BUS499 Student Version 1116

Business Administration Capstone BUS 499 Student Course Guide Prerequisite: To be taken as last or next to last course Strayer
r Technical Support INSTRUCTIONAL MATERIAL - Required Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2011). Strategic management: Competitiveness and globalization, concepts and cases: 2011 custom edition (9th ed.). Mason, OH: SouthWestern Cengage Learning. 1-877-642-2999
INSTRUCTIONAL MATERIAL - Supporting The following resources provide additional background and supporting information for this course. There is no need to purchase these items for the course. Angwin, D., Paroutis, S., & Mitson, S. (2009). Connecting up strategy: Are senior strategy directors a missing link? California Management Review, 51(3), 74-94. Derfus, P. J., Maggitti, P. G., Grimm, C. M., & Smith, K. G. (2008). The red queen effect: Competitive actions and firm performance. Academy of Management Journal, 51(1), 6180. Franken, A., Ewards, C., & Lambert, R. (2009). Executing strategic change: Understanding the critical management elements that lead to success. California Management Review, 51(3), 49-73.
COURSE DESCRIPTION This course is the capstone course for the Bachelor of Business Administration program. It examines the processes by which organizations formulate strategy, implement policy, and evaluate outcomes in the highly competitive and dynamic global environment. The ethical implications of strategic choices are a central concern of this course. Analytic, integrative, and decision-making skills will be exercised through the use of case analysis and decision making. COURSE OUTCOMES Upon the successful completion of this course, the student will be able to: 1. Identify the vision, mission, and stakeholders of a firm. 2. Identify how the six segments of the general environment affects an industry and its firms.
2010 Strayer University, All Rights Reserved. This document contains Strayer University Confidential and Proprietary information and may not be copied, further distributed, or otherwise disclosed in whole or in part, without the expressed written permission of Strayer University.
BUS 499 Student Version 201102 [1001 09/1/2010]
Page 1 of 26
3. Identify the five forces of competition. 4. Analyze the external environment for opportunities and threats that impact the firm. 5. Analyze the internal environment of a company for strengths and weaknesses that impact the firms competitiveness. 6. Identify various levels and types of strategy in a firm. 7. Describe how corporate governance affects strategic decisions. 8. Describe the relationship between strategy and organizational structure. 9. Analyze strategic leadership, strategic entrepreneurship, and corporate entrepreneurship. 10. Use technology and information resources to research issues in strategic management.
COURSE EXPECTATIONS To obtain the most benefit from this class: Follow Strayer Universitys policies and procedures as well as those specific to this class. o Class specific information can be found within the Class Information section within the Student Center. WEEKLY COURSE SCHEDULE The weekly schedule describes the learning activities that will help you achieve the course outcomes and the assignments that will be used to measure your mastery of the outcomes. Each week is divided into sections consisting of readings, lectures, discussions, and assignments. For selected assignments, a grading rubric is included in this course guide and will be used to evaluate your performance. Week 1 2 3 4 5 6 7 8 9 10 11 Assignments Assignment 1: Great Lakes: Great Decisions Assignment 2: Apple Computer, Inc. Assignment 3: Motorola, Inc. Assignment 4: A Horror Show at the Cinemaplex Assignment 5: From Swords to Ploughshares Date
WEEK 1 Course outcome in focus: Identify the vision, mission, and stakeholders of a firm. Activities:
Page 2 of 26
Readings: Read Chapter 1 Supporting Topics: Lecture Topics: The competitive landscape The I/O model of above-average returns The resource-based model of above-average returns Vision and mission Stakeholders Strategic leaders The strategic management process Lectures and Discussions: Faculty introduction, course overview and expectations Review course philosophy, expectations, assignments, late policy, grading, academic integrity, APA use if appropriate, and attendance policy.
Student introductions Lecture on the competitive landscape, the I/O model of above-average returns, the resource-based model of above-average returns, vision and mission, stakeholders, strategic leaders, and the strategic management process. Discussion 1: Strategic Competitiveness. Students will respond to the following: o Describe the characteristics of the current competitive landscape. o Discuss which of the two primary drivers of the competitive landscape is more influential and state why you think so. o Explain which model (I/O model or resource-based model) you believe will best help a firm earn above-average returns. Discussion 2: Managements Responsibility. Students will respond to the following: o Explain why you agree or disagree with the following statement. I think managers have little responsibility for the failure of business firms.
WEEK 2 Course outcome in focus: Identify how the six segments of the general environment affect an industry and its firms. Identify the five forces of competition. Analyze the external environment for opportunities and threats that impact the firm. Activities:
Page 3 of 26
Readings: Read Chapter 2 Review Case 3: Barclays: Matt Barretts JourneyWinning Hearts and Minds. Be prepared to discuss. NOTE: The Barclays case will also be discussed in Week 3. Supporting Topics: Lecture Topics: The general, industry, and competitive environments External environment analysis Segments of the general environment Industry environment analysis Interpreting industry analysis Strategic groups Competitor analysis Ethical considerations Lectures/Discussions: Lecture on the general, industry, and competitive environments; external environment analysis, segments of the general environment, industry environment analysis, interpreting industry analysis, strategic groups, competitor analysis, and ethical considerations. Discussion 1: Part 1: Barclays: Matt Barretts JourneyWinning Hearts and Minds Students will respond to the following: o Perform an analysis of the Social/Demographic, Technological, Economic, Environmental/Geographic, and Political/Legal/Governmental segments to understand the general environment facing Barclays. Describe how Barclays will be affected by each of these external factors. Discussion 2: Five Forces of Competition Model. Students will respond to the following: o Analyze the retail financial services industry using the Five Forces of Competition Model. Describe the impact of each of the five forces on the industry and based on this analysis, determine if the industry is attractive or unattractive.
Assignment #1: Case 11: Great Lakes: Great Decisions Due: Read Case 11: Great Lakes: Great Decisions. Prepare a four to ten (4-10) page report that answers the following:
Page 4 of 26
1. Perform an analysis of the Social/Demographic, Technological, Economic, Environmental/Geographic, and Political/Legal/Governmental segments to understand the general environment facing Great Lakes. Describe how Great Lakes will be affected by each of these external factors. 2. Analyze the lead additives industry in the U.S. using the Five Forces of Competition Model. Describe the impact of each of the five forces on the industry and based on this analysis, determine if the industry is attractive or unattractive. 3. Describe who Great Lakes immediate, impending, and invisible competitors are and how Great Lakes measures up against these competitors. 4. Describe the main capabilities of Great Lakes. The format of the report is to be as follows: o Typed, double spaced, Times New Roman font (size 12), one inch margins on all sides, APA format. o Type the question followed by your answer to the question. o In addition to the 4-10 pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructors name, the course title, and the date. NOTE: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.
The assignment will be graded using the following rubric:

Identify how the six segments of the general environment affects an industry and its firms. Outcomes Assessed Identify the five forces of competition. Analyze the external environment for opportunities and threats that impact the firm. Use technology and information resources to research issues in Business. Grading Rubric for Assignment 1 Case 11: Great Lakes: Great Decisions 0 Unacceptable Did not complete the assignment or did not describe how Great Lakes will be affected by each of the external factors; omitted key information and/or included irrelevant information. Completed with 20 Developing Partially described how Great Lakes will be affected by each of the external factors; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic. 30 Competent Sufficiently described how Great Lakes will be affected by each of the external factors. Completed with 8089% accuracy, thoroughness, and logic. 40 Exemplary Fully described how Great Lakes will be affected by each of the external factors. Completed with 90100% accuracy, thoroughness, and logic.
Criteria 1. Describe how Great Lakes will be affected by each of the external factors.
Page 5 of 26
2. Describe the impact of each of the five forces on the lead additives industry and determine if the industry is attractive or unattractive.
3. Describe who Great Lakes immediate, impending, and invisible competitors are and how Great Lakes measures up against these competitors.
4. Describe the main capabilities of Great Lakes.
less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the impact of each of the five forces on the lead additives industry and determine if the industry is attractive or unattractive; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe who Great Lakes immediate, impending, and invisible competitors are and how Great Lakes measures up against these competitors; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the main capabilities of Great Lakes; omitted key information and/or included irrelevant information. Completed with less than 60%
Partially described the impact of each of the five forces on the lead additives industry and determine if the industry is attractive or unattractive; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the impact of each of the five forces on the lead additives industry and determine if the industry is attractive or unattractive. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the impact of each of the five forces on the lead additives industry and determine if the industry is attractive or unattractive. Completed with 90100% accuracy, thoroughness, and logic.
Partially described who Great Lakes immediate, impending, and invisible competitors are and how Great Lakes measures up against these competitors; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described who Great Lakes immediate, impending, and invisible competitors are and how Great Lakes measures up against these competitors. Completed with 8089% accuracy, thoroughness, and logic.
Fully described who Great Lakes immediate, impending, and invisible competitors are and how Great Lakes measures up against these competitors. Completed with 90100% accuracy, thoroughness, and logic.
Partially described the main capabilities of Great Lakes; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the main capabilities of Great Lakes. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the main capabilities of Great Lakes. Completed with 90100% accuracy, thoroughness, and logic.
Page 6 of 26
5. Clarity
6. Writing Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage
accuracy, thoroughness, and logic. Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Major issues)
Explanations generally unclear and not well organized. (Many issues) Had 6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Many issues)
Explanations generally clear and/or organized. (Minor issues)
Explanations very clear and well organized. (Added helpful details.) Had 0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage.
Had 4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Minor issues)
WEEK 3 Course outcome in focus: Analyze the internal environment of a company for strengths and weaknesses that impact the firms competitiveness. Activities: Readings: Read Chapter 3 Review Case 3: Barclays: Matt Barretts JourneyWinning Hearts and Minds. Be prepared to discuss. Supporting Topics: Lecture Topics: Analyzing the internal organization Resources, capabilities, and core competencies Building core competencies Outsourcing Competencies, strengths, weaknesses, and strategic decisions Lectures/Discussions: Lecture on analyzing the internal organization; and resources, capabilities, core competencies, building core competencies; outsourcing; and competencies, strengths, weaknesses, and strategic decisions. Discussion 1: Strong Brands. Students will respond to the following: o Several companies use their brand as a competitive advantage. Given your knowledge about the global economy, identify three brands you believe have the
Page 7 of 26
strongest likelihood of remaining a source of advantage in the twenty-first century and explain why. o Explain the effects you believe the Internets capabilities will have on these brands and what should the owner of the brand do in light of them. Discussion 2: Part 2: Barclays: Matt Barretts JourneyWinning Hearts and Minds Students will respond to the following: o Describe Barclays strengths and weaknesses. o Explain whether Barclays has a sustainable competitive advantage in the retail financial services industry and if so, describe the source.
WEEK 4 Course outcome in focus: Identify various levels and types of strategy in a firm. Activities: Readings: Read Chapters 4 and 5 Review Case 2: Baidu: Beating Google at its Own Game. Be prepared to discuss. Supporting Topics: Lecture Topics: Customers: their relationship with business-level strategies The purpose of a business-level strategy Types of business-level strategies A model of competitive rivalry Competitor analysis Drivers of competitive actions and responses Competitive rivalry Likelihood of attack Likelihood of response Competitive dynamics Lectures/Discussions: Lecture on customers: their relationship with business-level strategies, the purpose of a business-level strategy, types of business-level strategies, a model of competitive rivalry, competitor analysis, drivers of competitive actions and responses, competitive rivalry, likelihood of attack, likelihood of response, and competitive dynamics. Discussion 1: Restaurant Segmentation. Students will respond to the following: o Assume that you have decided to establish and operate a restaurant in your local community; describe the market segment you would intend to serve. o Describe what needs these customers have that you could satisfy with your
Page 8 of 26
restaurant. o Explain how you would satisfy those needs. Discussion 2: Case 2: Baidu: Beating Google at its Own Game Students will respond to the following: o Describe who Baidus main competitors are and how Baidu measures up against these competitors. o Describe what Baidus main capabilities are and explain what their core competence is.
Assignment #2: Case 14: Apple Computer, Inc.: Maintaining the Music Business while Introducing iPhone and Apple TV Due: Read Case 14: Apple Computer, Inc.: Maintaining the Music Business while Introducing iPhone and Apple TV. Prepare a four to ten (4-10) page report that answers the following: 1. Describe the key strategic challenges facing Apple Computer. 2. Describe the dimensions along which company success can be measured. 3. Describe the critical external and internal environmental factors that have strategic implications for Apple's future. 4. Describe how Apple's strategy stands up against industry rivalry. 5. Describe the recommendations you would make to enhance the effectiveness of the company's strategy or to change its strategic approach for better results. The format of the report is to be as follows: o Typed, double spaced, Times New Roman font (size 12), one inch margins on all sides, APA format. o Type the question followed by your answer to the question. o In addition to the 4-10 pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructors name, the course title, and the date. NOTE: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.

Page 9 of 26
Analyze the internal environment of a company for strengths and weaknesses that impact the firms competitiveness. Identify various levels and types of strategy in a firm. Use technology and information resources to research issues in Business. Grading Rubric for Assignment 2 Case 14: Apple Computer, Inc.: Maintaining the Music Business while Introducing iPhone and Apple TV Outcomes Assessed 0 Unacceptable Did not complete the assignment or did not describe the key strategic challenges facing Apple Computer; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the dimensions along which company success can be measured; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the critical external and internal environmental factors that have strategic implications for Apple's future; omitted key information and/or included irrelevant information. Completed with less than 60% 20 Developing Partially described the key strategic challenges facing Apple Computer; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic. 30 Competent Sufficiently described the key strategic challenges facing Apple Computer. Completed with 8089% accuracy, thoroughness, and logic. 40 Exemplary Fully described the key strategic challenges facing Apple Computer. Completed with 90100% accuracy, thoroughness, and logic.
Criteria 1. Describe the key strategic challenges facing Apple Computer.
2. Describe the dimensions along which company success can be measured.
Partially described the dimensions along which company success can be measured; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the dimensions along which company success can be measured. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the dimensions along which company success can be measured. Completed with 90100% accuracy, thoroughness, and logic.
3. Describe the critical external and internal environmental factors that have strategic implications for Apple's future.
Partially described the critical external and internal environmental factors that have strategic implications for Apple's future; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the critical external and internal environmental factors that have strategic implications for Apple's future. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the critical external and internal environmental factors that have strategic implications for Apple's future. Completed with 90100% accuracy, thoroughness, and logic.
Page 10 of 26
4. Describe how Apple's strategy stands up against industry rivalry.
5. Describe the recommendations you would make to enhance the effectiveness of the company's strategy or to change its strategic approach for better results.
6. Clarity
7. Writing Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage.
accuracy, thoroughness, and logic. Did not complete the assignment or did not describe how Apple's strategy stands up against industry rivalry; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the recommendations you would make to enhance the effectiveness of the company's strategy or to change its strategic approach for better results; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Major issues)
Partially described how Apple's strategy stands up against industry rivalry; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described how Apple's strategy stands up against industry rivalry. Completed with 8089% accuracy, thoroughness, and logic.
Fully described how Apple's strategy stands up against industry rivalry. Completed with 90-100% accuracy, thoroughness, and logic.
Partially described the recommendations you would make to enhance the effectiveness of the company's strategy or to change its strategic approach for better results; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the recommendations you would make to enhance the effectiveness of the company's strategy or to change its strategic approach for better results. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the recommendations you would make to enhance the effectiveness of the company's strategy or to change its strategic approach for better results. Completed with 90100% accuracy, thoroughness, and logic.
Page 11 of 26
WEEK 5 Course outcome in focus: Identify various levels and types of strategy in a firm. Activities: Readings: Read Chapter 6 Review Case 27: Tesco versus Sainburys: Growth Strategies and Corporate Competitiveness. Be prepared to discuss. Supporting Topics: Lecture Topics: Levels of diversification Reasons for diversification Value-creating diversification: related constrained and related linked diversification Unrelated diversification Value-neutral diversification: incentives and resources Value-reducing diversification: managerial motives to diversify Lectures/Discussions: Lecture on levels of diversification, reasons for diversification, and value-creating diversification: related constrained and related linked diversification, unrelated diversification, value-neutral diversification: incentives and resources, and valuereducing diversification: managerial motives to diversify. Discussion 1: Diversification. Students will respond to the following: o Which of the following do you believe is the primary reason for over diversification? Industrial policies, such as taxes and antitrust regulation, or because managers pursue their own self-interest through increased compensation and a reduced risk of job loss. Explain your answer. Discussion 2: Case 27: Tesco versus Sainburys: Growth Strategies and Corporate Competitiveness Students will respond to the following: o o o o Describe Tesco and Sainsburys business-level strategy. Explain if you think the strategy is appropriate to offset the forces in the industry. Recommend any changes you believe should be made. Describe any challenges you foresee.
WEEK 6 Course outcome in focus: Identify various levels and types of strategy in a firm. Activities:
Page 12 of 26
Readings: Read Chapter 7 Review Case 6: CEMEX: Building a Global Latina. Be prepared to discuss. Supporting Topics: Lecture Topics: The popularity of merger and acquisition strategies Reasons for acquisitions Problems in achieving acquisition success Effective acquisitions Restructuring Lectures/Discussions: Lecture on the popularity of merger and acquisition strategies, reasons for acquisitions, problems in achieving acquisition success, effective acquisitions, and restructuring. Discussion 1: Executive Pay. Students will respond to the following: o Some evidence suggests that there is a direct and positive relationship between a firms size and its top-level managers compensation. Explain what inducement you think that relationship provides to upper-level executives. o Recommend what can be done to influence the relationship so that it serves shareholders interests. Discussion 2: Case 6: CEMEX: Building a Global Latina. Students will respond to the following: o Describe what competitive advantages the company has developed during its years of expansion. o Recommend whether CEMEX should continue to use an acquisition strategy to pursue international expansion opportunities or focus on debt reduction and internally-driven efficiencies and growth. Explain the reasons for your recommendation.
Assignment #3: Case 17: Motorola, Inc. Due: Read Case 17: Motorola, Inc. Prepare a four to ten (4-10) page report that answers the following: 1. Describe the salient opportunities and threats that exist in Motorola's external environment. 2. Describe the company's most prominent strengths and weaknesses.
Page 13 of 26
3. Describe the advantages and disadvantages associated with each of Motorola's strategic options. 4. Describe how the corporation's strategy and organizational structure can be designed to solve the company's strategic issues. 5. Explain how Motorola should proceed. The format of the report is to be as follows: o Typed, double spaced, Times New Roman font (size 12), one inch margins on all sides, APA format. o Type the question followed by your answer to the question. o In addition to the 4-10 pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructors name, the course title, and the date. NOTE: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.

Outcomes Assessed Analyze the external environment for opportunities and threats that impact the firm. Analyze the internal environment of a company for strengths and weaknesses that impact the firms competitiveness. Identify various levels and types of strategy in a firm. Use technology and information resources to research issues in Business. Grading Rubric for Assignment 3 Case 17: Motorola, Inc. 0 Unacceptable Did not complete the assignment or did not describe the salient opportunities and threats that exist in Motorola's external environment; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the company's most 20 Developing Partially described the salient opportunities and threats that exist in Motorola's external environment; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic. 30 Competent Sufficiently described the salient opportunities and threats that exist in Motorola's external environment. Completed with 8089% accuracy, thoroughness, and logic. 40 Exemplary Fully described the salient opportunities and threats that exist in Motorola's external environment. Completed with 90100% accuracy, thoroughness, and logic.
Criteria 1. Describe the salient opportunities and threats that exist in Motorola's external environment.
2. Describe the company's most prominent strengths and
Partially described the company's most prominent strengths and weaknesses;
Sufficiently described the company's most prominent strengths
Fully described the company's most prominent strengths and weaknesses.
Page 14 of 26
weaknesses.
3. Describe the advantages and disadvantages associated with each of Motorola's strategic options.
4. Describe how the corporation's strategy and organizational structure can be designed to solve the company's strategic issues.
5. Explain how Motorola should proceed.
prominent strengths and weaknesses; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the advantages and disadvantages associated with each of Motorola's strategic options; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe how the corporation's strategy and organizational structure can be designed to solve the company's strategic issues; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not explain how Motorola should proceed; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy,
omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
and weaknesses. Completed with 8089% accuracy, thoroughness, and logic.
Completed with 90100% accuracy, thoroughness, and logic.
Partially described the advantages and disadvantages associated with each of Motorola's strategic options; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the advantages and disadvantages associated with each of Motorola's strategic options. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the advantages and disadvantages associated with each of Motorola's strategic options. Completed with 90100% accuracy, thoroughness, and logic.
Partially described how the corporation's strategy and organizational structure can be designed to solve the company's strategic issues; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described how the corporation's strategy and organizational structure can be designed to solve the company's strategic issues. Completed with 8089% accuracy, thoroughness, and logic.
Fully described how the corporation's strategy and organizational structure can be designed to solve the company's strategic issues. Completed with 90100% accuracy, thoroughness, and logic.
Partially explained how Motorola should proceed; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently explained how Motorola should proceed. Completed with 8089% accuracy, thoroughness, and logic.
Fully explained how Motorola should proceed. Completed with 90-100% accuracy, thoroughness, and logic.
Page 15 of 26
6. Clarity
thoroughness, and logic. Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Major issues)
WEEK 7 Course outcome in focus: Identify various levels and types of strategy in a firm. Activities: Readings: Read Chapter 8 Review Case 12: Blue Ocean Strategy at Henkel. Be prepared to discuss. Supporting Topics: Lecture Topics: Identifying international opportunities: incentives to use an international strategy International strategies Environmental trends Choice of international entry mode Strategic competitive outcomes Risks in an international environment Lectures/Discussions: Lecture on identifying international opportunities: incentives to use an international strategy, international strategies, environmental trends, choice of international entry mode, strategic competitive outcomes, and risks in an international environment. Discussion 1: International Opportunities. Students will respond to the following: o Explain why, given the advantages of international diversification, some firms choose not to expand internationally. o As firms attempt to internationalize, they may be tempted to locate their facilities where product liability laws are lax in testing new products. Describe some
Page 16 of 26
examples in which this motivation is the driving force behind international expansion. Discussion 2: Case 12: Blue Ocean Strategy at Henkel. Students will respond to the following: o Describe the potential strategies that are revealed by aligning Henkel's internal strengths and weaknesses with existing opportunities and threats in the external environment. o Recommend what actions the company should take to better satisfy customer needs and improve its business-level strategy.
WEEK 8 Course outcome in focus: Identify various levels and types of strategy in a firm. Activities: Readings: Read Chapter 9 Review Case 10: eBay Inc.: Bidding for the Future. Be prepared to discuss. Supporting Topics: Lecture Topics: Strategic alliances as a primary type of cooperative strategy Business-level cooperative strategy Corporate-level cooperative strategy International cooperative strategy Network cooperative strategy Competitive risks with cooperative strategies Managing cooperative strategies Lectures/Discussions: Lecture on strategic alliances as a primary type of cooperative strategy, business-level cooperative strategy, corporate-level cooperative strategy, international cooperative strategy, network cooperative strategy, competitive risks with cooperative strategies, and managing cooperative strategies. Discussion 1: Strategic Alliance. Students will respond to the following: o From an ethical perspective, describe how much information is a firm obliged to tell a potential strategic alliance partner about what it expects to learn from the cooperative arrangement. Discussion 2: Case 10: eBay Inc.: Bidding for the Future. Students will respond to the following:
Page 17 of 26
o Recommend ways that the company can differentiate itself from the competitive pack of online marketplace giants and expanding retail brands. o Explain how an effective corporate strategy can help the company achieve its objectives. o Recommend what Donahoe should do with Skype. o Explain what role international expansion plays in meeting eBay's goals.
Assignment #4: Case 16: A Horror Show at the Cinemaplex? Due: Read Case 16: A Horror Show at the Cinemaplex? Prepare a four to ten (4-10) page report that answers the following 1. Perform a comprehensive analysis of the five competitive forces. Discuss what level of competition can be anticipated amongst industry rivals. 2. Describe the advantages and disadvantages of each of the top four competitors' situations and strategic approaches. 3. Describe the financial considerations that affect the profitability of major movie theater businesses. 4. Describe what strategic options are feasible given the situation facing industry participants. 5. Describe what recommendations you would make to improve their likelihood of future success. The format of the report is to be as follows: o Typed, double spaced, Times New Roman font (size 12), one inch margins on all sides, APA format. o Type the question followed by your answer to the question. o In addition to the four to ten (4-10) pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructors name, the course title, and the date. NOTE: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.

Identify the five forces of competition. Analyze the internal environment of a company for strengths and weaknesses that impact the firms competitiveness. Identify various levels and types of strategy in a firm.
Outcomes Assessed
Page 18 of 26
Use technology and information resources to research issues in Business. Grading Rubric for Assignment 4 Case 16: A Horror Show at the Cinemaplex? 0 Unacceptable Did not complete the assignment or did not discuss what level of competition can be anticipated amongst industry rivals; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the advantages and disadvantages of each of the top four competitors' situations and strategic approaches; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the financial considerations that affect the profitability of major movie theater businesses; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or 20 Developing Partially discussed what level of competition can be anticipated amongst industry rivals; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic. 30 Competent Sufficiently discussed what level of competition can be anticipated amongst industry rivals. Completed with 80-89% accuracy, thoroughness, and logic. 40 Exemplary Fully discussed what level of competition can be anticipated amongst industry rivals. Completed with 90100% accuracy, thoroughness, and logic.
Criteria 1. Discuss what level of competition can be anticipated amongst industry rivals.
2. Describe the advantages and disadvantages of each of the top four competitors' situations and strategic approaches.
Partially described the advantages and disadvantages of each of the top four competitors' situations and strategic approaches; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the advantages and disadvantages of each of the top four competitors' situations and strategic approaches. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the advantages and disadvantages of each of the top four competitors' situations and strategic approaches. Completed with 90100% accuracy, thoroughness, and logic.
3. Describe the financial considerations that affect the profitability of major movie theater businesses.
Partially described the financial considerations that affect the profitability of major movie theater businesses; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the financial considerations that affect the profitability of major movie theater businesses. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the financial considerations that affect the profitability of major movie theater businesses. Completed with 90100% accuracy, thoroughness, and logic.
4. Describe what strategic options
Partially described what strategic
Sufficiently described what
Fully described what strategic
Page 19 of 26
are feasible given the situation facing industry participants.
5. Describe what recommendations you would make to improve their likelihood of future success.
6. Clarity
did not describe what strategic options are feasible given the situation facing industry participants; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe what recommendations you would make to improve their likelihood of future success; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Major issues)
options are feasible given the situation facing industry participants; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
strategic options are feasible given the situation facing industry participants. Completed with 8089% accuracy, thoroughness, and logic.
options are feasible given the situation facing industry participants. Completed with 90100% accuracy, thoroughness, and logic.
Partially described what recommendations you would make to improve their likelihood of future success; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described what recommendations you would make to improve their likelihood of future success. Completed with 8089% accuracy, thoroughness, and logic.
Fully described what recommendations you would make to improve their likelihood of future success. Completed with 90-100% accuracy, thoroughness, and logic.
WEEK 9 Course outcome in focus: Describe how corporate governance affects strategic decisions. Describe the relationship between strategy and organizational structure. Activities:
Page 20 of 26
Readings: Read Chapters 10 and 11 Review Case 4: Accounting at Biovail. Be prepared to discuss. Review Case 8: From Low Cost to Global Leadership: Computime (Hong Kong) Leads through Innovation. Be prepared to discuss. Supporting Topics: Lecture Topics: Separation of ownership and managerial control Ownership concentration Board of directors Market for corporate control International corporate governance Governance mechanisms and ethical behavior Organizational structure and controls Relationships between strategy and structure Evolutionary patterns of strategy and organizational structure Implementing business-level cooperative strategies Implementing corporate-level cooperative strategies Implementing international cooperative strategies Lectures/Discussions: Lecture on separation of ownership and managerial control, ownership concentration, board of directors, market for corporate control, international corporate governance, governance mechanisms and ethical behavior, organizational structure and controls, relationships between strategy and structure, evolutionary patterns of strategy and organizational structure, implementing business-level cooperative strategies, implementing corporate-level cooperative strategies, and implementing international cooperative strategies. Discussion 1: Case 4: Accounting at Biovail. Students will respond to the following: o Establishing a worst-case scenario, discuss the known liability that Biovail has incurred for deceiving its investors. o Perform a comparative financial analysis of Biovail, Abbot Labs, and Cephalon. Describe what this analysis reveals about Biovail's strategic weaknesses. o Recommend what principles of governance can be employed to assure investors that Biovail's past misconduct will not recur in the future. Discussion 2: Case 8: From Low Cost to Global Leadership: Computime (Hong Kong) Leads through Innovation. Students will respond to the following: o o o o Explain what role R&D should play in Computimes technology strategy. Explain how R&D should coordinate with the business units. Recommend what long-term strategy Computime should implement. Describe what the implications of transitioning from designing and producing
Page 21 of 26
products for customers to producing proprietary branded products would be.
WEEK 10 Course outcome in focus: Analyze strategic leadership, strategic entrepreneurship, and corporate entrepreneurship. Activities: Readings: Read Chapters 12 and 13 Supporting Topics: Lecture Topics: Strategic leadership and style The role of top-level managers Managerial succession Key strategic leadership actions Entrepreneurship and entrepreneurial opportunities Innovation Entrepreneurs International entrepreneurship Internal innovation Implementing internal innovation Innovation through cooperative strategies Innovation through acquisitions Creating value through strategic entrepreneurship Lectures/Discussions: Lecture on strategic leadership and style, the role of top-level managers, managerial succession, key strategic leadership actions, entrepreneurship and entrepreneurial opportunities, innovation, entrepreneurs, international entrepreneurship, internal innovation, implementing internal innovation, innovation through cooperative strategies, innovation through acquisitions, and creating value through strategic entrepreneurship. Discussion 1: Strategic Leadership. Students will respond to the following: o Explain why the strategic control exercised by a firms strategic leaders is important for long-term competitiveness. o Explain how strategic controls differ from financial controls. o As a strategic leader, would you feel ethically responsible for developing your firms human capital? Why or why not? - Do you believe that your position is consistent with the majority or minority of todays strategic leaders? Discussion 2: Strategic Entrepreneurship. Students will respond to the following:
Page 22 of 26
o Is the term corporate entrepreneurship an oxymoron? In other words, can corporationsespecially large onesbe innovative? Explain your answer. o The economies of countries such as Russia and China have historically been operated through centralized bureaucracies. Recommend what can be done to infuse such economies with a commitment to corporate entrepreneurship and the innovation resulting from it. o Are strategic alliances a way to enhance a firms technological capacity or are they used more commonly to maintain pace with technological developments in a companys industry? In other words, are strategic alliances a tool of firms that have a technological advantage, or are they a tool of technologically disadvantaged companies? Explain your answer.
Assignment #5: Case 15: From Swords to Ploughshares: Three generations of Family Entrepreneurship, Conflict, Transition, and Connection Due: Read Case 15: From Swords to Ploughshares: Three generations of Family Entrepreneurship, Conflict, Transition, and Connection. Prepare a four to ten (4-10) page report that answers the following: 1. Describe how successful the business has been at recognizing and satisfying stakeholder interests. 2. Describe the mechanisms that are available to manage relationships with stakeholders and to influence the strategic direction and performance of the company. 3. Explain why you think the board of directors for Space Center Enterprises was or was not successful in fulfilling its governance role and in meeting the challenges it faced. 4. Explain why you think Paddy was or was not qualified to fill in his father's footsteps as CEO of the newly-merged Meritex organization, based on strategic leadership responsibilities. The format of the report is to be as follows: o Typed, double spaced, Times New Roman font (size 12), one inch margins on all sides, APA format. o Type the question followed by your answer to the question. o In addition to the 4-10 pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructors name, the course title, and the date. NOTE: You will be graded on the quality of your answers, the logic/organization of the report, your language skills, and your writing skills.
Page 23 of 26

Outcomes Assessed Describe how corporate governance affects strategic decisions. Analyze strategic leadership, strategic entrepreneurship, and corporate entrepreneurship. Use technology and information resources to research issues in Business. Grading Rubric for Assignment 5 Case 15: From Swords to Ploughshares: Three generations of Family Entrepreneurship, Conflict, Transition, and Connection 0 Unacceptable Did not complete the assignment or did not describe how successful the business has been at recognizing and satisfying stakeholder interests; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not describe the mechanisms that are available to manage relationships with stakeholders and to influence the strategic direction and performance of the company; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not explain why you think the board of directors for Space Center Enterprises was or was not successful in fulfilling its 20 Developing Partially described how successful the business has been at recognizing and satisfying stakeholder interests; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic. 30 Competent Sufficiently described how successful the business has been at recognizing and satisfying stakeholder interests. Completed with 8089% accuracy, thoroughness, and logic. 40 Exemplary Fully described how successful the business has been at recognizing and satisfying stakeholder interests. Completed with 90-100% accuracy, thoroughness, and logic.
Criteria 1. Describe how successful the business has been at recognizing and satisfying stakeholder interests.
2. Describe the mechanisms that are available to manage relationships with stakeholders and to influence the strategic direction and performance of the company.
Partially described the mechanisms that are available to manage relationships with stakeholders and to influence the strategic direction and performance of the company; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently described the mechanisms that are available to manage relationships with stakeholders and to influence the strategic direction and performance of the company. Completed with 8089% accuracy, thoroughness, and logic.
Fully described the mechanisms that are available to manage relationships with stakeholders and to influence the strategic direction and performance of the company. Completed with 90100% accuracy, thoroughness, and logic.
3. Explain why you think the board of directors for Space Center Enterprises was or was not successful in fulfilling its governance role and in meeting the
Partially explained why you think the board of directors for Space Center Enterprises was or was not successful in fulfilling its governance role and in meeting the
Sufficiently explained why you think the board of directors for Space Center Enterprises was or was not successful in fulfilling its governance role and
Fully explained why you think the board of directors for Space Center Enterprises was or was not successful in fulfilling its governance role and in meeting the
Page 24 of 26
challenges it faced.
4. Explain why Paddy was or was not qualified to fill in his father's footsteps as CEO of the newlymerged Meritex organization, based on strategic leadership responsibilities.
5. Clarity
governance role and in meeting the challenges it faced; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or did not explain why Paddy was or was not qualified to fill in his father's footsteps as CEO of the newly-merged Meritex organization, based on strategic leadership responsibilities; omitted key information and/or included irrelevant information. Completed with less than 60% accuracy, thoroughness, and logic. Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation, or APA usage. (Major issues)
challenges it faced; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
in meeting the challenges it faced. Completed with 8089% accuracy, thoroughness, and logic.
challenges it faced. Completed with 90100% accuracy, thoroughness, and logic.
Partially explained why Paddy was or was not qualified to fill in his father's footsteps as CEO of the newly-merged Meritex organization, based on strategic leadership responsibilities; omitted some key information. Completed with 6079% accuracy, thoroughness, and logic.
Sufficiently explained why Paddy was or was not qualified to fill in his father's footsteps as CEO of the newly-merged Meritex organization, based on strategic leadership responsibilities. Completed with 8089% accuracy, thoroughness, and logic.
Fully explained why Paddy was or was not qualified to fill in his father's footsteps as CEO of the newly-merged Meritex organization, based on strategic leadership responsibilities. Completed with 90100% accuracy, thoroughness, and logic.
WEEK 11 Course outcome in focus: Describe the relationship between strategy and organizational structure. Activities:
Page 25 of 26
Readings: Review Case 1: Alibaba.com. Be prepared to discuss. Lectures/Discussions: Discussion 1: Case 1: Alibaba.com Students will respond to the following: o Explain the implications of the company's new ownership structure and shareholder expectations. o Describe how important a rapidly expanding domestic market is in Alibaba.com's strategic assessment. o Describe the merits of proposed changes to Alibaba.com's pricing strategy. o Recommend how the company can position itself competitively against B2B giant, Global Sources. Discussion 2: Course Conclusion. Students will respond to the following: o Describe three major concepts you learned in this course and explain how you would use them in your current position or a future position.
ASSIGNMENT OUTLINE AND GRADING Assignment Type Assignment 1 Assignment 2 Assignment 3 Assignment 4 Assignment 5 Participation Total Total Points 240 280 280 280 240 220 1,540 Percentage* 16% 18% 18% 18% 16% 14%
* The percentages may not total 100% due to rounding. Grading Scale Percentage Grade Points 1,386-1,540 90-100 A 1,232-1,385 80-89 B 1,078-1,231 70-79 C 924-1,077 60-69 D Below 924 Below 60 F
Page 26 of 26

BUS499 Student Version 1116

Uploaded by

Copyright:

Available Formats

BUS499 Student Version 1116

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

BUS499 Student Version 1116

Uploaded by

Copyright:

Available Formats

Business Administration Capstone BUS 499 Student Course Guide Prerequisite: To be taken as last or next to last course Strayer

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

The assignment will be graded using the following rubric:

BUS 499 Student Version 201102 [1001 09/1/2010]

4. Describe the main capabilities of Great Lakes.

BUS 499 Student Version 201102 [1001 09/1/2010]

Explanations generally clear and/or organized. (Minor issues)

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

The assignment will be graded using the following rubric:

BUS 499 Student Version 201102 [1001 09/1/2010]

Criteria 1. Describe the key strategic challenges facing Apple Computer.

2. Describe the dimensions along which company success can be measured.

BUS 499 Student Version 201102 [1001 09/1/2010]

4. Describe how Apple's strategy stands up against industry rivalry.

Explanations generally clear and/or organized. (Minor issues)

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

The assignment will be graded using the following rubric:

2. Describe the company's most prominent strengths and

Partially described the company's most prominent strengths and weaknesses;

Sufficiently described the company's most prominent strengths

Fully described the company's most prominent strengths and weaknesses.

BUS 499 Student Version 201102 [1001 09/1/2010]

5. Explain how Motorola should proceed.

and weaknesses. Completed with 8089% accuracy, thoroughness, and logic.

Completed with 90100% accuracy, thoroughness, and logic.

BUS 499 Student Version 201102 [1001 09/1/2010]

Explanations generally clear and/or organized. (Minor issues)

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

The assignment will be graded using the following rubric:

BUS 499 Student Version 201102 [1001 09/1/2010]

4. Describe what strategic options

Partially described what strategic

Sufficiently described what

Fully described what strategic

BUS 499 Student Version 201102 [1001 09/1/2010]

are feasible given the situation facing industry participants.

Explanations generally clear and/or organized. (Minor issues)

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

products for customers to producing proprietary branded products would be.

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

The assignment will be graded using the following rubric:

BUS 499 Student Version 201102 [1001 09/1/2010]

challenges it faced. Completed with 90100% accuracy, thoroughness, and logic.

Explanations generally clear and/or organized. (Minor issues)

BUS 499 Student Version 201102 [1001 09/1/2010]

BUS 499 Student Version 201102 [1001 09/1/2010]

You might also like