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AE 233 Strategic Business Analysis

This syllabus outlines a course on strategic business analysis. The course is worth 3 credit units and meets for 3 hours per week. It will introduce concepts of strategic thinking, strategic marketing analysis, financial analysis, pricing methods, promotion strategies, supply chain management, performance evaluation, risk management, and strategic scorecards. Students will learn tools for analyzing an organization's internal and external environments to develop innovative solutions aligned with business strategy. Evaluation will be based on exams, assignments, class participation and an undergraduate project feasibility study. The goal is for students to gain skills in understanding organizations, assessing risks, and choosing optimal solutions to business problems.

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Hafie Diranggarun
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216 views4 pages

AE 233 Strategic Business Analysis

This syllabus outlines a course on strategic business analysis. The course is worth 3 credit units and meets for 3 hours per week. It will introduce concepts of strategic thinking, strategic marketing analysis, financial analysis, pricing methods, promotion strategies, supply chain management, performance evaluation, risk management, and strategic scorecards. Students will learn tools for analyzing an organization's internal and external environments to develop innovative solutions aligned with business strategy. Evaluation will be based on exams, assignments, class participation and an undergraduate project feasibility study. The goal is for students to gain skills in understanding organizations, assessing risks, and choosing optimal solutions to business problems.

Uploaded by

Hafie Diranggarun
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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SYLLABUS IN AE 233

Course Code: AE 233


Course Description: Strategic Business Analysis
Credit: 3 units
Time Frame: 3 hours per week

I. COLLEGE MISSION, VISION AND PHILOSPHY

a. MISSION

Dedicated to introduce reforms to the attain peace, prosperity, equality and sustainable
development in the ARMM region, the PEACI will lead the standards of excellence in
science and technology, arts and sports; serves as the catalyst for the economic,
cultural, socio-political, and agro-industrial development of the Muslims, Lumads and
other indigenous groups, thereby transforming them into good productive members of
the society possessing the highest degree of intelligence, honesty, morality, and
excellence; and encourage for the alleviation of poverty and the promotion of
employment, and improved quality of life for all.

b. VISION

The Philippine Engineering and Agro-Industrial College, Inc. aspires to be the modern
World-Class institution of highest academic excellence in the Bangsamoro
Autonomous Region in Muslim Mindanao (BARMM).

c. PHILOSOPHY

The Philippine Engineering and Agro-Industrial College, Inc. is committed to the total
development of honest, trustworthy and God-fearing servants to the search of truth,
virtue, justice, equality and academic excellence of highest degree.

II. COURSE DESCRIPTION

This course deals with identifying the different needs of businesses, with a thorough
analysis of its internal and external environments and developing innovative solutions
which are aligned to the enterprise strategy, expectations and needs of the business. It
includes analysis and interpretation of accounting data as aids in managerial decision-
making process, balanced scorecard, performance evaluation, and responsibility
accounting. This will equip the students the knowledge and techniques in
understanding the organization and industry, assessing risks, develop alternative
solutions and choosing the most feasible one, and preparing a business case. This
course provides an advanced study of the interface between modern managerial
accounting and the business functions of strategic planning, marketing, manufacturing
and human resource management. The accountant’s role in the marketing decision
areas are specifically considered. This course aims to identify the basic conventions
and doctrines of managerial and cost accounting and other generally accepted
principles which may be strategically applied across the various functions of a
business organization; discuss a number of cost and management accounting issues
relating to the design and implementation of strategic marketing, value analysis and
other management models in modern firms; and identify major contemporary issues
that have emerged in business accounting.
III. COURSE OBJECTIVES

At the end of the semester, the students are expected to:


1. identify the basic conventions and doctrines of managerial and cost accounting
and other generally accepted principles which may be strategically applied
across the various functions of a business organizations
2. discuss cost and management accounting issues relating to the design and
implementations of strategic marketing, value analysis and other management
models in modern firms
3. identify major contemporary issues that have emerged in business accounting
4. identify the professional accountant’s role in the major contemporary issues
and economic concepts (macroeconomics and microeconomics) that have
emerged in the management consultancy practice
5. prepare and defend an undergraduate project feasibility study

IV. COURSE OUTLINE

WEEK 1 PRELIM COVERAGE

A. Vision, mission and goals of the PEACI and the Accountancy


Division of PEACI
DAY 1 B. Introduction to the course, class rules, and the division’s policies
C. Discussion of the course syllabus
D. Admission and retention policy and grading system
DAY 2 E. Strategic Thinking
Concepts of strategy and strategic planning in modern
E.1.
business enterprise
Traditional areas of corporate strategy: strategic objectives
E.2.
and strategic planning decision models
E.3. The state of strategic thinking in the current environment
E.4. The use of Big Data in strategic planning
E.5. Business Planning
WEEK 2
DAY 3
A. Strategic Marketing Analysis And Budgeting
&4
A.1. The marketing concept and strategic business analysis
Impact of Big Data analytics in customer-data driven
A.2.
marketing strategies
A.3. The product life cycle and product portfolio matrix
A.4. Budgeting and product life cycle costing
A.5. Comprehensive strategic segmental marketing budget
WEEK 3
DAY 5
A. Financial Analysis In Product Portfolio Management
&6
Management accounting and “product or services
A.1.
management” in competitive environments
A.2. Product/service life cycle

WEEK 4 MIDTERM COVERAGE

DAY 7
A. Pricing Methods And Strategies
&8
A.1. Pricing methods and pricing strategies
A.2. CVP analysis and linear programming in pricing
A.3. Risk averse pricing strategies and their limitations
WEEK 5
DAY 9 A. Financial Dimensions Of Pricing In International Business
& 10 Strategies
A.1. Setting a selling price in a foreign market
International channels of distribution and the impact of
A.2.
multiple currencies.
WEEK 6
DAY
A. Promotion: Push Strategy And Human Resource Management
11&12
A.1. Promotional mix overview (push and pull strategies)
Role of management accountant in “push strategy”:
A.2. human resource management areas of controlling field
sales operations and evaluating sales force performance.

WEEK 7 FINAL COVERAGE

DAY A. Promotion: Pull Strategy And Integrated Marketing


13&14 Communication
“Pull strategy” and integrated marketing communication
A.1.
(IMC)
A.2. Formulating advertising budgets
Controlling advertising outlays and evaluating
A.3.
advertising effectiveness
WEEK 8
DAY
A. Supply Chain Management And The Place-Distribution Decision
15&16
A.1. Place (or physical distribution) of marketing
A.2. Supply-chain distribution function
A.3. Distribution cost analysis
WEEK 9
DAY
A. Performance Valuation And Strategic Financial Structures
17&18
Business Performance Measures and the capital structure
A.1.
of the firm
A.2. Investment and Financing issues
Recent approaches to project and corporate funding:
A.3.
venture capital and crowd funding.
WEEK 10
DAY
A. Free Cash Flows And Strategic Value Analysis
19&20
Approaches to ‘value investing’; Strategic Value
A.1.
Analysis
Impact of ‘free-cash flows’ on operational value,
A.2.
business value, and shareholder value.
WEEK 11
DAY
A. Risk Management – Corporate Radar And Early Warning Systems
21&22
A.1. Concept of risk
Approaches to risk management using short-term and
A.2.
long-term corporate radar systems
A.3. Promissory note
WEEK 12
DAY
A. Strategic Scorecards And Key Performance Indicators
23&24
Corporate success, and the role of non-financial
A.1.
indicators
External environment assessment: Porter’s five forces
A.2.
analysis
A.3. Internal environment assessment
A.4. SWOT Analysis and PEST Analysis
A.5. Balanced Scorecards

V. COURSE REQUIREMENTS

a. Daily Attendance
b. Handouts
c. Written and Oral Report
d. Assignments and Class Participation
e. Major Exams

VI. TEACHING METHODS AND STRATEGIES

a. Lecture/discussion
b. Oral and Written Reporting
c. Task-based Output

VII. EVALUATION SCHEME


a. Prelim Exam 20%
b. Midterm Exam 20%
c. Final Exam 25%
d. Quizzes 30%
e. Attendance, Assignment, and Behavior 5%
f. Total 100%

VIII. REFERENCES

a. Basic Accounting Made Easy, 2021 edition by Win Lu Ballada latest edition
Fundamentals of Accounting, Vol 1 2014 ed. by F.T. Agamata, A.L.F. Berbano,
b.
and T.B. Buado

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