Mgt 491-02
Business Policy and Strategy
Fall 2008
Instructor: Terry Mullins, MBA, PhD
Office hours: 1:30 – 3:00 pm MW; and by appointment
Phone: 334-5691 (departmental office)
Office: 352
E-mail: twmullin@uncg.edu
Class times: MW 3:30 – 4:45 pm, Bryan 205
Required texts:
Dess, Lumpkin, and Eisner, Strategic Management: Text & Cases. 4th. (2008) McGrawHill/ Irwin.
Course Prerequisites
MGT 301,309,312,330; MKT 320; FIN 315; ISM 280, 360 plus senior standing and
admission to approved major—Note that these are prerequisites, not co-requisites.
Course Description
Business Policy and Strategy is considered to be the capstone course in your
undergraduate business education. The purpose of this course is to encourage you to
examine business from a general management perspective. The course integrates
functional areas that you have studied so far into a general management model, through a
problem-oriented approach. The course will use a variety of business situations across a
variety of industries to allow you to gain valuable practice in exercising business
judgment and critical thinking skills. We also emphasize the development of persuasive
communication skills. The course is front-loaded in terms of reading, so we will get off
to a fast start. This organization should allow you to work on your final project very
early in the semester.
Learning Objectives
Upon completion of the course the student should be able to:
1. Understand the difference between situation analysis, strategy formulation, and
strategy implementation.
2. Understand how a fit between strategy and structure is a key implementation issue and
assess the appropriateness of various combinations with respect to firm performance.
3. Acquire a thorough understanding of how fitting functional strategy to business
strategy is important to achieving organizational goals.
4. Describe and apply a number of strategy supportive tools and programs (e.g. five
forces model, SWOT analysis, portfolio matrix models, and change management
models).
5. Elaborate on the strategic issues introduced when a firm moves from domestic to
multi-domestic or global competition.
6. Identify the steps required to scale and expand the business over time to serve larger
market segments and larger shares within a segment.
7. Discriminate relevant from irrelevant strategic information in case studies of a firm.
8. Explain the role of government policy in creating incentives and disincentives for a
variety of competitive conditions for both domestic and international competition.
9. Conduct a significant strategic review of a publicly traded organization to determine
the current strategic position.
10. Synthesize an analysis of a firm’s current strategic position with information
regarding the firm’s core competencies and market trends to craft a strategy for the
future.
Grading
Your final grade is composed of these elements:
Class Participation
Comprehensive Exam
Written Case Assignments
 Case 1
 Case 2
Test 1
Test 2
10%
10%
5%
5%
10%
10%
Group Industry & Company Project:
Oral Presentation
Written Report
10%
20%
Final Exam
20%
Teaching Method
I believe strongly in an active learning approach to class material; consequently,
discussion is my main approach to aiding you in learning. Note that this applies not just
to case studies, but to text material as well. Consequently, you must read and analyze all
assigned chapters and cases so that you are prepared to discuss them in class. I will
typically open a class by asking, “What strikes you as significant about . . .” and then
cold call on somebody. When there are lectures, it will follow a lecture-discussion
format.
So what is the bottom line? Be prepared! Read the assigned material, whether or not you
are writing on that particular case.
Attendance: You must be in class on the first day. If you are not, your name will be
removed from the roll.
You cannot contribute to class discussion if you are not there. Furthermore, you are out
of the loop as far as classroom information is concerned. In addition, poor attendance
will lower your group participation grade considerably. So show up! Anyone missing
more than 20% of classes (5) will receive a grade of “F” on “class participation.”
Honor Code
We will abide by the UNCG Honor Code. Note particularly the section on plagiarism.
Inclement Weather
Follow university guidelines on this. Exercise good judgment. You alone are
responsible for your personal safety.
DETAILS
Tests: There will be a mid-term and final exam, probably multiple-choice and true-false.
Written Case Analysis: You are required to submit 3-5 page written analyses of two of
the case studies you are assigned to read. All those with an asterisk (*) beside them on
your schedule are eligible. The papers are due at the beginning of class on the date we
discuss that particular case. You will be expected to analyze the case in whatever terms
you think appropriate, then draw conclusions and make appropriate, specific
recommendations. The number of students allowed to write on any particular case will
be limited to six. You should choose one case from before Fall Break and one from
those we read afterward.
Group Industry and Company Project: The class will be divided into eight groups to
conduct an industry and company analysis. Each group will be assigned one Fortune 500
company and its industry. You should be able to start this project in mid-September.
The end products will be a 25-30 minute group presentation at the end of the semester
and a group written analysis of 17-20 pages due Monday, November 17th.
Guidelines for Industry/Company Analysis
1. Identification of the mission, vision and objectives, as well as problems and
challenges facing the company
2. Appraisal of the company’s industry environment:



The dominant economic characteristics in an industry
The nature and intensity of competition using Porter’s Five Forces Model
The drivers of change and critical success factors in the industry
3. Appraisal of the company’s current resources and capabilities:



Identify the company’s resources and capabilities.
Perform a SWOT analysis.
Perform a competitive strength assessment to determine its competitive position in
the industry.
4. Identification and evaluation of the company’s current strategy:





Discuss at least four functional strategies of the company.
Discuss how the functional strategies fit into the competitive strategy being pursued
by the company’s businesses.
Discuss the company’s corporate strategy.
Evaluate how the company’s current strategies relate to its internal resources and
capabilities and what is happening in its industry environment.
Evaluate the impact of the company’s current strategies on its strategic and financial
performance.
5. Present lessons learned and recommendations. The recommendations should be
reasonable, feasible, and able to be implemented.
COMPREHENSIVE EXAMINATION
All 491 students (except for exchange students) will be required to take a comprehensive
examination covering the core elements of business education. The exam counts 10% of
your grade for this course. You cannot complete your major without taking this test
on the date and at the time prescribed. Any questions about this test should be
directed to Ms. Pam Cash, Assistant Dean, in 401 Bryan. The tentative date for the
Comprehensive Exam is Friday, October 24th. A study guide will be posted on
BlackBoard.
Calendar and Requirements
Fall 2008
Aug 25—Orientation; discussion of syllabus and Ch. 13 (Case Analysis)
Case 1: Robin Hood
Aug 27 – Chapter 1 (Basic Strategic Management Concepts)
Case 11: The American Red Cross
Sept 1 – Labor Day Holiday – No Class Meeting
Sept 3 – Strategy Presentation: Dr. Carolyn Woo
Sept 8 – Formation of company/industry project groups
Chapter 2 (Analyzing the External Environment)
Case 12*: Whole Food Markets 2007
Sept 10 – Chapter 3 (Analyzing the Internal Environment)
Case 23*: World Wrestling Entertainment
Sept 15 – Chapter 4 (Intellectual Assets)
Case 18*: Southwest Airlines
Sept 17 – Chapter 5 (Business-level Strategy)
Case 17*: Panera Bread
Sept 22 – Case 16: JetBlue Airways; Review of text Chapters 1-5
Sept 24 – TEST 1: Text, Chapters. 1-5
Sept 29 – Chapter 6 (Corporate Level Strategy)
Case 6*: Crown, Cork & Seal in 1989
Oct 1 -- Chapter 7 (International Strategy)
Oct 6 – Case 7*: Sun Life Financial in China; Case 29*: eBay in Asia
Oct 6 – Chapter 8 (Entrepreneurial Strategy and Competitive Dynamics)
Oct 8 -- Case 20*: Yahoo!
Oct 13 – Chapter 9 (Strategic Control & Corporate Governance)
Oct 15 – Case 10*: Enron: On the Side of Angels
Oct 20 -- FALL BREAK (no class)
Oct 22 – Applying strategic concepts to career plans; Test 2 Review
Oct 27 – Test 2
Oct 29 – Chapter 10 (Creating Effective Organizational Designs)
Case19* Johnson & Johnson
Nov 3 – Case 4: Best-Laid Incentive Plans; Case 2: Edward Marshall Boehm, Inc.
Nov 5 – Chapter 11 (Strategic Leadership) Case 32*: FreshDirect
Nov 10 – Case 3: Skeleton in the Corporate Closet; Case 25*: The Casino Industry
Nov 12 – Case 24*: Proctor and Gamble
Nov 17 – Chapter 12 ( Managing Innovation and Fostering Corporate Entrepreneurship)
Case 39*: Dippin’ Dots
Nov 24 – Strategies for effective group presentations
Nov 26 – THANKSGIVING HOLIDAY – No Class
Dec 1 –Presentations:
Dec 3 – Presentations:
Dec 8 – Presentations: LAST DAY OF CLASS
Dec 15 – Final Exam 3:30 pm – 6:30 pm
*indicates a case which you may choose to write about; due in the Digital Drop Box of
BlackBoard before the beginning of class on the day of discussion; pick one from before
Fall Break and one after.
I reserve the right to make changes if necessary.