BUSINESS 400-002 MW 4:00-5:15 ED 623
2015 Fall Semester
Instructor: Dr. Jim Mason
Office:
ED 526
Phone:
306-585-4710 or 306-789-6578 (home)
Office Hours: 1:00-2:00 Tuesday, and Thursday or by appointment
COURSE SUMMARY:
Business 400 is more than a capstone course. We are concerned with managing competitive position
and long-term enterprise development to ensure survival and success.
A firm must create and sustain a competitive advantage if it is to survive and prosper in the long run.
We will develop frameworks, tools, and concepts needed to analyze and understand the context of
superior performance. Our course concentrates on two areas of analysis: the enterprises external
environment and its internal environment. It makes the distinction between corporate and business
strategy.
Industries differ in the extent to which they provide opportunities for sustained performance. They are
dynamic and evolve over time, providing changing opportunities and threats. Enterprises compete for
position through their actions and interactions, each seeking competitive position through its products
and services in order to generate superior customer value. We spend the first part of our course
exploring the challenges of external environmental analysis to gain insight into what enterprises must
do to succeed.
Resource and capability analysis define the enterprise’s core competencies and provide insight into an
enterprise’s strengths and weaknesses as they relate to the external environment (opportunities and
threats). An understanding of an enterprise’s strengths enables the enterprise to more fully exploit and
build its capabilities to successfully compete. The second part of our course focuses on internal
analysis, the drivers of success and what an enterprise can do to succeed.
Finally, we shall bring our external and internal analyses together to consider strategy formulation and
implementation that can create and sustain competitive advantage.
OBJECTIVES:
Our intent is to develop an understanding of the central importance of policy/strategy, to foster an
attitude or appreciation of the general management perspective, and to develop an effective conceptual
framework.
The course will require us to:
1. Become comfortable with the principal concepts, frameworks, and techniques of strategic
management.
2.
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Gain expertise in their application in order to:
Understand the reasons for good or poor enterprise performance,
Generate strategy options for an enterprise,
Appraise strategic alternatives,
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Select the most appropriate strategy,
Recommend the best means of implementing that strategy.
3. Integrate the knowledge gained in other courses
4. Develop our general management capacity in terms of:
 An appreciation of the general managers role,
 The ability to view enterprise problems from the general manager’ s
perspective,
 The ability to develop approaches to strategic problems,
 Developing enterprise judgment.
5. Improve our skills in discussing enterprise strategy and articulating
issues.
arguments about strategic
TEXT:
Robert M. Grant, Judith Jordan and Philip Walsh: Foundations of Strategy , Canadian Edition, Wiley,
2015
The text provides a guide for the student in the analysis of general management problems. Its content
is not to be the theory of the firm nor of general management. It does present a practical, as well as
theoretical orientation. You will be expected to draw upon and to integrate the theory and concepts of
your business courses to date.
GROUP WRITTEN CASE ASSIGNMENTS:
I have assigned two three person, group-written case analyses for classes 6 and 19. They are due at
the beginning of the class! It will be a full case analysis with full recommendations to management, with
supporting analysis (10% of final grade each). Your conclusions are to be succinctly explained, and
justified. We will use an A3 (11x17 inch paper) one page write-up. This will be a very different
experience for you. You may have two letter sized pages of supporting analysis.
This written A3 will serve as a source of feedback for both instructor and student. It is to be prepared as
a "report to management" rather than as the commentary of a student analyst to the instructor. You are
to assume the position of a professional consultant writing to an audience of practicing managers.
Therefore your reports will be action oriented and in short, an argument putting your position forward
and not an expository essay.
EXAMINATIONS:
We will have a midterm worth 25 % of your final grade, and a final worth 40%.
PRESENTATIONS:
There will be no student presentations this semester. Each student is to be well prepared to discuss
each assigned case in class...and be engaged. You may want to form case study groups. I suggest you
do your own preparation and study the night before, and meet to discuss the case before class.
COURSE CONDUCT:
The area of strategic management presents a new level of conceptual complexity for most students
both because of the nature of the subject and because of the multi-faceted character of the cases
encountered. As a consequence, it is quite easy to create a situation of "information overload" if too
many materials are assigned/used in the course. Therefore, we will try to use as few materials as
possible to complement the cases, and resort to discussion and lectures to impart theoretical content.
You will find two sets of power points on the class web-CT site. One consists of the authors' slides, the
second I have prepared as "class notes". You may find them helpful.
We will try to have a number of senior managers visit our class. They will share their experience with
and insights into the strategic management function. Please be attentive and engage them in
discussion!
HOW WILL FINAL GRADES BE DETERMINED?
The final grade will be a composite of the term's work, midterm and final exam. The final exam will
count 40% of the final mark and the midterm 25%. Class preparation and participation will count for
15% of the final mark, and group written cases will count 10% each. The mark for the group written
case analysis will be adjusted to reflect your group's peer evaluation of your performance.
Participation, to me, means to be actively involved in the learning process. This includes active
engagement in class/case discussions and requires analysis beyond merely reading the case!
In evaluating class participation, I will be asking the following questions of myself:
1. Is the participant a good listener? Do comments link previous contributions and with the overall
direction of the class discussion?
2. Do the comments reflect careful analysis?
3. Do the comments add to our understanding of the situation?
4. Is there a willingness to try new ideas or all comments “safe”?
5. Is the participant considerate of other class members?
SPECIAL ACCOMODATIONS:
Students who need accommodation because of a special need should discuss accommodations with
the University's Special Needs Coordinator and then with me. The University of Regina's Policy for
Accommodation is available on the University website.
TENTATIVE SCHEDULE:
Class 1 Wednesday Sept 9: Introduction - The Concepts of Corporate and Business Strategy
* The nature of the course and expectations. Each chapter has learning objectives! Pay attention to
them…
* Evolution of the strategy problem.
* A strategic management model.
* Alternative case approaches - pros & cons
*Context of discovery vs. context of justification
* Blitz Electronics
*The A-3
*Classroom strategy.
Case: We will read, analyze and discuss Madonna
1. Why has Madonna been so successful in the world of entertainment?
2. Does Madonna have a strategy? If so, what are the main elements of that strategy?
Class 2 Monday Sept 14: Industry Analysis
Please read: Chapters 1 and 2;
Please be prepared to discuss the questions and the end of the chaptersand...
*Porter defines competitive strategy and identifies the two fundamental questions in strategy1. What makes an industry attractive?
2. What positions within an industry lead to superior performance?
3. To what extent can an industry’s low profitability be attributed to industry structure?
Suggested Reading: S. Covey, The Seven Habits of Highly Effective People (Simon & Schuster,
1989) Chapter 4 “Begin with the End in Mind: Principles of Personal Leadership.”
Class 3 Wednesday Sept 16:
Case: Please be prepared to analyze and discuss Bank of Nova Scotia: Serving customers and
managing risk.
Discussion Questions:
What are the core elements of Scotiabank’s strategy?
Create a PESTEL analysis for Scotiabank.
Be prepared to discuss Scotiabank using Porter’s Five Forces.
How well is the bank positioned against its competition in terms of products, services and
geographic distribution? How are they doing compared to the competition?
5. Prepare a SWOT/TOWS analysis for Scotiabank.
6. Why is risk management important?
1.
2.
3.
4.
Class 4 Monday Sept 21: Resources and Capabilities
Please read: Chapter 3
Please be prepared to discuss the questions and the end of the chapter.
Class 5 Wednesday Sept 23: Industry Analysis: How Industry Structure
Case: Please be prepared to analyze and discuss Motoring on with Harley-Davidson
Discussion Questions:
1. What factors determine success in the motorcycle industry and on what capabilities and
resources are these success factors based?
2. What resources/capabilities have led to Harley’s success?
3. Be prepared to discuss Harley using Porter’s Value Chain. Where are the value added
activities?
4. Determine how well Harley is positioned using the competitive strength assessment tool.
5. Please prepare a SWOT/TOWS analysis for Harley.
Class 6 Monday Sept 28:
Group Written A3 Assignment: Please submit your A3 at the beginning of the class and be prepared
to analyze and discuss Hyundai Motor Company: Competing in a global market.
Discussion Questions:
1. What factors determine success in the global car industry and on what capabilities and
resources are these success factors based?
2. What resources/capabilities have led to Hyundai’s emergence as a global car company?
3. Be prepared to discuss Hyundai using Porter’s Value Chain. Where are the value added
activities?
4. Determine how well Hyundai is positioned using the competitive strength assessment tool
5. Please prepare a SWOT/TOWS analysis for Hyundai.
6. Undertake a VRIN analysis for Hyundai.
7. How does Hyundai develop its capabilities?
8. Recommendations?
Class 7 Wednesday Sept 30: Nature and Source of Competitive Advantage
Please read: Chapter 4
Please be prepared to discuss the questions and the end of the chapter.
Class 8 Monday Oct 5:
Case: Please be prepared to analyze and discuss: Maple Leaf Sports and Entertainment
1. Describe Bell’s and Rogers’ competitive advantage in the Canadian market.
2. Explain how they used “responsiveness to change” to attain this advantage.
3. How is the purchase of MLSE an isolating mechanism?
4. How is it a strategic innovation?
Class 9 Wednesday Oct 7:
Case: Please be prepared to analyze and discuss: Target Canada: Invading the Great White North
1. Compare/contrast the strategic innovations Target, Walmart, and Canadian Tire have
introduced in their attempts to gain competitive advantage.
2. How does each firm compete?
3.
4.
Define “isolating mechanism” and compare/contrast the three firms.
Why has Target failed to attract customers in its earliest stage?
No Class 10 Monday Oct 12: Thanksgiving Day Holiday, no class
Class 11 Wednesday Oct 14: Industry Evolution and Strategic Change
Please read: Chapter 5
Please be prepared to discuss the questions and the end of the chapter.
Class 13 Monday Oct 19: MIDTERM TEST!
Case: Please be prepared to analyze and discuss: Cirque du Soleil: A business balancing act.
This case explores the evolution of the circus industry:
 The invention of the circus as an innovative entertainment form.
 The traditional business model of the circus industry.
 The importance of creativity and innovation and the ways Cirque was able to reinvent the circus
experience.
 Global franchises operate in the business environment!
Class 14 Wednesday Oct 21:
Case: Please be prepared to analyze and discuss: Canadian Pacific Railway: Changing tracks
1. Explain the phases of the industry life cycle. Which phase is CP in? Why?
2. What strategy should CP employ? Why?
3. What tools of strategic change management did CP employ?
4. What processes, structure, motivation, and organizational alignment exist at CP to
create/develop capabilities for future success?
Class 15 Monday Oct 26: Technology Based Industries and Innovation Management
Please read: Chapter 6
Please be prepared to discuss the questions and the end of the chapter.
Class 16 Wednesday Oct 28:
Case: Please be prepared to analyze and discuss: Telsa: An electrifying journey
1. Explore the pros and cons of Telsa’s agreements with competitors Daimler and Toyota.
2. Comment on the changes in Telsa’s balance sheet.
3. Evaluate the risks Telsa is facing!
4. Complete a PESTEL analysis for Telsa.
5. Does Telsa have what it takes to win a standards war?
Class 17 Monday Nov 2:
Case: Please be prepared to analyze and discuss: The innovatiom imperative at Domtar
Corporation
1. Identify and explain how Domtar’s innovations benefit the stakeholders listed on the
Appropriation of Value pie chart.
2. How did Domtar minimize the risk when relaying their commitment to environmentalism?
3. Evaluate Domtar’s resources needed to win a standards war. Are they in a good position to
win?
4. Discuss two projects that have balanced creativity and commercial design.
5. What organizational initiatives has Domtar aimed at stimulating new product design and the
exploitation of new technologies?
Class 18 Wednesday Nov 4: Corporate Strategies
Please read: Chapter 7
Please be prepared to discuss the questions and the end of the chapter.
Class 19 Monday Nov 9:
Group Written A3 Assignment: Please be prepared to analyze and discuss: Making bread at George
Weston Ltd.
1. Analyze the scope of George Weston’s enterprises.
2. Consider the benefits and risks of diversification.
3. Evaluate the benefits/costs of vertical/horizontal diversification. Consider the acquisition of
Shoppers Drug Mart.
4. Has the strategy resulted in positive results for the stakeholders?
No Class 20 Wednesday Nov 11: Remembrance Day Holiday
Class 21 Monday Nov 16: Realizing Strategy
Please read: Chapter 8
Please be prepared to discuss the questions and the end of the chapter.
Class 22 Wednesday Nov 18:
Case: Please be prepared to analyze and discuss: Insuring success at Great West
1. The 2008 economic downturn made many companies diverge from their strategic course.
Using the process by which strategy is created, explain how Great West responded to the
change.
2. Explain how the code of business conduct and ethics resolves the cooperation problem. By the
way, what is the cooperation problem?
3. Describe two controls used to solve the cooperation problem along with their pros and cons.
4. Explain how Great West defines its organizational units in terms of tasks, products, geography,
and process.
5. What type of organizational structure do you think Great West follows? Explain your reasoning.
Class Monday Nov 23: Global Strategies and the Multinational Corporation
Please read: Chapter 9
Please be prepared to discuss the questions and the end of the chapter.
Class Wednesday Nov 25:
Case: Please be prepared to analyze and discuss: Goldcorp: Mining global opportunities
1. Critically evaluate Goldcorp’s strategic vision. How may it be impacted by global conditions?
2. What factors should they take into consideration when deciding where to place its mining
operations?
3. What are the advantages/disadvantages of maintaining their focus on the Americas?
4. What alternative entry approaches should Goldcorp use if they decide to enter countries
outside the Americas? What are the pros and cons?
5. Has Goldcorp’s international strategy been successful? How about from a financial
perspective?
Class 25 Monday Nov 30: Corporate Responsibility
Please read: Chapter 9
Please be prepared to discuss the questions and the end of the chapter.
Class 26 Wednesday Dec 2:
Case: Please be prepared to analyze and discuss: Steam Whistle: Brewing up sustainability
(You have been hired as Steam Whistle’s corporate responsibility expert. They want to ensure its
practices are on the industry’s cutting edge. Suggested questions follow)
1. Explain Steam Whistles ROI for its environmentally friendly behavior, if any.
2. Explain the statement “What’s good for the environment is good for the economy”. Does this
apply to all businesses?
3. In what way is Steam Whistle promoting knowledge transfer? Is it giving away a strategic
advantage by doing this?
4. Are environmentally sustainable practices that cost marginally more than non-sustainable
practices worth doing?
5. Explain where Steam Whistle positions itself among Porter’s generic strategies.
Class 27 Monday Dec 7: Trends in Strategic Management to wrap up!
Please be prepared to talk about:
1. The “new” environment of business.
2. “New” directions in strategic thinking.
3. Redesigning organizations.
4. The changing role of managers.
Final December 14!
Counselling Services
Feeling Stressed? Always worried?
Some stress is normal when you’re going to university but 1 in 5 students will
suffer from enough distress that they would benefit from counselling.
What can I do?
The U of R offers several
counselling services free of
charge for students at the U of
R. These sessions are
confidential and easy to access
for students – simply go to the
second floor of Riddell, Room
251 to make an appointment.
When should you go?
Knowing when to schedule an
appointment can be tough.
Some common issues you
might need help with include
test anxiety, if you’ve
experienced a trauma like
losing a family member or a
close friend, or if you’ve
recently ended a relationship.
If the feelings you’re
experiencing are more intense
and severe counselling
services can also provide
urgent service within 3 days
and referrals as needed.
What options are available
for me?
But I can’t afford
counselling…
Personal Counselling – This is a
great option if you’d like one
on one attention for things like
anxiety and panic, relationship
conflict, depression, grief and
loss, academic issues, body
image and substance abuse.
Up to 5 sessions are free per
semester. Try it – talking about
your problems can be more
helpful than you might think!
Seeking counselling doesn’t
have to be cost prohibitive.
Many students can benefit
from the 5 free sessions
offered by the University as a
benefit of being a student.
Group Counselling – Simply
put, you’re not alone. Many
students are experiencing the
same things as you. The U of R
offers a wide variety of group
counselling opportunities that
can help teach many skills for
managing your mental health,
including: Meditation and
relaxation, Healthy
relationships, Stress
Management and Self-Care.
If you need more sessions
make sure you contact URSU
and visit www.iHaveAPlan.ca.
Many expenses that are
related to mental health,
including going to a
psychologist, are partially
covered by your Student
Health and Dental Plan!
What else can I do?
Self-care - taking better care
of yourself, can help you out.
Eating better, working out,
smoking and drinking less
and balancing school with fun
can all help with mental
health!
Have a problem but don’t know how to fix it?
URSU’s Student Advocate can help you free of charge!
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 Emergency Bursaries
 Notary Public
 Rentalsman Appeals
E-mail advocate@ursu.ca to schedule an appointment today!
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