Northeastern Illinois University
College of Business and Management
MNGT 393: Strategic Management-Hybrid
Term: Fall 2021 Office Location: CBT 122
Section: 2-Hybrid Office Hrs: MW 2:15–4:45 p.m. via Zoom appt.
Classroom: CBM 149 Office Phone: 773-442-6145
Class Meeting Time: W 5:40-6:55 p.m. E-mail: email@example.com
Instructor: Charles Funk, Ph.D.
To enroll in this course, you must contact the Program Advisors in CBM 159 (firstname.lastname@example.org) and get appropriate approval. Students who do not meet the course prerequisites and who do not drop voluntarily during the first week of class will be administratively withdrawn later in the semester.
This is the capstone course for business majors and involves the study of the concepts and techniques of determining strategies and operational policies of business organizations. Primarily through the use of cases, students are exposed to theories of business policy, business environment and the impact of different policy-making scenarios on selected functions of the business organization.
The course requires students to analyze and solve complex strategic and organizational issues through the use of a combination of strategic planning concepts and functional business knowledge garnered via previous class work and any relevant outside employment experience. The course will be taught by combining instructor-led lectures and case studies with extensive student participation in both individual and group formats. Student participation will be expected both orally and in writing.
REQUIRED TEXTBOOKS, CASES AND ONLINE FACILITIES ACCESS
1) You will be using Cengage MindTap for etextbook, end-of-chapter mini-case, Case Brief case and chapter quiz access. Capsim/CompXM will be used for simulated company and comprehensive exam access.
2) All other materials (PowerPoint lecture slides and Instructor videos, non-textbook readings, recorded class discussion videos, Capsim weekly Courier report copies and any other course documents) and detailed course completion instructions will be posted in weekly units on Desire2Learn (D2L). Please use your NEIU NetID and password to access the D2L course. I will also post all grades in the D2L grade sheet, and you will be using the D2L Assignment dropboxes and Discussion areas to submit the various course assignments.
3) The textbook is:
Hitt, M. A., Ireland, R. D. & Hoskisson, R. E. 2020. MindTap for Strategic Management: Competitiveness and Globalization (Concepts and Cases) 13e (4-month access). Boston: Cengage.
- ISBN-10: 1337916757
- ISBN-13: 981337916752
The cost is $119.99. Please use the link below for a video tutorial on how to purchase MindTap access to the online text and chapter quizzes using D2L (Brightspace):
5) Access costs for both Capsim and CompXM will be paid by NEIU College of Business and Technology, not by the student. Simply go to capsim.com and use your NEIU userid (shown in the Group Assignment document in Unit 1 of D2L) and the password ‘Capsim123’ to log in. Then follow the on-screen instructions.
COURSE OBJECTIVES AND ACTIVITIES
There are four main objectives and related activities for this course:
1) First, you are expected to become proficient in strategic management concepts. This will be accomplished via reading the textbook and textbook-based class lectures and discussions. You will be evaluated in this area predominantly via an initial assignment and end-of-chapter quizzes.
2) Second, you are expected to become proficient in using the strategic management process to analyze companies. This will be accomplished via reading, analyzing and discussing six course cases. You will be evaluated in this area predominantly via four case analysis brief assignments.
3) Third, you are expected to become proficient in applying strategic management concepts and analysis to competitive situations. This will be accomplished using class groups to manage a company in a competitive market computer simulation. You will be evaluated in this area via weekly group decision summaries, one individual homework assignment, and a final group oral presentation.
4) Fourth and finally, you are expected to demonstrate your overall business acumen at the end of this course. This will be accomplished via managing a company in a short individual business simulation with parameters similar to the group simulation. You will be evaluated in this area via approximately 60 multiple choice questions administered in five sets.
Each weekly class unit will include a review of chapters (via PowerPoint lectures and end-of-chapter quizzes), case analysis and discussion, computer simulation discussions and/or group activities. These units will encourage you to develop the critical thinking, communication and managerial skills necessary to further your understanding of strategic management and business in general.
LEARNING OUTCOMES AND ASSESSMENT
This class will also address the following learning outcomes. Students will:
- Demonstrate an understanding of business management processes.
- Demonstrate effective written and oral communication skills, appropriate for a business professional.
- Possess the quantitative and analytical skills necessary to evaluate and solve business problems and make sound business decisions.
- Demonstrate an understanding of leadership, diversity, ethical issues and the legal environment as they relate to the general business environment.
These areas will be assessed primarily via tests, papers, presentations and a computer-based business simulation and comprehensive exam.
Everyone should complete their weekly assignments/homework/quizzes on time and be prepared and willing to participate in the structured discussions. Students are expected to read material by the syllabus due dates. You are encouraged to interact with fellow classmates to discuss course material. Everyone is encouraged to challenge and critically analyze any concepts, theories, or opinions offered (remembering that politeness and respect should govern all discussions). Everyone is also encouraged to share their experience, knowledge and insight with the rest of the class. Working in small groups can significantly enhance the learning process. You are encouraged to work together in such groups in all phases of study for this class.
Initial Assignment-(10%) 100 pts.
Chapter Quizzes-12 (10%) 100 pts.
Individual Written Case Briefs-4 (10%) 100 pts.
Computer Simulation Group Decision Round Summaries-10 (10%) 100 pts.
Computer Simulation Individual Homework (10%) 100 pts.
Group Computer Simulation Oral Presentation (20%) 200 pts.
Group Computer Simulation/Presentation Peer Evaluation (5%) 50 pts.
Individual Comment Forms-Group Simulation Presentations-5 (5%) 50 pts.
Individual Comprehensive Exam (CompXM) (10%) 100 pts.
Textbook Group Mini-Case Questions-10 (2.5%) 25 pts.
Weekly In-Person Class Attendance-15 (7.5%) 75 pts.
Total 1000 pts.
1000 – 900 = A
899 – 800 = B
799 – 700 = C
699 – 600 = D
599 – 0 = F
Initial Assignment 10% (100 points)
This set of readings and a required outline are designed to familiarize you with the basics of the strategic management process. See pp. 15-16 for details of this assignment. While your final product should be individual, you are encouraged to discuss this assignment with your group members and/or other classmates. Submit in D2L Dropbox for grading.
Chapter Quizzes 10% (100 points – 12 total; first two @ 5 points; next 10 @ 9 points)
Due on the date that we cover each chapter. Completed online on the Cengage MindTap website. After reading the chapter, use the review materials to go over the chapter. Then take the end-of-chapter quiz.
Individual Case Briefs 10% (100 points – 4 total; first @ 10 points; next 3 @ 30 points each
All class members are expected to prepare a typed single-spaced (12 point Times New Roman font with 1 inch margins) 1-2-page summary (TWO PAGES ABSOLUTE MAXIMUM-may be bullet pointed) for any FOUR of the six cases that we discuss in class addressing the following questions:
1) General Environment analysis: What are the most important 1-2 general environment factors to be considered for the INDUSTRY and what is their effect (positive-negative-neutral)? What is your evidence for the importance of these factors?
2) FIVE FORCES analysis: What are the most important 1-2 of the five industry forces affecting the INDUSTRY and what is their effect (high-moderate-low)? What are the 1-2 factors that evidence the importance of these forces? Is the industry attractive for new entrants AND for incumbents? Why?
3) STRATEGIC GROUP: List TWO major strategic group competitors and briefly predict the significant future action(s) of EACH competitor. What is your evidence for their importance?
4) VALUE CHAIN analysis: What are the most important 1-2 of the eight value chain areas for the company? What is your evidence for their importance? Are they superior, inferior or neutral vs. EACH of the two major competitors and why (be specific but concise)?
5) FINANCIAL/NON-FINANCIAL analysis: Discuss the most significant financial factor(s) (be specific, calculating and presenting in a three-year line chart the most important 1-2 ratios in the profitability, leverage and/or activity areas compared to your two strategic group competitors (or the industry) and non-financial factor(s) (leadership, culture, ethics/social responsibility) for the company? What is your evidence for their importance?
6) INTEGRATED SWOT analysis: INTEGRATE the SWOT analysis: discuss how one major strength pursues one opportunity and limits one threat and how one major weakness limits one opportunity and enhances one threat.
7) SCA(VRIN) analysis: Using your analysis above, briefly state what you believe to be the company’s 1-2 major capabilities or core competencies (if any) and assess their ability to create a sustainable competitive advantage by explaining EACH of the four VRIN criteria for EACH competency. Be sure to state the results of your VRIN analysis (i.e. competitive disadvantage, competitive parity, temporary competitive advantage or sustainable competitive advantage).
8) CURRENT STRATEGY analysis: In light of your analysis above, what are the company’s current strategy types (i.e. type of business level, corporate level, cooperative and international strategies the company is pursuing)? What is your evidence from your analysis above for this assessment?
9) RECOMMENDATION/IMPLEMENTATION: Briefly, based on your above analysis, what is the firm’s main problem and what is your suggested solution? Which 1-2 7S implementation factors are most important? Why?
10) QUESTIONS: Finally, based on your analysis, create two questions for our class discussion.
Please see the ‘Case Brief Assignment Tip Sheet’ in D2L for additional direction in completing these briefs.
These summaries will be graded on a 10-point basis (one point for each item) and then prorated to the required point total. While it is fine to discuss these briefs with group and/or class members, the final work should be your own (i.e. no ‘group’ case briefs!). Submit in D2L Dropbox for grading.
Capsim Group Decision Round Summaries 10% (100 points-10 @ 10 points each)
For the computer simulation, your group will submit a decision parameter spreadsheet presenting your numbers and briefly discussing your decisions in each company department (R&D, Production, Marketing, Finance; HR and Total Quality Management when applicable) for three practice rounds and 8 competition rounds. The first summary will be for practice only and will carry no point total. The remaining 10 summaries will be awarded a maximum of 10 points each based on completeness (50%) and logic (50%). You also be expected to include brief footnotes (no more than one single-spaced page total) to your spreadsheet explaining the rationale for the numbers you used in each company department. Submit in D2L Dropbox for grading.
Capsim Individual Homework 10% (100 points)
Each group member will complete one of the five homework assignments for your simulation company (see Course Outline below for the list). Please follow the Capsim online directions and questions to complete the assignment. This assignment will be evaluated based on completeness (50%), appropriate spelling, grammar and business language (30%) and reasonableness of your answers (20%). Each assignment should be a MINIMUM of two double-spaced pages, but in any case long enough that you feel you have adequately addressed the questions. Submit in D2L Dropbox for grading.
Capsim Company Group Oral Presentation 20% (200 points)
At the end of the semester all Capsim groups will prepare and deliver an in-person oral presentation to the class describing their simulation experience using the strategic management process. The presentations should last about 20-25 minutes (MAXIMUM-don’t go over the time limit or you will lose points). You should consider your audience to be your Board of Directors and a small group of influential investors. The presentations will follow the guidelines for the Oral Case Presentation Grading Sheet on Desire2Learn. Please also see the ‘Strategic Analysis Charts’ and ‘Twenty Presentation Tips’ documents in the ‘Other Readings’ section of D2L for further direction on how to structure and deliver the presentation. Please submit your PowerPoint slides to the appropriate D2L assignment Dropbox area on the due date to assist in instructor grading. Presenters will receive presentation feedback via individual student comment forms and an instructor grading sheet. Class evaluation will account for 20% of your Group Oral Presentation grade. To improve presentation skills, presenters should be receptive to strategic management process and content-related comments from the instructor and the class.
Individual Peer Evaluations for Group Presentations 5%- (50 points)
Each group member is also required to complete a peer evaluation of their other group members’ Capsim company overall performance immediately after each company in-class presentation (please see the Course Outline for the specific due dates). The peer evaluation forms can be found in D2L and will be graded as follows:
-Numerical assessment only; no comments-25 points maximum
-Numerical assessment plus thoughtful, evidence-based comments-50 points maximum
The instructor will take these peer evaluations into account when assigning individual grades for the Capsim Company Group Decision Rounds and the Group Oral Presentation, with lower grades assigned to group members with predominantly negative peer evaluations. Please submit these peer evaluations to the appropriate D2L Dropbox for grading.
Individual Comment Forms for Capsim Company Group Oral Presentations 5% – (50 points total-5 @ 10 points each)
Each class member in the audience is required to complete a Case Analysis Comment Form (found in Desire2Learn) for each group’s oral presentation (except their own group, of course). These forms will be graded as follows:
-Yes/No answers only; 1-2 comments-2 points maximum
-Yes/No answers plus some brief, vague comments-5 points maximum
-Yes/No answers plus thoughtful, clear and evidence-based comments-10 points
Please submit these forms to the appropriate D2L Dropbox for instructor scoring. The instructor will then forward the comment forms and the instructor grading sheet to the appropriate group.
Individual Comprehensive Exam (CompXM) 10% (100 points)
Each student is required to complete a comprehensive exam in the form of a five round company computer simulation in the CompXM section of Capsim. The simulation is in the same format as the Capsim simulation except that you will be individually entering your company’s decisions and competing with computer-generated companies. Each student will create a set of simulation decisions for four rounds and complete five sets of multiple choice questions covering the R&D, Marketing, Production and Finance decisions that you make. You will also be asked a series of general business questions. The exam contains about 60-75 total multiple choice questions and your final score will be based solely on these questions. Your work on the Capsim simulation over the semester as well as the rest of your coursework at NEIU will provide you with the necessary preparation for the comprehensive exam. In addition, please be sure to have introductory management, operations management, marketing and accounting/finance texts available to you when you take the exam.
Textbook Group Mini-Cases – 2.5% (25 points total: 10 cases @ 2.5 points each)
Each group will complete textbook mini-case questions at the end of each chapter and submit them to the appropriate D2L assignment Dropbox. We will briefly cover these cases in our weekly in-person class discussion sessions (see below).
Weekly In-Person Class Attendance – 7.5% (75 points total: 15 sessions @ 5 points each)
All class members are expected to attend in-person weekly class sessions every Wednesday at the regularly scheduled class time. We will use these sessions to discuss textbook mini-cases, the longer case brief cases, textbook chapters, Capsim company results, and any other general class questions. Attendance and discussion participation will be evaluated and scored in these sessions. This means that you need to be fully acquainted with the readings and cases for a given session. Positive participation includes on-time, consistent attendance, active involvement in discussions, and maintenance of a demeanor which encourages the participation of others. You will be evaluated on the quantity as well as the QUALITY of your contribution and insights.
Regarding class discussion contributions, even if you understand the material completely, I have no way of evaluating this unless you share your insights with the class. I will never penalize anyone for making comments that don’t appear to be the “right” answer. It is only through consideration of diverse opinions that we will move towards a greater understanding of the material. Some of the things I will look for in effective class participation are:
1) Are the points made relevant to the discussion and linked to the comments of others?
2) Do comments show evidence of analysis of the case?
3) Do comments add to our understanding of the situation?
4) Is there a willingness to test new ideas or are all comments “safe” (e.g., repetition of case facts without analysis and conclusions).
5) Is the participant willing to interact with other class members?
Extra Credit Opportunities (30 Points)
–Sister group activities: Create three strategy-related questions to ask of your presenting group immediately after their presentation (Maximum of 5 points). The presenting group will also receive extra credit points for a high quality response to each of the three sister group questions (Maximum of 5 points).
–Attend a business-related event (5 points per event for a maximum of 20 points) as pre-approved by the instructor. This can be a COBM club event (not a membership meeting), a university- sponsored event, an outside event (attended remotely or SAFELY in person) or a webcast that is greater than 20 minutes long. Due immediately after the event, please provide evidence of the event along with a one-page summary (please use double-spacing and 12 point Times New Roman font with 1 inch margins). These summaries may be sent to the instructor via email.
- Any late work (assignments, simulation materials, case briefs, papers, group
presentations, exercises and/or extra credit) WILL NOT be accepted. Additionally, the course ends on the Final Exam date shown on the Course Outline (Tuesday, May 4 at 11:59 p.m.). No further work will be accepted after that date.
- General policies: As with all college courses, class distractions should be minimized, i.e. late arrivers should sit enter quietly and sit in the back of the class, cell phones should be turned off, etc. Additionally, all course communications using D2L and NEIU email should be class-related.
- Policy for Class Recordings: In this class software may be used to record live class discussions. As a student in this class, your participation in live class discussions may be recorded. These recordings typically will be made available only to students enrolled in the class, to assist those who cannot attend the live session or to serve as a resource for those who would like to review content that was presented. Students who prefer to participate via audio only will be allowed to disable their video camera so only audio will be captured. Students who prefer to listen only, must disable their audio capability and visual camera. Please discuss these options with your instructor.
- Privacy statement on the use and sharing of class recordings: Assuring privacy among faculty and students engaged in online and face-to-face instructional activities helps promote open and robust conversations and mitigates concerns that comments made within the context of the class will be shared beyond the classroom. As such, recordings of instructional activities occurring in online or face-to-face classes may be used solely for internal class purposes by the faculty member and students registered for the course, and only during the period in which the course is offered. Students will be informed of such recordings by a statement in the syllabus for the course in which they will be recorded. Instructors who wish to make subsequent use of recordings that include student activity may do so only if all student activity is removed from the recording. Recordings including student activity that have been initiated by the instructor may be retained by the instructor only for individual use.
The course will be conducted in strict adherence to University guidelines regarding withdrawals, incompletes, and academic dishonesty. It is each student’s responsibility to be aware of these guidelines as well as appropriate deadlines and procedures as outlined in the Schedule of Classes and the University Catalog. Also, by enrolling in this course, you are bound by the Northeastern Illinois University Student Code of Conduct (see http://www.neiu.edu/university-life/student-rights-and-responsibilities/student-code-conduct). All examinations will be administered under the guidelines set forth in the Student Code of Conduct. Once again, it is your responsibility to be familiar with this code. If the student’s observed conduct or apparent behavior is such as to lead to suspicion of academic misconduct, the faculty member in whose course the alleged infraction occurred may adjust the grade downward (including F – failure) for the test, paper, or course, or other course related activity in question.
STUDENTS WITH DISABILITIES
Northeastern Illinois University (NEIU) complies with the Americans with Disabilities Act (ADA) in making reasonable accommodations for qualified students with disabilities. To request accommodations, students with special needs should make arrangements with the Student Disability Services (SDS) office, located on the main campus in room D104. Contact SDS via (773) 442-4595 or http://www.neiu.edu/university-life/student-disability-services.
STUDENT TECHNOLOGY RESOURCES LINK
STUDENT GENERAL RESOURCES LINK
WEB LINK TO EMERGENCY INFORMATION
Web links to Campus Safety: Emergency Procedures and Safety Information can be found on NEIUport on the MyNEIU tab or as follows: https://www.neiu.edu/sites/neiu.edu/files/migrated-about-body/documents/jbittan/Pol_E2.1_EmergeNotification_2017.4.1_Final_%20Revision_0.pdf
COLLEGE OF BUSINESS MISSION, VISION AND GOALS
TIPS FOR STUDENT SUCCESS
- Be active in class discussions and group meetings.
- Read assigned chapters by syllabus due dates. Class lectures assume readings have been accomplished.
- Be proactive in resolving course questions by contacting classmates and/or the professor. Presentation slides are available on Desire2Learn.
- Treat group partners the way you want to be treated. Deliver a quality product on time. Treat their efforts and opinions with respect. Give honest feedback in a positive manner. Help your group partners to succeed.
- Stay current. Have a sense of urgency about getting your work done on time.
- Establish a team schedule for accomplishing the assignment’s requirements.
- Exchange multiple methods to contact team members.
TENTATIVE COURSE OUTLINE
MNGT 393: Strategic Management
Due Wed., Aug 25
|Read: Course Syllabus|
Read: Group/Presentation Assignments
Read: Course in Brief Document
Read: About Your Professor Document
Watch: Instructor Introduction Video
Watch: Capsim Introduction Video
Watch: MindTap Introduction Video
Do: Capsim signup
Do: MindTap signup
Do: Group Introduction Discussion
Do: Assign Capsim HW Assignments 1-5
Start: Initial Assignment
Course in Brief Document
About Your Professor Document
Initial Assignment 7S Article
|D2L Group Introduction Discussion|
Syllabus, Course in Brief Doc, Group Presentation Assignments, About Your Professor Doc, Capsim/MindTap intro information, Initial Assignment
Due Wed., Sep 1
|Read: Ch. 1 Strategic Mgt/Competitiveness|
Read: Showstopper Article
Review: Ch. 1 PowerPoint Slides
Watch: Ch. 1 Video Lecture
Do: Ch. 1 Quiz Due
Do: Initial Assignment Due
Do: Capsim HW#1 Due: Vision Statement
Do: Capsim Practice Round #1 Decisions Due
|Ch. 1 Strat. Mgt/Competitiveness|
Strategic Mgt Process Flowchart
|Class Discussion: |
Ch. 1, Showstopper Article, Capsim HW#1, Capsim PR1
|Unit 3 Due Wed., Sep 8||Read: Ch. 2 The External Environment|
Read: Amazon Case, p. 67
Review: Ch. 2 PowerPoint Slides
Watch: Ch. 2 Video Lecture
Do: Amazon (p. 67) Case Questions (Group)
Do: Ch. 2 Quiz Due
Review: Capsim Practice Round #1 Results
Do: Capsim HW#2 Due: Outline Your Strategy
Do: Capsim Practice Round #2 Decisions and Summary Due
|Ch. 2 The External Environment|
Amazon (p. 67) Case
|Class Discussion: |
Ch. 2, Amazon Case, Capsim HW#2, Capsim PR#1 results
|Unit 4 Due Wed., Sep 15||Read: Ch. 3 The Internal Organization|
Read: SuperGroup Case, p. 97
Read: Starbucks Case (p. C-190)
Review: Ch. 3 PowerPoint Slides
Watch: Ch. 3 Video Lecture
Do: SuperGroup (p. 97) Case Questions (Group)
Do: Starbucks Case Brief (as applicable)
Do: Ch. 3 Quiz Due
Review: Capsim Practice Round #2 Results
Do: Capsim HW#3 Due: Competencies/CA
Do: Capsim Practice Round #3 Decisions and Summary Due
|Ch. 3 The Internal Organization|
SuperGroup (p. 97) Case
Businessweek Outsourcing Article
Starbucks Case (p. C-190)
|Class Discussion: |
Ch. 3, SuperGroup Case, Starbucks Case Debrief, Capsim HW#3, Capsim PR#2 results
|Unit 5 Due Wed., Sep 22||Read: Ch. 4 Business-Level Strategy|
Read: Hain Celestial Case, p. 135
Review: Ch. 4 PowerPoint Slides
Watch: Ch. 4 Video Lecture
Do: Hain Celestial (p. 135) Case Questions (Group)
Do: Ch. 4 Quiz Due
Review: Capsim Practice Round #3 Results
Do: Capsim HW#4 Due: Competitor Analy.
Do: Capsim Competition Round #1 Decisions and Summary Due
|Ch. 4 Business-Level Strategy|
Hain Celestial (p. 135) Case
|Class Discussion: |
Ch. 4, Hain Celestial Case, Capsim HW#4, Capsim PR#3 results
|Unit 6 Due Wed., Sep 29||Read: Ch. 5 Competitive Rivalry/Dynamics Read: Aldi Case, p. 169|
Read: BMW Case (p. C-44)
Review: Ch. 5 PowerPoint Slides
Watch: Ch. 5 Video Lecture
Do: Aldi (p. 169) Case Questions (Group)
Do: BMW Case Brief (as applicable)
Do: Ch. 5 Quiz Due
Do: Capsim HW#5 Due: Performance Meas.
Review: Capsim Competition Round #1 Results
Do: Capsim Competition Round #2 Decisions and Summary Due
|Ch. 5 Compet. Rivalry/Dynamics|
Aldi (p. 169) Case
BMW Case (p. C-44)
|Class Discussion: |
Ch. 5, Aldi Case, Capsim HW#5, Capsim CR#1 results, BMW Case Debrief
|Unit 7 Due Wed., Oct 6||Read: Ch. 6 Corporate-Level Strategy|
Read: Disney Case, p. 201
Read: Illinois Tool Works Case (p. C-95)
Review: Ch. 6 PowerPoint Slides
Watch: Ch. 6 Video Lecture
Do: Disney (p. 201) Case Questions (Group)
Do: Illinois Tool Works Case Brief (as applicable)
Do: Ch. 6 Quiz Due
Review: Capsim Competition Round #2 Results
Do: Capsim Competition Round #3 Decisions and Summary Due
|Ch. 6 Corporate-Level Strategy|
Disney (p. 201) Case
Illinois Tool Works Case (p. C-95)
|Class Discussion: |
Ch. 6, Disney Case, Capsim CR#2 Results, Illinois Tool Works Case Debrief
|Unit 8 Due Wed., Oct 13||Read: Ch. 7 Merger/Acquisition Strategy|
Read: Lafarge/Holcim Case, p. 231
Review: Ch. 7 PowerPoint Slides
Watch: Ch. 7 Video Lecture
Do: Lafarge/Holcim (p. 231) Case Questions (Group)
Do: Ch. 7 Quiz Due
Review: Capsim Competition Round #3Results
Do: Capsim Competition Round #4 Decisions and Summary Due
|Ch. 7 Merger/Acquisition Strategy|
Lafarge/Holcim (p. 231) Case
|Class Discussion: |
Ch. 7, Lafarge/Holcim Case, Capsim CR#3 results
|Unit 9 Due Wed., Oct 20||Read: Ch. 8 International Strategy|
Read: FIFA Case, p. 268
Read: Baidu Case (p. C-29)
Review: Ch. 8 PowerPoint Slides
Watch: Ch. 8 Video Lecture
Do: FIFA (p. 268) Case Questions (Group)
Do: Baidu Case Brief (as applicable)
Do: Ch. 8 Quiz Due
Review: Capsim Competition Round #4Results
Do: Capsim Competition Round #5 Decisions and Summary Due
|Ch. 8 International Strategy|
FIFA (p. 268) Case
Baidu Case (p. C-29)
Ch. 8, FIFA Case, Capsim CR#4 results,
Baidu Case Debrief
|Unit 10 Due Wed., Oct 27||Read: Ch. 9 Cooperative Strategy|
Read: Alliances Case, p. 302
Read: Pacific Drilling Case (p. C-147)
Review: Ch. 9 PowerPoint Slides
Watch: Ch. 9 Video Lecture
Do: Alliances (p. 302) Case Questions (Group)
Do: Pacific Drilling Case Brief (as applicable)
Do: Ch. 9 Quiz Due
Review: Capsim Competition Round #5 Results
Do: Capsim Competition Round #6 Decisions and Summary Due
|Ch. 9 Cooperative Strategy|
Alliances (p. 302) Case
Examples of Alliance Types
The Rules of Alliance Article
Pacific Drilling Case (p. C-147)
|Class Discussion: |
Ch. 9, Alliances Case, Capsim CR#5 results,
Pacific Drilling Case Debrief
|Unit 11 Due Wed., Nov 3||Read: Ch. 10 Corporate Governance|
Read: Int’l Governance Case, p. 335
Read: Volkswagen Case (p. C-228)
Review: Ch. 10 PowerPoint Slides
Watch: Ch. 10 Video Lecture
Do: Int’l Governance (p. 335) Case Questions (Group)
Do: Volkswagen Case (as applicable)
Do: Ch. 10 Quiz Due
Review: Capsim Competition Round #6 Results
Do: Capsim Competition Round #7 Decisions and Summary Due
|Ch. 10 Corporate Governance|
Int’l Governance (p. 335) Case
Directors-Harsh New Reality Art.
Volkswagen Case (p. C-228)
|Class Discussion: |
Ch. 10, Int’l Governance Case, Capsim CR#6 results,
Volkswagen Case Debrief
|Unit 12 Due Wed., Nov 10||Read: Ch. 11 Organization Structure/Controls|
Read: Sony Case, p. 374
Review: Ch. 11 PowerPoint Slides
Watch: Ch. 11 Video Lecture
Do: Sony (p. 374) Case Questions (Group)
Do: Ch. 11 Quiz Due
Review: Capsim Competition Round #7 Results
Do: Capsim Competition Round #8 Decisions and Summary Due
|Ch. 11 Org. Structure/Controls|
Sony (p. 374) Case
|Class Discussion: |
Ch. 11, Sony Case, Capsim CR#7 results
|Unit 13 Due Wed., Nov 17||Read: Ch. 12 Strategic Leadership|
Review: Ch. 12 PowerPoint Slides
Watch: Ch. 12 Video Lecture
Do: Ch. 12 Quiz Due
Review: Capsim Competition Round #8 Results
|Ch. 12 Strategic Leadership|
|Class Discussion: |
Ch. 12, Capsim CR#8 results
|Unit 14 Due Wed., Nov 24||Start: CompXM Comprehensive Exam|
Andrews, Baldwin, Chester Groups Submit: PowerPoint Presentations & Peer Evaluations
Comment Forms for Andrews, Baldwin, Chester PowerPoint Presentations
Strategic Analysis Charts
Andrews, Baldwin, Chester Capsim Company Presentations
|Unit 15 Due Wed., Dec 1||Digby & Erie Groups Submit: PowerPoint Presentations & Peer Evaluations|
Comment Forms for Digby, Erie, Ferris PowerPoint Presentations
Strategic Analysis Charts
Digby, Erie, Ferris Capsim Company Presentations
|Unit 16 Due Wed., |
|Complete: All CompXM Rounds Due at 11:50 p.m.!|
ANY REMAINING WORK MUST BE COMPLETED AND SUBMITTED BY 11:59 p.m.!!
Strategic Management Process Familiarization (100 Points)
- Please read the following textbook sections:
1) General Environment Analysis: Review Table 2.1, p. 40; read pp. 43-52.
2) Industry Environment Analysis: Review Figure 2.2, p. 53; read pp. 53-61.
3) Competitor Analysis: Review Figure 2.3, p. 64; read pp. 63-65.
4) Value Chain Analysis: Review Figures 3.3, 3.4, 3.5, pp. 91-93; read pp. 90-94.
5) Stakeholder Analysis: Review Figure 1.4, p. 20; read pp. 19-22.
6) Financial Ratio Analysis: Review Appendix II, Tables A-1 to A-5 in Introduction to Case
Studies section, pp. C11-C12.
7) Sustainable Competitive Advantage Analy.: Review Table 3.5, p. 90; read pp. 81-90.
8) Business-level Strategies: Review Figure 4.1, p. 115; read pp. 114-116.
9) Corporate-level Strategies: Review Figure 6.1, p. 180; read pp. 179-183.
10) International-level Strategies: Review Figure 8.4, p. 248; read pp. 248-252.
11) Cooperative Strategies: Review Section 9-1a. Read p. 282.
12) 7S Analysis: Read pp. 17-25 of Waterman, Peters & Phillips 1980 article in Unit 1 of
- Please create a three level outline of what you have read as follows (please use the format below):
- General Environment Analysis
- Seven Segments (briefly describe)
- Elements within Segments (briefly describe)
- Industry Environment Analysis (Five Forces)
- Five Forces (briefly describe)
- Factors (briefly describe entry barriers and factors that make each force high)
III. Competitor Analysis
- Five Components
- Questions within each Component
- Internal Analysis
- Value Chain Analysis
- Eight Areas (briefly describe)
- Stakeholder Analysis
- Three Types of Stakeholders (include examples shown)
- Financial Ratio Analysis
- Five Ratio Types (briefly describe and include one example for each type)
- Sustainable Competitive Advantage Analysis
- Resources (two types-briefly describe)
- Capabilities (briefly define)
- Core Competencies (briefly define)
- Competitive Advantage (briefly define)
- Sustainable Competitive Advantage (list and briefly describe VRIN criteria)
- Strategies and Strategy Implementation
- Business Level
- Five Types (briefly describe)
- Corporate Level
- Five Levels of Diversification (briefly describe)
- International Level
- Three Types (briefly describe)
- Three Major Types (briefly describe)
- 7S Implementation Analysis
- Seven Areas (briefly describe)
Summary of Topical Coverage (hours are approximate)
Introductory Information and Research Methods – 3 hrs.
Introduction to Strategic Management – 3 hrs.
External Environment – 3hrs.
Internal Environment – 3 hrs.
Business Level Strategy – 3 hrs.
Competitive Dynamics – 3 hrs.
Corporate Level Strategy – 3 hrs.
M&A Strategy – 3 hrs.
International Strategy – 3 hrs.
Cooperative Strategy – 3 hrs.
Corporate Governance – 3 hrs.
Organizational Structure and Controls – 3 hrs.
Final Paper Discussions – 3 hrs.
Exam Reviews – 1.5 hrs.
Exams and Quizzes – 4.5 hrs.
Estimated Total Hours: 45 hrs.