MBA Programme

andang

of Business

http://www.mba.itb.ac.id
INSTITUT TEKNOLOGI

MM5012
BUSINESS STRATEGY

EXECUTIVE CLASS (YE)

AUGUST 2014

MASTER OF BUSINESS
ADMINISTRATION

SCHOOL OF BUSINESS AND MANAGEMENT

INSTITUT TEKNOLOGI BANDUNG
http://www.sbm.itb.ac.id/mba
Contents

1.

Vision and Mission of MBA-ITB..............................................................................2

2.

Learning Goals of MBA-ITB................................................................................... 2

3.

Learning Goals of This Course..............................................................................3

4.

Learning Outcomes of This Course.......................................................................3

5.

The Course Structure........................................................................................... 3

6.

The Course Plan................................................................................................... 4

7.

Lecturer Profile................................................................................................... 10

8.

Grading.............................................................................................................. 10

9.

Students Guidance............................................................................................. 11

10. References........................................................................................................ 12

1.Vision and Mission of MBA-ITB

Vision:
To be A World Class Program of Master and Business Administration that
Creates Ethical and Entrepreneurial Leaders
Page 1 of 21

Mission:
To educate and develop future leaders in business
To develop sustainable education program for building human resource
capacity needed for enhancing industry competitiveness in Indonesia

2.Learning Goals of MBA-ITB

In General, The MBA-ITBs learning goal is to develop students to have the
following characteristics :
A Strong competence in business and technology-based management
as well as decision making capabilities as demonstrated by business
leaders in the world.
An ethical leadership and professional mindset
An entrepreneurial spirit both as professionals and as entrepreneurs.
Ability to make decisionsbased on human values in a systemic and
integrated manner so as to meet the needs of the community.
There are three programs at MBA ITB Bandung campus with specific
learning goals as follows:
A. Young Professional
The learning goal of this program is to build business sensitivity and
business administration knowledge and skills required to start career
atmanagerial level.
B. Creative and Cultural Entrepreneurship (CCE)
The learning goal of this program is to teach students about doing
business in creative and culture sectors and how to manage their new
business in these areas.
C. Executive MBA
The learning goal of this program to improve students agility in decision
making and to develop a holistic view of business which enable them to
lead a business project on a higher level effectively in todays business
environment.

3.Learning Goals of This Course

Corporate strategy deals with the challenge of operationalising different
businesses and product-market activities within the umbrella of larger
enterprises. Business strategy is concerned with the firms positioning in
Page 2 of 21

industry specific product-markets. Hence, the course is focused on the

effective management of business entities operating across different
product-markets, industrial environments, and national settings. Upon
completion of this course the student should be equipped to address
essential corporate and business strategy issues and analyse complex
enterprise structures.

4.Learning Outcomes of This Course

After completing the course the student will obtain knowledge and skill to:
1.
Be able to identify, analyse, and diagnose the internal and
external business organisation in relation to the strategic formulation;
2.
Be able to formulate the corporate and business strategy and the
companys policy in adapting to the environmental changes;
3.
Be able to implement the formulated strategy, or be able to
transform the strategy into reality;
4.
Be able to evaluate and control the strategy implementation.

5.The Course Structure

The structure of competence building in this course is presented in the
following figure.

Page 3 of 21

Student should be equipped with

appropriate knowledge to address
essential corporate and business
strategy issues and analyse complex
enterprise structures.

Be able to identify, analyse, and

diagnose the internal and
external business organisation
in relation to the strategic
formulation
Be able to formulate the
corporate and business strategy
and the companys policy in
adapting to the environmental

a. Introduction to Strategic

Management
b. National & Industrial Level

Competitiveness
Strategy
Diamond
Model

c. The

Be able to implement the

formulated strategy, or be able
to transform the strategy into
reality
Be able to evaluate and control
the strategy implementation.

a. Exploring the External

Environment: Macro,
Industry & Competitor
Analysis
b. Industry Analysis
c. Core Competence & Value
chain
Analysis

a. Corporate strategy
b. Business strategy
c. Functional strategy

Able to formulate Corporate, Business,

and Functional Strategy

Balanced Scorecard
Economic Value Added
Business Model

Organizational Structure and Control

Strategic Entrepreneurship
Strategic innovation

Able to implement the formulated strategy

Page 4 of 21

6.The Course Plan

The duration of the course is from August 30 to November 22, 2014. The
detailed course plan is presented as the following.
Date

Outcome

August 30,
2014

Activity

Preparation

Session 1 (8.00
9.30 )

Readings: RM-1
& RM-2
Activity:
Interactive
lecture and
discussion

Introduction to
Strategic
Management
Students are
able to know
the concept
of strategic
management

Session 2 (10.00
11.30)
National &
Industrial Level
Competitiveness
Session 3 (12.30
14.00)

The Strategy
Diamond Model
September
6, 2014

Session 1 (8.00
9.30 )

Students are
able to know
and
implement
the external
environment
analysis

Exploring the
External
Environment:
Macro, Industry &
Competitor Analysis

Session 2 (10.00
11.30)
Industry analysis

Group
discussions
Q&A and
interactive
discussion
Readings: RM-3
& RM-4
Activity:
Interactive
lecture and
discussion

RTB 1, Ch. 2 &

RM-5
Activities:
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 2 and
RM-5 before the
class start
Interactive
discussion on
CS 1

Evaluatio
n

Facilitator

Harimukti
Wandebori

Group
discussio
ns
Q&A and
interactiv
e
discussio
n

Harimukti
Wandebori

Harimukti
Wandebori

Atik
Aprianings
ih

Group
discussio
ns
Q&A and
interactiv
e
discussio
n

Atik
Aprianings
ih

A separate

Page 5 of 21

Date

Outcome

Activity

Preparation

Session 3 (12.30
14.00)

group
presentation on
CS-1
Q&A and
interactive
discussion

Atik
Aprianings
ih

RTB 1, Ch. 3 &

RM-6
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 3 and
RM-6 before the
class start
Interactive
discussion

Harimukti
Wandebori

Industry Analysis

September
13, 2014

Students are
able to know
and
implement
the internal
environment
analysis

Session 1 (8.00
9.30 )
Examining the
Internal
Environment:
Resources,
Capabilities, Core
Competencies &
Value Chain
Analysis

Interactive
discussion on
CS 2
Session 2 (10.00
11.30)
Core Competence
Session 3 (12.30
14.00)
Core competence
September
20, 2014

Session 1 (8.00
9.30 )

Students are
able to
create
business
strategies

Creating Business
Strategies

Evaluatio
n

Group
discussio
ns
Q&A and
interactiv
e
discussio
n
Harimukti
Wandebori

A separate
group
presentation on
CS-2
Q&A and
interactive
discussion

RTB 1, Ch. 4 &

RM-7
Activities:
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 4 and
RM-7 before the
class start
Interactive
discussion

Facilitator

Harimukti
Wandebori

Atik
Aprianings
ih

Group
discussio
ns
Q&A and

Page 6 of 21

Date

Outcome

Activity

Session 2 (10.00
11.30)
Competitive
Strategy
Session 3 (12.30
14.00)
Competitive
Strategy

September
27, 2014

Session 1 (8.00
9.30 )

Crafting Other
Important Business
Strategies
Students are
able to know
the concept
and create
strategic
partnership

Session 2 (10.00
11.30)
Strategic
Partnership
Session 3 (12.30
14.00)
Strategic
Partnership

October 4,
2014

Preparation

Interactive
discussion on
CS 3

Evaluatio
n

Facilitator

interactiv
e
discussio
n

Atik
Aprianings
ih

A separate
group
presentation on
CS-3
Q&A and
interactive
discussion
RTB 1, Ch. 4 &
RM-7
Activities:
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 4 and
RM-7 before the
class start
Interactive
discussion
Interactive
discussion on
CS 4
A separate
group
presentation on
CS-4
Q&A and
interactive
discussion

Atik
Aprianings
ih

Harimukti
Wandebori

Group
discussio
ns
Q&A and
interactiv
e
discussio
n
Harimukti
Wandebori

Harimukti
Wandebori

MID TEST

Page 7 of 21

Date

Outcome

October 11,
2014

Activity

Preparation

Session 1 (8.00
9.30 )

RTB 1, Ch. 6 &

RM-9
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 6 and
RM-9 before the
class start
Interactive
discussion

Developing
Corporate Strategy
Students are
able to know
the concept
and
formulate
corporate
strategy

Session 2 (10.00
11.30)
Corporate Strategy
Session 3 (12.30
14.00)
Diversification
Strategy

October 18,
2014

Session 1 (8.00
9.30 )

Students are
able to know
the concept
and
formulate
international
strategy

Looking at
International
Strategy

Session 2 (10.00
11.30)
Global Strategy
Session 3 (12.30
14.00)
Global Strategy

Interactive
discussion on
CS-5

Evaluatio
n

Atik
Aprianings
ih

Group
discussio
ns
Q&A and
interactiv
e
discussio
n

Interactive
discussion

A separate
group
presentation
Q&A and

Atik
Aprianings
ih

Atik
Aprianings
ih

A separate
group
presentation
Q&A and
interactive
discussion
(CS-5)
RTB 1, Ch. 8 &
RM-10
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 8 and
RM-10 before
the class start
Interactive
discussion

Facilitator

Harimukti
Wandebori

Group
discussio
ns
Q&A and
interactiv
e
discussio
n

Harimukti
Wandebori

Harimukti
Wandebori

Page 8 of 21

Date

Outcome

Activity

Preparation

Evaluatio
n

Facilitator

interactive
discussion
(CS-6, CS-7, CS8)
November
1, 2014

Session 1 (8.00
9.30 )
Understanding
Sustainable
Strategic
Management

Students are
able to know
the concept
and
implement
sustainable
strategic
management

Session 2 (10.00
11.30)

RTB 1, Ch. 10 &

RM-11
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 10 and
RM-11 before
the class start
Interactive
discussion

Business Ethics
Session 3 (12.30
14.00)

Interactive
discussion on
CS-9

Atik
Aprianings
ih

Group
discussio
ns
Q&A and
interactiv
e
discussio
n

Business Ethics

Atik
Aprianings
ih

Atik
Aprianings
ih

A separate
group
presentation
Q&A and
interactive
discussion
on CS-9
November
8, 2014

Session 1 (8.00
9.30 )

Students are
able to know
the concept
and
implement

Implementing
Organisational
Structure &
Controls

RTB 1, Ch. 11 &

RM-12
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 11 &
RM-12 before
the class start
Interactive
discussion

Harimukti
Wandebori

Group
discussio
ns
Q&A and

Page 9 of 21

Date

Outcome

Activity

Preparation

Evaluatio
n

Facilitator

organization
al structure
and control

Session 2 (10.00
11.30)

Interactive
discussion on
CS-10

interactiv
e
discussio
n

Harimukti
Wandebori

Strategic Structure
Session 3 (5.30 PM
7.00 PM)
Strategic Structure

November
15, 2014

Session 1 (8.00
9.30 )

Building Strategic
Entrepreneurship

Students are
able to know
the concept
and
implement
strategic
entrepreneur
ship and
innovation

Harimukti
Wandebori

RTB 1, Ch. 13 &

RM-13
Submission of a
maximum 4
pages
individual-based
combined
summary on
RTB, Ch. 13 and
RM-13 before
the class start
Interactive
discussion

Atik
Aprianings
ih

Interactive
discussion on
CS-11

Session 2 (10.00
11.30)
Strategic Innovation
Session 3 (5.30 PM
7.00 PM)
Strategic Innovation

November
22, 2014

A separate
group
presentation
Q&A and
interactive
discussion
on CS-9

A separate
group
presentation
Q&A and
interactive
discussion
on CS-11

Group
discussio
ns
Q&A and
interactiv
e
discussio
n

Atik
Aprianings
ih

Atik
Aprianings
ih

FINAL TEST

Page 10 of 21

7.Lecturer Profile
Harimukti Wandebori, ST, MBA, Ph.D Candidate
E-mail: harimukti@sbm-itb.ac.id
Mobile Phone: 0813 837 72733

Harimukti held a bachelor degree in Electrical Engineering from Bandung

Institute of Technology (ITB) in 1996. He was awarded scholarship from the
Netherlands Fellowship Program in 2000 to pursue an MBA degree majoring
in Corporate Strategy and Economic Policy at Maastricht School of
Management, The Netherlands, and successfully completed the degree in
2001. Furthermore, he is now pursuing the Ph.D research program at
University of Twente, The Netherlands, with the topic about strategic alliance
and privatization at State-Owned Enterprises and previously Taken-Over
Banks in Indonesia.
He was trained in Netherlands for one year in 1995 about Project
Management, Power Plant, and Electrical Distribution when he was a
consultant at PT. Kema Indonesia. Furthermore, he worked for PT. Krakatau
Steel, an Indonesian steel SOE, beginning with steel factory maintenance,
dealing with operational management, and moved to strategic planning
division as a strategic planner. In the strategic planning division, he
participated in steel demand marketing survey, proposing and providing
training about Economic Value Added (EVA) to the company which is now
becoming companys performance measure, constructing the financial
performance projection of the company based of value creation and strategic
map, and proposing the privatization of company. He was the Head of
Research and Development at Regional Banten Organization in 2006.
Since January 2007, he has been the full-time lecturer at School of Business
and Management ITB. He was the Coordinator of Energy and
Telecommunications Executive MBA Program at Sampoerna SBM ITB in
Jakarta and the Director of QA of SBM ITB in 2011.
Name: Atik Aprianingsih, ST, MM, DBA
E-mail: atik.apri@sbm-itb.ac.id
Mobile Phone: 081233920014
Dr. Atik completed her undergraduate work at Brawijaya University in
Malang, Indonesia, where she received her Bachelor of Engineering degree,
Page 11 of 21

having majored in Electrical Engineering (2002). In 2003, she started working

in a foreign-owned manufacturing company based in Bogor, Indonesia, as a
quality control staff. In 2006, she completed her Masters in Management
degree with a Strategic Management concentration at Brawijaya University in
Malang, Indonesia.
Prior to pursuing her doctorate in business administration at St. Ambrose
University in Davenport, Iowa, Dr. Atik was a teaching and research assistant
in the Business Strategy and Marketing interest group of the School of
Business and Management at Institut Teknologi Bandung in Bandung,
Indonesia, handled courses such as Introduction to Marketing, Market
Research, Services Marketing, Consumer Behavior, and International
Business and Trade
Upon finishing her doctorate in December 2012, she returned to SBM to
lecture classes in both undergraduate and master levels. She also has been
appointed as the Director of Research and Knowledge Unit at SBM-ITB since
2013.

8.Grading
The course grading will be determined to assess your level of competence in
the learning outcome.
GRADING CRITERIA
The assessment of the course will be using the following criteria:
1.
Understand the theories and concepts that are given in the course.
2.
Implement the theories and concepts gained to the real business
situation.
3.
Provide constructive contributions to your colleagues in solving
problems and cases.
4.
Able to express positive ideas and communicate clearly that will
enlighten the class discussion.
GRADING METHOD
Your performance in the course will be evaluated through several following
methods:
1.
2.

Quantity and quality of your participation during class discussions

Presentation, including content quality, duration, and handling
questions
3.
Quality of your group
4.
Quality of your answers in quizzes
5.
Quality of your writing in papers
Page 12 of 21

Your course grading will be determined as follows:

Item
Weight
Quiz
and
Individual
10%
assignment
Participation
and
20%
discussion
Group assignment
20%
Integrated paper
25%
Business
model
25%
development
TOTAL
100%
QUIZ AND INDIVIDUAL ASSIGNMENT
The quiz will be provided every week, except the first week of all lectures.
The quiz will be based on the assigned reading materials. It will examine an
individuals understanding upon the course materials. There will be no make
up quiz for absent or late student.
INDIVIDUAL ASSIGNMENT ON READING SUMMARY
All students are required to submit the reading summaries prior to attend the
class. Your summary should include but not limited to the followings:
What are the main ideas of the reading material(s)? Please
specify.
What are requirements for implementing the ideas in your own
context?
What are practical implications for you?
What are the lessons learned?
The contents of every reading summary should not exceed 4 pages, not
including cover and exhibits, 1.5 space, and TNR 12. Hence, all participants
should have ample preparations before attending the class.
PARTICIPATION & DISCUSSION
Class participation and discussion are important in order to improve your
competence in this course. You are expected to actively participate in
sharing knowledge and ideas and also active to express positive opinions
and valuable arguments, so that other students understand what you are
thinking about.
In detail, the facilitators expect you to:
1.
Be able to identify, analyze, diagnose, and seek to roots of case
problems that you encounter.
2.
Be able to provide solution alternatives of problems, and make
decisions concisely.
Page 13 of 21

3.
4.

Be able to use relevant concepts and methods.

Be able to communicate your ideas.

Your active participation and contribution will affect the quality of group and
class discussions. Your level of participation describes your level of learning
process during the case and task discussions. The greater your participation
is, the better for class learning process. However, keep in mind that you
should maintain the quality not only the quantity.
The followings are the grade score of your contribution:
a. Best contribution. You indeed prepare the material very well. Your opinions
and reasoning became the substantiate solutions to problems.
b. Good contribution. You prepare the material well, and the arguments are
followed with relevant reasons. The arguments ignite your colleagues to
further improve the quality of discussion.
c. Normal contribution. You prepare the material quite well. Your opinions are
beneficial for problems solution, but sometimes are not the main issues of
discussion. When you do not exist in the team, the quality of discussion
will deteriorate.
d. Bad contribution. You are unprepared about the material. Sometimes,
your opinions are important but mostly irrelevant with the topic being
discussed. These people do not think further ahead and not significantly
contribute to the group.
e. Not participated. You are passive and remain silence during class
discussion. Several students are merely free-riders who take advantage of
group discussion.

GROUP ASSIGNMENT ON CASE STUDY ANALYSIS

Every group has to prepare and write case analysis paper for the assigned
case prior to attend the class. One group is to present (Powerpoint format)
the assigned case in the class. Other groups/students are required to ask
questions or challenge the presenting group. Each question by each student
will be recorded as this will affect final grades. Your paper/presentation
(should not exceed 8 pages, not including cover and exhibits, 1.5 space, and
TNR 12) should include but not limited to the followings:
Case Synopsis
Identification of Issues/Problems
Case Analysis
Conclusion & Recommendation(s)
Lessons Learned
INTEGRATED PAPER
Page 14 of 21

You have to develop an integrated paper, which is an integration of

(searching for synthesis) course materials; lessons learned, and the new
benefits of the course for participant.
Integrated paper should not exceed 10 pages (excluding cover, references,
and exhibits), 1.5 space, and TNR 12. The paper is submitted on the day of
the Mid-Semester Test Week.
BUSINESS MODEL DEVELOPMENT
You have to develop a business model paper of a company. A paper shall be
written with the maximum number of pages 15 (excluding cover, references,
and exhibits), 1.5 space and TNR 12. The paper is submitted on the day of
the Final-Semester Test Week.
a.
To synthesize the following 3 (three) articles into a unified paper; as
the following guidelines outline:

Which main components exist in the effective business models

of a company?

What elements/activities comprise an effective company

strategy?

Choose one company operating in Indonesia (preferable your

company) and apply the theories/concepts into a business model and
companys strategies.
b.
Format of the paper:

Whenever using theories and tools, cite the sources. The paper
may be enriched by various other articles from business/management
periodicals.

Composition: the analysis of the background and identification

of business models and the companys strategies must account for
25% of the whole paper.

References, tables or illustrations are placed after the main part

of the written text.
c. Articles to be studied as references (other articles from reputable journals
are suggested):

Johnson, M. W.; C. M. Christensen & H.

Kagermann (2008). Reinventing Your Business Model, Harvard
Business Review, December.

Kraemer, K. L.; J. Dedrick & S. Yamashiro

(2000). Refining & Extending the Business Model with Information
Technology: Dell Computer Corporation, The Information Society, 16.

Wensveen, J. G. & R. Leick (2009). The Long-Haul Low-Cost

Carrier: A Unique Business Model, Journal of Air Transport
Management, 15.
Page 15 of 21

9.Students Guidance
In order to succeed in the course, you have to:
1. Understanding and participating the lecturing process in accordance with
this course guideline.
2. Attending the course and discussing the cases with enthusiasm without
being absence.
3. Undertaking the individual and group preparations. In order to understand
the cases, students should read and discuss the supporting materials
within the group.
4. Raising questions and having discussions with the lecturer.
5. Reading other relevant chapters/articles prior to attending the
class.
6. Accessing Internet to increase and widen the understanding of the course
materials.
The learning method of cases
In order for you to successfully learn with method of cases, you need to have
ample preparations as follows:
1. Individual preparation: understanding cases and reading materials = 3.0
hours
2. Group preparation: case discussion and reading materials
= 1.5 hours
3. Case discussion at class
= 1.5 hours
The benefits of active participation
In order to gain greatest benefits of the course, youd better follow the
learning process. Besides that, you will have maximum benefits when you
actively involve of sharing experiences in group discussion. Whoever
passive in class discussion will get score 0 (zero). Any delay of your
paper submission will downgrade your score.
Plagiarism
Students are strongly advised to avoid the practice of plagiarism in any
writing of their papers.
1. Plagiarism is a practice of using other peoples writings as ones own,
without any acknowledgement.
2. The following acts are plagiarism which are not tolerated:

When a single sentence, significant parts of a sentence or

paragraphs, which are copied directly, are not enclosed in quotation
marks and appropriately footnoted.

When a single sentence, significant parts of a sentence or

paragraphs, or ideas are paraphrased or summarized without any
direct quotations, or are not acknowledged by footnoted reference of
the author.
Page 16 of 21

When photocopying parts or a whole paper, or asking other people

to write his or her class assignment.

When a person gives an opportunity, intentionally or

unintentionally, to other person, in such a way that the other person
can photocopy or modify parts or the whole paper, to be used by that
person for class assignment.
Any practice of plagiarism is considered a major infringement of academic
values, which is subject to academic sanctions. The sanction depends on the
decision of the management of MBA-ITB; but at least the facilitator shall give
that paper a grade at the most 50.

10. References
Required Textbook
RTB 1 Ireland, R. D.; R. E. Hoskisson & M. A. Hitt (2011). The
Management of Strategy: Concepts & Cases, 9th Edition, SouthWestern Cengage Learning.
RTB 2 Wheelen, T.L. & Hunger, J.D. (2010). Strategic Management and
Business Policy: Achieving Sustainability, 12th Edition, Pearson.
Reading Materials
RM-1

Porter, M. E. (1996). What is Strategy?, Harvard Business

Review, November-December.

RM-2

Collis, D. J. & M. G. Rukstad (2008). Can You Say What Your

Strategy Is?, Harvard Business Review, April.

RM-3

Hambrick, D. C. & J. W. Fredrickson (2001). Are You Sure You Have

a Strategy?, Academy of Management Executive, 15(4).

RM-4

Biediger, J. et al. (2005). Strategic

Organizational Dynamics, 34(1).

RM-5

Al-Ghamdi, S. M. & M. S. Sohail (2007). Sustaining Competitive

Advantage in the Global Petrochemical Industry: a Saudi Arabian
Perspective, Journal of International Business & Entrepreneurship
Development, 3(1/2).

RM-6

Gordon, J. R. M.; P. M. Lee & H. C. Lucas Jr. (2005). A ResourceBased View of Competitive Advantage at the Port of Singapore,
Journal of Strategic Information Systems, 14.

RM-7

Heracleous, L. & J. Wirtz (2010). Singapore Airlines Balancing

Action

at

Lenovo,

Page 17 of 21

Act, Harvard Business Review, July-August.

RM-8

Iatrou, K. & F. Alamdari (2005). The Empirical Analysis of the

Impact of Alliances on Airline Operations, Journal of Air Transport
Management, 11.

RM-9

Dieleman, M. & W. Sachs (2008). Coevolution of Institutions and

Corporations in Emerging Economies: How Salim Group Morphed
into an Institution of Suhartos Crony Regime, Journal of
Management Studies, 45(7).

RM10

Rugman, A. M. & C. H. Oh (2008). The

Competitiveness of Asian Firms, Journal of
Management, 1(1).

RM11

Lubin, D. A. & D. C. Esty (2010). The Sustainability Imperative,

Harvard Business Review, May.

RM12

Garvin, D. A. & L. C. Levesque (2008). The Multiunit Enterprise,

Harvard Business Review, June.

RM13

International
Strategy &

Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and

Reward in an Innovation Portfolio, George S. Day, December 2007,
HBR

Case Study Lists

CS-1
CS-2
CS-3

Monsanto and the Global Water Treatment Industry

Blue Ocean Strategy a Henkel [Ireland et al. (2011), Case #16]
Boeing and Airbus: Competitive Strategy in the Very-Large-Aircraft
Market
CS-4 TNK-BP (Rusia) 2008 [Ireland et al. (2011), Case #20]
CS-5 Asahi Glass Co.: Diversification Strategy
CS-6 Citibanks E-Business Strategy for Global Corporate Banking
[Ireland et al. (2011), Case #17]
CS-7 International Equity Placement Strategic Alliance: Indosat
[Wandebori (2011)]
CS-8 International Equity Placement Strategic Alliance: Semen Gresik
[Wandebori (2011)]
CS-9 Accounting at Biovail [Ireland et al. (2011), Case #1]
CS-10 Nucor in 2009 [Ireland et al. (2011), Case #18]
CS-11 Research In Motion: The Mobile OS Platform War

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DETAILED COURSE CONTENTS

The course consists of ten topics as follows:
1. Topic 1
Introduction to Strategic Management; discusses the
three overarching themes, definition of strategic management
and strategy, strategy formulation and implementation, and
definition of competitive advantage.
2. Topic 2
Exploring the External Environment: Macro &
Industry Dynamics; the external environment will be scanned
and analyzed consists of Societal Forces like political,
economical, socio-cultural, technological, environmental, legal,
and demography changes, Industry and also Competitor
Analysis.
3. Topic 3
Examining the Internal Environment: Resources,
Capabilities, & Core Competencies; describes resources,
capabilities, core competencies, dynamic capabilities, and
value chain.
4. Topic 4
Creating Business Strategies; discusses types of
business strategies, drivers and threats to competitive
positioning, strategic fit, and quality of strategy.
5. Topic 5
Crafting Other Important Business Strategies;
discusses strategic alliances and partnerships, mergers and
acquisitions, vertical integration, outsourcing, and business
strategy choices for specific market situations.
6. Topic 6

Developing Corporate Strategy; explains the definition of

corporate strategy, growth strategy, economic logic and scope
of diversification, competitive advantage and corporate
strategy, and corporate strategy in stable and dynamic
contexts.

7. Topic 7

Looking at International Strategies; explains definition of global

strategy, entry vehicles into foreign countries, international
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strategy configurations, and international strategy in emerging

markets.
8. Topic 8

Understanding Sustainable Strategic Management; discusses

ethical
behavior,
governance
mechanisms,
corporate
citizenship strategies, and environmental sustainability.

9. Topic 9

Implementing Organizational Structure & Controls, discusses

patterns
of
strategy
and
organizational
structure,
organizational controls, relationship between strategy and
structure, and framework for executing strategies.

10. Topic 10 Building Strategic Entrepreneurship; describes corporate

entrepreneurship and strategic innovation.

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