Course Strategic Management 474 Syllabus Spring 2006


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Course Strategic Management 474 Syllabus Spring 2006

  1. 1. Course Strategic Management 474 Syllabus Spring 2006 Dr. Jan Brinckmann 1. Course Objectives • Foster ability to apply prominent strategic concepts and tools • Foster ability to integrate different strategic issues into a strategic whole • Foster ability to work analytically and creatively • Foster social skills and enjoy the learning • Foster proactivity 2. Class format In order to study strategy various formats are applied in this course. These include interactive lectures, case discussions, video-clips, role-plays, and group workshops. Especial focus is placed on the application of tools to handle management problems and conceive strategies. Class participants will work in groups on a strategic case with top executives. While some contacts to executives are offered, you are encouraged to suggest an own business case you want to work on. Thus, please get in touch with businesses that you find interesting and ask them if they are interested in providing a business case for a group of MBA students. A standard session consists of three parts: 1. Presentation of strategic concepts and tools 2. Harvard case discussion and application of the tools 3. Discussion of a group case and/or guest speaker Additionally, participants get the change to discuss their ideas and learn from high profile entrepreneurs and executives who will join us through video-conferencing or in person. In order to take full benefit of the class, you should participate enthusiastically in the class discussions and activities.
  2. 2. 4. Class Structure The class consists of four main modules. These are the concept of strategic management, strategic analysis, strategy formulation, as well as strategy implementation and control. 1. Module: The concept of strategic management Session 1(02/28/2007): Introduction to the class and strategic management First part: Introduction to the course Second part: Introduction to strategic management Third part: Team formation Suggested background literature: • Wheelen and Hunger (2005): Chapter 1 • Dess, Lumpkin et al. (2005) • Chaffee (1985) • Ghemawat (2002) • Porter (1996) • Mintzberg and Lampel (1999) - Spring break - Session 2 (03/14/2007): Market based strategic management First part: Interactive lecture Second part: Guest speaker Third part: Two group workshops Suggested background literature: • Kim and Mauborgne (2005) • Kim and Mauborgne (2000) • Kim and Mauborgne (2001) • Moore (2002) 2. Module: Strategic Analysis Session 3 (03/21/2007): External strategic analysis First part: Harvard business case discussion – The Birth of Swatch Second part: Interactive lecture Third part: Two group workshops Required reading: Harvard Business Case
  3. 3. Suggested background literature: • Wheelen and Hunger (2005): Chapter 4 • Lederman (1984) • McGahan and Porter (1997) • Porter (1998) • Porter (1979) • Ashton, Cook et al. (2003) • Gadiesh and Gilbert (1998a) • Gadiesh and Gilbert (1998b) Session 4 (03/28/2007): Internal strategic analysis First part: Case discussion – Robert Mondavi Second part: Interactive lecture Third part: Two group workshops Required reading: Harvard business case Suggested background literature: • Wheelen and Hunger (2005): Chapter 5 • Barney and Hesterley (2006): Chapter 3 • Porter (2004) • Goold and Collis (2005) • Denrell (2005) • Collis and Montgomery (1995) Session 5 (04/04/2007): Combing internal and external analysis First part: Case discussion – Zara fast fashion Second part: Interactive lecture Third part: Two group workshops Required reading: Harvard business case Suggested background literature: • Wheelen and Hunger (2005): Chapter 6.1 – 6.3 • Kim and Mauborgne (2005) • Hax and Majluf (1984) 3. Module: Strategy Formulation Session 6 (04/11/2007): Business level strategy First part: Midterm quiz Second part: Interactive lecture
  4. 4. Third part: Two group workshops Required reading: None Suggested background literature: • Wheelen and Hunger (2005): Chapter 6.4 • Porter (2004) • Porter (1996) Session 7 (04/18/2007): Corporate level strategy First part: Case discussion – IKEA Second part: Interactive lecture Third part: Guest speaker Required reading: Harvard business case Suggested background literature: • Wheelen and Hunger (2005): Chapter 7.3 • Collis and Montgomery (1998) • Hill and Jones (2007) Session 8 (04/25/2007): Market entry and growth strategies First part: Case discussion – Apple Computer Second part: Interactive lecture Third part: Guest-speaker Required reading: Harvard business case Suggested background literature: • Wheelen and Hunger (2005): Chapter 7.2 • Moore (1999) • Bower and Christensen (1995) • Christensen and Raynor (2003) • Beise (2004) 4. Module: Strategic implementation and success Session 9 (05/02/2007): Strategy implementation and control First part: Case discussion – Ryanair Second part: Interactive lecture Third part: Guest-speaker Required reading: Harvard business case Suggested background literature:
  5. 5. • Wheelen and Hunger (2005): Chapter 9, 10 & 11 • Eisenhardt and Sull (2001) • Hill and Jones (2007) Session 10 (05/09/2007): Strategic Success Factors and wrap-up First part: Success-factor discussion Second part: Course evaluation Third part: Final quiz Required reading: None 5. Literature The main study prior to each class should be directed to the Harvard business cases. While the relevant strategic concepts are all discussed in class, it is suggested to review the concepts by studying the standard textbook by Wheelen and Hunger (2005). Since this textbook does not focus specifically on issues discussed in session 2 and session 8 please focus on the other literature suggested above. In order to get a very extensive literature background and to study strategic concepts beyond the scope of this course, please study the other suggested literature provided above. The Harvard business cases are available at: 6. Evaluation Your grade will be determined by the following three components: 1. Oral participation (including pop quizzes on cases and write-ups) 20% 2. Short midterm (10%) and short final exam (20%) 30% 3. Business case (20%) and solution (30%) 50% The business plans are team-tasks. While in general each team member will get the same grade, team members can also choose a peer-evaluation if they feel that contribution to the team effort was not equal. A limited number of pop-quizzes on the Harvard cases will be presented to assure class preparation and active participation. The midterm and final exam are short 20-minute exams which are intended to give participants an incentive to review the concepts which were discussed. After the midterm exam evaluation an overall midterm grade based on prior performance will be provided to give some orientation concerning grading. Additional information on grading and the different course components will be given in the first session and can be found on blackboard.
  6. 6. 6. Important dates & deadlines 1. Questions & write-ups for guest-speakers In order to prepare for the guest-speakers, participants are asked to submit three questions prior to each guest-speaker talk. Up to the session following a guest speakers’ talk a bullet point collection of key lessons learned must be submitted. Please email it to stating the course number (476), the guest speakers’ name, either “three questions” or “write-up”, and your name in the header of the email. example: course 476, Richard Branson, three questions, Peter Activestudent 2. Quiz dates Midterm quiz 04/11/2007 Final quiz 05/09/2007 3. Business case and business case solution hand-in Please hand the business case and solution in as an electronic AND printed version. Please hand in the business case in the 7th session (04/18/2007) and the business case solution during the final session of the course (05/09/2007). Please email the electronic version to stating the course number (476), “business case” or “business case solution”, and your groups’ name Example: course 476, business case, The WiseGuys If you have additional questions, please ask me in the introduction session. I am looking forward to getting to know you in class. ------------------------------------------------- Dr. Jan Brinckmann Assistant Professor School of Business Administration Loyola University Chicago 1 E. Pearson Chicago, IL 60611, USA
  7. 7. Phone: 001 - 312-915-6077 Fax: 001 - 312-915-6231 Email: Skype: janbrinck Web: Aaker, D. A. (1998) Strategic market management. Hoboken, NJ. Ashton, J. E., F. X. J. Cook, et al. (2003) "Uncovering hidden value in a midsize manufacturing company." Harvard Business Review 81(6): 111-119. Barney, J. B. and W. S. Hesterley. (2006) Strategic Management and Competitive Advantage: Concepts and cases. Upper Saddle River, NJ. Beise, M. (2004) "Lead markets: country-specific drivers of the global diffusion of innovations." Research Policy 33: 997-1018. Bower, J. L. and C. M. Christensen. (1995) "Disruptive technologies: catching the wave." Harvard Business Review 73(1): 43-53. Chaffee, E. E. (1985) "Three models of strategy." The Academy of Management Review 10(1): 89-98. Christensen, C. M. and M. E. Raynor. (2003) The innovator's solutions: creating and sustaining successful growth. Boston, MA. Collis, D. and C. A. Montgomery. (1995) "Competing on resources: strategy in the 1990s." Harvard Business Review 73(4): 118-129. Collis, D. J. and C. A. Montgomery. (1998) "Creating corporate advantage." Harvard Business Review 76(3): 70-83. Denrell, J. (2005) "Selection bias and the perils of benchmarking." Harvard Business Review 83(4): 114-119. Dess, G. G., G. T. Lumpkin, et al. (2005) Strategic Management. New York, NY. Eisenhardt, K. M. and D. M. Sull. (2001) "Strategy as simple rules." Harvard Business Review 79(1): 105-116. Gadiesh, O. and J. L. Gilbert. (1998a) "How to map your industry's profit pool." Harvard Business Review 76(3): 149-162. Gadiesh, O. and J. L. Gilbert. (1998b) "Profit pools: a fresh look at strategy." Harvard Business Review 76(3): 139-147. Ghemawat, P. (2002) "Competition and business strategy in historical perspective." Business History Review 76(1): 37-74. Goold, M. and D. Collis. (2005) "Benchmarking your staff." Harvard Business Review 83(9): 28-30. Hax, A. C. and N. S. Majluf. (1984) Strategic Management: an integrative perspective. Englewood Cliffs, N.J. Hill, C. W. L. and G. R. Jones. (2007) Strategic Management: an integrated approach. Boston. Hitt, M. A., R. D. Ireland, et al. (2005) Strategic management: competitiveness and globalization. New York. Kim, W. C. and R. Mauborgne. (2000) "Knowing a winning business idea when you see one." Harvard Business Review 78(5). Kim, W. C. and R. Mauborgne. (2001) "Strategy, value innovation and the knowledge economy." Sloan Management Review 40(3): 41-54. Kim, W. C. and R. Mauborgne. (2005) Blue ocean strategy. Boston, MA. Lederman, L. L. (1984) "Foresight activities in the U.S.A.: Time for a re-assessment?" Long Range Planning 17(3): 41-50. McGahan, A. M. and M. E. Porter. (1997) "How much does industry matter, really?" Strategic Management Journal 18(Summer): 15-30.
  8. 8. Mintzberg, H. and J. Lampel. (1999) "Reflecting on the strategy process." Sloan Management Review 40(3): 21-30. Moore, G. A. (1999) Inside the tornado: marketing strategies from Silicon Valley's cutting edge. New York. Moore, G. A. (2002) Crossing the chasm. New York. Porter, M. E. (1979) "How competitive forces shape strategy." Harvard Business Review 57(2): 137-145. Porter, M. E. (1996) "What is strategy?" Harvard Business Review 74(Nov./Dec.): 61-78. Porter, M. E. (1998) Competitive strategy: techniques for analyzing industries and competitors. New York, NY. Porter, M. E. (2004) Competitive advantage. New York. Wheelen, T. and D. Hunger. (2005) Strategic Management and Business Policy.