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MANAGEMENT 425 BUSINESS STRATEGY AND POLICY Summer 2011 at NEU-Hanoi, Vietnam
Meeting Day/Time and Classroom: MoTuWeThFr 9:30am-12:15pm at NEU in Hanoi, Vietnam Text: 1) The Quest for Competitive Advantage: Concepts & Cases 17th Edition by Arthur A.Thompson Jr, A. J. Strickland III, and John E. Gamble, published by McGraw Hill. INTRODUCTION Unlike other business courses that concentrate narrowly on a particular function or piece of the business such as Accounting, Marketing, Production, Human Resource or Information Systems, Strategic Management is a big picture course. It cuts across the whole spectrum of business and management. The center of attention is the total enterprise – the industry and competitive environment which it operates in, its long-term direction and strategy, its resources and competitive capabilities, and its prospects for success. Throughout the course, the spotlight will be focused on the foremost issues in running a business enterprise: “What must managers do, and do well, to make the company a winner in the game of business?” The answer that emerges, and which becomes the theme of the course is that good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of good business performance. The mission of the course is to explore why good strategic management leads to good business performance, Dr. Philip Chong to present the basic concepts and Professor of Business Management tools of strategic analysis, and to Department of Management/HRM drill you in the methods of crafting a College of Business Administration well-conceived strategy and California State University Long executing it competently. Beach You will be called upon to probe, Phone: None question, and evaluate all aspects of Email: firstname.lastname@example.org a company’s external and internal Office: NEU Hanoi situation. You will grapple with Off Hours: Before and after class sizing up a company’s standing in the marketplace and its ability to go head-to-head with rivals, learn to tell
For perhaps the first time you will see how the various pieces of the business puzzle fit together and why the different parts of a business need to be managed in strategic harmony for the organization to operate in a winning fashion. and its opportunities for gaining sustainable competitive advantage. a much wiser about the secrets of first-rate management. In the midst of all this. 5. its long-term direction. the caliber of its strategy. “Commerce is a game of skill which many people play.” The overriding intent of MGMT 425 is to help you become a savvier player and better prepare you for a successful business career. holding your interest from beginning to end. 4. . especially. using what-if analysis to evaluate action alternatives. 2011 Page 2 the difference between winning strategies and mediocre strategies. and Filled with Learning Opportunities. Dealing with the grand sweep of how to manage all the pieces of a business makes strategic management an integrative. 2. successful in your career. its present business position. and become more skilled in spotting ways to improve a company’s strategy or its execution. show you how the various pieces of the business need to be managed in strategic harmony for the organization to operate in a winning fashion. reasoning carefully about strategic options. Challenging. and give you some confidence in being able to function effectively as part of a company’s strategy-implementation team. to provide you with a stronger understanding of the competitive challenges of a global market environment. To give you hands-on experience in crafting business strategy. but which few play well. To integrate the knowledge gained in earlier core courses in the business school curriculum. To build your skills in conducting strategic analysis in a variety of industries and competitive situations and. The next few weeks will be Exciting. its recourses and competitive capabilities. 3. another purpose is to help you synthesize what you have learned in prior business courses. and making sound strategic decision. As you tackle the subject matter. COURSE OBECTIVES 1. the content of this course has all the ingredients to be the best course you have taken – best in the sense of learning a lot about business.August 7. No matter what your major is. I sincerely hope this course will prove to be instrumental in making you “competitively superior”. capstone course in which you reach back to use concepts and techniques covered in previous courses. and enhancing your powers of business judgment. To develop your capacity to think strategically about a company. ponder Ralph Waldo Emerson’s observation. drill you in the range of actions managers can take to promote competent strategy execution. To acquaint you with the managerial tasks associated with implementing and executing company strategies. Fun.
August 7. **Final exam is optional since the best three of the four exams will be counted towards your course grade. To help you become more proficient in using personal computers to do managerial analysis and managerial work. Missing one class session may result in deduction of points. 8. GRADING Your course grade will be awarded based on the following components and point allocations: Participation Portfolio Class quiz (3 @ 10 points each) Exams on lecture/text materials (3 mid-terms/final** @200 points each) Written case assignments (2 cases* @75 points each) Oral Team Presentation/Slides (adjusted for peer group evaluation) Grand Total Points 40 30 600 150 180 Total 40 630 330 -----1000 ------ *Turn in only 2 of the 3 cases assigned. To make you more conscious about the importance of exemplary ethical principles. Roll will be taken every class session. Letter grades are based on the following scale: A B C D F CLASS ATTENDANCE Attendance at all class sessions is expected. help you learn how to assess business risk. 7. 2011 Page 3 6. and socially responsible management practices. and improve your ability to make sound decision and achieve effective outcomes. sound personal and company values. To develop your powers of managerial judgment. Students who will be absent at some point during Total Class points 900-1000 800-899 700-799 600-699 Below 600 .
You should organize your portfolio documents and present them in a way to demonstrate that you have been actively participating in the course. 2) Did you volunteer to actively participate in class discussion and to offer meaningful analysis and convincing arguments for the position you stake out? You should therefore. CLASS QUIZZES . jury duty or other government obligations. weaknesses and opportunities for improvements) for each of the presentations. So it’s important to attend class. 2011 Page 4 the semester owing to religious observance. Keep a portfolio folder of all the participation activity assignments. but you must always remember to record your answers in all the activities and keep them in your portfolio. students will be invited to ask the presentation team questions related to their presentation. Remember to record your participation and keep them in your portfolio (1-page long). Failure to do so will result in that absence not being counted as an excused absence. The following are the many areas (or ways) you may earn your participation points. Remember to record your answers and keep them in your portfolio (1-page long). or any official university-sponsored activity must provide a written notice of that fact to the instructor during the first week of class meeting. The make-up is only applied to excused absence. CLASS PARTICIPATION There will be a variety of participation activities and assignments throughout the course. You will turn in the portfolio folder at the end of the course. 3) Did you ask questions and/or write a critique after each team presentation. After every team presentation.August 7. All documents in your portfolio should be typed (not handwritten). Your portfolio should be four pages long and they should answer the following questions: 1) Did you carry out the activities assigned during or at the end of the class? These should include team activities in and outside of class. Remember to record your participation and keep them in your portfolio (2-pages long). You will also write a critique (strengths. make a conscientious effort to be sufficiently prepared to make intelligent and timely comments regarding the issues raised in class. not to other types of absence. It is the responsibility of the student to arrange with the instructor to make up any academic work missed.
No late paper will be accepted if submitted more than one day past the scheduled due date (except by pre-arranged consent of the instructor). The quizzes will cover the content of the assigned reading text and case materials. Papers which. All written case assignments are to be prepared individually.August 7. The purpose is to examine how well you prepare for the class meetings. workable. grammar. sentence structure. The small quizzes are close-book and close-note individual work. which will be lectured and discussed in the class meetings following the Tentative Class Schedule provided in the syllabus. The total pages to turn in per case should be ten pages. You will turn in two of the three written case assignments. WRITTEN CASE ASSIGNMENT The written case assignment is to be prepared on an individual basis. especially cases. The first case is Dell. The criteria for grading written case presentations include: 1. Group work is “out of bounds”. Three small quizzes will be given at the beginning of class meetings. Written case assignments are to be turned in following the class schedule. Correct identification of key problems/strategic issues following the Case Assignment Questions provided for each of these cases in the last few pages this syllabus. and display of professional attitude and approach. 4. Both breadth and depth of analysis will be evaluated. and the third case is PepsiCo. pride of workmanship. the second case is Walmart. in the opinion of the instructor. 3. employ disproportionately poor grammar and poor quality written communication skills will not be graded. well-supported recommendations for actions. You are expected to demonstrate that you can use the tools and techniques of strategic analysis presented in the chapters. and communication skills. spelling. . You should use two pages to answer each question. Presenting realistic. Students should prepare themselves for class discussions and lectures. Use of appropriate analytical tools and techniques. Cases turned in after the scheduled class meetings are subject to a deduction of 10 to 15 points from the total points that would otherwise be assigned. Evidence of adequate preparation. 2. 2011 Page 5 One key to success in this course is careful preparation of the assigned readings. It is expected that the content of your written case will reflect your thoughts and analysis rather than the work of others. including the use of charts and tables where appropriate. All written cases are to be typed (double-spaced) and should incorporate correct form.
C. PREPARATION A. and develop a set of Power Point presentation slides (not to exceed 50 slides). 3 and 4. You should communicate and inform all members of your team. B. I will readjust the individual score for each member of the team. your team will provide me with a hard copy of your PowerPoint slide handout (6 slides per page). 6 and 7. THE TEAM PRESENTATION AND PEER EVALUATION On the day of your presentation. Exams include multiple-choice questions only. Based on research of the mission/vision statement of the company (normally connected with the mission statement are statements of values and business philosophy). Therefore it is important that you cooperate and work well with all members of the team throughout the course of the semester. quotes from company leaders. 2) Clear statement of their mission/vision statement including values and business philosophy. and case presentations and discussions. I will award you a “team” score. However. or to replace one lower midterm grade. Midterm 2 covers contents of Chapter 5. Midterm 1 covers contents of Chapter 2. Midterm 3 covers contents of Chapter 8. All exams are 60 minutes long. so they are aware of your contribution. which may be used as a make-up exam for a midterm that students are not able to take with acceptable excuse. Based on the ratings from the peer evaluation forms. Your presentation outline should be organized IN THE ORDER of the following topics: 1) Selected events (about 5 events) in history showing how the current mission/vision statement comes to be what it is today for the company. develop a presentation outline showing how the company goes about to carry out its mission statement. 2011 Page 6 EXAMS ON LECTURES AND TEXT MATERIALS There are three required-to-take closed-book and closed-note exams. Your team will select and conduct research of company to study. which will cover all nine chapters but with the same number of questions as a midterm exam. 10 and 11. one of the five Generic Competitive Strategies). Each accounts for 200 points. you will rate all the other team members using the Peer Evaluation Form provided in the syllabus. and turn in the forms on the last class meeting day. HOW TO PREPARE FOR TEAM PRESENTATION I. strategies used by company (show analysis using SWOT.August 7. 5-Forces model. and are based on lectures. The final exam is also closed-book and closed-note. You will use as many forms as necessary to distinguish your team members’ contribution towards the presentation project (if all members have equal contribution then one form will do). but it is optional. 3) The approaches the company used in carrying out their mission statement in order to ensure they meet the needs of their . the final exam is cumulative. text contents. However.
Is there a mission statement and is it clearly developed? . visual aids. Make sure that your topics stay focused on the mission statement throughout your presentation from introduction to conclusion. and d) Community . and operations. Stock prices. Did your presentation show how text principles are applied in companies? E. Check list for your presentation (see evaluation forms): 1. Maximum time for Q&A after presentation: 15 minutes. Did you use information from text chapters and outside research to understand and explain the facts in your presentation? B.describe philanthropy and community service. Points will be deducted for not staying within one minute of allotted time. Go over presentation out loud ONCE before your scheduled day of presentation. GENERAL COMMENTS You are required to turn in to me a hard copy of your presentation slide handout (4 slides per page) on the day of the presentation. 2011 Page 7 stakeholders including a) Customers and Suppliers . Follow the 'HOW TO PREPARE FOR PRESENTATION' guidelines. D. II.describe products. Net profit margins. c) Stockholders – describe six financial and business results/ratios using graphs showing Annual Revenues. and benchmarked against their rivals over period of at least five years. dress attire. Did you keep your presentation focus on mission statement? 2. Inventory turnover (if it is meaningful when applied to your company). PREPARING FOR PRESENTATION 2 A. IV. Be sure to list the names of your team members on the first slide. C.August 7. Return on stockholders’ equity. illustrations to use. marketing.describe human resource issues. D. 4) Future outlook of the company showing how the company intends to capture the opportunities identified in the SWOT analysis. PRESENTATION PROCEDURES AND GUIDELINES III. Debt-to-equity ratio. B. Maximum time for presentation: 30 minutes. Relate the main topics and coverage of your presentation to the mission statement and business philosophy of the company. Let your mission statement drive your presentation in the selection of areas and topics to cover. Use examples and illustrations whenever possible to develop the topics mentioned in C. GRADING CRITERIA A. You should be prepared to answer any questions from the class after your presentation. etc. 1 1. b) Employees .
if one person is not a good presenter. spread the workload through effective management within the group 2. brainstorm each case as a group a. audience participation is allowed only during the Q and A time following the presentation. for the presentations. one member acts as a moderator for the group b. c. Are there illustrative connections between chapter topics mentioned in the guidelines and research material? 4. 2. invest up-front time learning how to use group processes efficiently D. You will need to manage your team well. In the course of the semester. product displays? 5. each member contributes to the panel discussion c. THE BOTTOM LINE A. work as a team to develop a seamless presentation a. each member reads the chapters and conduct research in advance of the group meeting. My suggestion: 1. . B. Did you complete your presentation in the allotted time? V. clear? Did you stay focused on mission/vision statement? 3. poster boards. consider using the group as a discussion panel: a.August 7. each member then contributes to the group brainstorming. organized. C. appoint a scribe to record the brainstorming for each session. REMEMBER that these are group processes 1. Is development logical. 2011 Page 8 2. your team will make one presentation only. Did you make effective use of visual aids. 3. let them play a smaller role in the presentation. b. thorough.
August 7. 2011 Page 9 THE TENTATIVE CLASS SCHEDULE Dates 20 Jun 21 Jun Assignment/Activity Orientation and course overview/Team assignment Lecture/discussion of Chapter 2 Dell videos discussion/Team work time Market snapshot video/CBA vision statement/Team work time Lecture /discussion of Chapter 3 /Team work time Lecture/discussion of Chapter 4/Team work time Quiz 1 Midterm 1 – Chapters 2. and 4 Team progress report 1 Lecture/discussion of Chapter 5/Team work time First written case assignment (Dell-C115) is due Walmart videos discussion/Team work time Lecture/discussion of Chapters 6/Team work time Lecture/discussion of Chapters 7/Team work time Quiz 2 22 Jun 23 Jun 24 Jun 27 Jun 28 Jun . 3.
10 and 11 Team progress report 3 Third case assignment (PepsiCo-C346) is due. The instructor reserves the right to make changes to the schedule as deemed necessary. 6 and 7 Team progress report 2 Lecture/discussion of Chapter 8/Team work time Lecture/discussion of Chapters 10/Team work time 30 Jun 01 Jul Second written assignment (Walmart-C367) is due PepsiCo videos discussion/Team work time Lecture/discussion of Chapters 11/Team work time Quiz 3 Midterm 3 – Chapters 8. It is your responsibility to find out the changes that have been made to the syllabus. 2011 Page 10 29 Jun Midterm 2 – Chapters 5. Any such changes shall be communicated to the class. . Oral Team case/company presentations Oral Team case/company presentations Oral Team case/company presentations Final exam – comprehensive covering all nine chapters 04 Jul 05 Jul 06 Jul 07 Jul 08 Jul * This schedule is only tentative.August 7.
etc) Completed assignments on Always Usually Occasionally Seldom Never Always Usually Occasionally Seldom Never Always Usually Occasionally Seldom Never Always Usually Occasionally Seldom Never . Last Name) ___________________________________________ (First Name. tables. charts. typing. Last Name) Usually Occasionally Seldom Never Attended Meetings Always Participated actively in case discussion Prepared some analysis in advance of group meetings Participated in preparation of case (writing. 2011 Page 11 PEER EVALUATION COURSE TITLE: GROUP NUMBER: PREPARED BY: PERSON(S) EVALUATED: ___________________________________________ ___________________________________________ ___________________________________________ (First Name. editing.August 7.
is Hewlett-Packard’s strategy in PCs more appealing or better than Dell’s strategy? 5. Is Dell’s strategy working? What is your assessment of the financial performance that Dell’s strategy has delivered during fiscal years 2001-2010? Use the financial ratios presented in Table 4. What issues and problems does Michael Dell need to address? What actions and strategy changes would you recommend to Michael Dell to boost the company’s performance and its prospects for overtaking HP in global sales of PCs? From the videos we watched. What are the elements of Dell’s strategy? Which one of the five generic competitive strategies is Dell employing? How well do the different pieces of Dell’s strategy fit together? In what ways is Dell’s strategy evolving? Does Dell’s expansion into other IT products and services make good strategic sense? Why or why not? 3. what are some of the recent developments and new initiatives Dell is employing? . Conduct a financial analysis using the template provided on Beachboard. 4.1 of Chapter 4 (pages 104-105) as a basis for doing your calculations and drawing conclusions about Dell’s performance. What does a SWOT analysis reveal about the attractiveness of Dell’s situation? Which company is competitively stronger—Dell or Hewlett-Packard? In what respects. if any. What is your evaluation of Michael Dell’s performance in his roles as Dell’s CEO and Chairman? How well has he performed the five tasks of crafting and executing strategy that were discussed in Chapter 2? 2. 2011 Page 12 time Functioned as a pro-active group member Contributed in a significant way to the group effort Always Usually Occasionally Seldom Never Always Usually Occasionally Seldom Never Dell Case Assignment Questions: 1.August 7.
What policies. practices. Conduct a financial analysis using the template provided on Beachboard.August 7. Is Wal-Mart’s strategy working well? What does the information in case Exhibit 1 and based on your analysis reveal about the company’s strategic and financial performance during 2001-2010? Please use the financial ratios presented in Table 4. and management approaches underlie Wal-Mart’s efforts to execute the company’s strategy? What are its chief elements and characteristics of Wal-Mart’s culture? Why does the culture seem to be so much stronger in Bentonville than out in the stores? 5. or great leadership? What aspects of Wal-Mart do you find unimpressive? 2. superb strategy implementation and execution.1 of Chapter 4 to guide your calculations and reach conclusions about the caliber of Wal-Mart’s financial performance. What impresses you about this company? What accounts for Wal-Mart’s success over the past 25+ years? Is it a great strategy. 2011 Page 13 Wal-Mart Case Assignment Questions: 1. what does “sustainability” mean to CEO Mike Duke? What recommendations would you make to Lee Scott and to Mike Duke? . 4. support systems. What is your assessment of Lee Scott’s transformation initiatives? Are the initiatives “sincere” or just calculated to garner better PR for Wal-Mart? Are more transformational initiatives needed? Why or why not? What issues do Lee Scott and Wal-Mart management need to address? Based on the videos we watched in class. Which of the five generic strategies is Wal-Mart employing? What are the chief elements of its strategy? 3.
pay higher dividends. Does PepsiCo’s portfolio exhibit good strategic fit? What value-chain match-ups do you see? What opportunities for skills transfer. Conduct a financial analysis using the template provided on Beach-board. 2011 Page 14 PepsiCo Case Assignment Questions: 1. what is your overall evaluation of PepsiCo’s business portfolio? Does the portfolio provide the company’s shareholders with an opportunity for above-average market returns? 4. cost sharing. or brand sharing do you see? Does PepsiCo’s portfolio exhibit good resource fit? What are the cash flow characteristics of each of PepsiCo’s four segments? Which businesses are the strongest contributors to PepsiCo’s free cash flows? Based on the preceding analysis. What is PepsiCo’s corporate strategy? Briefly identify the business strategies that PepsiCo is using in each of its consumer business segments.August 7. make acquisitions. 2. What strategic actions should Indra Nooyi take to sustain the corporation’s impressive financial and market performance? Should its free cash flows be used to fund additional share repurchase plans. What does the financial information reveal about the company’s success and performance during the 20012010 years? . what strategic actions is Indra Nooyi taking to sustain the corporation’s impressive financial and market performance? Also. What is your assessment of the long-term attractiveness of the industries represented in PepsiCo’s business portfolio? What is your assessment of the competitive strength of PepsiCo’s different business units? What does a 9-cell industry attractiveness/business strength matrix displaying PepsiCo’s business units look like? 3. what does “sustainability” mean to Indra Nooyi at PepsiCo? What recommendations would you make to Indra Nooyi and her management team as they expand globally around the world? 5. expand internationally. or for other purposes? What other strategic actions should be pursued by corporate level management? Based on the videos we watched.
August 7. 2011 Page 15 .
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