MGNT 4010 BUSINESS POLICY AND STRATEGY 2012-2013 First Term Section A Tuesday 10:30 - 13:15 WMY408

Instructor: Professor Daphne YIU Office: Cheng Yu Tung Building 805 Office Hours: Electronic: any time via email Physical: only by appointment Phone: 3943 7789 Email: dyiu@cuhk.edu.hk TA: Cathy Tian (Email: XiaoCong@baf.cuhk.edu.hk)

Course Overview and Objectives This course is about the creation and maintenance of a long-term vision for the firm and formulating and implementing competitive strategy in accordance with that vision. As the capstone course in the undergraduate business curriculum, this course builds on functional business areas such as marketing, accounting, finance, and management information systems. What sets this course apart from the other more functional courses is that we will take the perspective of the general manager and integrate functional knowledge into our understanding of the firm as a whole while seeking to establish a strong competitive position. To understand how a firm can develop its strategic position, we will study many contemporary strategic management theories and issues. These theories and concepts will provide you with the tools necessary to conceptualize a firms competitive environment and resources, as well as to formulate strategic recommendations to enhance the strategic competitiveness of a firm. In this course, we will use real business cases and examples to apply the concepts and tools presented. Given that a real business environment does not generally pose clear questions or answers, there are no right or wrong solutions to the cases which we will undertake to analyze. Therefore, the most important aspect of this course is the quality of your thought processes and the quality of your questions and answers. Also important is your ability to communicate your logic and respond to questions about your strategic analyses and recommendations. I hope that the skills that can be learned in this class are not only essential for general managers to learn, but for consultants and entry level staff members in this increasingly competitive corporate world. Learning Outcomes After you have successfully completed the course, you should be able to: Analyze the external and internal environment, as well as the competitive situation, facing a firm Apply the most up-to-date concepts and analytical techniques from all the business disciplines and integrate them in the thought process, using a holistic perspective to approach business problems Persuasively and logically communicate the analytical conclusions about a case situation, and most importantly, the strategic recommendations

Prerequisites Prerequisites include senior standing and completion of all other School of Business and Administration core courses. This course should be taken in students final year. Text Material Ireland, R.D., Hoskisson, R.E., & Hitt, M.A. The Management of Strategy Concepts, International Edition (10th Edition), Cengage Learning. (Paperbound) ISBN-10: 1-133-58469-1 | ISBN-13: 978-1-133-58469-8

You are also highly encouraged to read business magazines and periodicals (e.g. Fortune, Asian Wall Street Journal, The Economists, etc.) to update your business knowledge as well as to apply what you have learned in class to what is happening right now in the real business world. Class Format A variety of teaching formats will be adopted throughout the semester: lecture/discussion, case discussion, simulation exercises, video shows, and group presentations. Evaluation Overview The final class grade will be computed in the following manner: Individual *Tests Class participation Group Video case presentation Total

60 % 15 %

25 % 100%

Final Grade Distribution: A final grade distribution is issued by the Universitys Undergraduate Examinations Board (UEB), and the School of Business Faculty Guidelines recommend that it be closely observed. Description of Class Assignment Tests To implement a comprehensive and continuous assessment of individual performance, two tests are given in the middle and at the end of this course. Students who have never attended any class are NOT qualified for taking the tests. Students are required to take the test on the specified date. To ensure fairness in the class, make-up arrangements can be made in advance of the test with the professor if and only if you have a university excused absence. Make-up test based on non-university approved excuse AND with advance notice (i.e., before the test day) will be considered but a penalty will be applied. Students who have any emergence reasons should notify the professor by phone or email no later than the beginning of the tests. The tests will consist of true/false questions and analytical multiple choice questions. The tests are closed-book, closed-notes. Class Preparation and Participation Class preparation and participation is an important component of the learning process. It is important to read, understand, and prepare for class in order to obtain the most from this course. Students are encouraged to read popular business press publications so that they can

apply the issues discussed in class to real strategic problems experienced by business managers. Also, browsing on company web sites will be of useful help in class discussion as well. In addition, group discussion and other class activities will be organized and so your presence and participation will be essential for mutual learning. The assessment of class preparation and participation is based mainly on the quality of the comments and questions students made in the class. Students who consistently take the lead in class discussion will have their participation grade increased, but this does not depend on the number of comments. Students who have never spoken up will not get any point for this component. While my preference is to rely on voluntary participation, I certainly will call upon you at any time on any class day. Please be well prepared for each class. In case where some emergency prohibits you from adequately preparing for the class, you should let me know before the start of the class. To facilitate the evaluation of class participation, a seating chart will be established in the third class. Students will be graded high pass, low pass, just pass, and not pass according to the following criteria at the end of the semester. High Pass (A / A-) initiates information relative to topics discussed accurately exhibits knowledge of assignment content draws upon practical experience or personal opinion, as appropriate offers relevant/succinct input to class attends class regularly Low Pass (B+ / B) regularly participates in discussions consistently demonstrates knowledge of reading assignments demonstrates ability to analyze/apply course material demonstrates willingness to attempt to answer questions attends class regularly Just Pass (B- / C+) participates in discussion when solicited demonstrates knowledge of course material offers clear, concise information relative to class assignment offers input, but tends to reiterate the intuitive missing a few classes Not Pass (C and below) occasional input, often irrelevant, unrelated to topic or fails to participate, even when specifically asked (in large/small group discussion) reluctant to share information drains energy from the class behaves towards others in a disruptive fashion, for example: sarcastic comments aimed at others who are attempting to participate does not attend class regularly

*Students with the University approved excuse (e.g., valid medical proof) will have his or her absence excused for that day. Besides, it is the responsibility of the absentees to consult their peers about what were covered in the class. Video Case Presentation This course is closely in line with whats happening in the real world. To facilitate students awareness about, and sensitivity to, the business world dynamics, as well as apply what is learned throughout the course, students are required to prepare a video case presentation. The main purpose is for mutual learning. The video case presentation will start in the second half of the course. There will be two teams presenting their videos and strategic recommendations on each day. Each group is required to prepare a short video clip that is themed on a strategic event (e.g., a strategic dilemma faced by managers, new business opportunities, competitive events in a certain industry, etc.) The video clip is to be drawn from sources such as local TV channels and YouTube, and can be in English or Cantonese. Students are advised to edit the video and make it as interesting and focused as possible. The presentation consists of three parts: 1. Display the video clip (no longer than 10 minutes): The content of the video should be interesting, and more importantly, reveal a themed strategic topic or issue. TV commercials or product clips may not be good candidates. 2. A PowerPoint presentation on strategic analysis and recommendation (no longer than 15 minutes): From the video, each team is expected to identify 1 key strategic issue or a strategic insight for extending our current strategic knowledge. Then, the team is to provide 1 strategy recommendation to the strategic issue identified. The strategic solution should be based on strategic analysis and thorough logical reasoning. And most importantly, the solution should add value to the company and lead to sustainable competitive position of the firm in the industry. 3. A 5-minute Q&A session All members of the presenting teams are required to be present, though not every team members have to present the content of the analysis. In fact, it is recommended to strategize the group resources in order to optimize the overall group performance. Each team will present their strategic analysis and solution for no longer than 15 minutes. The sequence of presentations will be drawn on site. So, please come to the class on time. Grading criteria include: accurate understanding of concepts, relevancy to the strategic management, critical thinking, presentation quality, and completion of the presentation within time limit. Marks will be deducted if the time limit is exceeded. While content of the analysis and quality of the strategic recommendation will represent the major portion of the criteria, overall presentation quality and style will be evaluated as well. Deliverables: The presenting team has to hand in at the beginning of the presentation day: 1. A copy of the video clip and PowerPoint file (in a CD) 2. A hard copy of the Power Point slides (3 slides per page handout format) Peer Evaluation To avoid any free riders problems, each group is required to turn in a Group Effort Report which simply lists the names of all group members, and the percentage of the total group effort accomplished by each group member. If all group members contribute equally to the group project, then their grades will stand. No grades will be adjusted upward on the effort

report. However, if the majority of the group is that one or more individuals failed to pull their weight in the project, those individuals final group project grades will be adjusted downward appropriately. The average of peer ratings can lower an individual course grade by up to one letter grade). However, if there is a majority agreement that the individual member has contributed nothing to the group, a zero mark will be given to the individuals group project portion of the course grade. Note: Groups can submit a written request signed by at least the majority of the group members to the instructor at any time if there is severe free rider problem. Also, it is highly encouraged to notify the instructor early in the semester. Access to Course Information All the lecture slides, class announcements, and grades can be accessed through the Universitys eLearning. I highly encourage you to check eLearning on a regular basis. Classroom Policy Everyone should come on time and not leave early. Mobile phones should be turned off. No beverages, food, tobacco products, or like items are to be consumed in our classrooms. No chatting! Your peers would like to see your respects.

School Closed? In case when the university is closed due to weather condition or any outbreak of endemic disease, we will cover up the class that is missed and the class schedule will be postponed by a week or until further notice. Academic Honesty Attention is drawn to University policy and regulations on honesty in academic work, and to the disciplinary guidelines and procedures applicable to breaches of such policy and regulations. Details may be found at http://www.cuhk.edu.hk/policy/academichonesty/ . With each assignment, students will be required to submit a statement that they are aware of these policies, regulations, guidelines and procedures. About your Instructor Daphne Yiu is an associate professor of the Department of Management at the Chinese University of Hong Kong. She received her PhD in management from the Michael F. Price College of Business, University of Oklahoma. Her research interests lie in corporate and international strategy, strategies in emerging markets, international entrepreneurship, and corporate governance. Her publications have appeared in leading management journals such as Strategic Management Journal, Journal of International Business Studies, Organization Science, Journal of Management, Journal of Management Studies, Entrepreneurship Theory and Practice, Asia Pacific Journal of Management, Management and Organization Review, among others. She serves as a Senior Editor at the Asia Pacific Journal of Management and an editorial board member of the Journal of Management studies. She also serves as the Treasurer of the Asia Academy of Management. She received the 2009 Young Researcher Award and numerous Teaching Awards at the Chinese University of Hong Kong.

Tentative Class Schedule

Discussion Theme
Strategic Perspectives & Situation Analyses Course Overview Text: Ch 1 Strategic Management and Competitiveness Text: Ch 2 External Environnent Strategic focus: The soft drinks industry Text: Ch 3 Internal Environment Strategic focus: Configuring value chain

Remarks

Sep

11

18

25

Seat chart and groups formed General holidays

Oct

2 9 Test 1 (Ch 1-3) Strategy Formulation 16 23 Text: Ch 6 Corporate-Level Strategy 30 Strategic focus: Business groups in emerging economies Text: Ch 7 Acquisition and Restructuring 6 Strategies Strategic focus: Acquisitions during crisis 13 Text: Ch 9 Cooperative Implications for Strategy Strategic focus: The airline industry Text: Ch 10 Corporate Governance and Ethics Strategic focus: Corporate governance in Asia Text: Ch 4 Business-Level Strategy Strategic focus: Judo strategy

General holidays Groups 1 & 2 video case presentations Groups 3 & 4 video case presentations Groups 5 & 6 video case presentations Groups 7 & 8 video case presentations

Nov

20

27 Revision Dec 4 Test 2 (Ch 4, 6, 7, 9, 10)