Strategic Management

Lecture 1; Summer 2020; 28 October

Associate Professor Nazlee Siddiqui
North South University
Class Structure

 Introduce myself
 Strategic Management concepts
 Know you
 Course discussion
 Sample In-class exercise
 Dr. Nazlee Siddiqui
 A researcher and academic of services management.
 MBA and PhD in management
Google Scholar Profile at
https://scholar.google.com.au/citations?user=C_M_d9gAAAAJ&hl=en

 Experience with Strategic Management

 Started career as management trainee in Unilever Bangladesh (long-time ago!)
 Currently a research consultant for more than A$ 2 million projects with
Australian healthcare
 What motivates me to work or study?
 To make a difference
 MGT 489 learning outcomes
1. Identify the primary steps of the strategic planning process and adapts
those to the context of local organisations.
2. Use the concepts of competitive advantage and distinctive
competencies in case studies.
3. Explain how business and functional strategies can respond to varying
situations of organisational goals/profitability.
4. Recognise various global and local theoretical and practical strategic
management issues and report a written plan to improve competitive
advantage of selected local organizations.
5. Value relevant ethical standards and communicate a plan to uphold
ethical standards in the strategic management process.
 What is Strategic Management

 What is a strategy?
A set of related planning and actions that are taken to increase the organisation’s
performance.

 Strategic Management involves activating strategy planning processes towards

organisation’s competitive advantage (achieving superior performance relative
to rivals).

 Managers work together for different levels of strategic management e.g.

Corporate, Business and Functional
 Strategic Management at different levels:
Navana Group
What level of managers are shown in this
Mr. Shafiul Islam Kamal
figure?
Chairman

What kind of strategic management role are

these managers playing?
Mr. Saiful Islam
Senior Mr. Sajedul Islam
Vice-Chairman Vice-Chairman How do we locate corporate, business and
functional level managers at Navana? How
does the strategic management role differ at
Mrs. Khaleda Islam Ms. Farhana Islam Kazi Ehsanul Huq Md. Nurul Alam different levels of management?
Director Director Senior Operating Operating
Director Director

Source: Student’s project submission in Spring 2020

 Strategy Planning Process
 Select the corporate mission and major organisational goals
 Analyse the organisation’s external competitive environment to
identify opportunities and threats
 Analyse the organisation’s internal operating environment to
identify the organisation’s strength and weaknesses
 Select strategies that build on the organisation’s strengths and
correct its weaknesses in order to take advantage of external
opportunities and counter external threats. These strategies should
be consistent with the mission and major goals of the organisation.
They should be congruently constituting a viable business model.
 Implement the strategies.
How to write a mission statement for Navana

 Explains the major goals

 What the organisation does for the stakeholders?
 Why the organisation does what it does?
 what the organisation does for its community, and for the
world.

Sample In-class exercise: Find your assigned pair and

write the mission statement of an organisation that you
can relate to
Connect with classmates
Pair Pair Student Name
1 Nawrin Tabassum 9 Fahim Ibrahim
1 Imtiaz Kadir 9 Najmus Sakeeb
2 Fardeen Ehsan 10 Sheehab Ahmed
2 Kazi. S. A. Raj. Zishan. 10 Md. Safa Rabib Rahman
3 Md. Mustaq Tahmid 11 Mohammad Azraf Ali

3 Sharmen Akther 11 Sabrina Tasnim Esha

4 Md. Arafat Al Faisal 12 Mst. Khadizatul Hoque Eeka
4 Alimul Shafayat 12 Efat Tanzim Ishita

5 Jahirul Sirajul Islam 13 Sadika Ahsan Saima

5 Mou Akter Surovy
6 Tajrin Binte Alam
6 Zuhair Anjum Dhruba
7 Khadija Tun Kobra
7 Md Tanas Saharia Raad
8 Shardar Tarikul
8 Arrafi Ibtesham
13 Kazi Mehnaz Mahmud
14 Shovon Halder
14 Md. Munjaber Kashem
15. Morshed Raihan Joy
15. Mehnaz Younus Naina
16. Apsara Islam
16. Farhat Maisha Roopkotha
Connect with classmates
Pair Pair Student Name
17 Sharif Mohammad Jubaer
17 Mahbub Alam Shawon
18 Sharif Mohammad Junaed
18 Mahbub Alam Shawon
19 Muhtasim Rahman Bivob

19 Mehrab Jami Aumit

20 Md Mahfuz Malek
20 Afifa Muntaka
Strategic Management
contd…

 Elements of effective strategy and

competitive advantage: customer focus
 A situation when organisations have
achieved advantage over rivals in
terms of customer focus.
 Strategic Management contd.
 Elements of effective strategy and competitive advantage: “value” for
shareholders
 A cyclic force of:
 effective strategies
 profitability (ROIC),
 profitable growth and
 increased return for share holders
Strategic Management
Contd…

 Elements of effective strategy and competitive

advantage: strategic leadership

 Creating competitive advantage through effective

management of strategy making process.

 Sanjiv Mehta
Chairman and Managing Director, Hindustan Unilever
Limited, Unilever Leadership Executive Team
 Mahtabuddin Ahmed
CEO and Managing Director of Robi Axiata Limited
 Strategic Leadership contd…

 Sanjiv’s linked in post in January’2020

Every crisis presents an opportunity. By embracing this mindset,
CEOs skilfully navigate their business through times of turbulence,
making them resilient and much stronger in the process. Instead of
relying on proven static methods, CEOs have to be comfortable with
ambiguity, continually work within a changing landscape, and
anticipate and react to challenges with agility.
 Linkedin posts between Kedar Lele and Masud Khan
 Masud Khan (former Chairman of GSK Bangladesh) has started a new journey in his career with
Unilever Consumer Care Limited. This movement is a result of a BDT 2000 Crore merger
between Unilever and GSK.
“Today when I reached home, I found some gifts from Unilever along with a handwritten note
from Keder Lele, CEO and MD of Uniliver Bangladesh thanking me for my leadership in GSK over
the past years and welcoming me to this role… We are well aware of how gratifying it is to find a
satisfied customer. However, it gives us greater pleasure to far exceed his expectations so that he
is a delighted customer. After receiving this note, I can state unequivocally that I am one of the
latter… I am sure Unilever Bangladesh is fortunate to have a leader like Kedar who walks the talk.

 Kedar Lele:
Thank you so much for your generous comments and praise…I warmly welcome all the employees,
customers and consumers of GSK Bangladesh to Unilever on this historic day. An exciting new
journey begins!
 Course Information
ASSESSMENT STRATEGY AND GRADING SCHEME
 

Grading tool  
  Points
Quizzes* 20%
Mid-term I 25%
Ethics issues class 10%
discussion/presentation
Final Exam 20%
Class Participation 5%
Course Project 20% (13% Report and 7% Presentation)

Only one quiz will be held during the semester. If a student misses that quiz for unpredictable causes,
performance in the in-class exercises will substitute the quiz mark.
Important Dates in the Course
 16 Nov (Quiz)
 07 Dec (Midterm)
 15, 21, 23 Dec (Ethics presentations)
 06, 11 and 13 Jan (Project Report Submission and Presentation)
 20-25 Jan (Final Exam)

Options for bonus mark through in-class exercise.

Online consultation:
Any time by email appointment.
Book me about 2 days ahead.
I

Hope to meet again in the next class.