Ewan Simpson, Ph.D.
MGT4201 STRATEGY & BUSINESS POLICY
SYLLABUS
BSc in Business Administration and Accounting
Bang College of Business
KIMEP University
Fall 2013
2
Contents
Page Number
1. Overview
3
2. Instructor Availability
3
3. Instructional Resources
3
4. Relationship Between Course and Program
4
5. Learning Philosophy and Methodology
4
6. Course Description / Overview
5
7. Learning Objectives
5
8. Intended Learning Outcomes
6
9. Learning Activities
7
10. Assessment Scheme
7
11. Grading Scale
8
12. Detailed Course Structure
8
13. Key Dates
13
14. Other issues
13
15. Assignments
13
Ewan Simpson PhD, August 2013.
3
1.
Overview
Semester:
Spring 2013
Instructor:
Ewan Simpson, Ph.D.
Course Code and Title:
MGT4201 Strategy and Business Policy
Class Times :
1600-1715, Mondays and Wednesdays
Class Place:
#111 Valikhanov Building
Course Credit:
Three (3) credits
Prerequisites:
MGT3001, MKT 3130, MKT3140, FIN3121, ACC2201
Office:
Room #328, Dostyk Building
Phone:
270 44 40, ext.2287
E-mail:
simpson@kimep.kz
2. Instructor Availability
Office/Advising Hours:
Tuesdays/Thursdays 1400-1600. I am happy to meet outside
office hours by appointment – please send an email to arrange
Note: It is much more effective to send an e-mail outlining the specific issue you wish to discuss either
during office hours or at another time
3.
Instructional Resources
3.1
Reference Textbook:

Wheelen, T.L. and Hunger, J.D.,(2010) “Strategic Management and Business Policy”, 12th
Edition, Prentice Hall, New Jersey.
3.2
Other Textbooks:
Barney, J.B., Hesterly, W.S. (2010) Strategic Management and Competitive Advantage: Concepts and
Cases, 3rd Edition, Prentice Hall, New Jersey.
Johnson, G., et. al (2005) “Exploring Corporate Strategy”, 7e, Prentice Hall, New Jersey.
3.3
Other Resources
Specific resources will be posted on the L-Drive as the course proceeds
Ewan Simpson PhD, August 2013.
4
4. Relationship Between Course and Program
This course is the ‘capstone’ or final integrating course for the required business studies element of the
degree program. Direct prerequisites are:

MGT3001;

MKT 3130;

MKT3140;

FIN3121;

ACC2201.
The intent of the course is to draw on the knowledge and skills gained with a focus on the application of
these abilities.
5.
Learning Philosophy and Methodology
Aim
To combine the development of:

practical knowledge of the subject

analytical and critical thinking skills
in a collegial environment.
Foundations
1.
A structured approach to course delivery is critical. Students have a right to know the subject
matter they will be exposed to in advance. At times, however, unforeseen changes may have to
be made. In this event, as much notice as possible will be given.
2.
It is also critical to get a firm grasp of the basic concepts from the start. Many business subjects
often obscure the often ‘common sense’ fundamentals which underpin the content. The goal is
to help the student to unearth these base concepts for themselves.
3.
Practicality is also crucial. A good course must help the student to develop a toolkit or
framework for understanding the subject, but is also applicable in other contexts.
4.
Relevance to Kazakhstan and Central Asia is also fundamental. This can take several forms,
including students sharing their experiences in applying the issues raised in class. Both the
individual and group assignment elements of continuous assessment will focus on Kazakhstan
business issues
Ewan Simpson PhD, August 2013.
5
5.
Interaction in class based on respect for each participant and their contribution is not only a
more enjoyable way to learn than traditional ‘chalk and talk’ learning, it is a better way.
6.
Students should be assessed via a combination of individual efforts and team based projects.
7.
Support in providing supplementary learning materials outside the class and online enhances
the in-class learning experience.
6.
Course Description / Overview
The purpose of the course is to build on students’ learning in prerequisite courses to equip them with a
practical set of tools to allow them to begin to master the core concepts and practice of strategic
management. A range of tools are employed to allow students to critically analyze:

The competitive environment;

The internal dynamics and structure of the organization;

Strategy formulation;

Strategy implementation;

Strategic evaluation and control;
While developing an understanding of the key links between these elements. Fundamentally the
purpose of the course is to highlight that effective strategy development, implementation and
monitoring is not a one way process. It requires continual attention and refinement given the
complexity of the modern business environment.
7.
Learning Objectives
On successful completion of the course, students will have achieved the following:
7.1.
Knowledge
Students will understand:
•
the core concepts of strategic management
•
the analytical and strategy development models predominant in the field;

how to analyze the competitive environment by using established specific tools
•
how to analyze the internal dynamics of organizations by using established specific tools;
•
how to generate strategies for organizations;

how to tell ‘good’ strategies from ‘bad’ from a range of ethical viewpoints;

how to understand sustainability issues and their impact on strategic choices;
Ewan Simpson PhD, August 2013.
6
•
how to apply all of the above in the context of Kazakhstan.
7.2
Skills:
In addition the knowledge base development indicated above, students will further develop the
following generic skills as they proceed through the course:
•
written communication;

Interpersonal/team skills;

Problem solving/creativity;

Critical thinking skills;

Oral communication.

Use strategic management tools to better understand the external business environment
•
Use strategic management to better understand the internal dynamics of organizations which
shape opportunities for success or lead to failure;
•
Critically analyze strategic toolkits and strategic issues from a range of ethical perspectives;

Develop business strategies for organizations using established models
7.3
Application:
Students will be able to

Develop a thought framework which allows issues to be addressed strategically and critically

Apply this framework to understand cases specific to the class, in their wider learning
experience and in their current and future personal and professional life
8.
Intended Learning Outcomes
Upon successful completion of the course, students will be able to;
•
Work in groups and understand what it means to be part of a team for effective strategic
decision making
•
Communicate business knowledge in both oral and written form;
•
Recognize and diagnose strategic managerial problems;

Understand ethical and sustainability issues in the field of strategic management
•
Demonstrate competence in the field of strategic management
•
Apply analytical frameworks and strategic solutions in the context of the Kazakhstan business
environment
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9
Learning Activities
Students are expected to undertake various learning activities both in class and outside the class. For
every one hour in class, students are expected to spend two hours working independently, on their own
or in groups, outside the class. Therefore on average, successful completion should involve an average
commitment of 9 hours per week over the course of the semester.
Classroom Contact (45 hours):
During the 15 week semester, students will spend:

3 hours per week, totaling 45 hours in the semester.
Preparation for Case Presentation (30 hours):
Reading Assignments and Preparation for examination assessments (60 hours): Background reading
and study (video etc) is essential in order to maximize learning in class.
10
Assessment Scheme
The course is assessed by a combination of continuous assessment and final assessment as follows
Assessment Element
Continuous Assessment:
Of which:
Continuous Assessment Exam 1
Continuous Assessment Exam 2
Individual Assignment
Final Assessment
Of which:
Group Case Assignment
Final Examination
TOTAL (Continuous plus final assessment)
Ewan Simpson PhD, August 2013.
% of total
60%
15%
15%
30 %
40%
20%
20%
100%
8
11
Grading Scale
Letter grades for the course will follow the KIMEP University standard. The table below presents the
grading scale.
Letter Grade
A+
A
AB+
B
BC+
C
CD+
D
DF
12.
Numeric Scale
90-100
85-89
80-84
77-79
73-76
70-72
67-69
63-66
60-62
57-59
53-56
50-52
Below 50
Detailed Course Structure
The course is divided into five blocks
Block 1: we introduce the course, its structure, core concepts and relevance of the subjects under
discussion.
The intended learning outcomes are that students should be able to discuss:
1. definitions of strategy and business policy.
2. perspectives on strategy development.
3. why strategic planning and its application through business policy is critical for organizational
success.
4. How to make the link between strategy and performance.
5. Why strategy does not always work as planned.
The remainder of the course follows the idealized structure of the strategic management process:

Block 2 assesses issues related to environmental scanning and industry analysis

Block 3 looks at strategy formulation

Block 4: reviews strategy implementation

Block 5: investigates evaluation, monitoring and control
Ewan Simpson PhD, August 2013.
9
In the final week, students will present their integrated group project. Throughout the discussion of
each of these broad topics, cases will be presented to illustrate the concepts under discussion.
Critically, the links between blocks 2 though 5 will be discussed throughout, since these forward and
backward linkages (or loops) are critical to understanding the subject. Strategy is about the real world –
and the real world does not proceed in an orderly linear fashion, despite what the models you will be
exposed to in this course and elsewhere might suggest. In fact, the effective management of these
linkages based on an understanding of uncertainties and risks are fundamental for successful strategic
planning.
Ewan Simpson PhD, August 2013.
10
Week By Week Outline Schedule
Week
1: 2-6 Sep
2: 9-13 Sep
3: 16-20 Sep
Title
1. Introduction
and Course
Overview
2. Making
Strategy Effective
-1
Content
Introduction, Course Structure and
Approach and Basic Definitions
Reading
Lecture Slides on L Drive
Presentation of Findings of Mankins,
M.C. and Steele, R. (2011) ‘Turning
Great Strategy Into Great
Performance’, Harvard Business
Review Must Reads – On Strategy
3. Making
Strategy Effective
-2
Presentation of findings of Mankins,
M.C. and Steele, R. (2011) ‘Turning
Great Strategy Into Great
Performance’, Harvard Business
Review Must Reads – On Strategy
4. A Strategic
Management
Model
Presentation of Wheelen and Unger’s
four stage Strategic Management
Model:
1 - Environmental Scanning
2 – Strategy Formulation
3 – Strategy Implementation
4 – Evaluation and Control
General Analytical Models
Mankins, M.C. and Steele, R.
(2011) ‘Turning Great
Strategy Into Great
Performance’, Harvard
Business Review Must Reads
– On Strategy
Mankins, M.C. and Steele, R.
(2011) ‘Turning Great
Strategy Into Great
Performance’, Harvard
Business Review Must Reads
– On Strategy
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 1.
5. Environmental
Scanning and
Industry Analysis
1
6. Environmental
Scanning and
Industry Analysis
II
4: 23-27 Sep
7. Environmental
Scanning and
Industry Analysis
III
Porter: The Five Competitive Forces
That Shape Strategy 1
Porter: The Five Competitive Forces
That Shape Strategy 2
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 1.
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 4 p.158
Porter, M.E. (2011) The Five
Competitive Forces That
Shape Strategy from
Harvard Business Review
(2011) HBR’s Ten Must Reads
On Strategy, Boston, Mass.
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 4 p.158
Porter, M.E. (2011) The Five
Competitive Forces That
Shape Strategy from
Harvard Business Review
(2011) HBR’s Ten Must Reads
On Strategy, Boston, Mass.
Week
Title
8. Environmental
Scanning and
Industry Analysis
IV
Ewan Simpson PhD, August 2013.
Content
Porter: The Five Competitive Forces
That Shape Strategy 3
Reading
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 4 p.158
11
Porter, M.E. (2011) The Five
Competitive Forces That
Shape Strategy from
Harvard Business Review
(2011) HBR’s Ten Must Reads
On Strategy, Boston, Mass.
5: 30 Sep-30
Oct 4
9. Environmental
Scanning and
Industry Analysis
V
Porter - Clusters and Competitive
Advantage
WEF (2012) GCI Report
Porter, M.E. (1998) ‘Clusters
and Competition: New
Agendas for Companies,
Governments and
Institutions’, in Porter, M.E.
(1998) On Competition,
Harvard Business Review,
Boston, Mass.
Synopsis of above article
prepared by instructor
6. Oct 7-11
7-Oct 14-18
8-Oct 21-25
10: CONTINUOUS
ASSESSMENT
EXAMINATION 1
11.
Environmental
Scanning and
Industry Analysis
VI
Examination on material covered in
classes 2-9
Porter, Clusters and Competitive
Advantage II
12.
Environmental
Scanning and
Industry Analysis
VII
Kim and Mauborgne’s Blue Ocean
Strategy Perspective
13.
Environmental
Scanning and
Industry Analysis
VIII
Resource based approaches in
understanding strategic options
14
Functional Strategic Issues –
Business Models and Value Chains
15. Strategy
Formulation I
Leveraging Resources,
Organizational Structures and the
People Factor
16: Strategy
Formulation II
Functional Strategy -Understanding
Complexity and Acting On It I
Ewan Simpson PhD, August 2013.
WEF (2012) GCI Report
Porter, M.E. (1998) ‘Clusters
and Competition: New
Agendas for Companies,
Governments and
Institutions’, in Porter, M.E.
(1998) On Competition,
Harvard Business Review,
Boston, Mass.
Synopsis of above article
prepared by instructor
Kim, W.C., Mauborgne, R
(2011) ‘Turning Great
Strategy Into Great
Performance’, from Harvard
Business Review (2011)
HBR’s Ten Must Reads On
Strategy, Boston, Mass.
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5-8
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
12
9. Oct 28Nov 1
17. Strategy
Formulation III
Functional Strategy -Understanding
Complexity and Acting On It II
Week
Title
18 Strategy
Formulation III
Content
Functional Strategy -Understanding
Complexity and Acting On It III
10. Nov 4-8
19: CONTINUOUS
ASSESSMENT
EXAMINATION 2
20 Strategy
Formulation IV
Examination on material covered in
classes 11-18
21 Strategy
Implementation
Integrating Functional Strategies I –
Sweet Spots and Business Unit
Strategies
22. Strategy
Implementation II
Integrating Functional Strategies I
Hyper-Competition and Competitive
Tactics
23 Strategy
Implementation
III
Strategic Choices: Alliances
24 Strategy
Implementation
IV
Strategic Choices: Implementing
Corporate Strategy
25 Strategy
Implementation V
Integrated Strategies –Portfolio
Analysis and Strategic Choice
26 Monitoring,
Evaluation and
Control I
Measuring Performance
27 Monitoring,
Evaluation and
Control II
Building Monitoring Systems,
Challenges and Good Practice
11. Nov 1115
12-Nov 1822
13. Nov 2529
14. Dec 2-6
Ewan Simpson PhD, August 2013.
Functional Strategy -Understanding
Complexity and Acting On It IV
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5-8
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5-8
Reading
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5-8
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5-8
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5-8
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5-8
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 5-8
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 9-10
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 9-10
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 11
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
13
Policy”, 12th Edition,
Prentice Hall, New Jersey,
chapter 11
Week
Title
28 Sustainability
Content
Tying it all together – Developing
sustainable business strategy
Reading
Wheelen, T.L. and Hunger,
J.D.,(2010) “Strategic
Management and Business
Policy”, 12th Edition,
Prentice Hall, New Jersey,
Сhapter 3
15. Dec 9-13
29.
30.
Group Case Presentations
Group Case Presentations
Student Content
Student Content
13.
Key Dates
Assessment Element
Continuous Assessment:
Of which:
Continuous Assessment Exam 1
Individual Assignment
Continuous Assessment Exam 2
Final Assessment
Of which:
Group Case Assignment
Final Examination
TOTAL (Continuous plus final
assessment)
14.
% of total
60%
Key Date
15%
30 %
15%
40%
2 October 2013
23 October 2013
4 November 2013
20%
20%
100%
4 December 2013
To be confirmed
Other issues
Referencing of submitted documentation:

Please follow the Harvard referencing system referencing written submissions. A comprehensive
guide is available at: http://libweb.anglia.ac.uk/referencing/harvard.htm
Plagiarism

Please follow the guidance provided on the L-Drive:
Discipline

Please follow the guidance provided in the Catalog. Violations will be dealt with according to
KIMEP University Policies and Procedures.
Ewan Simpson PhD, August 2013.
14
Attendance
Attendance is expected. If you do not come to class, you only punish yourself. KIMEP University policies
on withdrawal will be applied to persistent non-attendees.
Coming to Class
It is courtesy to your fellow students, and good practice for your future career, to arrive at class in good
time for the start of the lecture. If you do arrive late, please respect others and enter quietly.
Ewan Simpson PhD, August 2013.
15
15. Assignments
1. Individual Assignment
Continuous Assessment Project 1:
Individual Project.
Aim: to provide a simulated experience of a real world business issue and the practical aspects of
being a strategist in a corporation. Skills tested include research and analysis, presentation and the
key analytical skills of being able to link knowledge with practical recommendations.
NOTE: YOU CAN CHOOSE WHICH SECTOR TO FOCUS ON.
The Chief Executive of a business based in Kazakhstan is worried about the lack of information she/he
has about the effect the Customs Union (CU) between Kazakhstan, Russia and Belarus is having on the
business since the founding of the CU in 2010. She/he asks you, as the Strategic Planning team leader to
provide a briefing report which will form part of the company’s new strategy to seek to take advantage
of the development of the Customs Union. The remit provided by the Chief Executive is very clear.
He/she needs to know:
a) The key elements and structure of the Customs Union initiative;
b) What the initiative is intended to develop into;
c) The opportunities it offers for the sector;
d) The threats it presents for the sector;
e) The strengths and weaknesses of the sector in Kazakhstan in the face of (c) and (d).
f)
The broad actions necessary for the sector to be positioned to take advantage of the Customs
Union at a company and governmental level.
The Chief Executive is very demanding. She/he does not have time to read huge reports. He/she needs a
very structured document which is no more than 1,500 words long. The report must:

Have an executive summary of no more than 250 words which captures all of the key messages
from points (a) to (f) above. You need to recommend, in broad terms, what needs to be done at
a sector level - and why.

On points (a) and (b), he/she is not interested in the detail. He has lawyers and tax accountants
to deal with that. What he/she needs to know is the essence of the initiative and why it is
important (if indeed it is).

On points (c) though (e) he/she needs an overview, preferably in graphic form, of how the
Kazakhstan-based industry compares with its Russian and Belarusian competitors. He/she needs
Ewan Simpson PhD, August 2013.
16
to understand the basics of the supply chain in the industry, the key factor conditions and links
with related industries.

Finally and most importantly, she/he needs your recommendations, based on the evidence you
present in sections (a) through (e) as to what needs to be done at the sector level to turn the
development of the Customs Union to the advantage of the Kazakhstan-based sector. Then
he/she can decide how the company may respond within this framework.
The deadline for submission to simpson@kimep.kz is 23 October 2013 at 1800.
Ewan Simpson PhD, August 2013.
17
2. Group Assignment: Putting It Into Practice
Aim: To allow students to apply the integrated knowledge of business issues and strategic planning by
developing a niche market start up strategy .
Background
A group of KIMEP BSc final year students were sitting in Black and Brown one day in September.
They were discussing what they were going to do when they graduated. They were not very impressed
with the job offers they or their friends were looking at. There didn’t seem to be anything that really
interested them, or meet with their financial expectations. What to do?
One them said – ‘why don’t we think about doing it for ourselves? – why don’t we set up our own
business?’ They kept talking and realized that this might be an option they had not really thought about.
After talking more about what they were interested in, they came up with four areas that they knew a
lot about, were interested in, and had relatively low entry barriers. These were: financial and business
advisory services, marketing/PR, social media and specialist retailing in Kazakhstan. They agreed to start
thinking about developing a strategy to make this dream real.
The Assignment
Develop a strategy for success in one of the sectors identified or another of your choice
Timeframe for final submission
Each group will present their strategy in class in the final week of the semester (December 9 and 11
2013)
Structured timeframe

Plan (10% of your grade, 2 points) by October 11 2013

Final draft (10% of your grade, 2 points) by November 13 2013

Final Paper (50% of your grade, 10 points ) by December 9 2013

Presentation (30% of your grade, 6 points) on December 9 or 11 2013.
THANK YOU FOR CHOOSING TO TAKE THIS COURSE
Ewan Simpson PhD, August 2013.