deeper and
more detailed description of the tools and how, when, and why to use them.
The last module concludes with a peer-reviewed assignment.

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 Course Overview
Topics At-A-Glance
❑ Module 1: Introduction to Strategic Analysis
• Course Introduction
• Strategic Analysis
• Competitive Markets
• Google Case Study
❑ Module 2: Analyzing Industry Structure
• Introduction
• Five Forces Analysis
• Redhook Case Study

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 Course Overview
Topics At-A-Glance (Cont.)
❑ Module 3: Analyzing Firm Capabilities
• Introduction
• Capabilities Analysis, Value Chain, and Alignment
• Apple Case Study
❑ Module 4: Determining Competitive Positioning
• Introduction
• Generic Competitive Positions
• Piaggio Case Study
• Competitive Position Assignment

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 Course Overview
Time Commitment
2-4 hours to complete each module
3-5 hours to complete the peer-reviewed final assignment
Module 1: Introduction 1 case study to analyze
1h 13 min of video 6 brief readings
to Strategic Analysis and discuss
Module 2: Analyzing 1 case study to analyze
1 hr 19 min of video 2 brief readings
Industry Structure and discuss
Module 3: Analyzing 1 case study to analyze
53 min of video 2 brief readings
Firm Capabilities and discuss
Module 4: Determining 1 case study to analyze
48 min of video 1 brief reading
Competitive Positioning and discuss
Competitive Position Peer-reviewed
Assignment assignment
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 Course Requirements

Course Component Required % Required to Pass

Lessons Yes All

Readings Recommended, but not required NA

In-Video Quizzes Recommended, but not required NA

Module Quizzes Yes 75% on each quiz

Case Studies/Discussion
Recommended, but not required NA
Forums

Practice Peer-review Quiz Recommended, but not required NA

Competitive Position
Yes 75%
Assignment
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 Course Requirements

Assessments
We've carefully designed assessments to deepen your learning and measure
your understanding--to help you master the material and demonstrate your
mastery. Throughout the course you'll have multiple opportunities to check
your understanding and practice skills in ungraded assignments. You'll also
have the chance to demonstrate your skills in more formal graded
assessments.

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 Course Requirements

In-Video Quizzes
These questions are designed to help you check your understanding of the
video content. If you get the question right, it's a good sign that you
understood a tricky concept. If not, pay close attention to the feedback and
review the video to ensure you understand the concepts in it.
Your responses to these questions do not count towards your grade.

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 Course Requirements

End-of-Module Quizzes
At the conclusion of each module, you'll be asked to complete a 12-question
quiz to test your understanding of key module concepts. You have three
chances to pass each quiz; questions vary on each attempt. The highest score
is used to calculate your final grade.
Each quiz constitutes 15% of your final grade. Minimum passing grade: 75%

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 Course Requirements

Case Study Discussions

In each module, you're invited to review and analyze a case to apply course
concepts to a real-world business issue. This is a great way to build your
practical skill set with the analytical tools. We strongly encourage you to
analyze the case and discuss it in the forums before viewing the case debrief,
as we know that the best way to deepen learning is by doing. Once you've
done your analysis, the case debrief reviews some key concepts--but it does
not reveal any "right answer" as there are none--just well-supported and
reasonable interpretations.
These case analyses and discussions are not graded.

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 Course Requirements

Competitive Position Assignment

This culminating assignment provides an opportunity for you to demonstrate
what you've learned by analyzing an organization of your choice. We suggest
you begin the project in the first module and complete it throughout the
course, but you may wait until the final module to begin. See our Assignment
Overview and Assignment Rubric readings, as well as the assignment itself (all
located within Module 4) for assignment details and a pacing guide.

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 Course Requirements

Reviewing Peer Assignments

Once you've completed your analysis, you'll be asked to peer review at least three of
your classmates' work before receiving a grade on your own assignment. Remember,
your careful review and feedback not only helps your classmate better understand
the material--it helps deepen your understanding as well. When you are peer
reviewing assignments, you may find a blank submission (nothing uploaded). In
such cases, please do not assign any grades. Instead, click the "Flag this
submission" button and indicate "This submission is incomplete" as the reason for
flagging. Once you do this, you will be assigned a different submission by another
classmate to evaluate in place of the blank one.
This assignment (analysis plus peer review) constitutes 40% of your final grade.
Minimum passing grade: 75%
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 Course Requirements

Assessment formula
Final grade = 60% quizzes + 40% peer-reviewed case study
Passing grade = 75%

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 Get to Know Your Classmates

Join the Meet and Greet Discussion Forum

Participating in this forum is optional, but we encourage you to spend a little
time getting to know your classmates, since working with them is an important
part of this course. Establishing personal connections with other students will
make your online learning experience much more enjoyable and engaging.
Say hello!
Go to the Meet and Greet forum and click the New Thread button to begin.
Use your name and a brief summary as the subject of your post. For example,
Karen Smith: Exploring Career Options and introduce yourself to your
classmates.

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 Get to Know Your Classmates
Where are you from? Let people know your geographic area so you can connect with
nearby classmates and start a country or language thread. You can also include this
information below the body of your post in the "tags" area. For example, include your
state (if living within the United States) or country in the tags section.
Career and education? Tell your classmates about other courses you've taken, degrees
you hold, and what you do at work.
Hopes? Share your reasons for and expectations from taking this course. What do you
hope to gain?
Other info? Share with us any other information that might help others in the class find
you when searching the forums. What common interests might you share with your
classmates? We have tens of thousands of students enrolled in this course – put
something in your post that will help others with similar interests find you.

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 Get to Know Your Classmates

Find a common interest

Read a few of your classmates' postings. Add your friendly comments--it's a
meet and greet, after all!
Update your profile
While you're at it, you might consider updating your profile, which can be
accessed by clicking the Profile link in the menu that appears when you click
on your name at the top-right corner of this screen. When people find you in
the forums, they can click on your name to view your complete profile and get
to know you more.
(These guidelines for interacting with fellow classmates via the forums were
originally compiled by The University of Illinois.)
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 Using the Discussion Forums

Making Discussions Work for You

Course discussion forums are your chance to interact with thousands of like-
minded individuals around the world. Getting their attention is one way to do
well in this course. Get the most out of the forums by following these tips:
1. Stay on topic in existing forums and threads. In particular, don’t change the
subject in the middle of an existing thread – just start a new topic. Off-topic
posts make it hard for other learners to find information they need. Post in
the most appropriate forum for your topic, and do not post the same thing
in multiple forums.
2. Use the filters at the top of the forum page (Latest, Top, and Unanswered)
to find active, interesting content.
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 Using the Discussion Forums

3. Upvote posts by clicking the Upvote button under any thoughtful, helpful
or interesting post. This is the best way to ensure that quality posts will be
seen by other learners in the course. Upvoting also increases the likelihood
that important questions get addressed and answered.
4. If you find a particular thread interesting, click the Follow button under the
original post of that thread page. When you follow a post, you will receive
an email notification anytime a new post is made.
5. Be civil. If you disagree, explain your position with respect and refrain from
any and all personal attacks.

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 Using the Discussion Forums
6. Write clearly to make sure you’re understood, even by non-native English speakers. Try
to write full sentences and avoid text-message abbreviations or slang. Be careful when
you use humor and sarcasm as these are easy to misinterpret.
7. If asking a question, provide as much information as possible, what you’ve already
considered, what you’ve already read, etc.
8. Cite appropriate references when using someone else’s ideas, thoughts, or words.
9. Do not promote your product, service, or business in forums.
10. Invite other learners to extend the discussion. For example, you could say “I would love
to understand what others think.”
11. Do not post personal information about other learners in the forum.
12. Ignore and report spammers.

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Report Abuse - Coursera's Code of Conduct prohibits:
• Bullying or threatening other users
• Posting spam or promotional content
• Posting mature content
• Posting assignment solutions (or other violations of the Honor Code)

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 Learning Objectives

6. Understand the elements of the digital world.

7. Describe the drivers of EC as they relate to business pressures and

organizational responses.

8. Describe some EC business models.

9. Describe the benefits of EC to organizations, consumers, and society.

10. List and describe the major limitations of EC.

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 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

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 Lessons - An Introduction to Strategic Analysis

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 Lessons - Strategic Analysis

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 Lessons - The Strategist’s Challenge

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 Lessons- Fundamental Principle of Business Strategy

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 Lessons - Competitive Markets

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 Lessons - A Little Calculus

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 Lessons - Two Perspectives on Economic Rents

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 Lessons - Module Lessons

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 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

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 Tools - Strategist’s Toolkit: SWOT Analysis

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 Tools - Strategist’s Toolkit: Competitor Analysis

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 Tools - Strategist’s Toolkit: Environmental Analysis

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 Overview

1 • Course Introduction

2 • Lessons

3 • Tools

4 • Case Study

5 • Case Study Debrief

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 Case Study

Google Inc: Buy, Sell, or Hold?

John Sutherland kept taking trips to the water cooler. He was not going to
figure out where he had miscalculated by continuing to stare at his computer
monitor. The numbers had been checked and rechecked, but the conclusion
was not what he had expected. No analyst at Pirsig Financial had ever given
Google Inc. (Google) a rating lower than “strong buy.” But somehow the
narrative Sutherland’s numbers had formed demanded a reconsideration of
that rubber stamp.

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 Case Study

Google Inc: Buy, Sell, or Hold?

As a first-year analyst, he did not want to be the rookie that gave offbeat ratings in hopes of
garnering attention. In his mind, Google had been growing steadily since whiz kids Larry
Page and Sergey Brin had founded the company in 1998. Furthermore, its growth had been
built on a reliable, market-dominating product: a unique and effective search engine. So
why weren’t these projections showing a more positive picture of Google’s growth
potential? Or was he making some faulty assumptions? If he were advising a value investor
who was taking a look at Google, would he recommend the investment at today’s stock
price or not? And why or why not? He kept staring
at his calculation of discounted cash flow projections, hoping that the answer would
somehow materialize before his eyes.

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 Case Study

Google Inc: Buy, Sell, or Hold?

Analyze Google’s current situation—the state of the company today. What can
you discern about Google’s strategy? About Google’s competitive position?
About Google’s prospects for the future? How do these inform your
assessment of its current stock price?

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 Case Study

Google Inc: Buy, Sell, or Hold?

In the real world, all relevant case facts and information will not be handed to
you. Analysis of this case requires the collection of data and information from
public sources. In doing research, you will cultivate your skill in making sense
out of a tremendous amount of information—or lack of it—and determining
what is relevant data that ought to guide your strategic analysis. The ultimate
test of your skill as a strategic analyst is whether you have the tools and
judgment to make sense of the information available and to make strategic
decisions in the face of a great deal of uncertainty.

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 Case Study

Google Inc: Buy, Sell, or Hold?

Preparation should be neither more nor less time-consuming than that for a
typical case discussion. Good places to start collecting information include the
company website, its annual report and financials, and comprehensive
databases such as Hoover’s and Bloomberg. If you think that a particular piece
of information is relevant to our discussion of Google’s strategy, come
prepared to discuss it. That said, do not spend an inordinate amount of time
on simple “case facts.” Instead, employ the tools you have learned at business
school to do some analysis of Google.

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 Case Study

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 E-Commerce
ISC302 - Session 1

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