Course Syllabus BA4305 Strategic Management

Course Information

Course Number/Section BA4305-501

Course Title Strategic Management
Term Fall 2009
Days & Times Monday &Wednesday 5:30-6:45 PM

Professor Contact Information

Professor Elizabeth Lim, Ph.D.

Office Phone 972-883-2298
Email Address elim@utdallas.edu
Office Location SOM 4.403
Office Hours Mondays 4:00-5:30 PM
Other Information Please email me through WebCT.

Teaching Assistant Contact Information

TA Brian Pinkham
Office Phone 972-883-6112
TA Email bpinkham@gmail.com
TA Office Location SOM 4.102

Course Pre-requisites, Co-Requisites, and/or Other Restrictions

Co-requisite: BA 4371
Pre-requisites: BA 3341, BA 3351, BA 3352, BA 3361, and BA 3365

Course Description

The strategic management course has been designated a capstone course in business. The
purpose of a capstone course is to integrate the learning achieved in individual business courses,
including finance, accounting, operations, MIS, marketing, and organizational behavior to study
the strategic management of the firm as well as the responsibilities of the general manager.

This course serves as an introduction to the strategic management process of organizations. The
strategic management process is defined as the full set of commitments, decisions, and actions
required for a firm to achieve a competitive advantage and earn above-average returns. In this
course we will identify, describe, and illustrate the concepts and frameworks required to
undertake a strategy analysis, analyze and appraise business, corporate, international, acquisition,
restructuring, and cooperative strategies, and recognize the issues associated with implementing
strategies, including corporate governance, and strategic leadership. Our viewpoint will be that of
the general manager who has responsibility for the long-term viability of the firm.

Course Syllabus BA 4305 Strategic Management Page 1

This course is primarily aimed at providing you with the frameworks for understanding the
different parts of the strategic management process. The frameworks are targeted at promoting a
systematic and rational approach to understanding strategy. In the first few classes, we will use
these frameworks to map the environment surrounding the firm, analyze the competitive situation
facing the firm, and understand the sources of competitive advantage that lie within the firm.
Thereafter, the focus will shift to models of business, corporate, and international strategy.
Finally, we will cover the issues associated with implementing strategy such as corporate
governance and strategic leadership.

The second goal of this course is application-oriented, that is to effectively apply the conceptual
frameworks to business situations, case studies, and simulations. This course will improve your
application skills by analyzing case studies from a wide variety of industries and engaging in
several rounds of simulation exercises. These exercises will give you hands-on experience of
using the tools and approaches discussed in class. For the class to work well, and for you to
benefit from it, attendance and preparation for each class meeting is essential.

Student Learning Objectives/Outcomes

After completing this course you should be able to:-

1. Complete an external and internal analysis of a firm

2. Identify the strategic problems of a firm
3. Develop solutions to a firm’s strategic issues
4. Integrate skills acquired in finance, accounting, marketing, and MIS courses to create a
successful firm strategy

Course Requirements

This course requires extensive reading, writing, active discussions, and diligent attention to the
exercises. Each student will be expected to spend an average of 4 hours a week on this course in
addition to class time. This is particularly true during the first few weeks of the class. If a student
cannot commit this amount of time and effort on this course, he or she must realize that it may be
very difficult to earn a good grade. Failure to fully prepare for class is also detrimental to one’s
fellow students. It is the student’s responsibility to thoroughly read the syllabus, fully understand
all the requirements, and keep track of all the important dates in order to succeed.

Course Format

I have designed this course to promote the objectives described above. The structure of this
course will be a combination of lectures, discussions, case analyses, and simulation exercises.
Monday classes are designated as lecture and/or discussion sessions; the purpose of each class is
to equip you with the models, frameworks, and approaches and raise your awareness of the issues
associated with each topic. Classes will be very interactive, drawing on everyone’s experiences
and insights as much as possible. The first Monday class (August 24) will serve as a course
introduction. Each week (with the exceptions of the first and second weeks), you will be required
to read one chapter and one case.

Course Syllabus BA 4305 Strategic Management Page 2

Wednesday classes will be designated as case discussions, analyses, and (if time permits)
simulations. For the most part, the cases are used to apply the concepts and approaches covered in
the Monday class to actual business situations.

Required Textbook and Materials

• Hitt, Ireland, and Hoskisson. 2008. “Strategic Management, Competitiveness and

Globalization: Concepts and Cases”, Thompson, Southwestern (Eight Edition)

**Textbook is available in the UTD Bookstore**

• Each student has to participate in a simulation exercise run by Capstone Business Simulation
Management Simulation Inc. (http://www.capsim.com/). To participate in this simulation
exercise, you need to register at the above web-site and pay a fee. When you register, you
will need to purchase a registration number. With questions regarding the simulation exercise
please call the following toll free number during working hours: 877-477-8787.

Business News Sources

• Business Week (www.businessweek.com)

• The Wall Street Journal (www.wsj.com)
• Financial Times (www.ft.com)
• Forbes (www.forbes.com)
• Fortune (http://money.cnn.com/magazines/fortune)
• Fast Company (www.fastcompany.com)
• Reuters (www.reuters.com)
• Bloomberg (www.bloomberg.com)
• CNN Money (http://money.cnn.com/)
• MSNBC (http://www.msnbc.msn.com/id/3032072/)
• Business Wire (http://home.businesswire.com/)
• Yahoo Finance (http://finance.yahoo.com/)

Course Assessment

Broadly, your progress in this course will be assessed using four key components:

Exams (Midterm & Final) 50% = 200 points

CAPSIM Simulations (Individual & Group) 20% = 80 points
Group Written Case Analysis & Case Presentation 20% = 80 points
Class Participation 10% = 40 points
--------------------------
Total 100% = 400 points
--------------------------

Course Syllabus BA 4305 Strategic Management Page 3

Grading Policies

Grading and evaluation of the above course components are detailed below. The weighted
average score calculated from the above components is converted into a grade as follows:-

Score Grade
97 - 100 A+
94 - <97 A
90 - <94 A-
87 - <90 B+
84 - <87 B
80 - <84 B-
77 - <80 C+
74 - <77 C
70 - <74 C-
67 - <70 D+
64 - <67 D
60 - <64 D-
0 - <60 F

(1) Exams (50% of Course Grade)

Midterm Exam (25% of Course Grade)

The in-class midterm exam will take place on September 30, 2009. This quiz will test your
understanding and knowledge of the first five chapters of the textbook. These five chapters cover
strategy analysis, business-level strategy, and competitive rivalry and dynamics. The questions
will be multiple-choice questions. The purpose of this quiz is to ensure that you are adequately
familiar with the foundational topics of this course. This exam will test class powerpoint slides,
class discussion, case studies, and textbook chapters. The exam will be closed book and notes.
The key to doing well will be keeping up with the readings. Negative marking does not apply.
Make-ups will only be granted under extenuating circumstances.

Final Exam (25% of Course Grade)

The final examination will take place during the week of final exams (December 10-16, 2009).
While the mid-term examination is geared toward gauging your conceptual knowledge, the goal
of the final will be to demonstrate your ability to apply the frameworks to real-life business
situations. The final examination will be non- cumulative, and will cover course materials covered
after the mid-term examination. More details to follow! Make-ups will only be granted with
written permission from the Office of the Dean of Students.

(2) CAPSIM Simulations (20% of Course Grade)

Group Simulations (10% of Course Grade)

The simulation exercises will allow students to practice some of the key concepts and theories
learned in the course while managing in a competitive business environment. There will be two
sets of 4 formal rounds in this simulation exercise. Each round is equivalent to a calendar year of
the business. Students are expected to have carefully read the manual and any questions

Course Syllabus BA 4305 Strategic Management Page 4

regarding the technical aspects of the program are to be directed to the CAPSIM support
(877-477-8787). In addition, general questions regarding the simulation should be directed
to the course TA.

Whenever possible, class time will be given to the simulation exercise, but in addition to this
time, students are expected to meet outside class for preparing weekly simulation decisions. To be
effective team members, students should prepare for team meetings by analyzing data in their
specific area of responsibility. Group decisions should be up-loaded to the Capstone website no
later than 3AM on the day of class. Groups can review the results of each round after the
stipulated deadline has passed. The group grade for this simulation exercise (10% of course
grade) will be based on the group simulation performance.

Individual Simulations (10% of Course Grade)

Along with the group simulation grade, you will also receive an individual simulation grade
based on your Comp-XM, the Capstone Competency Exam score. You will complete this exam
individually on your own time as a take home exam.

In addition to the base score on this exam, there will be an added score based on the student’s
‘practice’ times. This will be the raw number of times a student entered the system to practice
before the Comp-XM. Note that students who practice often outperform the national average. In
sum, grading for the individual COMP-XM simulation (10% of course grade) will be based
on the results of the simulation and the ‘practice’ times.

(3) Group Written Case Analysis & Case Presentation (20% of Course Grade)

In the second week, I shall assign you to groups of approximately three students. Each group will
be responsible for making one presentation of the case analysis and writing up one case report.
Two different groups will be assigned to the same case, with each group focusing on different
case discussion questions. A list of case discussion questions are appended to this course outline
(pages 15-17). We will have an in-class lottery to determine which two groups present each case.
We will cover nine cases in this course, each listed on pages 13-14. I will cover the first case
“3M”.

The presenting group will play a leading role in our discussion by outlining what they think are
the central issues confronting the company, analyzing these issues, and presenting the results of
their analysis to the class. It is the responsibility of the presenting group to lead a further
discussion of the case involving the rest of the class. Each group is also to generate some
discussion issues for the class and conduct further to-date research on the case. The case analysis
report should address the questions as listed in the case question guide and offer
recommendations for future action. It is the responsibility of the group, not the instructor, to
organize their group such that a rigorous case analysis report/presentation is submitted to the
correct location and within the prescribed deadline.

A soft copy of the case report and the presentation slides should be uploaded to the
“Assignments” link in WebCT before class. A hard copy of the case written report and the
presentation slides must also be submitted at the beginning of class on the day of the relevant case
class. A schedule of case presentations is included in the class schedule (on pages 13-14). Written
group reports are to be no longer than two double-spaced pages of text (excluding cover page) – I
stop reading at page 2. You must also provide a cover page with the case title, your group

Course Syllabus BA 4305 Strategic Management Page 5

number and names of your group members. Use the MLA Handbook and follow the rules of
format for papers regarding spacing, headers, references, citations, etc. The presentation and the
case report will each be graded on a total of 40 points (each worth 10% of your course grade) for
a grand total of 80 points (worth 20% of your course grade). Written feedback will be provided
for developmental purpose.

Each group member should participate equally during the case analysis and the presentation. This
is very important. I do not want one or two members of the group to dominate the case writeup
and/or the presentation. In order for your team to do well, each member must be actively
involved in the research, discussion, and preparation of the case analysis and presentation.
Failure to participate hurts both you and your other team members. Thus, there is little tolerance
for free riding. It is primarily your responsibility to eliminate free riding and ensure that team
members participate. The incentive alignment mechanism will be the peer evaluation at the end
of the course. Individual members who have not contributed to the group effort will have the
final grade for the report adjusted to reflect their actual contribution level. Bonus points may
potentially be awarded for the best case analysis and/or presentation.

I am particularly interested in your ability to identify the relevant issues, apply the integrative
tools in this course, and persuasively articulate innovative but realistic recommendations. You
may be familiar with the actual outcome of the firm’s dilemma. This should not bias your
response because their decision does not validate or invalidate your action plan. Attempts to be
creative will be rewarded, however they must be reasonable, logical, fully supported (i.e., don’t
assume I know what you mean) and well-developed (i.e., think through the implications of your
recommendations). However, mere creativity is not sufficient. You must make it clear that you
have grasped the concepts of this course.

NOTE: A real business environment does not generally pose clear questions or answers.
Managers rarely know whether they have made the “right” strategic decisions. Strategy cases
simulate this ambiguity. As such, there are no correct solutions to the case that you will undertake
to analyze and I will offer none, although I will provide my opinion about the logic and rationale
you exercised in reaching your conclusions. Therefore, the most important aspect of this course is
the quality of your questions and answers, and the quality of your thought processes. Also, your
ability to communicate your logic and respond to questions about your analyses and
recommendations is important.

(4) Class Participation (10% of Course Grade)

There are two components to your class participation: contributions to class attendance and class
discussions.

Class Attendance: Class attendance is part of the learning process. I will therefore monitor your
attendance every day. Although you will not be graded on your class attendance, you cannot
participate in class discussions if you do not attend class. Since your class participation is worth
10% of your course grade, I strongly encourage you to take class attendance seriously.

Class Participation: Strategic thinking and analysis is best learned through practice. The cases we
will study are about real world business situations; they are an opportunity to both apply the
concepts we discuss in class as well as further develop our ability to think about business strategy.
How much you get out of a case depends on your preparation and active participation. Please read

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the handout ‘How to Prepare an Effective Case Analysis’ (to be distributed in class) prior to
analyzing cases.

Each student is expected to effectively participate in Monday class discussions (worth 5% of your
course grade) and Wednesday case discussions (worth 5% of your course grade) - comment,
question, argue, and analyze. Class participation provides an opportunity to develop
communication skills - in presenting a point of view and in listening. In many ways, these skills are
as valuable as the "analytical frameworks" to be discussed during the course. Case preparation
involves identifying the key issues, problems, and opportunities facing the manager; identifying and
evaluating alternative solutions; and proposing and supporting your recommended course of action
with qualitative and quantitative information.

The most common way to contribute to class learning is through contributing to the discussion.
Fundamentally, a good contribution involves presenting a clear opinion, expressing it civilly, and
supporting the opinion. In addition, we all have the responsibility to create an environment where
each member of the class feels comfortable offering his or her opinion; thus, knowing how to
listen is also important. Please note that simply attending class contributes minimally to class
learning. Your class participation grade will depend upon your active participation in
discussions.

Class participation will be graded based on the quantity and quality of contributions to the class
discussions. With regard to quality, some of the following criteria normally applied are:-

• Are the points that have been made relevant to the discussion?
• Are the points simple recitations of case facts, or have new implications been drawn?
• Is there evidence of analysis rather than mere expression of opinions?
• Are the comments linked to those of others?
• Did the contribution further the class’ understanding of the issue?

Final Grade

Following the university’s guideline for grade distribution, the final grade of a student will be
based on the relative standing of his or her total credit points accumulated from all the
requirements as compared with the rest of the class. In compliance with the university’s policy of
confidentiality, no grade information will be transmitted via phone or e-mail.

Miscellaneous Course Policies and Extra Credit Opportunities

Peer evaluation: Given that a good component of your course grade will come from group work,
it is very important that each member contributes fairly toward the work. To prevent “free riding”
I have introduced the final peer evaluation. After the group has completed their last assignment,
each member individually submits a final peer evaluation. Individual grades can fluctuate as
much as a letter grade (up or down) based on how much you have contributed to the success of
your group.

Class Participation: Participation is highly encouraged. This is a course that stresses active
learning. Just as you don’t learn Karate from a “how to” book, you won’t master the strategy
material by passively sitting back like a “wallflower”. Additionally, participation satisfies an
important communication objective of the class. Therefore, please read, understand, and prepare

Course Syllabus BA 4305 Strategic Management Page 7

the assigned cases, as well as offer insights during class discussions; what you get out of this
course will be directly related to what you put into it. I will award extra course credit to those
who make ongoing contributions to class discussions at the end of the semester.

Extra Credit: There will be opportunities to gain extra course credit. In the first instance, every
student will have the opportunity to gain 5 points of extra course credit at some point throughout
the semester by answering questions related to the lecture material at the beginning of class. At
the start of each Monday lecture (excluding the first) I will review the current week’s material by
asking two questions. I will nominate a student randomly to answer the question. If the question
is answered correctly extra credit will be awarded. This mechanism provides an incentive for you
to prepare for class by reading the lecture materials in advance.

I will also sometimes post interesting business articles on WebCT throughout the semester. Each
student will have the opportunity to obtain 5 points of extra credit by discussing how the article
content relates to the lecture topic on the WebCT discussion forum.

In addition, each student will have the opportunity to earn 10 points of extra credit by satisfying
two requirements. The first requirement is to present a brief (~5-10 minutes) in-class report of a
current business story relating to the topic we are discussing in any particular week. These stories
will be presented in our Wednesday class. The second requirement is to provide a one-page
double-spaced writeup that relates to the topics we discussed in our Monday class (please post on
WebCT discussion forum).

Important Notes

Throughout the semester, each student is expected to follow the university’s guideline on student
conduct with regard to cheating and other dishonorable behaviors. Severe consequences can
occur if such rules are not followed. The instructor also reserves the right to deduct from a
student’s individual class participation credit if the student has shown severe non-constructive
behavior in class (such as disrupting the class or abusing another individual), in addition to other
disciplinary actions. If a student is absent or late to a class meeting, it will be his or her
responsibility to catch up with all the missed materials including any announcements made while
the student was absent. No make-up exams or lectures will be given. It will also be the students’
responsibility to accept any consequences that may result from absences. No late assignments will
be accepted. Finally, it is a student’s responsibility to read the syllabus thoroughly and regularly
and keep track of all the important dates and requirements every week. Experience shows that the
answer for most questions that students ask can in fact be found in the syllabus.

Student Conduct & Discipline

The University of Texas System and The University of Texas at Dallas have rules and regulations
for the orderly and efficient conduct of their business. It is the responsibility of each student and
each student organization to be knowledgeable about the rules and regulations which govern
student conduct and activities. General information on student conduct and discipline is
contained in the UTD printed publication, A to Z Guide, which is provided to all registered
students each academic year.

The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the Rules and

Course Syllabus BA 4305 Strategic Management Page 8

Regulations, Series 50000, Board of Regents, The University of Texas System, and in Title V,
Rules on Student Services and Activities of the university’s Handbook of Operating Procedures.
Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations (SU 1.602, 972/883-6391) and online at
http://www.utdallas.edu/judicialaffairs/UTDJudicialAffairs-HOPV.html

A student at the university neither loses the rights nor escapes the responsibilities of citizenship.
He or she is expected to obey federal, state, and local laws as well as the Regents’ Rules,
university regulations, and administrative rules. Students are subject to discipline for violating
the standards of conduct whether such conduct takes place on or off campus, or whether civil or
criminal penalties are also imposed for such conduct.

Academic Integrity

The faculty expects from its students a high level of responsibility and academic honesty.
Because the value of an academic degree depends upon the absolute integrity of the work done by
the student for that degree, it is imperative that a student demonstrates a high standard of
individual honor in his or her scholastic work.

Scholastic Dishonesty, any student who commits an act of scholastic dishonesty is subject to
discipline. Scholastic dishonesty includes but is not limited to cheating, plagiarism, collusion,
submission for credit of any work or materials that are attributable in whole or in part to another
person, taking an examination for another person, any act designed to give unfair advantage to a
student or the attempt to commit such acts.

Plagiarism, especially from the web, from portions of papers for other classes, and from any other
source is unacceptable and will be dealt with under the university’s policy on plagiarism (see
general catalog for details). This course will use the resources of turnitin.com, which searches the
web for possible plagiarism and is over 90% effective.

Copyright Notice

The copyright law of the United States (Title 17, United States Code) governs the making of
photocopies or other reproductions of copyrighted materials, including music and software.
Copying, displaying, reproducing, or distributing copyrighted works may infringe the copyright
owner’s rights and such infringement is subject to appropriate disciplinary action as well as
criminal penalties provided by federal law. Usage of such material is only appropriate when that
usage constitutes “fair use” under the Copyright Act. As a UT Dallas student, you are required to
follow the institution’s copyright policy (Policy Memorandum 84-I.3-46). For more information
about the fair use exemption, see http://www.utsystem.edu/ogc/intellectualproperty/copypol2.htm

Withdrawal from Class

The administration of this institution has set deadlines for withdrawal of any college-level
courses. These dates and times are published in that semester's course catalog. Administration
procedures must be followed. It is the student's responsibility to handle withdrawal requirements
from any class. In other words, I cannot drop or withdraw any student. You must do the proper

Course Syllabus BA 4305 Strategic Management Page 9

paperwork to ensure that you will not receive a final grade of "F" in a course if you choose not to
attend the class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V, Rules on Student Services and Activities,
of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other fulfillments
of academic responsibility, it is the obligation of the student first to make a serious effort to
resolve the matter with the instructor, supervisor, administrator, or committee with whom the
grievance originates (hereafter called “the respondent”). Individual faculty members retain
primary responsibility for assigning grades and evaluations. If the matter cannot be resolved at
that level, the grievance must be submitted in writing to the respondent with a copy of the
respondent’s School Dean. If the matter is not resolved by the written response provided by the
respondent, the student may submit a written appeal to the School Dean. If the grievance is not
resolved by the School Dean’s decision, the student may make a written appeal to the Dean of
Graduate or Undergraduate Education, and the deal will appoint and convene an Academic
Appeals Panel. The decision of the Academic Appeals Panel is final. The results of the academic
appeals process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations.

Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably missed at
the semester’s end and only if 70% of the course work has been completed. An incomplete grade
must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

Disability Services

The goal of Disability Services is to provide students with disabilities educational opportunities
equal to those of their non-disabled peers. Disability Services is located in room 1.610 in the
Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)
disabilityservice@utdallas.edu

Course Syllabus BA 4305 Strategic Management Page 10

If you anticipate issues related to the format or requirements of this course, please meet with the
Coordinator of Disability Services. The Coordinator is available to discuss ways to ensure your
full participation in the course. If you determine that formal, disability-related accommodations
are necessary, it is very important that you be registered with Disability Services to notify them of
your eligibility for reasonable accommodations. Disability Services can then plan how best to
coordinate your accommodations.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members
to verify that the student has a disability and needs accommodations. Individuals requiring
special accommodation should contact the professor after class or during office hours.

Email Use

The University of Texas at Dallas recognizes the value and efficiency of communication between
faculty/staff and students through electronic mail. At the same time, email raises some issues
concerning security and the identity of each individual in an email exchange. The university
encourages all official student email correspondence be sent only to a student’s U.T. Dallas email
address and that faculty and staff consider email from students official only if it originates from a
UTD student account. This allows the university to maintain a high degree of confidence in the
identity of all individual corresponding and the security of the transmitted information. UTD
furnishes each student with a free email account that is to be used in all communication with
university personnel. The Department of Information Resources at U.T. Dallas provides a method
for students to have their U.T. Dallas mail forwarded to other accounts.

Technical Support

If you experience any problems with your UTD account you may send an email to:
assist@utdallas.edu or call the UTD Computer Helpdesk at 972-883-2911.

Field Trip Policies / Off-Campus Instruction and Course Activities

Off-campus, out-of-state, and foreign instruction and activities are subject to state law and
University policies and procedures regarding travel and risk-related activities. Information
regarding these rules and regulations may be found at the website address
http://www.utdallas.edu/BusinessAffairs/Travel_Risk_Activities.htm. Additional information is
available from the office of the school dean.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required activities for
the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as possible
regarding the absence, preferably in advance of the assignment. The student, so excused, will be

Course Syllabus BA 4305 Strategic Management Page 11

allowed to take the exam or complete the assignment within a reasonable time after the absence: a
period equal to the length of the absence, up to a maximum of one week. A student who notifies
the instructor and completes any missed exam or assignment may not be penalized for the
absence. A student who fails to complete the exam or assignment within the prescribed period
may receive a failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of
observing a religious holy day] or if there is similar disagreement about whether the student has
been given a reasonable time to complete any missed assignments or examinations, either the
student or the instructor may request a ruling from the chief executive officer of the institution, or
his or her designee. The chief executive officer or designee must take into account the legislative
intent of TEC 51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.

Course Syllabus BA 4305 Strategic Management Page 12

 FALL 2009 CLASS SCHEDULE
The Professor reserves the right to make changes to the syllabus and schedule as needed
throughout the course of the semester.

DATE TOPIC READING

ASSIGNMENT
August 24 Intro to Course & Capstone Simulation Exercise Syllabus

Section 1 – Principles of Strategy Analysis

August 26 Strategic Management & Competitiveness TEXT: Chapter 1
August 31 Analyzing the External Environment TEXT: Chapter 2
September 2 Preparing an Effective Case Analysis
Simulation Exercise: Due before class:
(1) Read the students’ guide
(2) Register for the simulation exercise
Go to the “Getting Started” page and do the
following:
(3) View the introductory lesson and complete the
quiz
(4)Save the Capstone.xls spreadsheet to your local
computer
(5) Download the capstone courier (This is very
important. You will need this version of the capstone
courier for your situation analysis.)
(6) Print a copy of the capstone courier and bring it
to class.
September 7 Labor Day (No class)
September 9 Analyzing the Internal Environment TEXT: Chapter 3
CASE: 3M
Simulation Exercise:
(1) Read about the Capstone Courier on the “Getting
Started” page.
(2) Complete the situation analysis online on the
“Getting Started” page.

Section 2 – Business Strategy and Competitive Rivalry

September 14 Business-Level Strategy TEXT: Chapter 4
September 16 Business-Level Strategy CASE: Walmart
Simulation Exercise:
Complete the group rehearsal exercise
September 21 Competitive Rivalry & Dynamics TEXT: Chapter 5
September 23 Competitive Rivalry & Dynamics CASE: Abercrombie &
Fitch
Simulation Exercise:
Formal round 1 due before class.
September 28 Midterm Review Session
Simulation Exercise:
Formal round 2 due before class.
September 30 Midterm Exam

Course Syllabus BA 4305 Strategic Management Page 13

 Section 3 – Principles of Corporate Strategy
October 5 Corporate Level Strategy TEXT: Chapter 6
October 7 Corporate Level Strategy CASE: Dell
Simulation Exercise:
Formal round 3 due before class.
October 12 Acquisition & Restructuring Strategy TEXT: Chapter 7
October 14 Acquisition & Restructuring Strategy CASE: GE
Simulation Exercise:
Formal round 4 due before class.
October 19 International Strategy TEXT: Chapter 8
October 21 International Strategy CASE: Sun
Microsystems
Simulation Exercise:
New formal round 1 due before class.
October 26 Cooperative Strategy TEXT: Chapter 9
October 28 Cooperative Strategy CASE: Boeing
Simulation Exercise:
New formal round 2 due before class.
Section 4 – Principles of Strategy Implementation
November 2 Corporate Governance TEXT: Chapter 10
November 4 Corporate Governance CASE: Disney
Simulation Exercise:
New formal round 3 due before class.
November 9 Strategic Leadership TEXT: Chapter 12
November 11 Strategic Leadership CASE: Ford
Simulation Exercise:
New formal round 4 due before class.
November 16 Simulation Exercise:
Group oral presentations
November 18 Simulation Exercise:
Group oral presentations
November 23 Simulation Exercise:
Group oral presentations
November 25 Day before Thanksgiving (No class)
November 30 Simulation Exercise:
Group oral presentations
Individual COMP-XM due.
Final Review Session
Finals Week Final Exam

Course Syllabus BA 4305 Strategic Management Page 14

 BA 4305 ● STRATEGIC MANAGEMENT ● FALL 2009
Case Analysis Question Guide

● 3M (To be completed by Professor)

1. Define the company's core competency. Determine if the company has a sustainable
competitive advantage. If you determine that a sustainable advantage exists, support your
claim. If you find it lacking, recommend actions that would secure a sustainable competitive
advantage.

2. Recommend an integrated and coordinated set of commitments and actions which will exploit
the company's core competencies, strengthen its competitive advantage, and maximize value.

● Walmart Stores, Inc.

Group 1

1. Based on Walmart’s external and internal environmental analyses, outline the primary factors
impacting Walmart’s strategy.

2. Organize the factors listed in Question 1 by Stakeholder Group to prioritize expectations and
identify conflicting pressures on the organization.

Group 2

3. Review Walmart's business-level strategy and evaluate its potential for success. Determine
its strategic fit with the environment.

4. Based on your complete assessment, present your recommendations for an integrated and
coordinated set of commitments and actions which will exploit the company's core
competencies, stimulate and sustain growth, strengthen competitive advantage, establish
direction for the company, and maximize the value of the firm.

● Abercrombie & Fitch

Group 1

1. What are the greatest environmental threats that have immediate implications for A&F? What
are the greatest opportunities available in the marketplace for A&F to pursue?

2. What are A&F’s greatest organizational strengths? Define the company’s greatest
weaknesses.

Group 2

3. How can A&F's strengths be used to deflect environmental threats and take advantage of
opportunities to further the company's success in the industry?

4. What can be done to overcome the company’s weaknesses?

Course Syllabus BA 4305 Strategic Management Page 15

● Dell

Group 1
1. Based on your assessment of the external environment, what conclusions have you drawn,
and what actions are required of the company?
2. What internal resources and capabilities at Dell would support these actions, and what
weaknesses might interfere with the company’s ability to implement a new strategy?

Group 2
3. Define Dell's business-level and corporate-level strategies. How will Dell’s business-level
and corporate-level strategies help the company to be successful?
4. Under what conditions would you recommend a change in Dell's unique business model?

● GE

Group 1

1. What are some of the steps taken by Immelt to demonstrate that GE is not overly dependent
on acquisitions to fuel the company's growth?

2. Contrasting Immelt’s leadership with Welch’s, what results are expected as the organizational
culture evolves under Immelt’s direction?

Group 2

3. What can you suggest to further simulate strategic entrepreneurship (internal innovation) at
GE?

4. What other recommendations can you make to improve Immelt's effectiveness and drive
performance results to meet stakeholder expectations?

● Sun Microsystems

Group 1

1. Summarize Sun’s current strengths, weaknesses, opportunities, and threats.

2. Discuss the characteristics of Sun’s competitive landscape and the need for strategic
flexibility.

Group 2

3. Discuss the uncertainties and risks of doing business in different regions around the world.

4. What potential risks can interfere with achievement of immediate and long-term strategic
goals? How should Sun protect itself to sustain success?

Course Syllabus BA 4305 Strategic Management Page 16

● Boeing

Group 1

1. Compare the two competitor's strategies. Based on your knowledge of the industry, what
conclusions can you draw?

2. Outlining a rough competitor analysis, what does the level of interdependence between the
rivals reveal about competitive behavior that can be expected from Airbus?

Group 2

3. Review Boeing's cooperative strategy. What are the risks of its partnership arrangements?

4. What are some of the near-term results you anticipate in the airplane production industry?
Long-term results?

● Disney

Group 1

1. Identify the causes and consequences of the Board of Directors’ ineffectiveness.

2. Highlight other key governance weaknesses that have made Disney vulnerable to managerial
opportunism.

Group 2

3. How have governance mechanisms at Disney been used in the past? What was their effect?

4. What unprecedented maneuvers were made by Disney stakeholders to overcome internal

governance weaknesses?

● Ford

Group 1
1. How can Ford successfully position itself in terms of Porter’s five forces of competition?
2. What conditions and tools can facilitate Ford’s efforts to produce differentiated products at
relatively low costs?
Group 2
3. Outline a rough competitor analysis. What can be learned about expected competitor
behavior by using the model of competitive rivalry to understand Ford's situation?
4. What role will strategic leadership play in helping Mulally and the organization meet its
strategic objectives?

Course Syllabus BA 4305 Strategic Management Page 17