Business Analysis in Public and Private Sectors 2400-EM3ABwSPiP

1st part
1. Firm objectives. Managerial theories, Penrose resource-based theory, Demsetz’s consumption theory, behaviour theories and Trigeorgis’s real options theory etc. Firm objectives in the context of firm strategy and definition of firm’s business processes. Local strategy and global strategy.
2. Tools for business analysis of firms:
a) analysis of the macro environment of the firm. Trend extrapolation method, strategic gap analysis, Delphi method, scenario-based methods, analysis of the regulatory impact on the firm’s business;
b) economic and financial analysis of a firm. E.g., financial statements and firm information they contain. Analysis of indexes: index of liquidity, efficiency, debt and profitability and market indexes. Economic value added (EVA) and market value added (MVA). Single- and multi-dimensional early warning systems (single-dimensional: P. J. Fitz Patrick’s system, C. L. Merwin’s system, W. H. Beaver’s system; multi-dimensional: E. I. Altman’s system, J. Gajdka’s, E. Mączyńska’s and D. Stos’ system). Analysis of the strategy of financing business assets. Capital structure theory (M&M, Baxter’s theory of bankruptcy costs, M. Jansen’s and W. Meckling’s agency theory, signal theory, pecking order theory of S. Myers and N. Majluf). Dividend policy;
c) analysis of the competition. M. E. Porter’ five forces analysis, industry life cycle, strategic group mapping, assessment of the industry’s globalisation potential;
d) strategic analysis of the firm. Product life cycle, analysis of key success factors, analysis of competitive profiles;
e) strategic position of the firm. BCG matrix, McKinsey’s matrix, Hofer’s matrix, ADL matrix. SWOT analysis. SPACE analysis.
2nd part
At the beginning of the course, the students select companies (non-financial) listed on the Warsaw Stock Exchange (basic market). These firms will be analysed during the 2nd part of the seminar. Work will be done in teams.
The analyses will concern different sets of topics and questions for each company, which will be prepared by the teacher and which will contain the most important and business-relevant aspects of selected firms and their respective markets. Each team will receive a set of 10 topics and questions 2 weeks before the presentation.
The remaining Students will receive 3 questions concerning the company analysed during a particular course. These questions are supposed to provide insight into the presented company. Answers to the questions will be submitted in writing before each class. Every team will have the option of consulting the prepared analysis with the teacher before presenting it.

Type of course

obligatory courses

Course coordinators

Term 2023L:

Małgorzata Starczewska-Krzysztoszek

Term 2024L:

Piotr Modzelewski

Learning outcomes

The Student will become proficient in the following areas:
a) knowledge
 knowledge of different methods of analysing key firm processes;
 knowledge and comprehension of the differences between different tools for business analysis of a firm;
 knowledge of the suitability of such tools for business analysis;
 interpretation and comprehension of results produced through business analysis tools;
 knowledge and comprehension of processes occurring inside firms.
b) skills
 ability to plan and conduct a business analysis of a firm;
 ability to select tools for an assessment of a firm;
 ability to create dedicated tools for such an analysis using the Student’s own knowledge;
 ability to use such tools to analyse specific cases;
 ability to interpret the results produced through business analysis.
c) social skills
 ability to expand and improve the acquired knowledge and skills by solving specific cases of firms through teamwork;
 ability to think and act in an entrepreneurial way, think like the owner and manager of a specific firm;
 ability to assess the difficulty of each of these “social roles” – entrepreneur, manager, employee, legislator.

SW01, SW02, SW03, SW04, SU01, SU02, SU03, SU04, SU05, SU06, SU07, SK01, SK02, SK03

Assessment criteria

Students will be graded based on their business analyses (conducted in consultation with the teacher) of selected companies and presentation of the results of such analyses during classes and based on short and simple analyses of the remaining companies.
Grading criteria will also include the Student’s activity during company presentation.
Grading criteria – see below (grading method).
The grade will be based on the following elements:
1) preparation and presentation of an analysis of a selected company during classes – this will be graded by everyone (the Students and the teacher) on a scale of 1 to 6 points in two categories: (a) contents and (b) presentation delivery. An average will be calculated based on all points. 40% of the final grade.
2) preparation of answers to 3 questions (in writing) by teams that are not responsible for the presented company. Graded by the teacher. 40% of the final grade.
3) report summarising the analysis of the selected company (the report may be supplemented after a discussion of the analyses presented during the classes). 20% of the final grade (graded by the teacher).
4) activity during discussion of subsequent companies – extra 0.5 to the final grade. Selecting up to 3 people who receive an extra 0.5 for their activity (together with the Students).

Bibliography

Literature:
1. Ansoff H.J. (1988), New Corporate Strategy, Wiley, New York
2. Baden F.Ch., Nicolaides C.P., Stopford J. (1987), National or Global ? The study of Company Strategies and the European Market for Major Appliances, London Business School Centre for Business Strategy Working Papers Series 28
3. Blikle A.J. (2014), Doktryna jakości, Onepress
4. Brilman J. (2002), Nowoczesne koncepcje i metody zarządzania, PWE
5. De Wit B., Meyer R (2007), Synteza strategii, PWE
6. Gieraszewska G., Romanowska M.(2002), Analiza strategiczna przedsiębiorstwa, PWE
7. Gruszecki T. (2002), Współczesne teorie przedsiębiorstwa, PWN
8. Hamel G., Prahalad C.K. (1994), Competing for Future, Harvard Business School Press, Boston
9. Johnson G, Scholes K. (2002), Exploring Corporate Strategy, Pearson Education
10. Lisiński M. (2004), Metody planowania strategicznego, PWE
11. Najlepszy E. (2007), Finanse międzynarodowe przedsiębiorstw, PWE
12. Obłój K. (2001), Strategia organizacji, PWE
13. Obłój K. (2017), Praktyka strategii firmy, Poltext
14. Peng M.W. (2001), The Resource-Based View and International Business, Journal of Management, 27
15. Pierścionek Z. (1996), Strategie rozwoju firmy, PWN
16. Porter M.E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York
17. Prusak B. (2005), Nowoczesne metody prognozowania zagrożenia finansowego przedsiebiorstw, Diffin
18. Rokita J. (2005), Zarządzanie strategiczne, PWE
19. Root F.R. (1994), Entry Strategies for International Markets, Jossey-Bass, San Francisco
20. Samuelson W.F, Marks S.G (2009), Ekonomia menedżerska, PWE
21. Sierpińska M., Jachna T. (2005), Ocena przedsiębiorstwa według standardów światowych, PWN
22. Slywotzky A.J., Marrison D.J., Andelman B.A. (2000), Strefa zysku, PWE
23. Yip G.S. (2004), Strategia globalna, PWE

Additional information

Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system:

Description of 2400-EM3ABwSPiP in USOSweb