III. COURSE REQUIREMENT

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III. COURSE REQUIREMENT

  1. 1. New York Institute of Technology, School of Management -1- MGMT-690 Business Policy Seminar Instructor Scott X. Liu Class Meeting MA: MC61 #822, 8:20-10:30 pm, Office OW: Wisser Library #312, MA: MC61 #817 Office Hour Tuesday 6:30-8:30 pm Contacting Tel: 212.261.1588 (MA); Tel: 516.686.7462 Fax: 516.686.7430. 718.504.6000 E-mail: sliu@nyit.edu, sxliu_nyc@yahoo.com I. COURSE MATERIAL Required Textbook and Readings Crafting and Executing Strategy: The Quest for Competitive Advantage-Concepts and Cases. Arthur Thompson, Strickland and Gamble, 16th ed., McGraw-Hill/Irwing, 2001 (ISBN 978-0-07-338124-4). Also visit NYYI blackboard learning system (http://online.nyit.edu) for all the course materials of the class How Competitive Forces Shape Strategy. Michael E. Porter, from Strategy: Seeking and Securing Competitive Advantage. Harvard Business School. 1991. p11-25. On Contradiction. Selected Works of Mao Tse-tung. Mao Tse-tung, 1937/《实践论》, 毛泽东,1937 年。 Suggested Readings Competitive Strategy: Techniques for Analyzing Industries and Competitors, Michael Porter, Free Press, 1980. Competitive Advantage: Creating and Sustaining Superior Performance, Michael Porter, and Free Press, 1985. Gaining and Sustaining Competitive Advantage. Jay B. Barney, Addison-Wesley Publishing. 1996. The Wall Street Journal and business Week Websites 1. Art of War, a classic Chinese book on military strategy written by Sun Tzu 2500 years ago can be found in Web sites:
  2. 2. New York Institute of Technology, School of Management -2- • http://zhongwen.com/bingfa.htm (Chinese/English) • http://www.chinapage.com/sunzi-e.html#01 (English) (English 2. Excel Ratio analysis Template, down load the following two files: from Web address: http://iris.nyit.edu/appack/ • Introduction to FA-3909 and Problem Set #1: CASE STUDY • Excel Tool-Analysis Template 3. Guidelines to preparing a business plan  The Small Business Administration website http://www.sba.gov/ II. COURSE OBJECTIVE This is a capstone course of MBA program, which requires students to integrate business disciplinary/functional knowledge and techniques learned from their MBA courses and applying learned concepts into case diagnosis, analysis and recommendation. In this course, you will develop business strategies for the firm with consideration on the opportunity and threat in the business environment and the firm’s strength and weakness in the context of its mission and goals. More specifically, your decision is made to balance the tradeoffs between short-term and long-term, urgency and significance, revenue gains and cost, and resource limitation and growth desire. The behavior objectives of the course include:  Cognitive: analyze and evaluate overall corporate strategies, policies and procedures in running a successful organization,  Performance: be able to analyze a company by examining its operating results, breaking them into their constituent revenues and costs, and tracking the performance of all functions contributing to those revenues and costs. Be able to develop and present a complete business plan. III. COURSE REQUIREMENT Class Meeting Due to the nature of the course, class attendance is MANDATORY. Those who have missed more than two classes shall automatically receive an incomplete grade. The participation is required and as part of performance evaluation. The assigned readings (chapters and cases) must be done prior to the class meeting. Teamwork is crucial for this course since the case analysis is a group project and it represents a substantial part of the final grade. Case Analysis Six cases will be used for class discussion purpose (See the attached list for these cases), and the case analysis is the group assignment. We shall have the group formed and case assigned prior to the start of the lecturing period, and the students thus have enough time to work on the case immediately.
  3. 3. New York Institute of Technology, School of Management -3- The group shall present the case in the class, and the performance is evaluated primarily on the relevance and effectiveness of recommended strategy. Each group also needs to submit a written case report before the end of lecturing period. The group shall use the visual equipment to enhance the effectiveness of their presentation. It is critical that all students have read all cases prior to the class discussion, and they each shall submit a one page summary for the case which they do not present. Examinations There are two exams for the course. The first exam covers Chapter 1 to Chapter 5, and is to test students’ basic understanding of key terms and concepts. This exam will be given in the 7th week of the semester. To prepare for this exam, students need to read the chapters and have a basic understanding of the subject. The second exam will be given at the end of the semester and cover the rest of the materials. Both exams are in the multiple-choice format. Academic Honesty Cheating or plagiarism cannot be tolerated, and any one is found to cheat shall receive an F grade for the course and be expelled from the class. IV. GRADING The grade is based on the performance in the following components: Group Assignment (1) Case presentation and written report 30 Individual Assuagement (2) Quiz in the first class 10 (3) Exams (20 x 2) 40 (3) Class attendance and participation 20 100 A letter grade of A, B+, B, C+, C or F will be given to each student based upon his/her overall performance in the above categories. The grade W will be issued only if the student has a passing grade at the time when the request is made. The grade I will only be issued in case when a student with a passing grade cannot complete the course due to a real emergency situation, e.g., hospitalization.
  4. 4. New York Institute of Technology, School of Management -4- V. CLASS SCHEDULE 1st Class Introduction to Strategy Chapter 1 What is Strategy and Why It Is Important? Case Assignment Video presentation 2nd Class The Strategic Management Process Chapter 2 The Managerial Process of Crafting and Executing Strategy Handout: How Competitive Strategy Shape Strategy (Porter) 3rd Class Environmental Scanning (1) Chapter 3. Analyzing a Company’s External Environment 5th Class Evaluation of Firm’s Strength and Weakness (1) Chapter 4. Analyzing a Company Resources and Competitive Position Case 1. Costco Wholesale Corporation: Mission, Business Model, and Strategy C-1 Case 8. Coach Inc.: Is Its Advantage in Luxury Handbag Sustainable C-100 7th Class Business Level Strategies Chapter 5. The Five Generic Competitive Strategies Case 14. Competition in Video Game Consoles: Sony, Microsoft, and Nintendo Battle fro Supremacy C-198 8th Class Midterm Exam 9th Class Strategic Repackaging of Organization Chapter 5. The Five Generic Competitive Strategies Case 16. Sun Microsystems C-236 10th Class Global Industry and Global Strategy Chapter 7. Competing in Foreign Markets Case 19. PepsiCo in 2007: Strategies to Increase Shareholder Value C-273 11th Class Strategies for Specific Industries Chapter 8. Tailoring Strategy to Fit Specific Industry and Company Situations Case 26. Abercrombie & Fitch: An Upscale Sproting Goods Retailer Becomes a Leader in Trendy Apparel C-357 12th Class Diversification Strategy
  5. 5. New York Institute of Technology, School of Management -5- Chapter 9. Diversification: Strategies for Managing a Group of Business Case 27. New Balance Athletic Shoe, Inc. C-373 13th Class Evaluation and Control Chapter 11. Building Resource Strengths and Organizational Capabilities 14th Class Review and summary Final Exam shall be administered in the final exam week VI. LIST OF CASES USED FOR CLASS DISCUSSION 1. Case 1. Costco Wholesale Corporation: Mission, Business Model, and Strategy C-1 2. Case 8. Coach Inc.: Is Its Advantage in Luxury Handbag Sustainable C-100 3. Case 14. Competition in Video Game Consoles: Sony, Microsoft, and Nintendo Battle fro Supremacy C-198 4. Case 16. Sun Microsystems C-236 5. Case 19. PepsiCo in 2007: Strategies to Increase Shareholder Value C-273 6. Case 26. Abercrombie & Fitch: An Upscale Sproting Goods Retailer Becomes a Leader in Trendy Apparel C-357 7. Case 27. New Balance Athletic Shoe, Inc. C-373
  6. 6. New York Institute of Technology, School of Management -6- CASE ANALYSIS AND WRITTEN REPORT …in any circumstance if there are a number of contradictions, one of them must be the principal contradiction playing the leading and decisive role, while the rest is secondary and subordinate. Therefore, in studying any complex situation in which there are two or more contradictions, we must devote every effort to find its principal contradiction. Once this contradiction is tackled, all the problems can then be readily solved. On Contradiction, By Mao Zedong, 1937 * * * * * * * * * * * * * * * * * * * * * * * * ** * * The case analysis presents a scenario similar to the real business situation. There is a real company with certain business situation, under which you are required to develop a solution to the problem or challenge. While the materials supplied in the course provides a general framework for analysis, you may acquire more and updated information from library and Internet sources to have a better understanding of the background. The student group must organize its class presentation and written case report according to the following structure. 1. Identification of issue/problem 2. Analysis of situation 3. Discussion of alternatives 4. Presentation of recommendation 5. Appendices Here you are in the position of management consultant working for a business firm of your case project. Assume that the firm has retained you as an advisor to its CEO, and you are to prepare your final report, in both written and oral forms, for the top executives of the firm. The key component of your report is the strategic recommendations based on thorough analysis of variables internal and external to the firm. These executives are veterans of the firm with thorough knowledge about its history, products and market, but they still come to you, an outsider, for fresh ideas and advise. Normally there is always a decision to be made, either a solution to a major problem, existing or potential, or a choice among alternatives for the direction of the firm. In the case analysis, identification of issue is the key. You need to correctly diagnose the key issue/major problem based on thorough analysis and evaluation of the information derived from text, tables, exhibits and financial statements presented in the case. In the situation analysis, you shall assess the external opportunities and threats with a consideration on the firm’s internal strengths and weaknesses. Particular attention should be paid to the competition in the industry and the firm’s sources of
  7. 7. New York Institute of Technology, School of Management -7- competitive advantages. Such an analysis should logically lead to the identifications of strategic options, and make your recommendation and justify it. Your report should have an analytical content and your recommendations need to have strategic implications, that is, they should have relevance to the creation or maintain the competitive advantages of the firm and should have an impact on the firm’s competitive position in the market. There are a ratio analysis package as well as other tools in NYIT School of Management website, which shall help you evaluate the performance of the company (See the syllabus for the website address). All the written reports should be typed and double-spaced, and no hand-written reports or late work will be accepted.

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