BADM 653 Executive Masters of Business Administration (EMBA ...

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  • 1. BADM 653 Executive Masters of Business Administration (EMBA) Global Planning / Strategy Spring 2009 Tim Heames Class T-Th 6:00pm – 9:00pm Meetings: Office: B&E 112 Saturday 3/1 in Morgantown / Beckley Phone: 293-7942 E-mail: Office Hours: MWF By Appointment tim.heames@mail.wvu.edu TTh 5:30pm – 6:00pm TTh 9:00pm – 9:30pm (with notice) Dr. Dick Riley Office: B&E 303 Phone: 293-7849 E-mail: richard.riley@mail.wvu.edu Global Planning and Strategy explores the various strategic planning options available to companies in order to compete in the global market place. The course places emphasis on entrepreneurship, deciding on a mission and setting objectives, developing a global strategy, growing a business, creating a business plan and shopping that plan with the goal of securing additional financing to support global expansion. Course Objectives/Learning Outcomes: (1) Analysis of business opportunities and alternative strategies. (2) Analysis of company performance with a goal of making subsequent decisions to achieve competitive advantage. (3) Development of a cross-discipline understanding of business, including operations, marketing, production, distribution, financial and accounting. (4) Emphasis on unstructured problem solving. (5) Develop tolerance / appreciation for ambiguity. (6) Consideration of ethical issues whenever appropriate. (7) Interaction with business professionals. Required: Marketplace Business Simulation Software Recommended Texts: (1) “Essentials of Strategic Management” by J. David Hunger (2) "Bringing Your Product to Market" by Don Debelak (3) "Successful Business Plan: Secrets and Strategies" by Rhonda Abrams
  • 2. Teamwork and Leadership Skills: This course was designed for extensive use of teams. As a result, teamwork concepts, team management and leadership are pervasive throughout the exercise. Marketplace Business Simulation Software: Marketplace is a comprehensive / complex business simulation. The business simulation requires participating teams to start and manage a personal computer manufacturing company from scratch in competition with other participating teams (your fellow classmates). Student teams are expected to make all start-up, operational, marketing, production, financial and other strategic decisions required to manage the business. In addition participating teams must develop / write a business plan for their company and solicit and negotiate with venture capitalists for much needed growth capital. At the end of the exercise, participating teams report the results of their company's performance, including return on investment, customer satisfaction and market share to venture capitalist investors. If you are interested, you can read more about Marketplace at the following website: http://www.marketplace-simulation.com/. Assignments: Percentage (1) Business simulation 20.0 (2) Written Business 20.0 Plan (Excel and Power Point Presentation) (3) Venture Capital Presentation, Q&A, 25.0 Negotiations (3) Final Presentation 15.0 (3) Class Preparation / Participation 20.0 Total 100% The professors reserve the right to incorporate quizzes and exams at their discretion. Teamwork and leadership will have a significant impact on each of the above grading categories. Students unable to attend the Venture Capital Fair must write a 10-page paper that summarizes their team’s business plan in words or their grade will be reduced by one letter grade. Regardless of attendance at the fair, students must participate with their assigned team in the development of the business plan that is presented at the Venture Capital Fair. Students unable to attend the final presentation must write a 7.5-page paper that summarizes their final results and other topics included in the final presentation Power
  • 3. Point slides or their grade will be reduced by one letter grade. Similar to the requirement for the Venture Capital Fair, regardless of attendance at the final presentation, students must participate with their assigned team in the development of the final presentation that is presented in the final presentation. Grading Policy: The following grading scale will be used to assign grades at the end of the semester: Grade Interpretation Percentage A Excellent 90% B Good 80% C Satisfactory 70% D Poor 60% F Below 60% Class Meetings: Attendance at class sessions is mandatory and role will be taken during each class. Absences must be communicated to the professors via email, in advance of class. The professors recognize that in an EMBA program, periodically students must travel for work. Such absences will be excused; however, it is the student’s responsibility to manage their team’s perception of their contributions to the team’s overall success and to contribute equitably to the workload and team success. In addition, students must be able to demonstrate that they watched the videotape of class sessions to gain full credit for excused absences. Class time will generally consist of four activities: 1. Lecture and discussion of course material related to the strategy component of the course. Readings and cases will be assigned to help you acquire the foundation material in industry analysis, mission and objective formulation, and global strategy formulation and implementation. You will be expected to participate in class discussions, particularly when cases are assigned for practical application. Those unable to attend class sessions will be expected to submit a two-page analysis of the case assigned. 2. Lecture and discussion of materials relevant to making decisions in the Marketplace simulation. Each session, we will review the tasks that need to be completed, review results from prior decision periods, and answer questions. Our job is to make sure that you understand what is expected, what the rules are, and to provide clarifications where necessary. We will not advise you on strategy and decision making; that’s your task. We have no stake in who wins; just that you all learn from the experience. On a couple of occasions, we’ll have outside experts visit to present materials on developing business plans and negotiating with Venture Capitalists. 3. Formal and informal team meetings to review past results and plan future actions. We’ll make the rounds to answer (and pose) questions, but some time is set aside each class for each team to work together on decisions, developing business plans, preparing presentations, analyzing results, etc.
  • 4. 4. Two sessions are devoted to the major presentation activities in the course. One is the all-day “Venture Capital Fair.” The other is the “First Shareholders Meeting” (final presentation) to the venture capitalists on your overall performance, what return you generated for them, what additional returns you would continue to make were we to continue the simulation, and what you learned from the overall experience. Special Note: Both instructors are sensitive to the added burden placed on the cohorts located outside of Morgantown. We will do our best to work around other teaching commitments to ensure that we visit each remote site during the time we have together.
  • 5. Topical Outline and Assignments Week 1/2 – Business Strategy February 3 Introduction to Marketplace Business Simulation Introduction to Mission Planning and Objective Setting Introduction to Period 2 Decisions February 5 Q2 Decisions due by 9:00am Steve Cutright – Entrepreneur Introduction to Strategy Formulation – Basic Generic Strategies Short Case on Generic Strategies Introduction to Period 3 Decisions Week 3/4 - Test Marketing – Testing your Strategy - Early Learning, Strategy Adjustment and Initial Expansion February 10 Q3 Team Meetings February 12 Q3 Decisions due by 9:00am Review Q3 Results Introduction to Industry Analysis Short Case on Industry Analysis Introduction to Period 4 Decisions February 17 Q4 Team Meetings Week 4/5 - Business Plan Preparation and Impact of Research & Development February 19 Q4 Decisions due by 9:00am Review Q4 Results Introduction to Global Strategic Planning, Alliances and Licensing Introduction to Period 5 Decisions February 24 Are you ready? Analysis of Performance / Business Plans / Raising Money – Randy Gillett, Beacon Associates February 26 Venture Capital Fair / Q5 Team Meetings February 28 Venture Capital Fair – Group Meeting in Morgantown Week 5, 6 and 7 -Skillful Adjustments to Strategy and Global Expansion March 3 Q5 Decisions due by 9:00am Review Q5 Results Review Venture Capital Fair Results Introduction to Competitive Analysis Short Case on Competitive Analysis Introduction to Period 6 Decisions Q6 Team Meetings – Informal March 5 Team 6 – Informal Team Meetings March 10 Q6 decisions due by 9:00am Regular Class: Review Q6 Results Class material and discussion: “Crossing the Chasm – Strategy Lessons in a Technological Environment” Introduction to Period 7 Decisions Q7 Team Meetings - Informal
  • 6. March 12 Q7 decisions due by 9:00am Review Q7 Results Class material and discussion: “The Dell Case – Practical Lessons in Strategy” Introduction to Period 8 Decisions Q8 Team meetings – Informal March 24 Q8 decisions due by 9:00am Review Q8 results Prepare final Presentations Final presentation team meetings – Informal March 26 Final presentations to venture capitalists