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Online MBA Program 2008

BPS-6310 – STRATEGIC MANAGEMENT

Dr Larry Chasteen
Phone: 972-234-3170 E-mail: chasteen@utdallas.edu

Course Duration Sept 22 – Nov 30

I. Course Description
This course has historically been referred to as ―Business Policy‖ and its sole purpose
was to help the student ―integrate‖ the knowledge he/she had developed in other courses
in the undergraduate business program. Business policy traditionally had little content of
its own. However, in recent years it has become increasingly apparent that general
managers (including top executives) not only apply knowledge from a wide variety of
functional areas (e.g., accounting, marketing, finance), but also perform activities that
require knowledge and skills not addressed in those areas. Therefore, it has become
acknowledged that there is a unique body of content material that is not taught in
functional area business courses that should be taught in a course such as this. Topics
such as the nature of managerial work, strategy formulation and implementation, and
organization design are examples. Also, the development/refinement of skills in oral and
written communication and the enhancement of conceptual/integration skills are major
course objectives.
Online MBA Program 2008

II. Course Objectives


The course has multiple objectives that include the following:

1. Developing a general management orientation; becoming able to analyze broad,


organization-wide problems.

2. Integrating the business skills you have already developed and knowledge you
have obtained. In the immediate future this should give you a better understanding
of how your position(s) relate(s) to the overall performance of your organization.
Also, much of this course is structured to simulate the job that many of you may
have or will have in the near future—a staff executive responsible for helping to
develop recommendations on the strategic issues that face your organization.

3. Developing skill in using your knowledge to solve the actual problems that are
being experienced by today’s organizations.

4. Improving skills in oral and written communication.

5. Developing an awareness of the literature of business policy/strategic


management and how it applies to contemporary organizations.

By the end of this course, you should be able to (1) analyze a particular business situation,
(2) identify the significant problems, and (3) propose and justify explicit solutions that are
realistic, effective, and efficient.

Achieving the Objectives


You will be required to complete five activities in order to achieve the identified
objectives: (NOTE – conflicts will be discussed at the 1st group phone call)

1. Contribute to the Sunday group phone discussions by exhibiting (a) an


understanding and analysis of the information presented and (b) skills in the
prerequisite courses. Attendance is required at all group phone calls. I recognize
that, at times, professional and personal emergencies may arise which causes you
to miss a phone call. I request that you contact me in advance (via e-mail) if you
must miss a call. No ―no-shows‖ please.

2. Complete the weekly assignments (post them under assignments on Blackboard).


Submit ~1 page covering the key issues in the case and how it relates to the
material in the chapter. Also, post two comments to the discussion board – your
opening opinion, then a comment to a classmate’s posting. Due: as shown on
the class schedule by 11 PM.
Online MBA Program 2008

3. Complete the team simulation project – see details below. Due: see class schedule

4. Complete the ―GROUP PROJECT‖ – see details below. Due: see class schedule

5. Complete mid-term and final exam. These tests consist of multiple-choice


questions, essay questions, and case analyses. Closed book, but 1 note page OK.
Due: see class schedule

III. Resources
Text: Dess, G.G. and Lumpkin, G.T., 2008, 4th edition - Strategic Management:
Creating Competitive Advantages, McGraw-Hill/Irwin.

Foundation Simulation Guide

IV. Grading basis

1. Class Participation/Contribution to discussion board 10%


2. Weekly Assignments 10%
3. Simulation results/presentation (10%/20%) 30%
3. Group paper/discussion (10%/10%) 20%
4. Mid-term/Final Exams (10%/20%) 30%

Total 100%

Final grade determined as follows: 90 – 100 = A; 80 – 89 = B; 70 – 79 = C; below 70 = F.

Points for the team projects will be allocated based on the peer evaluation.

Overview of the Simulation Project


The Foundation simulation will be used. Students will be organized into teams that
represent firms within an industry. Each team begins at the same starting point, but
advances based on decisions made by the team. There will be 4 practice rounds to learn
to play the game, and hopefully identify some fatal strategies. After that, the simulation
results count toward your final grade. As the simulation continues, each team will keep a
record of decisions made, and the specific strategic reasons for those decisions.
Simulations are fun, but take the competition seriously – there are winners and losers.

When the simulation ends, each team will give a presentation that summarizes the
decisions taken during the simulation. Be able to defend your decisions and assumptions
and answer questions from the other teams. Presentations are to be 15-20 minutes.
Online MBA Program 2008

Overview of the Group Project

The team selected project topic must be finalized by Session 6. Each part of this
assignment (Industry and Company) should be approximately 5-6 double-spaced pages
each excluding tables, charts, figures, etc.

Industry and Company Analysis (group oral and written assignment)


Select a publicly listed company and primary industry in which it competes. The
following two sections, ―Industry Analysis‖ and ―Company Analysis‖ contain suggested
topics. You should address and analyze what issues are most important for your
organization and industry. However, each group must include a five forces analysis for
the industry and a SWOT analysis for the company.

INDUSTRY ANALYSIS

The industry analysis includes two interrelated parts. The first part provides a broad
overview of the industry, its boundaries, and its evolution over time, with particular
emphasis on the key dimensions that have shaped its condition in the last ten years. It
establishes who the participants in the industry are, the nature of the markets, key issues
for the industry, growth rates, profitability, market shares, the products, financial trends,
takeovers, the uncertainties in the environment, the distribution channels, etc.

The second part of the report analyzes the current state of the industry in terms of the
―five forces‖ framework proposed by Porter. In addition, the key points to be developed
are the nature of competition, various segments in the industry, the general environmental
trends that affect the industry, diversification efforts by participants and probably likely
scenarios for the future.

To summarize, the industry analysis includes issues such as the following:

1. DEFINITION OF THE TASK ENVIRONMENT

The boundaries of the industry


The competitors, their market shares, and segments they focus on
The products

2. KEY STRATEGIC FACTORS IN THE INDUSTRY

What are the ways to compete?


Historically, which of these have been most successful?
What distinctive competencies are required in the industry?
What are the key forces that drive competition and determine profitability?
Online MBA Program 2008

3. KEY GENERAL ENVIRONMENTAL FACTORS

Technology
Political, social, and economic trends
Internationalization

4. STRATEGIC GROUPS WITHIN THE INDUSTRY

Describe bases for clustering


Identify ―strategic groups‖
Name key firms or SBUs in each strategic group

5. KEY ISSUES AND FUTURE SCENARIOS

Key issues/choices facing the members of the industry

COMPANY ANALYSIS
The company analysis also consists of two interrelated parts. The first part provides a
broad overview of the firm, its evolution over time with particular emphasis on strengths
and weaknesses, financial performance, product lines, distinctive competencies, culture,
and key executives who have shaped the company’s policies in the last ten years.

The second part of the analysis identifies the current strategy at corporate and business
levels and identifies any changes in strategy in the 10-year period. The report analyzes
the company’s performance in the light of the strategy followed and your evaluation of
the current strategy. The report concludes with the key issues that the company is
currently facing. The insights developed from the industry analysis should be of
particular help in identifying the key issues/choices that the company is faced with,
recommended actions, and implementation considerations.

To summarize, the company analysis includes issues such as the following:

1. DESCRIPTION OF THE FIRM

Product lines
The size of the firm (sales, assets, personnel, etc.)
The firm’s distinctive competencies
Key strategic managers
The company’s culture and philosophy
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2. STRENGTHS AND WEAKNESSES

In various functions (finance, marketing, production, R&D, etc.)


In the total organization
At various levels (top, middle, and lower)

3. OPPORTUNITIES AND THREATS

Key opportunities (in terms of products, vacant market niches, etc.)


Key threats (in terms of new entrants, product life cycle, product
obsolescence, substitute products, etc.)

4. CURRENT STRATEGY

At corporate and business levels


Sources of competitive advantage(s) and sustainability

5. ISSUES FACING THE FIRM

Match of strengths and weaknesses with opportunities and threats


Product market choices
Potential/opportunities for value creation
Personnel issues (including managerial succession)
Stakeholder related issues

6. RECOMMENDED ACTIONS AND IMPLEMENTATION CONSIDERATIONS

Goal consistency
Strategic relevance
Organizational capability

Each group will provide a 15 minute discussion during the final group call. RATHER
THAN ATTEMPT TO ―COVER‖ THE ENTIRE PAPER—FOCUS ON THE
MOST ―INTERESTING‖ AND ―INSIGHTFUL‖ ASPECTS. The oral presentation
counts 10% and the paper counts 10% of the course grade.
Online MBA Program 2008

CLASS SCHEDULE

DATE TEXT BOOK ASSIGNMENT SIMULATION ASSIGNMENT

1 9/22 COURSE OVERVIEW INTRODUCTION TUTORIAL UNDER


Chapter 1 ―HELP‖ AND ITS QUIZ
call in Assignment: Post the Vision, Mission, and Objectives for Practice round #1 uploaded by 9/27 @
9/28 your organization on the discussion board by 6 PM on 9/28. 11PM – use the example decisions given
for your team
2 9/29 EXTERNAL ANALYSIS, CASE ANALYSIS Practice round #2 by 10/1 @ 11PM
Chapter 2, 13 Practice round #3 by 10/5 @ 11PM
Assignment: Beer case, p. 37.

3 10/6 INTERNAL ANALYSIS Practice round #4 by 10/8 @ 11PM


call in Chapter 3 Decision round #1 by 10/12 @ 11PM
Assignment: Goodyear, p.75
10/12
4 10/13 Mid-term exam (Chapters 1-3, 13, and Capsim) Decision round #2 by 10/19 @ 11PM
(Avail 10/13-10/19)
BUSINESS STRATEGY
Chapter 5

5 10/20 CORPORATE and INTERNATIONAL STRATEGY Decision round #3 by 10/22 @ 11PM


call in Chapter 6, 7 Decision round #4 by 10/26 @ 11PM
10/26 Assignment: Wal-Mart, p. 227 TQM Tutorial under ―Help‖ and Quiz
6 10/27 ENTREPRENEURSHIP STRATEGY Decision round #5 by 10/29 @ 11PM
Chapter 8 Decision round #6 by 11/2 @ 11PM
Assignment: ESPN, p. 265
Finalize group project topic
7 11/3 IMPLEMENTATION: Control/Organization Decision round #7 by 11/5 @ 11PM
Chapter 9, 10 Decision round #8 by 11/9 @ 11PM
Assignment: KB Home, p. 303
8 11/10 IMPLEMENTATION: Leadership SIMULATION PRESENTATIONS
call in Chapter 11 during call in on 11/16 – post your
presentation on the discussion board by 6 PM
11/16
9 11/17 INNOVATION
Chapter 12
FINAL EXAM (CHAPS 5-12) (AVAIL 11/17 TO 11/30)

1 11/24 GROUP PROJECT PRESENTATIONS during call in on


0 call in 12/7 – post presentation on the discussion board by 6 PM
GROUP PROJECT PAPERS due by 12/6 by 11 PM
12/7
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Teleconference Schedule
Date Time Meeting ID To Discuss
Sept 28 7:00 PM
6310 Syllabus, Visions and Missions
Sunday
Oct 12 7:00 PM
6310 Discuss simulation
Sunday
Oct 26 7:00 PM
6310 Discuss exam and finalize Group Project
Sunday
Nov 11 7:00 PM Simulation Presentations
6310
Sunday
Dec 7 7:00 PM Group Project Presentations
6310
Sunday

Important Dates
Date Assignments / Exams
Sept 28 Discussion Board – What are the Vision, Mission, and
Objectives for your organization.
Beer case, p. 37
Oct 5
Oct 12 Goodyear, p.75

Oct 19, Midterm exam


11 PM
Oct 26 Wal-Mart, p. 227

Nov 2 ESPN, p. 265

Nov 9 KB Home, p. 303

Nov 16 Simulation Presentation


6 PM
Nov 30 Final Exam
11 PM
Dec 7 Group Project Presentation
6 PM
Dec 6 Group Project Paper
Online MBA Program 2008

UTD Policy on Cheating


Students are expected to be above reproach in all scholastic activities. Students
who engage in scholastic dishonesty are subject to disciplinary penalties, including the
possibility of failure in the course and dismissal from the university. "Scholastic
dishonesty includes but is not limited to cheating, plagiarism, collusion, the 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." Regents' Rules and
Regulations, Part One, Chapter VI, Section 3, Subsection 3.2, Subdivision 3.22.