Syllabus MBA 671 Strategic Management Student Edition Updated: May 1, 2012

Required Text(s) and Material(s) Thompson, A.A., Strickland III, A.J., Peteraf, M.A., & Gamble, J.E. (2012). Crafting and executing strategy quest for competitive advantage: Concepts and cases. (18th ed.). ISBN: 9780078112720 Alred, G. J., Brusaw, C.T. & Olin, W.E. (2008) The business writers handbook. (9th ed.). ISBN: 9780312575106

Required Case Studies The following Harvard Business case studies: Team Case Selections: Apple Computer Dell Online Starbucks Phil Knight: Managing Nikes Transformation Coors Brewing Company, Inc. Airbus Versus Boeing (A) General Motors

Course Goals Upon successful completion of this course, each student will be able to: Knowledge: Skills: Review current organizational practices and apply knowledge gained to improve an organizations performance Implement policies to solve business problems Perform a SWOT analysis and offer improvement suggestions Offer contingency plans to suggested solutions Work collaboratively in a team to deliver results within a constrained timeframe. Develop and present results to a panel of evaluators and justify your recommendations Understand and explain the nature of strategic management and its application across all industries Analyze an existing business situation and develop meaningful solutions and alternate solutions. Recognize the importance of strategic decision making and the need for contingency plans in an ever changing competitive marketplace Comprehend the importance of business activities from a global perspective. Understand and appreciate the problems that managers and organizations face

Values and Ethics:

Develop a heightened awareness of the impacts that economics, politics, and technology play in assessing a firms future plans. Recognize and understand potential ethical issues and their mitigation. Develop strategies in congruence with a firms values Improve their critical thinking skills to consider an organizations values and ethics within their decisions Apply their knowledge and expertise to help the University, the local community, their organization, and the global community to become better places in which to work and live

Course Description
This course requires students to use and integrate the disciplines and techniques learned in previous required courses. Strategy formulation and implementation concepts are discussed using theory and cases. This course should be taken within two courses of completion of the required courses.

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Topics The following topics will be addressed in this course: What is Strategy? Leading the Process Evaluating External Forces Company Resources/Competitive Position Five Competitive Strategies Evaluating an Organizations SWOT Discussing Alternative Solutions Competing Internationally Managing Business Diversification Ethical Business Strategies Strategy Execution Corporate Culture Identifying, Selecting, and Defending Solutions Effective Researching Team Presentations Completion of IDEA Surveys

IDEA Objectives Learning fundamental principles, generalizations, or theories Learning to apply course material (to improve thinking, problem solving, and decisions) Acquiring skills in working with others as a member of a team. Learning to analyze and critically evaluate ideas, arguments, and points of view.

Grading

The course minimally needs the following percentages. Please note Student Attendance and Participation cannot be greater than 10%. The course grade will be divided as follows: Class Participation Team Case studies (Three) Team Final Executive Report Team Final Oral Presentation Total 25 Pts. 10% 75 Pts. 30% 75 Pts. 30% 75 Pts. 30% 250 Pts. 100%

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The grading scale is as follows: A= B= C= D= F= 90100% 8089% 7079% 6069% Below 60%

Assignment Submittal Guidelines Assignments are to be submitted in typewritten form unless the instructor specifically requests a different format. All citations and formatting are to be noted in the APA style. The grammar and style reference is The New St. Martin's Handbook (2011 7th edition), which you will purchase as part of the first writing course in the program. You are expected to have access to a computer for at least twenty hours per week, including Internet access. Attendance, Lateness Policy: Effective January 1, 2011, the attendance policy is as follows: Because of the accelerated nature of the cohort programs, students are required to attend all class meetings. Nevertheless, there will be circumstances from time to time that prevent a student from attending class. Each instructor will explain his or her policy on late assignments, makeup quizzes/tests, and so forth, at the beginning of the course. The instructor will decide the impact of one absence on the students grade. At the discretion of the instructor, the student may receive a lower grade because of an absence or absences. The instructor will make every effort to accommodate emergencies that may occasionally prevent a student from attending class. *Moser College Policy. Students attending 5, 6 or 7 weeks courses may not miss more than one class session. Students who miss two class sessions or more will be assigned a grade of F. Students will be required to take the course at a later date. They will not receive a refund and must take the course at the tuition rate in effect at the time of the latter course enrollment. Students attending an 8 week course may not miss more than two class sessions. Students who miss three class sessions or more will be assigned a grade of F. Students will be required to take the course at a later date. They will not receive a refund and must take the course at the tuition rate in effect at the time of the latter course enrollment.
*Exceptions cannot be made by the instructor as this is a Moser College Policy

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To reiterate, if a student misses more than the maximum classes allowed:

A grade of "F" will automatically be assigned. No incomplete grades will be awarded in this instance. Students will be required to retake the course at a later date with another cohort or in the traditional or accelerated bachelor level programs. The student will not receive a refund and must retake the course at the tuition rate in effect at the time of the latter course enrollment.

Start time - Because of the limited time available to conduct in-class activities, prompt student arrival at each class night of a course is mandatory. If consistent tardiness is observed, faculty members may take action they deem appropriate. Breaks Students are allowed to take (1) 15-minute break time per 4-hour class meeting. Instructors will determine when breaks will be taken. Tardiness - Because of the limited time available to conduct in-class activities, punctuality is essential. If consistent tardiness is observed, faculty members may take action they deem appropriate. Leaving Class Early Students will typically inform faculty, at least twenty-four hours before class, if they need to leave early due to extenuating circumstances. Failure to contact and/or inform the instructor, regarding the emergency, may result in an absence for that class session. Withdrawal Policy: A student may withdraw from a course and receive a W grade before completion of 80% of the course. To officially withdraw from a course, students must submit a schedule change form to their academic advisor. Not attending class does not constitute a legitimate withdrawal. The student should notify the instructor of the course, but members of Benedictine faculty cannot officially withdraw a student. A full refund of tuition is given only for a withdrawal that is requested before the first class meeting. For students who withdraw after the first class session, tuition is refunded less a $100 administrative fee. Please note that no tuition is refunded for withdrawals after the second class session. Students should consult with the Financial Aid office prior to making a schedule change, as withdrawing from a course may adversely affect a students financial aid. Students may qualify to complete a Financial Aid Leave of Absence form prior to withdrawing from a course. For reasons of a compelling personal nature, a student may request a course withdrawal after the completion of 80% of the course. A written statement from the student, including supporting documentation, must be submitted to the Register to justify this late course withdrawal. Please see the Program Overview for more details.

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Available Support: Students who have a documented learning, psychological, or physical disability may be eligible for reasonable academic accommodations or services. To request accommodations or services, students should contact the Coordinator of Special Services, in the Student Success Center, 015A Krasa at 630-829-6512. All students are expected to fulfill essential course requirements. The University will not waive any essential skill or requirement of a course or degree program. A student whose religious obligation conflicts with a course requirement may request an academic accommodation from the instructor. Students must make such requests in writing by the end of the first week of the class.

Academic Honesty Policy To ensure a comprehensive and authentic education, the student is responsible for planning their academic program and progress, and for evidencing academic performance with honesty and integrity. Intended learning cannot be evidenced if one misrepresents the work of others as his/her own. Benedictine encourages students to assist one another through collaborations such as tutoring and group projects; however, each student is accountable for work submitted to meet their requirements. Please review the full Academic Honest Policy at http://www.ben.edu/ahp/. In accordance with the policy of academic honesty, an example the following sorts of activities are prohibited: Giving or receiving unauthorized aid on a quiz or examination Taking an exam or performing homework assigned for another student, or arranging to have it done Plagiarism (submitting the work and/or ideas of others without giving proper credit) Falsifying data or other results Using material, information, or sources specifically and legitimately restricted by the instructor Sabotaging the work of others Altering academic records

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Course Schedule MBA 671 Strategic Management

Week
01

Title
Strategy, Vision and the External Environment.

Assignments
Reading Chapter 1-3: pages 3-86. Week 01 Team Assignments Pick a final case study to present during week 6. Reading Chapter 4-6: pages 92-197. Week 02 Team Assignments Netflix case study and subsequent questions. Prepare preliminary outline and major challenges of final case study. Reading Chapter 7-8: pages 206-286. Week 03 Team Assignments Smuckers Case study and subsequent questions. Continue to work on final case analysis. Reading Chapter 9-10: pages 293-355.

02

Evaluating Competitive Strategies to maintain a Strategic Competitive Advantage.

03

International Markets and Diversification Strategies.

04

Ethics, Social Responsibility, Organizational Structure and Human Capital.

05

Week 04 Team Assignments Countrywide Case study and subsequent questions. Continue to work on final case analysis. Managing Operations and Corporate Reading Chapter 11-12: pages 361-414. Culture. Week 05 Team Assignments Continue to work on final case analysis. PowerPoint review by instructor.

06

Final Case Analysis Presentations

Reading Chapter 1-12: as needed. Week 06 Team Assignments Team presentation of case analysis. Complete IDEA surveys.

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CLASS ONE
GOALS: Discuss why every company needs a sound strategy to successfully compete in the global marketplace. Detail the relationship between a companys strategy and business model. Analyze why its critical for companys to develop a clear mission and vision statement. Assess why strategic initiatives must be correlated with business performance. Evaluate a companys external environment. Identify competitive pressures and how detail how companies adjust.

ASSIGNMENTS:

Individual 1. Reading Chapters 1-3: pages 3-86. 2. Team formation. 3. Check BenU email account for instructions to access and submit your Individual Development and Educational Assessment (IDEA) course evaluation. Study Group
1. Each team will select a case study from the recommended list to solve an existing business problem. The case analysis will be due in Week 6 of the course. The objective of the analysis is to identify a problem area and offer at least three recommendations for improvement. The team should be prepared to discuss all three recommendations, identify a single strategy to pursue to solve their largest challenge and defend why they believe the selected strategy is best and why it will accomplish the desired result.

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CLASS TWO
GOALS: Evaluate a companys resources and competitiveness. Analyze a firms key financial ratios to ensure profitability. Develop a SWOT analysis. Identify the five generic competitive strategies. Outline how a company can strengthen its competitive position.

ASSIGNMENTS: Individual 1. Reading Chapters 4-6 pages 92-197. 2. Participate in team preparation for final case analysis.

Study Group 1. Netflix Case Study, page C89-C103. Complete the following questions

1. How strong are the competitive forces in the movie rental marketplace? Complete a five-forces analysis to support your answer. 2. What forces are driving change in the movie rental industry? Are the combined impacts of these driving forces likely to be favorable or unfavorable in term of their effects on competitive intensity and future industry profitability? 3. What does your strategic group map of this industry look like? How attractively is Netflix positioned on the map? Why? 4. What key factors will determine a companys success in the movie rental industry in the next 3-5 years? 5. What is Netflixs strategy? Which of the five generic competitive strategies discussed in Chapter 5 most closely fit the competitive approach that Netflix is taking? What type of competitive advantage is Netflix trying to achieve? 6. What does a SWOT analysis of Netflix reveal about the overall attractiveness of its s situation? 2. Prepare a preliminary outline and the major challenge(s) for your case study. This will be reviewed by the instructor to provide guidance if needed.

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CLASS THREE
GOALS: Identify reason why companies enter foreign markets. Discuss the challenges firms face when crossing boarders. Outline the strategic options for entering international markets. Analyze diversification strategy. Evaluate strategies for entering new businesses. Determine successful strategies within a diversified company.

ASSIGNMENTS: Individual 1. Reading Chapters 7-8 pages 206-286. 2. Participate in team preparation for final case analysis. 3. Check BenU email account for instructions to access and submit your Individual Development and Educational Assessment (IDEA) course evaluation. Study Group 1. Smuckers case Study, page C257-C272. Complete the following questions

1. What is J. M. Smucker Companys corporate strategy? What common strategy elements are shared across its brands? Did it make sense for Smucker to expand its business lineup beyond jams, jellies, and preserves? Why or why not? 2. What is your evaluation of Smuckers business lineup and its acquisitions since 2002? How attractive is the processed foods industry? How strongly positioned are the companys brands in each segment of the industry? What does a 9-cell industry attractiveness/business strength matrix displaying J. M. Smuckers business units look like? 3. Does J. M. Smuckers lineup of businesses and brands exhibit good strategic fit? What value-chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see? 4. Does Smuckers lineup of businesses and brands exhibit good financial resource fit? Does it appear that J. M. Smucker Companys businesses are cash hogs or cash cows? What do the companys cash flow characteristics disclose about its ability to make new acquisitions or major investments in the current business lineup? 5. What strategic actions should the Smucker family undertake to further improve the companys financial and market performance? What resource allocation priorities are needed to best allow for organic growth? What strategic actions are necessary to better prepare the company for further consolidation in the retail grocery industry and processed foods industry? Should J. M. Smucker undertake restructuring to eliminate certain businesses? Should the company make additional acquisitions to expand its line of packaged foods? What types of food categories would offer attractive fits with its current business lineup?
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2.

Continue to work on your final team analysis progress will be reviewed by the instructor and suggestions will be made if necessary.

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CLASS FOUR
GOALS: Discuss the importance of ethics in todays global environment. Identify how ethics impact the crafting and executing successful strategies. Define and outline social responsibility and environmental sustainability. Analyze the important concepts in executing strategy. Detail how to attract and cultivate human capital. Evaluate ways to strengthen core competencies.

ASSIGNMENTS: Individual 1. Reading Chapters 9-10 pages 293-355. 2. Participate in team preparation for final case analysis. 3. Check BenU email account for instructions to access and submit your Individual Development and Educational Assessment (IDEA) course evaluation.

Study Group 1. Countrywide case Study, page C422-C435. Complete the following questions 1. Was the U.S. federal governments 1932 intervention in the market for home ownership desirable? How did the creation of Fannie Mae in 1938, Ginnie Mae in 1968, and Freddie Mac in 1970 expand homeownership and shape lending practices at banks and other mortgage lending firms? 2. Why did the U.S. Congress enact the Community Reinvestment Act, the Home Mortgage Disclosure Act, the Depository Institution Deregulation and Monetary Control Act, and the Housing and Community Development Act? Was this legislation effective in expanding homeownership? Did the governments promotion of subprime mortgages and high loan-tovalue (LTV) subprime mortgages create additional risks for lenders and the holders of mortgage backed securities (MBSs) or collateralized debt obligations (CDOs)? 3. Did subprime mortgage loans contribute to the housing bubble? Why did the bubble burst? What were the consequences of the housing bust to borrowers, loan originators, and MBS and CDO holders? Did subprime mortgages contribute to the U.S. financial crisis of 2008? 4. How did Federal legislation concerning mortgage loans affect Countrywide Financial Corporations (CFC) business strategy? Did the governments encouragement of subprime mortgages have an impact on the companys number of loan originations between 1990 and 2007?
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5. What effect did the housing boom and the growth in origination of subprime mortgages have on CFCs financial performance? Evaluate the financial ratios presented in case Exhibit 8 and calculate compounded annual growth rates for items in CFCs Statements of Operations? Did the companys growth rate vary significantly between 2003 and 2007? Did CFC retain most of the loans originated for investment? What is your overall assessment of CFCs financial performance between 2003 and 2007? 6. Was CFC pursuing an ethical strategy? Were all of CFCs business practices ethical? Were CFCs compensation practices ethical and in the best interest of shareholders? Did its lending practices harm borrowers? Is there anything unethical about its VIP loan program? To what extent, if any, were unethical strategies or business behavior a problem at CFC? To what extent, if any, was CFCs CEO involved in unethical behavior? 7. What recommendations would you make to Bank of America executives to ensure that lending practices at its subsidiaries will promote homeownership in a manner that is in the best interest of borrowers, investors in the secondary mortgage market, and the companys own long-term financial interests

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CLASS FIVE
GOALS: Discuss how the allocation of resources can help the execution of a companys strategic plan. Assess process improvement tolls to drive continuous improvement. Evaluate the benefits of installing information and operating systems to improve overall success of the strategy. Analyze how compensation can be used to develop long-term successful strategies. Identify the main components of a companys corporate culture.

ASSIGNMENTS:

Individual 1. Reading Chapters 11-12 pages 361-414. 2. Participate in team preparation for final case analysis. 3. Check BenU email account for instructions to access and submit your Individual Development and Educational Assessment (IDEA) course evaluation.

Study Group 1. Teams should have completed approximately 90% of their final case study.

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CLASS SIX
GOALS: Present a successful case analysis. Complete BenU Individual Development and Educational Assessment (IDEA) course evaluation

ASSIGNMENTS:

Individual 1. Complete individual portion of the team final case study. 2. Check BenU email account for instructions to access and submit your Individual Development and Educational Assessment (IDEA) course evaluation. Please note your evaluation must be submitted 48-hours after the last day of the course.

Study Group 1. Present Teams final case study.

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GROUP ASSIGNMENT COVER SHEET

Please fill in your details on this form. Use one form for each group assignment.

Group Name: Assignment Title:

Member Names Contributions to assignment

Declaration:
1. I have read and understood the Benedictine University Academic Honesty Policy located at http://www.ben.edu/ahp/ . 2. This work is substantially my / our own, and to the extent that any part of this work is not my / our own I / we have indicated that it is not my / our own by acknowledging the source of that part or those parts of the work. 3. The assignment has not been submitted previously for assessment in another course. 4. Equal participation from each individual is required in order for all team members to receive the same grade. When the participation varies, individual grades may vary. 5. I acknowledge that this assignment will be kept in an archive and may be subject to electronic scrutiny for academic honesty. 6. I / we have retained a duplicate copy of the assignment. For hard copy submission, signatures of all group members are required; for electronic submissions, type the names of all group members in boxes below. Date: / /

STUDY GROUP EVALUATION

Course__________________________ Date____________
USING THE SCALE BELOW, INDIVIDUALLY RATE EACH MEMBER OF YOUR STUDY GROUP, INCLUDING YOURSELF. 4 = Strongly Agree 3 = Agree 2 = Disagree 1 = Strongly Disagree

STUDY GROUP MEMBER NAME:

ATTENDANCE Attended all meetings on time and did not leave early PARTICIPATION Put best effort into all contributions PREPARATION Completed all assignments on time INTERPERSONAL RELATIONS Embodies a positive and collaborative spirit COMMUNICATION Maintained consistent weekly communication

OVERALL CONTRIBUTION SCORE:

1. What did you learn from this study group experience?

2. How will you use this experience to enhance your next study group experience?