Seton Hall University
W. Paul Stillman School of Business
Our mission is to be the school of choice for business education in the state of New Jersey and to
be known nationally among the best business schools within a Catholic University
BMBA 9400 NA
Instructor: Jason Z. Yin, Ph.D.
Office: 683 Kozlowski Hall
Office Hour: 3:00-5:00 MW or by appointment
Class Hour: 6:15-8:25 Mondays
This course is the capstone for the MBA program for Stillman School of Business of
Seton Hall University. It is designed for students (1) to learn the concepts and skills of
strategic management for corporate long-range planning and management, and (2) to
integrate the knowledge learned from functional courses in the MBA program through
analysis of a series of real world cases. It is conceived with the following three
objectives in view.
First, the course provides opportunities for students to thoroughly understand the role
of chief executive managers for a business corporation. The issues discussed in this
course, the role you are going to perform in analyzing a company are from the
perspective of a CEO at the corporate level, in contrast to from the perspective of a
manager at the functional level. The participants whose major experience has been in
one of the functional areas of management will have opportunities to relate their
experience to the contents of other functional areas, and to develop multi-functional
integrative perspectives as a general manager.
Second, the course provides an opportunity for participants to learn the concepts, tools,
and techniques for strategy formulation and implementation. Strategy formulation
involves identification of external opportunities and internal strengths, making strategic
choices, and allocation of resources. Implementation involves the development of
action plans, policies and coordinating activities that would integrate the firm's
resources toward its mission and strategic objectives. This course gives sufficient
emphasis on development of global strategy to compete in an industry in the global
Finally, the participants will be required to develop critical thinking and problem-
solving skills for identifying business issues and making decisions for organizations in
the rapidly changing domestic and global environment. You are also expected to
master skills of Emotional Intelligence to take responsibilities and perform all
managerial duties on your own.
COURSE DESCRIPTION AND REQUIREMENT
This course focuses on some of the important current issues in
strategic management. It will concentrate on modern analytical
approaches and on enduring successful strategic practices. It is
consciously designed with a technological and global outlook since
this orientation in many ways highlights the significant emerging
trends in strategic management. The course is intended to provide the
students with a pragmatic approach that will guide the formulation and
implementation of corporate, and business, and functional strategies.
This course will use a combination of readings, case studies, lectures, invited guests,
and will require the completion of a group project and an independent research project.
Active participation is strongly encouraged and will be factored into your final grade.
However, I do not appreciate students who converse with their classmates while I
All assignments with a due date must be in the specified date ad time. Late
assignments are penalized 10% per day, up to maximum of three days. No late paper
will be accepted after that. It is your obligation to meet deadlines and you must plan for
any contingencies that may occur.
Lastly, I reserve the right to make changes to the syllabus at any time although every
attempt will be made to stick to the schedule and assignments. The changes to be
made will be announced in class and or through email.
Arthur A.Thompson, Jr and A. J. Strickland III, Crafting and Executing
Strategy: The Quest for Competitive Advantage (15th Edition), Irwin, 2007
(ISBN: 0-07-296943-1) ---It hereafter will be designated as Text)
W. Chan Kim and Renee Mauborgne, “Blue Ocean Strategy”, Harvard
Business Review, October, 2004, pp. 76-84.
Other reading materials will be distributed in class.
Complementary Reading materials:
Harvard Business Review
Wall Street Journal
ASSIGNMENTS AND GRADING
The requirements for the course and the contribution of each towards the
final grade are as follows:
Due date Grade
1 Class participation and case Every class 15
2 Two Individual case write-ups (15 pts Before the case 30
3 Group project: the development of a 6:15 pm, Wks 9 & 10 30
full business strategy
(1) Presentation (10 pts)
(2) Report (20 pts)
4 Final Exam In class, Wk 10 25
95-100, A; 90-94, A-;
87-89 B+; 84-87, B; 80-83, B-;
77-79 C+; 74-76, C; 70-73, C-;
67-69 D+; 64-66, D; 60-63, D-;
59 or less F
1. Class Participation
Your active participation in the discussion in class is considered very
important in this course. Prior preparation of the cases and assigned
readings is essential.
An outline questions for each case will be posted on Blackboard for your
reference. It is required to bring to class a short note addressing the
outlining questions for the case or cases to be discussed. The frequency and
quality of your participation will be factored into your grade.
Missing class affects your class participation: 2 points deduction for missing
one class; 5 points for missing 2 classes; and 15 points for missing 3
classes. Those missing 4 or more classes will receive a failing grade.
2. Case Write-up
Two cases write-ups are required. In essence, your paper should
demonstrate that you have carefully analyzed the case, and have a coherent
view on how the company should proceed. Be clear and concise. Your
writing style has an important impact on your ability to communicate your
ideas. Case discussions should be about 3 pages, double-spaced, excluding
exhibits. In guiding the case analyses you can follow the questions that are
given for each case in your course outline.
Select the first case for write-up from the first 3 cases; Select the second
one from the last cases.
3. Group Assignment for the Development of a Business Strategy
The students will be assigned into groups, limited to at most four people per
group, to develop a full business strategy. The students will present a
written report following the framework discussed in the textbook, Chapters
1 through 5. The students should also carefully review Chapter 8 of the text
for matching strategy to industry and competitive position. The report
should address the following issues:
• The Vision and Mission of the Business (Chapter 2)
• External Environmental Scan at the Business Level (Chapter 3)
• Internal Scrutiny (Resources and Competitive Position) at the Business
Level (Chapter 4)
• The Formulation and implementation of Business-level Strategy
(Chapter 5: Generic competitive strategies)
• Supporting functional strategy and Economic Evaluation of the
Business Strategy (Chapter 8)
You will receive a group grade. The teams should select a business of
its own choosing to conduct this analysis. You can choose to criticize a
firm’s existing strategy and offer a new strategy or strategic adjustment; Or
you can choose create a brand new company with a distinctive competitive
strategy to exploit market opportunities.
An executive summary, conclusions, and bibliography should be included in
the report. The project is due on or before the day of class in Week 10.
ACADEMIC HONESTY POLICY
Please read the Stillman School of Business’s policy on Academic Dishonesty in
Appendix II. This class will follow this policy closely.
Wk 1 Course Introduction The course objectives; teaching approach;
textbooks and teaching materials; and the schedule
Discussion: Overview of Strategic Management
• What is Strategy? What is Strategic Management?
• The concept of strategic management and planning
• The process of strategic management
• The structure of strategic management
• The benefits and limits of strategic management approach
Chapter 1 Concepts and Techniques of Strategic Management
Chapter 2 The Managerial Process of Crafting and Executing Strategy
Team formation will be posted on Blackboard before next class
Wk 2 Discussion: Environment Analysis
• How to analyze business environment? What really matters
• Industrial structure and competitive interaction
Read Text: Chapter 3 Analyzing a Company’s External Environment
Wk 3 Discussion: Strategy and Recourses
• What makes a company competitive?
• How to analyzing a company’s internal resources and capabilities
• How to build a company last?
Case 3: JetBlue Airways: Can It Survive in a Turbulent Industry?
Read Text: Chapter 4: Analyzing a Company’s Resources and
Read Handout: Build to Last by Jim Collins
Wk 4 Discussion: Competitive Strategy
• How to formulate business level strategy
• Generic competitive strategies: Which one fits better and for what
Case 5: Dell Inc. in 2006: Can Rivals Beat Its Strategy?
Read Text Chapter 5: The Five Generic Strategies: Which One to
Wk 5 Discussion: Strategic Positioning
• Positioning and Repositioning
• Offensive and defensive strategies
Case 25: Wal-Mart Stores in 2006
Read Ashish Nanda: Strategy, Positioning in Professional Service Firms
Read Text Chapter 6: Beyond Competitive Strategy: Other important
Wk 6 Three trends in Corporate Strategies: M&A, IT, Globalization
Trend 1: How Merging & Acquisition shape corporate strategy
• How to compete through diversification strategy?
• Related and unrelated diversification
• Retrenchment strategy
Case 22: Procter & Gamble’s Acquisition of Gillette
Read Text Chapter 9: Diversification Strategy
Wk 7 Trend 2: How does information technology shape corporate strategy?
Trend 3: How does globalization shape corporate strategy?
Case 18: Google in 2006: Can the Strategy Support the Lofty Stock
Read Text Chapter 7: Competing in Foreign Markets
Wk 8 Discussion: Business Ethics
• The dilemma in maintaining ethical and moral standards
• Ethical issues in foreign operations
Guest Lecture: Dean I. Chang, Executive Director – Asia/Pacific, Wyeth
Pharmaceuticals --- strategic Choice for Wyeth in China
Case 31: Merck and the Recall of Vioxx
Read Text Chapter 10: Strategy, Ethics and Social Responsibilities
Wk 9 Discussion: Relate strategy to your company
(1) How to make a good company to a great company
(2)What is going on strategically with the company you work for or an
organization you are familiar with?
(3)How to prepare yourself for the new challenges?
Presentation of Group Project (I): The Development of a Business
Read: Jim Collins: Good to Great: Why Some Companies Make the Leap
and Others Don’t
Read: Steve Jobs: Be Hungry! Be Foolish! !
Hand Out Exam Guideline Questions
Wk 10 Presentation of Group Project (II): The Development of a
Submit the Group Report
Select the Exam Questions and take Final Exam in class
GUIDELINES ON WRITING STYLE
All submissions made for the BMBA 9400 should have a front cover page, which should give
title, name(s), and affiliations including telephones, emails, and other contact information. The
second page should contain the title and executive summary of approximately 150 words
highlighting the subjects covered by the manuscript.
The following suggestions could be useful in fulfilling your written assignment:
• Assertions and conclusions that you make in the main body of the report should be well supported by
rationale and facts. If the supporting evidence is to be found in the attachments (i.e., tables, figures,
appendices, etc.) then clearly indicate where I can find it.
• There should be no extraneous information in the attachments. For example, if in the
attachments you put 'liquidity ratios' or 'R&D Expenses' or 'number of 20 - 30 years olds in
the North American population', it should be there because you have used these facts in the
main body of the report.
• Do not just copy material from a firm's annual report or other publications. Summarize in
your own words. Always cite the appropriate reference(s).
• Here is an example of unsubstantiated assertions:
This industry will continue to consolidate, there will be radical technological change
and three firms will fail.
This is your assertion. On what basis are you making this assertion? One, it can be on the
basis of your analysis of facts, in which case the facts and the relevant analysis should either
precede the assertion or immediately follow it. (The facts can be in an attached table. If so,
refer me to that table.) Alternatively, it can on the basis of utterances by industry analysts or
other experts. If so, appropriately cite those persons.
Here is how the sentence can be rewritten:
According to industry analysts, consolidation will continue for another five years (5, 7).
Also, a Standard &Poors report indicates that three major firms will fail because of
radical technological change (1, 5, and 7).
(The 1, 5, 7 here refer to references 1, 5 &7 that you have provided in the Reference list.)
Put in another way: (1) Don't plagiarize. (2) Don't pass off other's opinions, assertions, and
conclusions as your own. (3) Don't just copy text from annual reports. You are not the public
relations arm of the company. You are external observers who are critically observing the
company. Your writing style should reflect this.
All quotations and citations of works should be properly credited in the text, for example
(Fredrikson & Vertes, 1985) and added to the list of references at the end of the text, as follows:
Fredrikson, B. E., & Vertes, P. (1985). Bayesian approaches to the beta estimation: A simulation
sampling error. The Mid-Atlantic Journal of Business, 23, 1-10.
NOTE: Lines after the first must be indented.
Fredrikson, B. E., & Vertes, P. (1985, January). Bayesian approaches to the beta estimation: A
simulation sampling error. Business Week, pp. 1-10.
Lovelock, C. H., & Weinberg, C. B. (1984). Marketing for public and non-profit managers.
New York: Wiley.
A paper presentation:
Borchert, S. E. S. (1990, August). Influence at occupational information on cognitive
complexity: A new look. Paper presented at 98th Annual Convention of the American
Psychological Association, Boston, MA.
An edited compilation of papers:
Landfield, A. W. (1977). Interpretive man: The enlarged self-image. In A.W. Landfield (Ed.),
Nebraska symposium on motivation, 1976 (pp. 127-178). Lincoln: University of Nebraska Press.
Phillips, J. J. W. (1983). Five career decidedness scales: Reliability, validity, and factors.
Unpublished master's thesis, North Carolina State University, Raleigh, North Carolina, USA.
Complete citations of all references should then be made at the end of the text in an
alphabetic order by authors' last names. This section should carry a title "References."
All tables should be readable and efficient, titled at the top and numbered consecutively
with Hindu-Arabic numerals. Footnotes should be avoided. But if at all needed, they should be
indicated by superscript lower-case letters (a, b, c, ...). All tables should be typed on separate
sheets enclosed at the end of the text. The body of the text should indicate appropriate spots
where the tables should be inserted.
All diagrams, figures, sketches, etc. should be professionally drawn in India ink on
separate sheets of zinc-white paper or electronically done using laser paper and printer with a
title. Diagram should be drawn to fit within the usual margins of 8 1/2" x 11" paper. All lettering
should be easily eligible. They should be inserted in the main text at the appropriate spot where
they are referred.
In case of any questions on style, follow APA guide. For further detail on this, please
refer to Publication Manual of the American Psychological Association, Washington, DC:
American Psychological Association.
Stillman School of Business
Policy of Academic Integrity
If a faculty member determines that an incident of academic dishonesty has occurred,
and that incident is serious enough to warrant a failing grade, the student should be
awarded an “F” grade. When an “F” grade is awarded as a result of academic
dishonesty, the faculty member should notify the Dean’s Office so that a note
documenting the occurrence can be placed in the student’s file.
Repeat incidents of academic dishonesty by a Stillman School student will result in
expulsion from the Stillman School. Repeat incidents of academic dishonesty by a
non-Stillman student will result in that student being prohibited from taking classes in
the Stillman School.
The Dean’s Office will undertake the responsibility of enforcing the regulations
regarding repeat incidents.
All syllabi should include a general statement about academic integrity and a statement
that describes the consequences associated with the commission of an act of academic
Acts of academic dishonesty include, but are not limited to, the following:
1. copying, sharing or obtaining information from any unauthorized source during
projects, examinations, or quizzes;
2. copying from or unauthorized sharing of homework assignments with another
3. failing to properly cite sources (including ideas and phrases taken from articles,
books, the Internet, etc.);
4. attempting to take credit for the intellectual creation of another
person as one’s own work;
5. falsifying information;
6. giving or receiving information about or during a test, quiz or assignment solutions
to other students.
FINAL PRESENTAION EVALUATION
Your name ________________ Class _______ Team #__________
Team Grade Comments
Seton Hall University
STILLMAN SCHOOL OF BUSINESS
BMBA 9400 Business Policy
STUDENT DATA SHEET
Team ________________(To be assigned)
GMAT Score____________GPA at SHU__________Credit Hours Earned ______________
Telephones: Work__________________________ Home____________________________
Cell__________________ ________Email Address____________________________(Print)
Undergraduate College ____________________________Major ____________________
Employer__________________________ Job Title_________________________
Years of work experience _____
Strengths and Weaknesses
Your expectations from this course