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GY010

Strategic Management in Business
BINUS BUSINESS SCHOOL
SCU : 3 credit(s)
Pre-requisites NONE
Contact Hours : NONE
D3774 - Dr. Ir. Mohammad Hamsal, MSE., MQM., MBA. (
sdm2000@mail.com )
D4281 - Gabriel Chanfarry Hadylaw, Sp., MM. ( gabchand@yahoo.com;
gabchand@gmail.com )
D4296 - Ir. Alfiantono, MBA. ( alfiantono@alfalima.com;
idah.nurhamidzah@gmail.com )
Teaching Team :
Gabriel Chanfarry Hadylaw, Sp., MM.
T2 2014
Syllabus Designed by :
Course Information
Reviewed by Tatum Syarifah Adiningrum, S.IP, M.Ed (11/7/2013)
Checked by Dr. Pantri Heriyati, SE., M.Comm. (11/7/2013)
Approved by Firdaus Alamsjah, Ph.D. (11/7/2013)
BINUS BUSINESS SCHOOL
Joseph Wibowo Center - BINUS UNIVERSITY
Jl.Hang Lekir I No. 6, Senayan, Jakarta 10270, Indonesia
Version : 2
Revision : 3 Effective From : 09 December 2013
FM-BINUS-AA-FPA-13/R8
Revision Date : 07 November 2013
1. Course Description
Strategic Management in Management will provide the participants with “Strategic hands-on
Knowledge and Skills” so later in real world they could manage the resources, organization,
management and strategic positioning of the firm to gain core competence and long-term
competitive advantage by combining “Theory of Strategy” and “Practice of Strategy”. this course
introduces and employs various analytical frameworks to  identify the sources of core
competence and competitive advantage from both an industry and firm perspective. This course will
focus on strategic decisions and the processes by which general managers position their business
and allocate resources in the face of both uncertainty and stiffer competition.
2. Learning Outcomes
Each course has been designed to contribute to the attainment of Graduate Competencies. The
course intended learning outcomes (CILO) indicates what students are expected to be able to do by
the end of the course, which may cover specific technical skills and personal qualities pertaining to
the course given. The personal qualities may have been reflected in the defined course learning
outcomes or attained separately, outside the curriculum.
Upon completion of this course, students are expected to be able to:
1. formulate management issues, and conduct appropriate strategy analysis2. Apply appropriate
approaches and techniques in strategy formulation3. Analyse ethical impact of strategies and
formulate strategies which are both strategic and ethical4. Design alternative strategies in order to
grow the market and or improve operations excellence through productivity and efficiency5. Design a
strategic formulation and application in order to grow the business and or operations excellence in
strategy options to win the competition
3. Course Structure
Throughout the term, there are 3-hours lectures for this course. The lecturer facilitates learning by
giving lectures on the theories and providing several case study exercises to be discussed during
the weekly session. As this is a demanding course, the course requires full commitment and
motivation to do an independent study outside classroom. Students are expected to write their own
lecture notes and in groups, present the given case studies in order to optimize their learning in the
classroom.
Students will be asked to perform case study analysis to asses their understanding of the theoretical
concepts in light of real business case. For summative assessment purposes, a take-home
mid-exam and a sit-in final exam will be conducted as scheduled. Students will also have to do a
group project at the end of the term.
4. Course Requirements
None
5.1 Text
5. Text And Other Resourcces
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Thompson, Jr., Arthur, A., Peteraf, Margaret A., Gamble, John E., & Strickland, A. J.,. (,
2014). , Crafting and executing strategy, The Quest for Competitive Advantag, Concepts
and Cases (, 19 Ed.)., McGraw-Hill
5.2 Other Resources
• Hamel, G., & Prahalad, C.K. (1994). Competing for the Future – Breakthrough
Strategies for seizing Control of your industry and creating of market of tomorrow (-
Ed.).Boston, -: Harvard Business School Press
Porter, M.E. (1980). Competitive Strategy: Techniques for Analyzing Industries and
Competitors (- Ed.).NewYork, New York: The Free Press
• Grant, R. (2002). Contemporary strategy analysis: Concepts, techniques, applications (-
Ed.).United Kingdom, -: Basic Blackwell
• Barney, A. J. (2005). Gaining Sustainable Competitive Advantage (- Ed.).New Jersey, -:
Pearson Education
• Barney, A. J., & Hesterly, S W. (2008). Strategic management and competitive
advantage concepts (- Ed.).New Jersey, -: Pearson Education
• Pearce, J. A., & Robinson, R. B. (2005). Strategic management, formulation,
implementation and control (9 Ed.).McGraw-Hill
• Kaplan, R. S., & Norton, D. P. (1996). The Balanced Score Card – Translating Strategy
into Action (- Ed.).Boston, Harvard Business School Press
6. Course Outline
Topic Week Description Course Intended Learning
Outcomes
1 • What Is Strategy and Why Is It
Important? (Ch1)
• Commitment to Case-Teaching
Methods
(Student-Centered Learning)
Thomson, Strickland,
Gamble (TSG), Ch. 1
CILO 1, CILO 2
2 • Case 02 : Costco Wholesale in
2012: Mission, Business Model, and
Strategy C- 6
• Charting A Company’s Direction
: Its Vision, Mission, Objectives,
and Strategy (Ch 2)
• Terms Project Brief (Group
Basis)
Case-Teaching Method
TSG Ch. 2;
Robert E. Grant (RG)
CILO 1, CILO 2
3 • Case 07: Coach Inc. in 2012: Its
strategy in the “Accessible” Luxury
Goods Markets C-73
• Evaluating a Company’s
External Environment (Ch 3)
Case-Teaching Method
TSG Ch. 3; RG
CILO 1, CILO 2, CILO 4
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Revision : 3 Effective From : 09 December 2013
FM-BINUS-AA-FPA-13/R8
Revision Date : 07 November 2013
4 • Case 10: Chipotle Mexican Grill
in 2012: Can It Hit a Second Home
Run? C-114
• Evaluating a Company’s
Resources, Capabilities and
Competitiveness (Ch 4)
Case-Teaching Method
TSG Ch. 4; RG
CILO 1, CILO 2, CILO 4
5 • Case 13: Google’s Strategy in
2012 C-168
• The Five Generic Competitive
Strategies (Ch 5).
Case-Teaching Method
TSG Ch. 5; RG;
Jay Barney (JB)
CILO 1, CILO 2, CILO 4,
CILO 5
6 • Virtual Banking Channel in
Consumer Banking through “BNI
Taplus” or other Indonesian Cases
• Strengthening a Company’s
Competitive Position (Ch 6)
BINUS BUSINESS SCHOOL Case- Study
TSG Ch. 6; RG; JB
CILO 2, CILO 3, CILO 4
7 • Case 14: Apple Inc. in 2012:
Can it Sustain its Growth and
Defend against New Competitive
Threats?C-187
• Strategies for Competing in
International Markets (Ch 7)
Case-Teaching Method
TSG Ch. 7; RG
CILO 1, CILO 2, CILO 4,
CILO 5
8 • Case 18: Tata Motors: Can it
Become a Global Contender in the
Automobile Industry? C-240
• Corporate Strategy (Ch 8)
Case-Teaching Method
TSG Ch. 8; RG; JB
CILO 2, CILO 3, CILO 4
9 • Case 19: 7-Eleven in Taiwan:
Adaptation of Convenience Stores to
New Market Environments. C-250
• Ethics, Corporate Social
Responsibility, Environmental
Sustainability, and Strategy (Ch 9)
• Building an Organization
Capable of Good Strategy Execution
(Ch 10)
Case-teaching Method
TSG Ch. 9 and 10; RG; JB
CILO 2, CILO 3, CILO 5
10 • Case 24: Starbucks in 2012:
Evolving into a Dynamic Global
Organization C-305
• Managing Internal (Ch 11)
• Term Project Due – submit to
lecturer
Case-Teaching Method
TSG Ch. 11; RG; JB
CILO 2, CILO 4
11 • Guest Lecturer
• Term Project Presentation (2
groups)
Guest Lecturer CILO 1, CILO 2, CILO 4,
CILO 5
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BINUS BUSINESS SCHOOL
Version : 2
Revision : 3 Effective From : 09 December 2013
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Revision Date : 07 November 2013
12 • Term Project Presentation (2
groups)
• Corporate Culture and
Leadership (Ch 12)
• Wrap-up Sessions
TSG Ch. 12 ;
RB; JB
CILO 1, CILO 2, CILO 3,
CILO 4, CILO 5
7.1 Component
7. Assesment
Components NO
Percentage CILO
Case Presentation 25% 1 CILO 1, CILO 2, CILO 4
Final Exam 25% 2 CILO 1, CILO 2, CILO 3, CILO 4,
CILO 5
MidTerm Exam 15% 3 CILO 1, CILO 2
Term Project 35% 4 CILO 1, CILO 3, CILO 4, CILO 5
7.2 Class Policies
7.3 Submission And Collection Of Assignment
7.4 Assessment Description
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BINUS BUSINESS SCHOOL
Version : 2
Revision : 3 Effective From : 09 December 2013
FM-BINUS-AA-FPA-13/R8
Revision Date : 07 November 2013
1. Assessment Task 1: Case Presentation
Each group will have to present the assigned case in each class and discuss the concepts,
explain why such organizational event takes place, and prescribe the remedy to ensure efficient
business result and organizational growth. The assessment rubric for assessing the group
presentation will be given later during the term.
2. Assessment Task 1: MidTerm Examination
Individual Midterm examination is written in the form of case study analysis that students will
have to take-home and submit by the due date. The exact schedule of submission time will be
advised later.
3. Assessment Task 2: Final Examination
Individual Final examination is written in the form of essays/case analysis that students will have
to answer during the scheduled exam time. The exact schedule of exam time will be advised
later.
4. Assessment Task 4 : Final Project
Each group will have to look for strategic issues through using and analysing local, national and
international companies in order to refinetune and reformulate Company’s Strategy in order to
make the company sustain and to grow the business. Each group is requried to make
company’s assessment using strategic tools and make a recommendation. The assessment
rubric for assessing the group presentation will be given later during the term.
Note: To successfully pass this course, the students must achieve a minimum score of C.
However, please note that students have to maintain a minimum overall GPA of 3.0 to fulfill
graduation requirements.
The Grade Band Criteria are defined as follows.
Grade Label Weight Score Grade Description BBS
A 4 90 - 100 Student has completed all requirements of the
course work outstandingly and exceptional
additional work at the highest standard.
A- 3.7 80 - 89 Student has completed all requirements of the
course work and significant additional work to a
high quality.
B+ 3.3 70 - 79 Student has completed all requirements of the
course work and considerable additional work at a
good standard.
B 3 65 - 69 Student has completed all requirements of the
course work and considerable additional work at an
average standard.
B- 2.67 60 - 64 Student is unable to demonstrate the completion of
the minimum requirements of the course work and
the attainment of a minimum level of knowledge/
understanding/competencies/skills required to meet
the specified learning outcomes.
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BINUS BUSINESS SCHOOL
Version : 2
Revision : 3 Effective From : 09 December 2013
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Revision Date : 07 November 2013
C+ 2.33 55 - 59 Student has completed all requirements of the
course work and demonstrated a satisfactory level
of knowledge/ understanding/ competencies/skills
as specified in the learning outcomes.
C 2 50 - 54 Student has completed the minimum requirements
of the course work and demonstrated a minimum
level of knowledge/
understanding/competencies/skills required to meet
the specified learning outcomes.
D 1 0 - 49 Student is unable to demonstrate the completion of
the minimum requirements of the course work and
the attainment of a minimum level of knowledge/
understanding/competencies/skills required to meet
the specified learning outcomes.
8. General Information
Students are required to be familiar with the BINUS UNIVERSITY – Code of Conduct, and to abide
by its terms and conditions.
8.1 Copying of Copyright Material By Student
8.2 Academic Misconduct
Please refer to the Code of Conduct for definitions and penalties for Academic Misconduct ,
plagiarism, collusion, and other specific acts of academic dishonesty.
Academic honesty is crucial to a student's credibility and self-esteem, and ultimately reflects the
values and morals of the University as a whole. A student may work together with one or a
group of students discussing assignment content, identifying relevant references, and debating
issues relevant to the subject. Academic investigation is not limited to the views and opinions of
one individual, but is built by forming opinion based on past and present work in the field. It is
legitimate and appropriate to synthesize the work of others, provided that such work is clearly
and accurately referenced.
Plagiarism occurs when the work (including such things as text, figures, ideas, or conceptual
structure, whether verbatim or not) created by another person or persons is used and presented
as one’s own creation, unless the source of each quotation or piece of borrowed material is
acknowledged with an appropriate citation. Encouraging or assisting another person to commit
plagiarism is a form of improper collusion and may attract the same penalties.
To prevent Academic Misconduct occurring, students are expected to familiarize themselves
with the University policy, the Subject Outline statements, and specific assignment guidelines.
Students should also seek advice from Subject Leaders on acceptable academic conduct.
8.2.1 Guidelines To Avoid Plagiarism
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Version : 2
Revision : 3 Effective From : 09 December 2013
FM-BINUS-AA-FPA-13/R8
Revision Date : 07 November 2013
8.2.2 Referencing For Written Work
8.2.3 Referencing Standards
APA style referencing.
Research and Development Division
Reviewed by
Head of Development
Tatum Syarifah Adiningrum, S.IP, M.Ed
School of Business Management
Checked by,
Head of Program
Dr. Pantri Heriyati, SE., M.Comm.
Approved by,
Dean, Faculty of Business
Firdaus Alamsjah, Ph.D.
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BINUS BUSINESS SCHOOL