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MGMT 4950 STRATEGIC MANAGEMENT.doc MGMT 4950 STRATEGIC MANAGEMENT.doc Document Transcript

  • MGMT 4950 STRATEGIC MANAGEMENT Fall 2007 10:00 - 11:20 P.M. T & R; BU 110 INSTRUCTOR: Dr. Gerald E. Calvasina OFFICE: 309B PHONE: 586-1976 E-Mail calvasina@suu.edu OFFICE HOURS: 9:00 AM - 10:00 T & R 1:00 PM - 2:30 PM & 4:00 PM - 5:30 PM T & R REQUIRED TEXTS: Strategy: Winning in the Marketplace, 2nd Edition, Thompson, Gamble & Strickland, Irwin-McGraw Hill, 2006. A Guide to Case Analysis (Student Center section of the website for the text at www.mhhe.com/thompson2e. RECOMMENDED READING MATERIAL : Fortune, Business Week, Wall Street Journal. PRE-REQUISITES: Advanced Standing and Seniors only (preferably in last semester of program) COURSE DESCRIPTION: This is a capstone course for seniors covering the concepts of strategic management and developing perspective, judgment and facility in problem solving in interrelated areas of distribution, personnel, finance, control, and the social aspects of business. COURSE OBJECTIVES: 1. To develop a holistic perspective of an organization which integrates the concepts, skills, and principles learned in previous functional area courses (e.g. Marketing, Finance, Accounting) 2. To develop an appreciation and understanding of the role of top management in dealing with complex and dynamic strategic questions. 3. To gain an understanding of the concepts of strategic management and business policy. 4. To be able to analyze business cases and to apply the knowledge gained from one case to a seemingly unrelated case. The objective of the course is not so much to accurately access an individual case as it is to begin to “think strategically” about business opportunities and problems.
  • 5. To develop communication, presentation, and participation skills which will be invaluable in a business career. REQUIREMENTS: 1. Class Participation: Each student is expected to participate in class and team discussions. During every session, class members will be called on randomly to answer questions pertaining to that day's assignment, whether or not the student has prepared a brief for that session. You are expected to prepare every case and take an active role in every class. Specific questions will be assigned for each case and students are strongly encouraged to prepare responses to each of the questions. Short Multiple Choice quizzes based on the assignment questions will be administered prior to our discussion of each case. Scores on the quizzes will account for one-half of your participation grade. Case sessions are analytic exercises, analogous to laboratory sessions in other disciplines. The objective is that you gain experience in analysis by responding to the ideas of others and by allowing your own ideas to be evaluated. You will learn by doing, not by passively listening. To do this you must be there, you must be prepared, and you must be involved. Your participation will be evaluated based on attendance, quantity and quality of participation. It will be rated on a scale from 0 to 5 (0 = absent, 1 = unprepared, 2 = no comments, 3 = called on and prepared, comment but don't add much to class learning, 4 = good comments, 5 = leadership role) in classes throughout the semester, with a special focus on case classes. Your final participation grade will be formed from the composite of these scores and the quizzes. An average score of 2 is at best a "C". Remember: Those who are well-prepared and following the discussion in their heads, but, who make no comments themselves, are generally indistinguishable from those who are unprepared and inattentive and can, therefore, expect no better participation grade. More than three unexcused absences from classes in which cases are being discussed will result in a penalty of one-third decrease in your participation grade (e.g., B to B-) for each absence. This is in addition to the 0 you will receive for participation each time you are absent. If circumstances require you to miss class you may, with the consent of the instructor, make up the class by turning in your written answers to the study questions for that case. These will be due no later than the following class period. 2. Examinations. Two exams will be given. Students are responsible for material covered in lectures, readings, and discussions. The exams will be part short-answer and part essay and will test both your knowledge of the conceptual material and your ability to apply that knowledge. 3. Written Case Assignments and Case Analysis/Competition. The class will be divided into teams of three or four students. Each team will be responsible for two type written “reports to management” on an assigned case. The
  • teams will play the role of outside consultants and will be in competition against another group. The written reports will focus on skills associated with diagnosing a company’s situation, sizing up what problems/issues that need to be addressed, deciding what analysis to conduct, and recommendations for future action. Each team will prepare a 1,000 to 2,000 word (3-6 pages) report plus exhibits. The first report will be on an industry case and should include the following: 1. Analysis of the industry's environment – identify the strategically relevant industry features (analysis in this area will promote understanding of the kinds of strategic moves that industry members are likely to employ); 2. Analysis of the nature and strength of competitive forces – Use Porter’s Five-force model to determine what competition is like in a given industry. 3. Identification Industry’s driving forces and pinpointing the key factors for future competitive success in the industry. The second report will be on an individual company and should include the following: 1. Identification of the company’s strategy & the industry they are competing in – key components of their strategy; objectives (strategic and financial); business model; key value chain activities. 2. Analysis of the firm’s environment (the industry that the firm is competing in) – identify the strategically relevant industry features. Also assess the nature and strength of competitive forces – Use Porter’s Five-force model to determine what competition is like in a given industry. 3. Identification Industry’s driving forces and pinpointing the key factors for future competitive success in the industry. 4. Evaluation of how well a company’s present strategy is working – SWOT Analysis – a firm’s financial position is either a strength or weakness (crunch numbers here) – Are the company’s prices and cost competitive? This will be the focal point of this report. 5. Identification the strategic issues that merit managerial attention – It involves using the results of both the industry and competitive analysis and company situation analysis to determine what issues must be resolved for the company to be financially and competitively successful in the future. Each team will also be responsible for a 15 to 20 minute presentation of their written report. Be sure to develop a one page executive summary highlighting your findings of your report for your presentation. During the class sessions devoted to the competition, each team will have 15 to 20 minutes to present its’ analysis. A 10 to 15 View slide
  • minute question/answer period will follow each presentation during which any member of the class is free to question team members. [note: A team's competitors will not be present during their presentation nor during the question/answer period which follows.] After both teams have presented their analysis and answered questions, remaining time will be spent in a full class discussion covering each group's ideas both teams will be present during this class discussion. Oral presentations may involve each team member. Reading or relying too heavily on notes will be viewed as an indication that the team is not prepared, and this will negatively affect the group's grade. Therefore, team members will want to rehearse their presentations and conduct mock question/answer sessions in preparation for the competition. Overhead projectors, transparencies, slide projectors, tripods, handouts, etc. can all be arranged by contacting the instructor at least one week in advance. Each class member (excluding those representing the competing teams) will evaluate the teams' presentations. Summaries of these evaluations will later be passed on to the teams. The focus of these presentations should be the issues in the case; this is not a research assignment. Teams are encouraged, however, to use outside sources in furthering their analysis and presentation. Any outside materials can be used with the exception of case analyses of other students. Any outside sources used should span only the dates covered in the case. 4. Simulation: The Business Strategy Game. Each student will be assigned to a team that will form a company and will make strategic decisions to lead that company in a business simulation in competition with other teams in the class. Your grade for this exercise will be scored in terms of your company’s ending performance on key business measures (EPS 20%, ROE 20%, Stock Price 20%, Credit Rating 20%, and Image Rating 20%), your performance on the Simulation Quiz (5%), and the Peer Evaluation (10%). Further details will be provided in a player’s manual and two practice sessions to be run. Again, individual grades may be adjusted based on group feedback; make sure you are doing your share. GRADING Group Presentation/Written Case Assignments (40 points each) 20 % Simulation (80 points) 20 % Exams l-2 (100 points each) 50 % Participation (includes case assignment questions (40 points) 10 % ----- Total 100% Grades may be curved either up or down as indicated by the class distribution, otherwise, the standard point distribution will be followed, with grades rounded to the nearest whole number (e.g., 70-72 = C-, 73-76 = C, 77-79 = C+...). Final grades will be awarded with pluses and minuses. View slide
  • School of Business Academic Dishonesty Policy Scholastic dishonesty will not be tolerated and will be prosecuted to the fullest extent. You are expected to have read and understood the current issue of the student handbook (published by Student Services) regarding student responsibilities and rights, and the intellectual property policy, for information about procedures and about what constitutes acceptable on-campus behavior. Approved by faculty vote, 01/06/05 As expressed in University policy and stated in the General Catalog, academic dishonesty, including cheating, forgery, plagiarism, and the use of work belonging to another person, will not be tolerated in the School of Business. Professors within the School will respond to a student’s academic dishonesty as follows: All incidents of academic dishonesty will be written up by the appropriate instructor and included in the student’s file. The student may also write up his or her version of the event, and have that included in the file. All incidents of academic dishonesty will be brought before the School of Business Academic Dishonesty Committee for consideration. This committee will be comprised of the School of Business Department Chairs, and the Dean. For first offenses, the instructor in whose class the infraction occurred may present the case before the committee, and recommend appropriate action. The student may also attend, and present his or her case. The committee will have the final responsibility to determine the punishment assessed, which may include failure of the course and/or expulsion from the Business program. Further offenses will automatically result in the student being expelled by the committee from the program. STUDENT DISABILITY NOTICE: If you have a disability which may impair your ability to successfully complete this course, please let Student Support Services know during the first week of class. Students with medical, psychological, learning or other disabilities desiring academic adjustments, accommodations, or auxiliary aids will need to contact Student Support Services in Room 205K, Sharwan Smith Center or phone (435) 586-7848. Student Support Services determines eligibility for and authorizes the provision of these services and aids. Information contained in this syllabus, other than the grading, late assignments, makeup work, and attendance policies, may be subject to change with advance notice, as deemed appropriate by the instructor. This schedule may be adjusted as need requires, always bring your text to class and if you miss a class, check with classmates or the instructor to see whether any adjustments have been made.
  • COURSE OUTLINE: DATE TOPIC ASSIGNMENTS August 28 Introduction to course and syllabus overview Team formation: EVERY CLASS MEMBER MUST register on-line for the simulation at http://www.bsg-online.com . Once registered, every class member should either read from the screen or print and read a personal copy of the “Player’s Guide”. Once you have finished reading the Player’s Guide, you may complete On-Line Quiz #1. This is a timed – open book – quiz: point value – 5% of your simulation grade. The quiz must be completed by Thursday, September 6 at 9:00 AM. Reading Assignment: Chapter 1 - What is Strategy and Why Is It Important. 30 Discussion of Chapter 1 Reading Assignment: Continue reading Simulation Player’s Guide & Chapter 2 Analyzing a Company’s External Environment 4 Discussion/Lecture of Chapter 2 6 CLASS WILL MEET IN RM. 202. Simulation Overview & Practice Session - All students should be finished reading the simulation's Player's Guide and should complete On-Line Quiz # 1 by 9:00 AM. Reading Assignment: A Guide to Case Analysis 11 Continue discussion of Chapter 2 & A Guide to Case Analysis Case Assignment: # 12 Kodak At a Crossroad 13 Discussion of Case: # 12 & Case Competition Prep Reading Assignment: Chapter 3 Analyzing a Company's Resources and Competitive Position 18 Discussion of Chapter 3 20 Case Competition #1 Case #6 Competition in the Bottled Water Industry in 2004 25 Case Competition #1 Case # 5 - Competition in the Digital
  • Music Industry in 2005 27 Case Competition #1 Case # 9 - KFC and the Global Fast-food Industry in 2003- 2004 (Focus on the Fast-food Industry: pages 179 - 187 and 190 - 196) October 2 Case Competition #1 Case # 15 – The Global Video Game Industry (pages C 297- C 313) 4 EXAMINATION 1: Chapters 1 through 3 9 Exam and Case Competition Review Reading Assignment: Chapter 4: Crafting a Strategy: The Quest for Competitive Advantage 11 Discussion of Chapter 4 Reading Assignment: Case # 1Whole Foods Market in 2005 16 Discussion of Case # 1 Reading Assignment: Case # 14 Creating Customer Value at Rocky Mountain Fiberboard 18 Discussion of Case # 14 Reading Assignment: Chapter 5: Competing in Foreign Markets 23 Discussion of Chapter 5 Reading Assignment: Tactics for Developing Globally Minded Executives 25 Discussion of How would you do that exercise. Reading Assignment: Chapter 6: Diversification: Strategies for Managing a Group of Businesses 30 Discussion of Chapter 6 Reading Assignment: Chapter 7: Strategy, Ethics, and Social Responsibility November 1 In class exercise: Ethics & Strategy Reading Assignment: Case # 31 – Smithfield Foods’ Vertical Integration Strategy 6 Discussion of Chapter 7 & Case # 31 Reading Assignment: Chapter 8 Executing Strategy
  • 8 Discussion of Chapter 8 Reading Assignment: Case # 29 - Best Buy: Staying at the Top 13 Discussion of Case # 29 15 EXAMINATION II (CH 4,5,6, & 8) 20 Exam Review and Case Competition Prep 22 Thanksgiving Recess 27 Case Analysis Competition # 2 Case # 10 Krispy Kreme Doughnuts in 2005 29 Case Analysis Competition # 2 Case # 20 Harley-Davidson in 2004 December 4 Case Analysis Competition # 2 Case # 7 Dell, Inc., in 2005 6 Case Analysis Competition # 2 Case # 2 Starbucks in 2004 Final Exam Date: Friday December 14, 2007 11:00 AM ETS Field Exam in Business ON-LINE COURSE EVALUATION SYSTEM INSTRUCTIONS TO BE ADDED TO EACH COURSE SYLLABUS Fall, 2005 • As of this semester (Fall, 2005) students will evaluate their face-to-face courses online, using a program called WebCT. The previously used Scantron system, with the paper-and-pencil survey, will NO LONGER be used. During the last week of instruction, all students will have access to WebCT for the purpose of evaluating each of their courses. To access the system, students will (1) on the Internet, go to SUU’s Homepage (suu.edu); (2) click Current Students; (3) click WebCT; (4) log in with Username and Password exactly as done in the campus computer labs-- If students don’t know their Username or Password, they can click on the choices on this screen that will provide them; (5) once logged in, students will see a list of courses, with Course Evaluation in each title—they will then click on the course they wish to evaluate.