COURSE: BUS 478 D300 (Thurs.) INSTRUCTOR: Jerry Sheppard
TITLE: Strategy Office: WMC 4387
SEMESTER: Fall 2016 (1167) Hours: Mon. 12:40 – 1:20
CLASSROOM: WMC 3220 Thurs. 10:40 – 11:20
WEBSITE: Phone: 778-782-4918
~sheppard/478index.html E-mail:
Revised: September 8, 2016
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Revised: September 8, 2016
Pre-requisites:
Bus 207, 312, 343, 360, and either Bus 374 or 381, and 90 credit hours.
Objectives
- Develop a capacity to think strategically about a firm, its business position, how it can gain a competitive advantage.
- Conduct strategic analyses for a variety of industries, organizations and situations so as to develop a strong grasp of the competitive challenges of a global environment.
- Become acquainted with the managerial tasks associated with strategy formulation, and the actions managers can take to promote competent implementation.
- Integrate knowledge from other courses to see how parts of the business puzzle fit together and why different parts of a firm need to be managed in harmony.
Required Textbook
Hitt, Ireland & Hoskisson, Strategic Management, Competiveness & Globalization, Concepts 11th or 12thed. Cengage. ISBN: 978-1305502208 or 9781285425184 respectively
Grades
Individual written case analysis ...... / 28%Midterm ...... / 28%
Participation ...... / 12%
Individual contribution to group ...... / 5%
Group written case Synopsis ...... / 5%
Group written case analysis ...... / 10%
Group presentation ...... / 12%
Class participation
Positive contribution to class discussion is an integral part of the course; coming to class is not enough!Attendance accounts for some of this and contribution to discussion accounts for a major part. The best way to contribute is to be prepared by reading the material in advance and saying something in class. Keep in mind that your contribution will be evaluated for quality.
Individual Analysis
The Individual company strategic analysis is on Saputo. The case provided is only intended as an introduction). You will need to update the information on the firm and its industry as best you can. Your analysis should use the doc. file linked to “Blank Analysis Template” available on the Bus.478 Web page.
Group project and presentation
You will form into groups of five by the 3rd class. Groups should have folks who have a range of skills, and can work well together.
You will be evaluating others in the group. The average grade for the group is to be 3.1. If you choose not to fill out a grade form, all group members will receive a 3.15.
Your group will write a 5-8 page synopsis of a company of your choice. It will cover the firm’s history, environment, current state andmain strategic challenges. At the end of the term your group will present a 35-minute analysis of this firm. The group will then have two days to complete a written analysis of the firm.
Session breakdown
Most sessions will include a short lectureon critical chapter points, some strategybased exercise and a case (a 20%, 40% 40% split, respectively). Lecture material,taken from the concepts chapters, is available online in Power Point (an ‘Essentials’ version that I go through in class, and a full version, with audio) at my convenient website:
Ethical Considerations
You are expected to do your own work on the individual assignments. Failure to do so, or plagiarism, or insufficient citation could result in a zero for the assignment.
Course Coverage
Responsibility for discussion of case analyses and exercises is the students; the instructor’s role is to facilitate. This is where the majority of the class participation mark is derived. .
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Revised: September 8, 2016
Date / Topic Detail and Cases / Read / DueBasics / Sept. 8 / Strategic Management, Performance & Cases / Ch. 1, Case Ppt. Performance Ppt.
Sept.15 / External & Internal Environment, Insourcing, IMI Case, &Double-In-Class Practice, Part 1 / Ch. 2 & 3, IMI Case, Insourcing, Double-Practice 1
Sept.22 / Bus. & Corp Level Strategy
In-Class Exercise # 1, Part 2 & Toms / Ch. 4 & 6,
In-Class Exercise 1, Toms Case / Group
List
Sept.29 / International / Cooperative Strategy,
Double-In-Class Practice, Part 2 / Ch. 89
In-Class Exercise 1 Double-Practice 2
Oct. 6 / Dynamics, Restructuring, Kaskazi 1, Kaskazi 2, In-Class Exercise#2 Chapter Review / Ch. 5 & 7,
In-Class Exercise 2,Kaskazi 1 & 2 / Case Synopsis
Applications / Oct. 13 / Midterm
Oct. 20 / Renewal Innovation & Corp. Govern.,Luminous / Ch. 10 & 13, Luminous
Oct. 27 / Control & Rewards, Van Halen & Corning Case / Ch. 11, Corning, Van Halen
Nov. 3 / Individual analysis: Saputo / Saputo / Individual Analysis
Nov. 10 / Leadership & the BP Deepwater Horizon Case / Ch. 12, BPDeepwater
Ends / Nov. 17 / Case Presentations / (Written analysis due Nov. 19 )
Nov. 24 / Case Presentations / (Written analysis due Nov. 26 )
Dec. 1 / Case Presentations / (Written analysis due Dec. 3 )
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Bus 478 Group Selection
COURSE:BUS 478-3 INSTRUCTOR:Dr. J. Sheppard
TITLE:StrategyOffice: WMX 4387
NOTES: 778-782-4918 E-mail:
GROUP MEMBERS:
Name / Student ID # / Title / ConcentrationCEO
COO
CMO
CFO
CHR
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Bus 478 Group Evaluation
Group ______
Grades range from 0.0 - 4.4. / Fill in only the column that applies to your group / CommentsTitle / 4 Person Group / 5 Person Group / 6 Person Group
CEO:
COO:
CMO:
CFO:
CHR:
CIO:
Total: / 12.4 / 15.5 / 18.6
Analysis Outline
Section of report Grade range is 0.0 –4.4 /Form
/ ContentMission, Objectives, Goals, stakeholders / Updated Information
Current Mission
Goals & Objectives
Stakeholders /
- If case info. needs updating, update it and bring the audience/reader up to speed.
- Provide the firm’s current Mission & Goals.
- Who’re the stakeholders & what do they want?
General and Industry Environment / Macro Environment (Demographics, Economy, etc.)
Industry Environment (Porter’s 5)
Competitors (top 3 or so)
What are the industry dynamics /
- Clearly outline these elements.
- Industry dynamics include the likelihood of competitor attach and response and the form these attacks and responses are likely to take given conditions in the environment
Resources and Capabilities / Core Competencies / Resources (Tangible / Intangible)
Capabilities (by Functional Area)
Core Competencies (VIRO)
Performance /
- Details will be needed (e.g. you should say “Their physical plant is the most modern and efficient in the industry and it allows them to….” rather than simply listing “physical Plant” under a list of tangible resources).
Business, Corp. and International Strategies / Business Level Strategy
Corporate Level Strategy
International Strategy
Cooperative Strategy /
- Tell me what is their:
־Corp. level strategy (Conglomerate, Vert. Integration Single bus., etc.)
־International Strategy (Global, Transnational, Multidomestic).
־Any Joint Ventures, etc.
Synthesis /
Firm Strengths & Weaknesses
Enviro. Opportunities & Threats
SWOT Matrix
Does the strategy fit the SWOT
/- Summarize not only the strengths & weaknesses / opportunities & threats but relate them to each other – how does all that you’ve said so far fit together.
Selecting a Course of Action / Possible Alternatives
Criteria by which you will evaluate Alternatives
Evaluation of Alternatives
Recommendation /
- Generate possible alternatives.
- Evaluate possible courses of action given mission, SWOT and strategy.
- Evaluation (Apply the criteria)
- Recommend (This is a must)
Implementation / Describe Action Plan for implementation
Discuss the logic of Action Plan
Are any new organizational structure or controls needed
Criteria to evaluate change success. /
- Logical & appropriate Action Plan for implementing your recommendations (1st this, then)
- Review any new organizational structure or controls needed
- Criteria by which you will evaluate whether the change was successful.
Average
Analysis Outline
The written version should be no more than 20 page, including cover and citations, no table of contents or exec summary needed, no less than 11 pt, double space, and no less than 1-inch margins. Mix the tables and figures into the text as they are mentioned in the paper.
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Revised: September 8, 2016
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Revised: September 8, 2016
INTRODUCTION
Background in Brief
The Organization Today
MISSION, GOALS & STAKEHOLDERS
Mission
Goals and Objectives
1. …
2. …
Stakeholders
1. …
2. …
EXTERNAL ANALYSIS
General Environment
1. …
2. …
Industry Environment
1. …
2. …
Competitor Analysis
1. …
2. …
Analysis of Dynamics of External Forces
1. …
2. …
INTERNAL ANALYSIS
Resources
Tangible
1. …
2. …
Intangible
1. …
2. …
Capabilities
1. …
2. …
Core Competencies
1. …
2. …
3. Three is plenty
Performance
1. …
2. …
STRATEGY
Business Level Strategy
Corporate Level Strategy
International Strategy
Cooperative Strategies
SYNTHESIS
Strengths
1. …
2. …
Weaknesses
1. …
2. …
Opportunities
1. …
2. …
Threats
1. …
2. …
SWOT Matrix!
SWOT fit with strategy
SELECTING A COURSE OF ACTION
Alternatives
1. …
2. …
3. …
Criteria for Evaluation
1. …
2. …
3. …
Evaluation
Matrix of Criteria to Alternatives
Recommendation
Short term
Long Term
IMPLEMENTATION
Action Plan Described
1. …
2. …
Rationale for Action Plan
New Structure & Control Systems needed
Criteria to Evaluate Implementation Success
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Revised: September 8, 2016
STUDENT INPUT FOR CLASS Name ______
PARTICIPATION GRADE (Due last Class) Student # ______
General attendanceA+ A A- B+ B B- C+ C C- D F
(Missed Classes)Comments: ______
______
On-time attendanceA+ A A- B+ B B- C+ C C- D F
(Late Classes)Comments: ______
______
Minutes of Sleep orA+ A A- B+ B B- C+ C C- D F
Newspaper Reading Comments: ______
in Class ______
Contribution Quantity A+ AA- B+ B B- C+ C C- D F
Comments: ______
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______
Contribution Quality A+ AA- B+ B B- C+ C C- D F
Comments: ______
______
______
Other (Specify)A+ AA- B+ B B- C+ C C- D F
Comments: ______
______
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______
______
Other (Specify)A+ AA- B+ B B- C+ C C- D F
Comments: ______
______
______
______
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Revised: September 8, 2016