Summer D 2008
Bruce R. Barringer, PhD
University of Central Florida
Office College of Business Building 1
E-Mail Class: Capstone@bus.ucf.edu
Web Page Class: www.bus.ucf.edu/capstone
Office Hours Monday, 8:30 am – 10:00 am
Class Time and Monday, 10:00 am – 12:45 pm Open Attendance
Location Streaming video of lecture available at:
Textbook Strategic Management, by Mason A. Carpenter and Wm. Gerard
The Wall Street Journal. Discount subscriptions available at:
Lecture and This course is taught in two separate weekly components: (1) lecture,
Breakout Labs which meets once a week, and is available on a first-come-first-serve
basis in person and is also available online, and (2) the breakout lab,
which also meets once a week. In lecture, I will teach you the
theories that constitute the strategic management process. Your lab
instructor will show you how to apply the theories to real life
situations, and will evaluate your work and assign grades.
Specific questions about assignments and grades should be directed
to your lab instructor. Any questions you have about the lecture
material and exams you can direct to me.
Objectives Strategic management is an organizational process that focuses on
(1) the long-term competitiveness of an organization; and (2) the
manner in which an organization achieves its long-term goals. As
a result, strategic management does not focus on one functional
discipline such as accounting, finance, or marketing, but instead on
how all the separate functional disciplines in an organization work
together to achieve its long-term goals. The objective of this course
is to adopt a “strategic” or “long-term” perspective of organizational
effectiveness. The course is deliberately placed near the conclusion
of your undergraduate education to provide you an opportunity to
integrate the knowledge and skills that you have learned in your other
A particular emphasis will be placed on demonstrating that strategic
management concepts are applicable to all organizations – large and
small, public and private, for-profit and not-for-profit, and domestic
Relationship to the Cornerstone Experience
Teamwork You will use your teamwork skills as you work with other class
members on Strategic Applications and the development of Strategic
Analyses and Plans.
Communication You will have the opportunity to build stronger business
communication skills through participation in oral presentations and a
Creative The development of solutions to real world problems facing the
Thinking companies you will study requires a high level of creative thinking.
In particular, you will have to develop a Strategic Recommendation
for a firm.
Adapting to Furthermore, the course will teach you how organizations can
Change anticipate and adapt to changes over which the organization has little
control. You will have to analyze firms and evaluate their ability to
adapt to changes facing them, as well as make a recommendation for
how a firm might best adapt to their competitive environment.
Course Assignments and Grades
Your grade will be based on 1,000 total points, divided as follows:
First Case: Industry Analysis Presentation 50 points
First Case: Industry Analysis Paper* 50 points
Second Case: Strategic Analysis Presentation 100 points
Second Case: Strategic Analysis Paper* 100 points
Lecture Follow-Up Quizzes (administered in lab) 50 points
Midterm Exam 200 points
Final Exam 200 points
Ind. contribution to Industry Analysis Paper* 50 points
Ind. contribution to Strategic Analysis Paper* 50 points
3 Wall Street Journal projects (@ 50 pts. Each) 150 points
*Note: Case analysis papers will be assigned both individual and group grades. You will
be responsible for a specific section of each paper. Your individual grade will reflect
your instructor’s assessment of that portion of the paper. Your instructor will also assign
an overall grade to reflect how well the individual sections come together as an overall
Extra Credit Opportunities
Participating in the Semi-Finals of the Case 10 points
Perfect Attendance in Labs (discussed below) 10 points
Possible Participation in the Dean’s Office 5 points
A 920-1000 C 720-779
A- 900-919 C- 700-719
B+ 880-899 D+ 680-699
B 820-879 D 620-679
B- 800-819 D- 600-619
C+ 780-799 F less than 600
Early in the semester you will be divided into groups of four to five people within your
labs. You will stick with the same group throughout the semester. You will work with
your group on both un-graded and graded activities.
The labs will include in-class exercises designed to help you learn and apply the concepts
presented in lecture. Some of these exercises will require reading and pre-class
preparation on your part. 10 extra credit points will be given to students who have
perfect attendance in their lab section, as indicated above. No exceptions will be given
for missing a class in regard to receiving the 10 extra points.
The labs will also include five separate “lecture follow-up” quizzes. Each quiz will be
worth 10 points. The dates of the quizzes will not be announced in advance, and they
will be based on the previous Monday’s lecture material.
Wall Street Journal projects
During the course of the semester, you’ll have the opportunity to participate in three
projects drawing on real-time issues and events unfolding in the Wall Street Journal
(WSJ). Details for each of the projects will be distributed in your labs. You’ll want to
get your subscription started as soon as possible. Significantly discounted subscriptions
are available for the semester at: http://subscribe.wsj.com/semester.
Your team will prepare two in-depth case analyses during the semester. The first will
involve an industry analysis, and the second, a strategic analysis of a specific company.
Each will involve both a paper and a presentation. Your instructor will provide more
details regarding both, but in brief:
Case 1: Industry Analysis Paper and Presentation
Your team represents a consulting firm that has been asked to provide an analysis of a
specific industry. Your lab instructor will assign your team one of several industries to
examine with respect to its current, real-world situation. A significant portion of class
material and activities will be oriented toward learning how to perform quality industry
analyses. This effort will culminate with a 10-minute presentation of your team’s
analysis of the industry, to be presented in class, and a paper no longer than 15 pages
(excluding appendices & references). These analyses will be presented to the entire lab
section at the time specified your lab instructor.
The Industry Analysis Paper
Early in the semester, your lab instructor will assign each team to analyze one of several
previously selected industries. Your team will conduct a competitive analysis of that
industry. Each member of the team will be individually responsible for one of six
required sections of the paper. Five of these sections reflect the five forces facing each
industry (2 pages each), plus a sixth set of responsibilities that includes creating a 2 page
analysis section (Collectively, what do these reports regarding the five forces tell us?), a 2
page summary section (Understanding what they tell us, what would we DO with this
information?), and a brief (1 page) executive summary. Each of the five forces
components is shorter, but requires more outside work, than the final (analysis, summary)
sections. Teams will self-manage the assignment of each section. If your team has fewer
than 6 members (which is nearly always true) you’ll want to combine some of these
sections so your paper reflects as many distinct sections as you have team members. For
example, it would be very straightforward to combine the buyers and suppliers forces into
a single section of the report. Likewise, it would be easy to combine current competitors
with potential entrants.
Two important notes: First, if you place a single member as responsible for more than
one section of the report, the page guidelines remain the same. That is, if you combine
buyers and suppliers as the responsibility of a single member, you’ll need two pages for
each, not two combined. The extra two pages isn’t that much . But if someone views the
extra two pages as especially burdensome, it’s easy enough for the group to even things
out via workloads on the presentation, or even the second case project. Most group
members are really good about things like this. But you’ll want to be sensitive to the
workload across the two case projects. Make it as fair as you can. Second, note that each
component will lead to an individual grade for the person responsible for that component.
However, in analyses like these, the whole may be more (or less) than the sum of the
parts. Therefore, instructors will also assign an overall grade to reflect the quality of
integration and insight represented in the analysis overall.
Industry Analysis Presentation
Your team will have the opportunity to present the core findings of your analysis in a 10-
minute presentation to the class, followed by five minutes of Q&A. Your goal in this
presentation is not simply to present your paper. (Nobody wants to sit through several
consecutive reports of five forces analyses.) Rather, your goal will be to quickly
summarize your industry (less than a minute) for the benefit of the audience, and then
move directly into what you learned from the five forces analysis. For example, which of
the forces is/are most critical at this point? Why? What did you take away from these
analyses in terms of understanding the attractiveness of this industry? Would your
consulting firm recommend entry into this industry? Don’t recite. Provide insights. That
is, we don’t want you to simply recite your paper. (Your instructor will see all the details
of what you did in the paper and its appendices. S/he will evaluate all of that via the
paper.) Rather, we want you to convey the insights that your industry analysis has
All papers are due at the beginning of your lab section meeting on the assigned date.
Industry Analysis papers handed in late are subject to a 15 point penalty for every 24
hour period they are late.
Case 2: Strategic Analysis (of a specific company) Paper and Presentation
Your consulting firm will also be asked to prepare a strategic analysis of a specific firm.
For this strategic analysis, all teams in all lab sections will be assigned the same company
to examine with respect to its current, real-world strategic situation. A significant portion
of class material and activities will be oriented toward learning how to perform quality
strategic analyses. This effort will culminate with a 10-minute presentation of your
team’s analysis of the firm, to be presented privately to your instructor. In addition, you
will prepare paper no longer than 15 pages (excluding appendices & references).
Strategic Analysis Paper
Later in the semester, your lab instructor will assign all teams a company to be analyzed.
Your team will conduct a strategic analysis of that company, using current data and
assessing their current situation and strategic needs. Each member of the team will be
individually responsible for one of six required sections of the paper. (More on those
later in the semester.) Teams will self-manage the assignment of each section. Note that
as with the industry analysis, each component will lead to an individual grade for the
person responsible for that component. Again, the whole may be more (or less) than the
sum of the parts. Therefore, instructors will also assign an overall grade to reflect the
quality of integration and insight represented in the analysis overall.
Strategic Analysis Presentation
Your team will then have the opportunity to present the core findings of your strategic
analysis in a 15-minute presentation to your instructor, followed by five minutes of Q&A.
Once again, your goal in this presentation is not simply to present your paper. (Nobody
wants to sit through several consecutive SWOT analyses.) Rather, your goal will be to
quickly summarize the firm’s situation (less than a minute) for the benefit of the judge(s),
and then move directly into what you learned from the analysis, and what strategic
initiative(s) you recommend to the top management team at the company. For example,
which aspects of the SWOT analysis present the greatest challenges? What sustainable
competitive advantage will we build (or build upon)? What is the most opportune
strategic initiative available to us right now? Do we have the capacity to execute on it?
How will we make it happen? Etc. Again, the goal is not to recite (your paper) but to
provide insights. As with the industry analysis, your instructor will see all the details of
what you did in the paper and its appendices. S/he will evaluate all of that via the paper.
Strategic Analysis papers handed in late are subject to a 15 point penalty for every 24
hour period they are late.
This second case analysis forms the foundation for:
The Great Capstone Case Competition
The Capstone Case Competition is the culminating event for this class, and for most of
you, your experience at the UCF College of Business. After hearing each team in the lab
present their strategic analysis, each lab instructor will choose one team from his/her
section to advance to the semi-finals of the Capstone Case Competition. The instructors
will be looking for teams that can not only think strategically but also work well together
as a consulting firm, and deliver a rigorous, competent presentation of those ideas. All
teams will have the opportunity to complete their case portfolio by preparing and
presenting a strategic analysis of a company in real time. Of these, the best will be
invited to participate in:
The Great Capstone Case Competition Semi-Finals and Finals—Friday, July 11.
The top teams from all Capstone sections will advance to the semi-final round of the
competition. The teams will be divided into groups, and each team in a group will
deliver their presentation to a panel of two faculty judges. The judges will pick a winner
from each group to advance to the finals. The semi-finals will begin at 4:00 pm. The
winners of the semi-final competition will be announced around 5:30 pm.
All students participating in the semi-finals will be invited to a pizza party following the
presentation sessions. Teams that advance through the semi-finals will go onto the finals
later that evening and will receive awards for their efforts. The finals will begin at 6:00
pm. They will be judged by a panel comprised not only of faculty experts, but industry
experts representing the Dean’s Advisory Council, the College of Business Hall of Fame
members, etc. This is your opportunity to present your skills to some of the top business
leaders in the area!
Incentives for Excelling in the Great Capstone Case Competition
If your lab instructor chooses your team to advance to the semi-finals, your team may
choose to participate or not. Your incentives to participate are as follows:
Participation in the Semi-Finals • Terrific resume point
• Exempt from the final exam
• Final course grade will be calculated on
800 points instead of 1000 points, since
the final exam is worth 200 points.
• All members of the semi-finals teams
not reaching the finals will receive 10
extra credit points for participating in
the semi-final competition.
Advance to the Finals • Even better resume point
• Exempt from the final exam
• Grade received on presentation portion
of the Strategic Analysis case will take
the place of your final exam score. For
example, a 95% on the presentation
portion of your Strategic Analysis
translates into a 190 out of 200 for your
final exam grade. (In the unlikely event
this option lowers your grade, you will
simply be exempt from the final exam).
Winning the Competition • Exceptional resume point
• Exempt from the final exam
• Your final exam score will be 200
Midterm and Final Exams
Both the midterm and final exams will be administrated in the testing lab in BAII (the
newer College of Business building). The midterm and the final are worth 200 points
each. Check the weekly schedule for the dates of the midterm and final exams.
Exams will not be administered early for any reason. We realize that there are some
legitimate reasons that you may have to miss an exam and we allow for makeup exams to
be administered in these exceptional situations. However, students must be willing to
adjust their own schedules to take the makeup exam at the time scheduled by their
instructor. Students are expected to work with their lab instructors to find a mutually
agreeable time. All makeup exams will be in essay, short essay and short-answer format.
Problems with Team Members
If a team member’s lack of contribution is hurting the team’s progress, the team should
carefully document relevant issues, and meet with their lab instructor. If the issues
cannot be resolved, the team member may be fired by unanimous vote of all team
members and approval of the instructor. If this happens, the fired team member will be
expected to complete all remaining team assignments on his/her own. The group
presentations will be replaced with individual written analyses. These assignments are
due the same date that groups make their presentations. The same late penalties apply.
The Golden Rule
Academic dishonesty in any form will be dealt with strictly in accordance with UCF
Academic Behavior Standards in The Golden Rule: A Handbook for Students and the
UCF Undergraduate Catalog. Please review the Golden Rule to learn your rights,
obligations, and responsibilities. The Golden Rule is available at
Both the presentations and the individual paper require substantial research. You are
expected to use a variety of resources to complete your work. You must cite your source
material thoroughly. This includes a complete bibliography as well as references
embedded into the text of the paper. This concern is less critical in your presentations.
However, an interested party should be able to deduce from your paper specific
references utilized in the presentation.
Cheating, Plagiarism, and Academic Dishonesty
The lab instructors and I have a strict “Zero Tolerance” policy towards cheating,
plagiarism, and academic dishonesty as they relate to all aspects of the course, its
assignments, exams, and all other activities. Any student caught violating any policy in
the Golden Rule Handbook will receive an “F” for the semester and will be immediately
dismissed from class. The student will also be referred to Student Judicial Affairs for
further potential sanctions.
Your written Industry Analysis and Strategic Analysis must be submitted to Turnitin.com
by the date the assignment is due. Your lab instructor will provide you instructions for
how to interface with the Turnitin.com Web site. Although your paper may be returned
to you with a grade, no grade is final until a satisfactory report from Turnitin.com has
Turnitin.com has several good sources of information for you to investigate:
For a good definition of what plagiarism is, see:
For hints on how to avoid plagiarism, see:
For facts about plagiarism, copyright law, and fair use, see:
Saying “I did not know” is not a viable excuse for plagiarizing material. In addition,
being sloppy with paraphrasing and referencing are not legitimate excuses. If you
plagiarize, then we can only assume that it was your intent to be deceitful. One of the
best ways to avoid the temptation of plagiarism is to get an early start on your paper
rather than waiting until the last moment. The temptation to cut corners gets greater as
the due date for an assignment nears. It is better to hand in a paper a day or two late (and
be penalized for a late paper) than to fail the course.
Weekly Lecture Schedule
MAN 4720 – Summer 2008
Monday, 5/12 Course Introduction
Introduction to Strategic Management Chapter 1
Monday, 5/19 Leading Strategically Through Effective Vision and Chapter 2
Examining the Internal Environment: Resources, Chapter 3
Capabilities, and Activities
Monday, 5/26 No class—Memorial Day Holiday
Lab sections, except those that meet on Monday,
5/26, will meet as usual.
Monday, 6/2 Examining the External Environment: Macro and Chapter 4
Creating Business Strategies Chapter 5
Monday, 6/9 Creating Business Strategy for Dynamic Contexts Chapter 6
Review for Midterm Exam
Midterm Exam Week (Chapters 1-6)
Monday, 6/16 Developing Corporate Strategy Chapter 7
Monday, 6/23 Understanding Alliances and Cooperative Strategies Chapter 9
Studying Mergers and Acquisitions Chapter 10
Monday, 6/30 Organizational Structure, Systems, and Processes Chapter 11
Considering New Ventures and Corporate Renewal Chapter 12
Monday, 7/7 Corporate Governance in the Twenty-First Century Chapter 13
Review for Final
Final Exam Week (Chapters 7, 9, 10, 11, 12 and 13)
Friday, 7/11 The Great Capstone Case Competition
Semi-Finals (4:00 pm – 5:30 pm)
Finals (6:00 pm – 7:30 pm)