SGMA 591 L05

Strategic Management

Course Outline Part A – Winter 2021

Instructor Dr. Tatiana Vashchilko

Office Virtual Office
Email tatiana.vashchilko@ucalgary.ca
Virtual Office Hours Mondays 10:00AM-12:00PM or by appointment
Website http://d2l.ucalgary.ca
Lecture location Online
Synchronous lecture times 11:00AM-12:15PM Thursdays + April 13 + January 12
Course coordinator Phil Davidson

Course Delivery WELCOME! Course content will be delivered through a blend of both synchronous
and asynchronous online learning. Some course material will be covered in real-time
online sessions held during registrar-scheduled class times for the course, and other
content will be covered through asynchronous online learning, which students can
access at times convenient to them. Students are responsible for all content covered
in both types of delivery. Students are expected to attend synchronous class sessions
at the designated time, and to engage with asynchronous material in a timely manner
in order to keep up with course content and deliverables. Please see the following
pages for details on the delivery of course content.
Strategic Management is a senior-level capstone management course covering
Course strategies used by firms to create and maintain competitive advantage. The need to
Description possess superior strategies is more critical than ever because no organization can take
its competitive advantage for granted in today’s turbulent and global business
environment. Further, as individual employees and managers of business firms, we
should develop the skills to think strategically about our jobs, the organizations we
work for, and the environments in which these organizations exist.
Unlike other business courses that concentrate narrowly on a particular function or
piece of business, this course is a big picture course. It cuts across the whole spectrum
of business and management. The centre of attention is the total enterprise and the
process of its “strategic management.” This process involves the analysis, formulation,
and implementation of strategy that combines different “functional” resources of the

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 1
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 firm. As a capstone course in business administration, this course allows you to
synthesize the knowledge and skills acquired from the previous courses and to
creatively apply them to strategic management issues.

Course Objectives Students in this course will develop an inventory of analytical, decision-making, critical
thinking, and application skills necessary to conduct an independent strategic analysis
(More on course
while accounting for socio-environmental considerations and external business
objectives see in
environment
Appendix 2)
By the end of this course, will be able to
1. distinguish between fundamental strategic management issues, concepts, theories,
and frameworks as well as illustrate their applications with real world examples;
2. identify business problem(s) or issue(s) at stake, critically evaluate present business
position of a company, its external environment including identification and analysis
of external factors, its current and potential competitive strategy from theoretical and
managerial perspectives;
3. optimally use appropriate analytical framework(s) to assess strategic business
situations in a variety of contexts;
4. evaluate business decisions on the basis of ethical, social and environmental
considerations to choose an optimal alternative by identifying and critically evaluating
(1) social and environmental impacts of various alternatives; (2) stakeholders and
their interests; and (3) trade-offs, risks and benefits, of each alternative;
5. clearly and logically reason what competitive advantages firms can create, capture,
and sustain in uncertain business environment by (1) identifying criteria for creating
value and evaluate alternatives against those criteria; and (2) choosing or
recommending an alternative while recognizing implementation issues;
6. integrate acquired strategic skills and knowledge to formulate, assess, and
implement ethically sound business and corporate strategies resulting in long-term
success for the firm.
We will extensively use business cases in this course, so you will need to purchase
Textbook and/or
business cases from Harvard Business Publishing (HBP) and Ivey Publishing either via
Other Materials
Perusall.com or via Ivey. I will use business cases, Harvard Business Review (HBR)
articles, and other related materials that will be available on Perusall.com (please,
refer to Class Schedule & Topics Part of this Course Outline on pp. 8-10). All materials
on Perusall.com are required readings for this course unless indicated otherwise.

There is no required textbook for this class, so I recommend, but do not require, that
you purchase: Robert M. Grant & Judith Jordan. Foundations of Strategy. Second
Edition. Wiley. 2015. Available from the University of Calgary Bookstore. ISBN 978-1-
118-91470-0.
In this class we will use https://perusall.com/ for active reading of the course
materials that will also contribute to your grade’s participation component. To access
Perusall platform, you will need to create a Perusall student account and enter your
course code VASHCHILKO-JA6GV upon registration to access all course readings.
Please, check the Perusall Assignment’s section regularly, as I will post the readings
(assigned chapters, business cases, course outline and other material there).

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 2
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 All cases except Case Analysis Coach can be purchased online via either Perusall.com
(see above on how to create a student account on Perusall.com and access the
cases) or Ivey (see Appendix 1A on how to purchase the cases). Please compare the
prices and terms of purchase before choosing where to buy the cases. The link to
purchase the Case Analysis Coach via Harvard Publishing is
https://hbsp.harvard.edu/import/767761 (see Appendix 1B on how to purchase it).

Grade Scale The Haskayne School of Business endeavours to ensure consistency of final grades
across courses and sections. Variations in distribution will always be considered by
the instructor where called for by the performance in each individual class. The
student does not have any ‘right’ to a certain grade but is responsible for earning
grades. The instructor has unfettered discretion to evaluate student performance and
assign all grades.
A+ 98.00-100 Outstanding
A 94.00-97.99 Excellent
A- 90.00-93.99 Approaching excellent
B+ 86.00-89.99 Exceeding good performance
B 82.00-85.99 Good performance
B- 78.00-81.99 Approaching good performance
C+ 74.00-77.99 Exceeding satisfactory performance
C 70.00-73.99 Satisfactory performance
C- 66.00-69.99 Approaching satisfactory performance
Marginal pass. Insufficient preparation for subsequent
D+ 62.00-65.99
courses in the same subject
Minimal pass. Insufficient preparation for subsequent
D 58.00-61.99
courses in the same subject
F 0-57.99 Failure. Did not meet course requirements.

Grade Due Date Assessment Weighting Course

Distribution Outcomes
Assessed
Apr 8, Apr 13, Class Participation 15% (150pts) ALL
and Apr.15
Feb 13 at Individual Case 25% (250pts) ALL except the
11:59pm via D2L Analysis Assignment last one
Dropbox
Jan 21 - Apr 5 A set of 10 online 25% (250pts=10 Most course
weekly mini quizzes quizzes * 25 points) outcomes
Apr 8, Apr 13, Strategic Analysis 35% (350pts) ALL
and Apr 15 Project (SAP)-Group presentation-
(presentation) Project 10%(100pts);report-
25% (250pts)
April 19 (report)
Total 100% (1000pts)

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 3
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Missed Students must follow the guidelines outlined in Part B of the outline to request a
Assessment Policy deferral for missed work during the term, including quizzes, assignments, and exams.

Late Policy Depending on whether you have a valid excuse or not, late assignments will be subject
to a penalty of 10% per full or partial day, including weekends and holidays. Note that
an assignment submitted five or more days after the due date will be assigned a grade
of 0%.

Class Lectures focus on the material presented in the textbook, assigned cases, and general
Participation discussion relating to the topic(s) outlined in the lecture schedule. Students are
expected to read the assigned readings before class and be prepared for class
(15%)
discussion. Important information and additional readings for SGMA 591 are posted
on Desire2Learn (D2L). Students should regularly check the Announcements and
Content sections of D2L for ongoing notices.
Your instructor may not necessarily cover all of the materials in the chapter, but it is
the responsibility of the student to understand the concepts presented in the textbook
and lectures. If you are unsure of any of the concepts, please take the initiative to ask
the instructor during class, virtual office hours, or via e-mail.
I will record participation grades on 3 days (April 8, April 13 and April 15), and use
Participation Rubric (Appendix 3) to determine the appropriate participation
grade. In order to pass the class, you must participate frequently and
substantively on those 3 days, at an appropriate quality level; come well
prepared and be ready to answer questions/discuss strategic analysis.
In sum, Strategic Management is not a lecture course. My key role is that
of facilitator, to help you: (a) understand and apply strategic thinking, and
b) communicate and learn from each other in class. The solutions to
strategic management problems are varied, with no clear right or wrong
answers. The goal of the class discussions is NOT to come to a
comfortable consensus but, instead, to learn about the strategic
management by grappling with difficult and complex strategic
problems. Often the best strategic solution becomes apparent over time.
For this reason, the fear of being wrong should not inhibit your
participation. Experience suggests that the best way to overcome
reticence is to be well prepared. In this course, you integrate your
“functional” skills and display and practice them in an atmosphere that is
far more forgiving than the real world.
Case discussion classes provide important opportunities to develop strategic
analysis skills via active participation in case discussions. You can better
prepare for case discussion to further master your strategic analysis skills by
asking yourself the following questions:
(1) Have you read and analyzed the case in depth?
(2) Do you use the case data constructively to analyze the strategic issues and
make strategic recommendations?
(3) Do you use the strategic management concepts and frameworks taught in
the course to usefully analyze the case?
(4) Does your participation fit in with the flow of the class discussion and show

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 4
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 that you have been listening and reacting to others' points?
(5) Do you constructively debate points with other students? Do you provoke a
dialogue with other students?
(6) Do you present useful recommendations justified by your analysis and/or by
the class discussion?
(7) Do you help us to look creatively at strategic problems and solutions?
Please, feel free to discuss any participation concerns with me before it’s too late and
the semester is ending. I will do my best to assist you.

Individual Case Individual Case Analysis Assignment will be a take-home case analysis based on a
Analysis complex business problem. Each individual is required to analyze a case (available on
nd
Assignment (25%) D2L on January 22 ) and turn in a detailed written paper that should contain no
more than 4.5 single-spaced pages of text, excluding executive summary (no more
than 1 page), tables, figures, and references (Times New Roman 12-point font, 2.5 cm
margins). Please place your name in the top right corner and page numbers in the
bottom right corner. Please, consult the Individual Case Assignment Rubric attached
to this course outline (Appendix 4) for a detailed description of expectations.
You must submit a digital copy of your written paper on February 13th at 11:59pm
via D2L digital Dropbox.
Your submission has to include the following main components:
(1) Key strategic issue: Identify a key strategic issue faced by a focal firm (0.5 page).
(2) Conduct the analysis of internal and external environment of the firm (1.5 pages)
(3) Describe and analyze existing business strategy of the firm in the case (1 page)
(4) Alternatives/Recommendation: Formulate a business strategy that would allow the
firm to become and remain profitable. Identify the best alternatives available to the
firm using the case data, logical reasoning, and creative thinking. (1 page).
(5) Strategy Implementation: Finalize your recommendations and how to implement
them by describing potential risks associated with the implementation (0.5 page).

Bear in mind that insightful and creative alternatives, recommendation, and

implementation plans matter.

Please do not work with classmates on your individual case analyses – this
assignment represents individual thinking and effort. Cooperation on individual
assignments will be treated as academic misconduct. Exchange of information,
discussion, or materials between students (including exhibits, assumptions, graphs,
pro forma statements, or any other items used in case analysis) is NOT permitted in
either print or electronic format from any current or past student, the internet or any
other sources.

10 Weekly online The comprehensive weekly online mini quizzes will test your knowledge of all the key
mini quizzes (25% concepts and frameworks, covered by in the corresponding week’s readings, cases,
or 250 points) class lectures, videos for asynchronous learning, and class discussions (please see due
dates on pp 8-10 of this Course Outline. These online mini quizzes will assess your
knowledge using various forms of questions, including multiple choice, short answer
(e.g. fill-in the blanks), short essay, etc. Each mini quiz worth 2.5% of your final grade
(25 points). These are open-book quizzes; however, you will have a limited amount

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 5
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 of time (15-30 min) to answer 10-15 quiz questions. Please note that this time
includes the 50% extra time required for technical difficulties. All online mini quizzes
will be posted on D2L under “Quizzes” on Fridays starting January 22nd along with
their due dates (Sundays at 11:59pm). You will have 24 hours to finish the quiz after
you press “START QUIZZ” icon. PLEASE ENSURE THAT YOU HAVE RELIABLE INTERNET
CONNECTION WHEN TAKING THE QUIZZES!
A significant part of the learning experience in the course is the strategic assessment
Strategic
project (SAP), which entails a strategic analysis of a chosen firm conducted by teams
Assessment
of students. Your team will identify your chosen company’s key strategic issue(s);
Project (SAP) –
research its current situation, and present strategic recommendations. It will help you
Group Project-
apply your knowledge and skills to a unique, current strategic situation facing a real-
10% - life company.
presentation
25% - report By January 25th, I will assign you to a project team of six to eight students on a
random basis and post the groups on D2L. Teamwork should be a fun and worthwhile
(35% total) learning experience! Please, ensure that you manage the process well. At the first
group meeting, it is advisable for each team to identify days and times when all
members of the team can meet. If your team has significant issues with one of its
members, the whole team should discuss the problem and find possible solutions in a
reasonable and professional manner.
Continuing problems should be brought to my attention as soon as possible (do NOT
wait until the last few days before any project is due). You have the opportunity to
rate team members’ contributions through an end-of-semester peer evaluation (see
Appendix 6). I take peer evaluations very seriously - they may result in lower
(including failing) or higher grades for individuals than those received by other
members of the group.

The SAP project consists of four parts:

(1) preliminary report (due on February 25th) – NOT GRADED
(2) a team presentation (due on April 8th, April 13th or April 15th) – 10%
(3) a team report (due on April 19th) – 25%
(4) peer evaluations (due on April 19th) – TEAM REPORTS ARE NOT GRADED UNTIL ALL
TEAM MEMBERS SUBMIT TPEER EVALUATION FORMS

Preliminary Report (required, but no grade is assigned):

On February 25th, all teams must turn in a preliminary one to two pages outline of
progress report, including the company name, the key issue your team is planning to
investigate, a tentative outline of the report, and a summary of your interim progress
to date, if any. All teams will briefly present their topic to the class (5 minutes per
team).

Team Presentation (10%)

On April 8th, April 13th or April 15th, your team will give an up to 15 minutes formal
online presentation of the project (key issues, analyses, and recommendations). The
presentation will be followed by a brief question and discussion session with the class
(5-10 minutes). You can record your presentation and play it during the synchronous
class session. Note: Every member of the team is expected to participate in the
presentation. No rule for dress code.

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 6
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Peer evaluations (required, but no grade is assigned):
As in the business world, all members of a team will normally receive the same grade
for a given piece of teamwork. However, in this course, each member of a team
submits a confidential peer evaluation to the instructor regarding the performance of
his/her team members (see last page of the course outline). Peer evaluations will be
used to assess each student’s contribution. Peer evaluations are considered very
seriously and may result in individual students receiving a higher or lower (including
failing) grade than other team members of the group. Also, if a student allows his/her
name to stand on group work submitted in the course when in fact there was
essentially no contribution made, then that student is guilty of academic misconduct.
The Peer Evaluation Form is attached to the end of this outline (Appendix 6) and the
filled electronic copy must be submitted by each student via D2L Dropbox on April
19th.

Final Exam Note that there will not be a Registrar-scheduled final exam. The SAP group project is
in place of the Final Exam.

Assessment of Writing skills are not exclusive to English courses and, in fact, should cross all
Writing disciplines. The University supports the belief that throughout their University careers,
students should be taught how to write well so that when they graduate their writing
abilities will be far above the minimal standards required at entrance. Consistent with
this belief, students are expected to do a substantial amount of writing in their
University courses and, where appropriate, members of faculty can and should use
writing and the grading thereof as a factor in the evaluation of student work. The
services provided by the Writing Support, part of the Student Success Centre, can be
accessed by all undergraduate and graduate students who feel they require further
assistance. In this course, your writing will be assessed as part of your grade in the
following assessments: Individual Case Analysis Assignment and Strategic Analysis
Project (SAP).

Email Please specify the course name and section number in the subject line of all emails
Communication (SGMA 591 05). I will not respond to emails that do not contain this information.
Although email is commonly used by students to communicate with their instructors,
it does limit the effectiveness of communication and may not be the best way for me
to answer student questions. Please, take advantage of my virtual office hours every
Monday from 10AM to 12PM or by appointment to ask questions you may have
about the course and about strategic management.

Internet & Please ensure that you have a reliable Internet connection during the course
Electronic synchronous meetings (see the dates on pp 8-10) and during the online quizzes. We
Communication will use ZOOM for all synchronous meetings.

Class Schedule & Topics

Please note that lecture topics and readings are tentative and subject to change. The dates of assessments will not
be changed. Important dates (e.g. Block Week, Lecture start dates, Reading Week, etc.) can be found at the
following web site: http://ucalgary.ca/pubs/calendar/current/academic-schedule.html

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 7
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 COURSE SCHEDULE SGMA 591
SESSION DETAILS Class Preparation
NUMBER/ (readings, reviews, etc.)
DATE/DAY
SESSION 1 Overview of the course and policies Course outline, course rubrics, D2L, Perusall.com
Jan.12 synchronous meeting
Tuesday
SESSION 2 Introduction to case analysis See Appendix 1 of this Course Outline (p. 10) on
Jan. 14 asynchronous meeting how to purchase Case Analysis Coach via Harvard
Thursday Publishing
SESSION 3 The concept of strategy REQUIRED readings and videos are available on
Jan. 19 asynchronous meeting Perusall.com
Tuesday
SESSION 4 Case 1 Komatsu Ltd. and Project G (A) Case 1 Komatsu Ltd. and Project G (A): this case
Jan. 21 synchronous meeting can be found in the Case Analysis Coach that you
Thursday used for SESSION 2
DUE by Jan. 24 at 11:59PM: ONLINE QUIZ This online quiz is based on SESSION 3 AND
#1 ON D2L SESSION 4 readings, videos, cases, and meeting
SESSION 5 Industry analysis REQUIRED readings and videos are available on
Jan. 26 asynchronous Perusall.com
Tuesday
SESSION 6 Case 2 Cola Wars Continue in 2010 Case 2 Cola Wars Continue in 2010 (available for
Jan. 28 synchronous meeting purchase on Perusall.com)
Thursday
DUE by Jan. 31 at 11:59PM: ONLINE QUIZ This online quiz is based on SESSION 5 AND
#2 ON D2L SESSION 6 readings, videos, cases, and meeting
SESSION 7 Resources and capabilities REQUIRED readings and videos are available on
Feb. 2 asynchronous Perusall.com
Tuesday
SESSION 8 Case 3 Hillberg & Berk Case 3 Hillberg & Berk (available for purchase on
Feb. 4 synchronous meeting Perusall.com)
Thursday
DUE by Feb. 7 at 11:59PM: ONLINE QUIZ This online quiz is based on SESSION 7 AND
#3 ON D2L SESSION 8 readings, videos, cases, and meeting
SESSION 9 The nature and sources of competitive REQUIRED readings and videos are available on
Feb. 9 advantage Perusall.com
Tuesday asynchronous
SESSION 10 Case 3 Hillberg & Berk Case 3 Hillberg & Berk (available for purchase on
Feb. 11 synchronous meeting Perusall.com)
Thursday
Feb 13 at DUE: Individual Case Analysis Access to a case for the Individual Case Analysis
11:59PM Assignment (25% of your grade) is due at Assignment will be available for download on D2L
11:59pm via D2L digital Dropbox under “Content” on January 22
Feb 14 - 20 Midterm Break – NO CLASS
DUE by Feb. 21 at 11:59PM: ONLINE This online quiz is based on SESSION 9 AND
QUIZ #4 ON D2L SESSION 10 readings, videos, cases, and meeting
SESSION 11 Industry evolution and strategic change REQUIRED readings and videos are available on
Feb. 23 asynchronous Perusall.com

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 8
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Tuesday
SESSION 12 Preliminary SAP reports/short Review SAP Rubric (Appendix 5)
Feb. 25 presentations due in class
Thursday synchronous meeting
DUE by Feb. 28 at 11:59PM: ONLINE This online quiz is based on SESSION 11 readings,
QUIZ #5 ON D2L videos, cases, and meeting
SESSION 13 Technology-based industries and the REQUIRED readings and videos are available on
March 2 management of innovations Perusall.com
Tuesday asynchronous

SESSION 14 Case 4 The rise and fall of Blackberry Case 4 The rise and fall of Blackberry (available for
March 4 synchronous meeting purchase on Perusall.com)
Thursday
DUE by March 7 at 11:59PM: ONLINE This online quiz is based on SESSION 13 AND
QUIZ #6 ON D2L SESSION 14 readings, videos, cases, and meeting
SESSION 15 Corporate strategy REQUIRED readings and videos are available on
March 9 asynchronous Perusall.com
Tuesday
SESSION 16 Case 5. Tesla Inc Case 5 Tesla Inc (available for purchase on
March 11 synchronous meeting Perusall.com)
Thursday
DUE by March 14 at 11:59PM: ONLINE This online quiz is based on SESSION 15 AND
QUIZ #7 ON D2L SESSION 16 readings, videos, cases, and meeting
SESSION 17 Corporate strategy REQUIRED readings and videos are available on
March 16 asynchronous Perusall.com
Tuesday
SESSION 18 Case 6. Coca-Cola: Back in Burma Case 6 Coca-Cola: Back in Burma (available for
March 18 synchronous meeting purchase on Perusall.com)
Thursday
DUE by March 21 at 11:59PM: ONLINE This online quiz is based on SESSION 17 AND
QUIZ #8 ON D2L SESSION 18 readings, videos, cases, and meeting
SESSION 19 Strategy implementation REQUIRED readings and videos are available on
March 23 asynchronous Perusall.com
Tuesday
SESSION 20 Case 7 Sustainability at IKEA Group Case 7 Sustainability at IKEA Group (available for
March 25 synchronous meeting purchase on Perusall.com)
Thursday
DUE by March 28 at 11:59PM: ONLINE This online quiz is based on SESSION 19 AND
QUIZ #9 ON D2L SESSION 20 readings, videos, cases, and meeting
SESSION 21 Impact of the COVID pandemic on REQUIRED readings and videos are available on
March 30 strategy Perusall.com
Tuesday asynchronous
SESSION 22 Case 8 WillowTree Case 8 WillowTree (available for purchase on
April 1 synchronous meeting Perusall.com)
Thursday
DUE by April 4 at 11:59PM: ONLINE QUIZ This online quiz is based on SESSION 21 AND
#10 ON D2L SESSION 22 readings, videos, cases, and meeting

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 9
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 SESSION 23 Review of the main aspects of case REQUIRED readings and videos are available on
April 6 analysis and SAP Q&A Perusall.com
Tuesday asynchronous
SESSION 24 DUE: SAP Presentations (10%)
April 8 synchronous meeting
Thursday
SESSION 25 DUE: SAP Presentations (10%)
April 13 synchronous meeting
Tuesday
SESSION 26 DUE: SAP Presentations (10%)
April 15 synchronous meeting
Thursday
April 19 DUE: SAP reports (25%) and Peer I WILL NOT GRADE YOUR SAPs UNTIL YOU
Monday Evaluations. SUBMIT YOUR PEER EVALUATIONS (SEE
APPENDIX 6 OF THIS COURSE OUTLINE)
There is no final exam

Appendix 1A. Instructions for downloading business cases used in this class via Ivey
(to use Perusall.com to purchase these cases, see p. 2 of this course outline)
Starting: Jan 05, 2020
Ending: Apr 26, 2020
Go to the Ivey Publishing website at www.iveycases.com
Log in to your existing account or click "Register" to create a new account and follow the prompts to complete the registration. If registering, choose the
"Student User" role.
Click on this link or copy into your browser: https://www.iveycases.com/CoursepackView.aspx?id=27927
Click "Add to Cart".
You may choose to order in either print or digital format.
To order the material in digital format, check "digital download" and click "OK".
To order a printed copy for delivery, enter the print quantity required and click "OK". Please note that shipping charges will apply.
Go to the Shopping Cart (located at the top of the page), click "Checkout", and complete the checkout process.
When payment has been processed successfully, an Order Confirmation will be emailed to you immediately and you will see the Order Confirmation screen.
If you ordered digital copies: Click "Download your Digital Items" or go to "My Orders" to access the file.
If you ordered printed copies: Your order will be printed and shipped within 2 to 3 business days.
IMPORTANT: Access to downloadable files will expire 30 days from the order date, so be sure to save a copy on your computer. The downloadable
file is a PDF document that can be opened using Adobe Reader.
This material is for your personal use only and is not to be shared or distributed in any form. Please note that you CAN print out your
downloaded digital casepack.

Appendix 1B. Instructions for downloading assigned Case Analysis Coach case (case 1)
Click on this link or copy into your browser: https://hbsp.harvard.edu/import/767761
Log in to your existing account or click "Register" to create a new account and follow the prompts to complete the registration. If registering,
choose the "Student User" role.
Click "Add to Cart".
You may choose to order in either print or digital format.
To order the material in digital format, check “digital download” and click “OK”. Please note that you CAN print out your downloaded digital
casepack, so this is a cheaper option!
To order a printed copy for delivery, enter the print quantity required and click “OK”. Please note that shipping charges will apply.
Go to the Shopping Cart (located at the top of the page), click "Checkout", and complete the checkout process.
When payment has been processed successfully, an Order Confirmation will be emailed to you immediately and you will see the Order
Confirmation screen.
If you ordered digital copies: Click "Download your Digital Items" or go to "My Orders" to access the file. Access to downloadable files will expire
30 days from the order date, so be sure to save a copy on your computer.
If you ordered printed copies: Your order will be shipped within 2-3 business days.

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 10
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Appendix 2: Detailed Course Outcomes

1. Each student will communicate effectively.

I. Students will present ideas in a logical and organized way in written work.
II. Students will use appropriate diction and structure in written work.
III. Students will follow the conventions of spelling and grammar in written work.
IV. Students will fully develop ideas and provide appropriate evidence to support their ideas in written work.
V. Students will create written materials that are suitable for purpose and audience.

2. Each student will be skilled in critical thinking and decision-making.

I. Students will identify and summarize business problems.
II. Students will be able to identify and apply the appropriate analytic framework.
III. Students will be able to identify key assumptions.
IV. Students will be able to evaluate the quality of evidence.
V. Students will be able to predict conclusions/implications and anticipate consequences of business decisions.

3. Each student will have a breadth of understanding of key business functional area concepts and apply theories appropriately.
Students will identify and assess strategies to create value:
I. Students will be able to identify current or potential strategy.
II. Students will be able to identify criteria for creating value and evaluate alternatives against these criteria.
III. Students will be able to choose a strategic action or recommend an alternative, recognizing implementation issues.

4. Each student will get better prepared for real life learning through social learning and interaction.
I. Students will develop their critical thinking through examining and critiquing peers’ solutions and receiving constructive
feedback to their own work.
II. Students will boost their self-awareness and self-efficacy through exchange of ideas between peers.

Appendix 3: Participation Rubric

Trait Score
Active participation of the highest quality including consistently active role in contributing to in-class discussion by 9-10
asking though provoking questions; commenting on the presented material; and offering their own creative solutions
to the posed problems. Students are rarely absence and thoroughly prepared for every class.

Regular participation of fairly high quality including strong contributions to extending the discussion; comment on 7-8
key points made; and offer important points in further understanding of the class material. Students attend regularly
and well prepared.
No active or regular participation with almost no participation unless called upon; some good points are made 5-6
though with limited contributions to the class discussions. Students attend regularly and are prepared.

Students are unprepared and almost never make a contribution of any kind. Students have frequent and unexplained 0-4
absences.

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 11
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Appendix 4
Individual Case Analysis Assignment Grading Rubric (25%)
Maximum Trait Expectations
number
of points
(out of
100)
5 Identify the key Clear identification of key strategic issue(s) and why they are/will be relevant for the
strategic issues firm's sustained competitive advantage (out of 5)

30 Analysis of external - Analyze macro-environment (out of 10): thorough application of the PEST
environment framework or other appropriate framework

- Define the industry properly (out of 5): (e.g.: Canadian wireless telecom)

- Analyze industry environment (out of 15): apply Porter’s framework; identify and
analyze driving forces of competition; identify and analyze KSF, etc.

30 Analysis of internal - Identification and analysis of resources, capabilities, and competitive advantage
environment (out of 25): conduct analysis of resources and capabilities (e.g., VRIO)

- Financials (out of 5): conduct necessary financial analysis. Financial ratio analysis is a
must since it will improve your analysis. The financial analysis should be part of the
internal analysis section of the paper, and the table with calculations/ratios may be
placed in the appendix

15 Analysis of the Identification and analysis of the firm’s business strategy (e.g., what business strategy
firm’s business does the company have? How did you determine the type of the business strategy?)
strategy (out of 15)

15 Alternatives/ - Alternatives are clearly specified including a rationale of choosing to support them;
Recommendation the choice of one alternative that a company needs to implement is clearly explained
(out of 5)

- Your recommendations are significant and engaging. A key goal of the project is to
have you think carefully about what the company should be doing in terms of the most
reasonable and feasible options (out of 5) and how to implement those
recommendations (out of 5) (e.g., business strategy)

5 Report’s - Report is well organized/easy to follow (out of 3): no more than 4.5 single-spaced
presentation pages of text, excluding executive summary (up to 1 page), tables, figures,
appendices, and references (Times New Roman 12-point font, 2.5 cm margins)

- Appendices must be referenced in text (out of 0.5): You can include all the tables
and figures into the in the appendices, and reference all included appendices in text

- Sources of information (out of 0.5): You must use only the case (provided for you
for download free of charge on D2L on January 22) as a source of information for this
assignment. If you use external sources of information in addition to the case, your
grade will be negatively affected

- Grammar (out of 1): the report must be well-written and edited for spelling and
grammar.

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 12
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Appendix 5
SAP Report Grading Rubric (25%)
Maximum
number of
points Trait Expectations
(out of
100)
10 Identify the key Clear identification of key strategic issue(s) (out of 5) and why they are/will be
strategic issues relevant for the firm's sustained competitive advantage (out of 5)

15 Analysis of external - Analyze macro-environment (out of 5): thorough application of the PEST
environment framework

- Define the industry properly (e.g.: Canadian wireless telecom) and analyze industry
environment (out of 10): apply Porter’s framework; identify and analyze driving
forces of competition; identify and analyze KSF, etc.

15 Analysis of internal - Analysis of resources, capabilities, and competitive advantage (out of 10): conduct
environment analysis of resources and capabilities (e.g., VRIO)
- Financials (out of 5): conduct necessary financial analysis. Financial ratio analysis is a
must since it will improve your analysis. The table with calculations/ratios may be
placed in the appendix
15 Analysis of the firm’s Identification and analysis of the firm’s business strategy (e.g., what business strategy
business strategy does the company have?) (out of 15)

15 Analysis of the firm’s Identification and analysis of your firm’s corporate strategy (e.g., where within the
corporate strategy industry has your firm chosen to compete?) (out of 15)

20 Alternatives/ - Alternatives are clearly specified including a rationale of choosing to support them;
Recommendation the choice of one alternative that a company needs to implement is clearly explained
(out of 5)

- Your recommendations are significant and engaging. A key goal of the project is to
have you think carefully about what the company should be doing in terms of the most
reasonable and feasible options (out of 10) and how to implement those
recommendations (out of 5) (e.g., business strategy)

10 Report’s presentation - Report is well organized/easy to follow (out of 4): maximum 30 pages in Power
Point of content excluding title page, references, a short executive summary of the
report (1 slide at most) and appendices; please number the pages; you are
encouraged to use charts, tables, and other visuals to communicate your
content (put them in the appendix); appendices must be referenced in the text;
statistics and data must be referenced properly. For example, if you state that the
Canadian GDP is growing at the rate of 2% annually, provide a reliable reference for
this; a list of bibliographic references at the end of the paper is also a must. Make
sure you appropriately quote/reference ideas/statistics that are not your own. Please
also use APA style referencing (see the business library page for details).
- Sources of information (out of 4): Make sure you use varied, high quality sources of
information - annual reports, industry surveys, magazine and journal articles etc. You
are strongly advised to use company annual/quarterly reports and the latest survey of
the industry (Standard & Poor's,etc. usually put out industry surveys).
- Grammar (out of 2): the report must be well-written and edited for spelling and
grammar.

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 13
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Appendix 6
CONFIDENTIAL
SGMA 591 – Winter 2021 − PEER EVALUATION

PURPOSE: To assist professors in determining the "team component" of each individual’s

grade as fairly as possible.
ASSUMPTION: When a team member, has in total, contributed to the overall work of the team
about the average as the average team member, he/she should receive 100% of the
"overall team grade" for the team component of the course.
When a member has contributed more than the average to the work of the team
(e.g. analytical, organizational, written, investigative, verbal) he/she should
receive more than 100% of the team grade (e.g. 110%, 120%, etc.)
Similarly, when a member has contributed less than average, he/she should receive
less than 100% of the team grade (e.g. 90%, 80%, etc.)
NOTE: IT IS NOT NECESSARY THAT THE GROUP AVERAGE 100% FOR THE PEER
EVALUATIONS. THUS, ONE STUDENT MIGHT DESERVE 115% AND THE OTHERS
DESERVE 100%.
INSTRUCTIONS: Please list below the members of your team and indicate what percentage of the
team grade you would recommend each other member receive.

NAME PERCENTAGE

1. (YOURSELF)

2.

3.

4.

5.

EXPLANATION/COMMENTS:

This is Part A of the course outline, which is specific to SGMA 591 L05. Bachelor of Commerce | 14
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.