Management 377 - spring 2006.doc

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Management 377 - spring 2006.doc

  1. 1. Management 377 - Competitive Strategy Spring 2010 Section A Instructor: Brad Shrader, Ph.D., MBA University Professor – Ralph and Jean Eucher Faculty Fellow in Business Ethics Office Hours: by appointment 3185 Gerdin Business Building Office Phone - 294-3050 http://www.bus.iastate.edu/cshrader/ Dept. Phone – 294-8116 cshrader@iastate.edu Prerequisites: Econ. 101, junior classification, management major. Required Cases and Readings: 1. Harley-Davison: Preparing for the Next Century, by Nolan and Kotha, Harvard Business School case, 2007, #9-906-410. 2. The Five Competitive Forces that Shape Strategy, by Michael Porter, Harvard Business Review article, 2008, reprint # R0801 E. 3. Cola Wars Continue: Coke and Pepsi in 2006, by Yoffie and Slind, Harvard Business School case, revision date 4/6/2009, #9-706-447. 4. The Core Competency of the Corporation, by Prahalad and Hamel, HBR article, 2001, reprint #90311. 5. GE’s Talent Machine: The Making of a CEO, by Bartlett and McLean, HBS case, 2006, #9-304-049. 6. AOL Europe vs. Freeserve (A), by Yoffie and Kwak, Harvard Business School case, 2002, #9-703-409. 7. Apple Computer 2005, by Yoffie and Mack, Harvard Business School case, 2005, #9-705-469. 8. Aiming for an Evolutionary Advantage: Google: Management Innovation in Action, by Hamel and Breen, Harvard Business School Press, excerpted from the Future of Management, 10/09/2007, #2515BC. 9. Predicting your Competitor’s Reaction, by Coyne and Horn, Harvard Business review article, 4/01/2009, reprint # R0904H. 1
  2. 2. 10. Managing for Creativity, by Florida and Goodnight, Harvard Business Review article, July 1, 2005, Reprint #R0507L 11. Zara: Fast Fashion, by Ghemawat and Nueno, Harvard Business School case, 2006, #9-703-497. Course Description: The major objective of this course is to examine the most current thinking in the area of competitive strategy and how that thinking translates into organizational practice. We will examine how companies develop competitive strategy and how they achieve comparative advantages in industries. Topics we will cover include: industry analysis, generic strategies, hyper-competition, core competencies, competitive intelligence, ethics and competition, and competing against time. Special Needs Students needing special learning accommodations should make them known to the instructor as soon as possible. Communication and writing Across the College of Business, it is our goal to strengthen student communication skills and enhance your critical thinking skills by creating opportunities for you to practice communication skills throughout your academic careers. Representatives in our Communications Center are available to support your written, oral, and visual communication assignments this semester. These Communications Consultants may be available to: - Review basic grammar - Provide feedback on paper organization and flow - Give suggestions on document design, including written documents and slide presentations - Other services as needed Communications Center Consultants Ted Hoagland 2140 Gerdin Business Building hoagland@iastate.edu (515) 294-9693 2
  3. 3. Abhi Rao 2140 Gerdin Business Building arao@iastate.edu (515) 294-9693 Open Hours M: 9:30 - 11:30 a.m. T W: 9:30 - 11:30 a.m. & 1:00 - 4:00 p.m. R: 1:00 - 5:00 p.m. Course Requirements: Examinations – Exam #1 - 20 points Exam #2 - 20 points Exam #3 – 20 points Final - 20 points Quizzes – 20 points Participation – Attendance – expected of all students Participation in class discussion/case discussions – 20 points How final grade is determined: Examination (best 3 of 4) = 60 points Participation = 20 points Quizzes = 20 points Total – 100 points Exams: There will be four exams during the semester. Reviews will be undertaken prior to each exam and the dates are listed on the course outline – so plan in advance. The exams are weighted equally. The goal of the exam requirement is to examine student understanding of content material covered in class and in the text. Exams will be graded on how well the questions are answered using course material; and how well case problem is analyzed, related to course material, and on how well solutions are presented. Exams will be graded and reported the following class period. Exams will be comprised of essay, elimination/multiple choice, and short answer items. 3
  4. 4. Descriptive statistics for each exam will also be reported. Students are encouraged to check their exam scores and overall grade standing in the course with me anytime during the semester. I will take your top three exam scores toward final grade. This means you can take all four exams and I will count your best three toward the final grade. It also means that if you need to miss an exam – for a family emergency, work, illness, interview, or other unforeseen contingency- you will need to take the other three exams. Therefore, there will be no make up exams. No exceptions. The major evaluation criteria used in grading exams will the accurate, comprehensive and appropriate application of course material to the relevant question. Also considered will be the diction, sophistication, consistency, legibility, and clarity of responses. Please bring a blank blue book (exam book) to class on exam day. I will retain all exam blue books. Students wishing to appeal an exam score must do so in writing. Students missing an exam will be required to complete the other three scheduled exams as noted above. This policy is created to be fair to all students. Quizzes: Unannounced quizzes will comprise 20% of the final grade. Quizzes will focus on the main idea of reading and case assignments for the day. There will be five or six quizzes offered during the semester. Each will be worth 5 points or 5%. The top four quizzes will be counted toward the final grade. Students are encouraged to attend sessions so that they take at least four quizzes. The goal of the quizzes is to keep everyone current on reading and case assignments. Participation/case discussions and presentations: Each individual will be graded on general class participation, which means contribution made to class discussion. In-class case discussions are designed to help students apply the concepts from the readings and lectures. During the course of the semester each student will be called upon to discuss cases in class. Discussions are to be professional and informative. The instructor will keep a journal of daily class proceedings. Participation is a major outcome of this course. A simple rubric for participation is as follows: • 20 points - Participation with high interest and enthusiasm during all class sessions in all discussions. Consistent substantive contributions. High degree of volunteerism. Attended all sessions, arrived on time • 15 points – Engaged in most discussions and presentations. Responded with high quality comments and contributions. Attended sessions, arrived on time. • 10 points – Engaged in most of discussions and responded with good input when prompted. And/or arrived late for sessions. 4
  5. 5. • 5 points – Attended and listened but responded infrequently with substantive contributions. And/or arrived late for sessions. • 0 points –No comments but attended, listened and did not disrupt class. And/or arrived late for sessions. • 0/Negative points – sleeps, disrupts, misses class. Arrived late. Participation hint: Bring your name tent everyday and display it proudly. Outcomes: Students completing this course should be able to do the following:  analyze the attractiveness of industries  identify external opportunities and threats  identify internal strengths and weaknesses  identify and describe the firm’s competitive positioning strategy  identify and describe the firm’s core competencies  develop a competitive intelligence plan  identify and describe the phenomena of Judo Strategy  identify and describe the phenomena of Hyper-competition  understand the ‘innovator’s dilemma  understand the benefits of competing against time  analyze competitive strategy cases on the items above  conduct a competitive analysis of a firm  Identify competitive early warnings How to Study for this course: Studying for Management 377 is straightforward. You need to read and come prepared to discuss what you’ve read every day. The instructor will provide many notes on the website, and individual note taking is strongly encouraged. Students are encouraged to ask questions in class about course concepts and cases. We will closely follow the course outline—every class day is important. Grading: 94-100% = A 80-82% = B- 67-69% = D+ 90-93% = A- 77-79% = C+ 63-66% = D 87-89% = B+ 73-76% = C 60-62% = D- 83-86% = B 70-72% = C- < 60% = F 5
  6. 6. Assignment and Lecture Schedule: Date Topic Case/reading 1/12 Class introduction and organization Read course outline 1/14 Competitive strategy introduction - General discussion Battle of Trafalgar 1/19 Introduction to SWOT Analysis Harley-Davidson and case discussion 1/21 Porter’s 5 Forces The 5 Forces that Shape Strategy 1/26 Porter’s 5 Forces The 5 Forces that Shape Strategy 1/28 Industry Analysis-case discussion Cola Wars Continue 2/2 Types of strategy – generic strategy 2/4 Case discussion - differentiation Harley-Davidson 2/9 Discussion – cost leadership 2/11 Advantage of Nations / Review 2/16 Exam on SWOT, industry analysis/generic strategy, advantage of nations 2/18 Core competencies The Core Competence of The Corporation 2/23 Case discussion GE’s Talent Machine 2/25 Judo Strategy – Formula 409 3/2 Judo strategy AOL Europe vs. Freeserve 3/4 Hyper-competition – Stent Wars (Google moved to 4/20) 3/9 Case discussion Apple Computer 2005 3/11 Exam on core competencies, hyper-competition and judo strategy 6
  7. 7. 3/16 Spring Break 3/18 Spring Break 3/23 Competitive Intelligence Predicting your Competitor’s Reaction 3/25 Competitive Early warning systems 3/30 Competitive advantage through people Managing for Creativity 4/1 Competitive advantage through people SAS Institute 4/6 Competing against time Zara 4/8 Case discussion Zara: Fast Fashion 4/13 Innovator’s Dilemma 4/15 Exam on competitive intelligence, people, time, and Innovator’s Dilemma 4/20 return exam Google 4/22 Game Theory as a competitive strategy 4/27 Globality and Dragons at your Door – new forms of competition 4/29 Sustainability as competitive strategy – review course Final as scheduled Final will cover game theory, new forms of cost advantage, sustainability and will include material from entire course 7

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