EMBA 631

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EMBA 631

  1. 1. BUSAD/STB 501 Strategy and Planning Fall 2009 Instructor: Dr. Brad Shrader University Professor Ralph and Jean Eucher faculty fellow in business ethics Office Hours: by appointment 3185 Gerdin Business Building 294-3050 (office) cshrader@iastate.edu http://www.bus.iastate.edu/cshrader/ Required Readings and Cases: Bunge: Food, Fuel, and World Markets, by Khanna, Mingo and West, Harvard Business School case, 2007. Cargill (A), by Goldberg and Porraz, Harvard Business School case, 2007. ConAgra Foods: The Next Chapter, by Goldberg and Shelman, Harvard Business School case, 2007. Core Competence of the Corporation, by Prahalad and Hamel, Harvard Business Review article, 1990. Monsanto: Realizing Biotech Value in Brazil, by Bell and Shelman, Harvard Business School case, 2007. South Dakota Wheat Growers, by Bell and Shelman, Harvard Business School Case, 2008. Strategic Planning at United Parcel Service, by Garvin and Levesque, HBS, 2006 The Five Competitive Forces that Shape Strategy, by Porter, Harvard Business Review article, 2008. The Global Farmer and the Future of Soybean Production, by Goldberg, Harvard Business School case, 2004. Course Description: 1
  2. 2. The purpose of this course is to introduce the MBA student to the principles of strategy formation and evaluation and to the fundamental concepts of corporate and competitive strategy. Specifically, this includes the following: 1. Examining how firm managers form strategy through strategic plans (mission, objectives, and strategies), scenarios, balanced scorecards, and corporate cultures. 2. Analyzing the firm’s competitive strategy within its industry context; and assessing firm strengths and weaknesses in context of environmental opportunities and threats. 3. Identifying and forming competitive strategies (cost leadership, differentiation, and focus). 4. Assessing the firm’s core competencies. 5. Identifying and forming corporate strategies (growth, stability, and retrenchment). 6. Evaluation of the firm’s corporate strategy using portfolio analysis. NOTE: Please address any special needs or special accommodations with me at the beginning of the semester or as soon as you become aware of your needs. Performance Evaluation Criteria: Class participation online case discussions - individual 20% Short written project – part 1 10% Short written project – part 2 20% Short written project – part 3 10% Final integrative case project 40% Total 100% Class participation in online case discussions Each individual will be graded on class participation, which means the contribution made to online case discussion. The instructor will keep a journal of daily class proceedings. Each student is expected to make a substantive online contribution for each case. The objective of this requirement is to present examples of strategy formation in practice and help create a forum for the exchange of ideas. Required case readings are identified in the course outline. There are short PowerPoint presentations describing and orienting each class member to each case. It is expected that each student will make a major substantive contribution to class discussion at least once for each case during each session for each part of the course. Post your comments for case discussions to WebCT. How online contribution is assessed: • 20 % - Participation with high interest and enthusiasm in all discussions. Consistent substantive contributions. 2
  3. 3. • 15 % – Engaged in most discussions. Responded with high quality comments and contributions. • 10 % – Engaged in most of discussions and responded with good input when prompted. • 5 % – Responded infrequently with substantive contributions. • 0 % –No comments. Short written assignments: Each major section of the course has a short assignment with which it is associated. The goal is to test understanding of the conceptual material for particular sections of the course. Responses to the questions should be submitted electronically. The written responses for parts 1 and 3 should not exceed three pages. The written project for part 2 should not be more than five pages. Answer the questions completely using as much course material as possible and to not re-hash the case. Final integrative project: Each class member is required to address the final integrative questions indicated at the end of this outline. The final project is worth a total of 40 points or 40% of the final grade. The final project is to be no more than ten pages in length (double-spaced with standard margins). Do not include a title page. Answer the questions using as much course material as possible (including readings, other cases/chapters, and lectures) in order to provide answers to the questions. Please submit the final project via email. Full points will be awarded to those that address all the questions thoroughly using as much course content material as possible. It is critical that you refer to content material from lecture, notes, texts, and discussion in forming responses. • 40 points – answered questions thoroughly using course material accurately • 35 points – addressed most of the questions, used some course material • 30 points – addressed questions, lacked content • 25 points and below – did not fully address questions with course content ASSIGNMENT AND SESSION SCHEDULE Part One – Formulating Strategy through Formal Strategic Planning Goal of part one is to create an understanding of the components of strategic planning and develop an understanding of other methods of formal planning- such as scenarios and balanced scorecards. Reading Assignment for Part One • Course outline • Strategic planning at United Parcel Service case • Cargill (A) case 3
  4. 4. • Monsanto: Realizing Biotech Value in Brazil case • South Dakota Wheat Growers Case PowerPoint files and presentations for Part One • Formal Strategic Planning • SWOT • Scenario Planning • Balanced Scorecard • Corporate Culture • Formal planning and competitive strategy examples PowerPoint files with case questions for online discussion: • UPS case • Cargill (A) • Monsanto • South Dakota Wheat Growers Short written assignment (select one): Describe strategic planning at both Cargill and UPS. In your view, which firm has the stronger and more useful process? Why? Or – Do a SWOT analysis for Monsanto. What are the major SO outcomes of your analysis? Should Monsanto increase it breeding and biotechnology investment in Brazil based on your analysis? Should Monsanto apply their POD system to other countries? Or – Do a SWOT analysis for South Dakota Wheat Growers. What are the major SO outcomes of your analysis? What are the major opportunities for cooperatives? Are there any threats? Based on your analysis, how do you suggest SDWG develop its brand? Please email your assignment to: cshrader@iastate.edu Due by September 14 Part Two – Forming Competitive Strategy Goal of part two is to understand the various competitive battlefields (industry, product, future, time, etc.) and to become able to analyze the attractiveness of industries and the competitive advantages of firms/products. Reading Assignment for part two • The Global Farmer and the Future of Soybean Production • ConAgra Foods: The Next Chapter • Monsanto: Realizing Biotech Value in Brazil 4
  5. 5. • The Five Competitive Forces that Shape Strategy • Core Competence of the Corporation PowerPoint files and presentations for part two • Battle of Trafalgar /What is competitive strategy? • Competitive strategy (and industry analysis/ Porter’s model of five industry forces/ Generic competitive strategies, competitive advantage) • Advantage of Nations • Syngenta- Iowa State University Handout • Syngenta examples • Core Competencies and Resources • Competing against Time • Hyper-competition (new) • 7S framework • Judo Strategy • Innovator’s Dilemma • The Five Competitive Forces that Shape Strategy • Core Competence of the Corporation • Formal planning and competitive strategy examples Online case discussion questions in PowerPoint files: • The Global Farmer and the Future of Soybean Production • ConAgra Foods: The Next Chapter • Monsanto Short written assignments (select one): Develop an industry analysis for the global soybean industry. Is the soybean industry attractive? Or- What is El Tejar’s generic competitive strategy? What is Grupo Maggi’s generic strategy? What is the generic strategy of Halderman Companies in the soybean business? Which of the three soybean companies has the best competitive position? Please email your assignment to: cshrader@iastate.edu Due by November 2 Part Three – Forming corporate-level strategy and analyzing strategy using portfolio analysis Reading Assignment • Bunge: Food, Fuel, and World Markets 5
  6. 6. • ConAgra Foods: The Next Chapter PowerPoint files and presentations for part two • Corporate-level strategy – PowerPoint • Strategy evaluation using portfolio analysis ( BCG matrix, GE business Screen, PMEP Matrix, PIMS, etc.) PowerPoint files with online case discussion questions: • Bunge • ConAgra Short written assignment: Do a very brief and general portfolio analysis for Bunge. Is its portfolio balanced? Describe Bunge’s corporate growth strategy. Please email your assignment to: cshrader@iastate.edu Due by November 30 Final integrative project: Step 1 – Select one of the following firms to analyze (cases): • Bunge • Cargill • ConAgra • Monsanto • South Dakota Wheat Growers Step 2 – Analyze the business environment and formal planning activities for the firm you selected in step one (10 points). • What is its mission? What do you think of the mission statement? • Does it engage in formal strategic planning? How? • If it does plan- evaluate its planning activities. Are they providing corporate direction? • If not- what substitutes for planning are there? Culture? BSC? • Describe the corporate culture of your firm. • What are the major objectives set forth by the firm (either explicit or implicit)? • Do a brief SWOT analysis for your firm. What are the SO opportunities? Step 3– Analyze the focal industry and competitive advantage (if any) for the firm you selected (20 points). • Describe the five forces. 6
  7. 7. • Is the industry attractive? Why? • What is/are the major generic strategies for the major products? • How is your firm doing in terms of international competitive advantage and the four factors of Porter’s diamond? • Describe your firm’s core competency (or competencies). • Is your firm a Judo Strategist and/or Hyper-competitor? • Is it engaging in any form of disruptive technology or is it being affected by the innovator’s dilemma in any way? • Based on your analysis, what is your firm’s major competitive advantage? Step 4– Analyze the corporate-level strategy for your firm (10 points). • What business is your firm in? • Describe your firm’s portfolio (using the BCG, GE Business Screen and/or PMEPM). Is it balanced? • How might your firm grow in the future? Use the class case as your source of data – there is no need to update the case or go with outside sources. Go with what it provides. If you feel you need more data- make educated estimates. Final project is ten pages max. Please submit electronically to: cshrader@iastate.edu Due by December 14 7

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