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THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO
The Bryan School of Business and Economics
Department of Management
MGT 491-01&01D/02/05: Business Policy and Strategy
Spring 2015
Instructor:
Office:
Telephone:
Email Address:
Office Hours:
Course Websites:
Dr. Zhonghui “Hugo” Wang
Bryan 369
Skype ID: wang_zhonghui@hotmail.com
zhonghui-wang@uncg.edu
By appointment on Skype
1) Canvas – https://canvas.uncg.edu
2) GLO-BUS Simulation – http://www.glo-bus.com
REQUIRED TEXT & MATERIALS
1. Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. Strategic Management
(DLEM), 7th Edition, 2014. ISBN-10: 0077636082 or ISBN-13: 978-0077636081. (Please
check if the loose-leaf version is obtainable from the UNCG Bookstore, which is about
40% cheaper and you can order from the bookstore and it will be shipped to you).
2. Thompson, A. A., Stappenbeck, G. A., & Reidenbach, M. A., GLO-BUS: Developing
Winning Competitive Strategies. Participant’s Guide. 2013 Edition. Available either
bundled with the textbook at the UNCG Bookstore or online at http://www.glo-bus.com/.
Please note that I would form the group membership until the class begins.
3. Harvard Business School cases. Cases are available for purchase and download from
Harvard Business School Publish. You need to register with the website at
https://cb.hbsp.harvard.edu/cbmp/register/3/HE+Individual/0/0
COURSE PREREQUISITES
MGT 301, 309, 312, & 330; MKT 309 (previously MGT 309) & 320; FIN 315; ISM 280; SCM
302 (Previously ISM 360) plus senior standing and admission to approved major — Note that
these are prerequisites, not co-requisites.
COURSE DESCRIPTION
Business Policy and Strategy (or Strategic Management) is considered the capstone course in
your undergraduate business education. It is first and foremost a course about "strategy" and
concerned with "managing for organizational success". The central theme of the Business
Policy and Strategy (Strategic Management) course is that a company’s chances for enjoying
persistent or sustained competitive advantage and/or profitability are greatly enhanced if and
only if its managers (1) have an astute, timely strategic “game plan” for running the company;
and (2) implement and execute the game plan with proficiency. We shall explore in some depth
how and why a well-formulated and well-executed strategy nearly always enhances a
company's long-term performance through strategic content analysis and skill building
exercises.
The content portion of the course would be devoted to explaining what it means to think
strategically about a company’s situation and it would instruct the student in the formal tools and
techniques of strategic analysis, formulating a strategy, and then implementing it successfully.
The skill-building portion of the course is built around case analysis and simulation game. The
purpose of the skill-building portion is to drill students in the application of the key concepts and
analytical techniques, and is designed to help develop their ability to conduct strategic analysis,
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force them to exercise business judgment, and provide them with experiential contact with
strategic decision-making.
COURSE OBJECTIVES
By the end of the semester, students should be able to:
1. Understand the strategic issues and policy decisions facing businesses and how current
management concepts address these issues.
2. Understand and describe the strategic management process and the difference between
strategic analysis, strategy formulation and strategy implementation.
3. Acquire an understanding of how to use new and existing knowledge to analyze "real
world" cases and by so doing, to understand the complexity of strategic issues.
4. Elaborate on how strategic plans and policies are integrated, implemented and
controlled and to comprehend the culture and ethical factors that influence these
management activities.
5. Analyze new knowledge and use existing knowledge to conduct strategic and
competitive analysis using various tools (e.g., five forces model, SWOT analysis,
Portfolio matrix models) in a variety of industries.
6. Evaluate the formulation of business and corporate level strategies, the different
business and corporate strategic types, alternative actions, and make sound strategic
decisions using what-if analysis.
7. Discuss the managerial task associated with implementing and executing company
strategies, and the action managers can take to promote competent strategy execution.
8. Assess the role of government policy in creating incentives and disincentives for a
variety of competitive condition for both domestic and international competition.
9. Demonstrate how the various pieces of the knowledge they have acquired in their
functional-oriented business courses fit together, and discuss why the different parts of a
company's business need to be managed in strategic harmony for the company to
operate successfully.
10. Synthesize and apply the concepts and analytical tools exposed to in the course by
participating in managing a company through a business simulation game or conduct a
strategic and competitive analysis of a company, both individually and as a member of a
group.
TIME REQUIREMENTS
The workload in this course is heavy. Therefore, we will be very busy. As such, you should plan
to spend a minimum of fifteen (15) hours per week on class (e.g., reading the textbook (4-7 hrs),
preparing the mini case analyses and reviews (8-10 hrs), and gathering information and
preparing your Globus group project (3-6 hrs)). The course will have 3 or 4 deliverables each
week. The simple way to think about the time commitment is relative to the expectations for a
14-week, 3-credit course is 6-9 hours. If you invest the right amount of time in the course, it
will not only be one of the most demanding, but also the most enjoyable course you will
take in business school. It is therefore, important that each of us work consistently and
diligently to complete the objectives of the course. I plan to work very hard in this course to
make it a success, so I will expect you to follow the following norms seriously. Deadlines will be
strictly enforced as materials must be re-distributed to other students for evaluation.
COURSE GRADING POLICY
The general grading philosophy is based on the following facts, assumptions and beliefs:
1. Based on your past performance, it is very likely that you should be able to pass this course
in good order (assumption). Therefore, there is no need to ‘weed out’ any low performers as
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2.
3.
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a rule. Hence, it is very likely that every student will pass this class in good standing
measured as a ‘C-‘ or better;
The top grades of ‘A’ and ‘A-‘ are reserved for the Top 20 percent of all students in this
course. In addition to rewarding the Top Performers, this policy is designed to create a
negative incentive to collaborate on individual activities (cheating) as it will potentially harm
the grade of the student that provides the information.
The on-line course format is more time consuming and challenging for most students (fact);
The course will be graded according to the following table.
If you submit all deliverables you should expect at least a C- grade.
If you diligently contribute to each components of the course, your risk of low grade is low.
Course Points
Final Grade
950 - 1000
949 - 900
A+
A
899 - 850
A-
849 - 800
B+
799 - 750
B
749 - 700
B-
699 – 650
C+
649 - 600
C
599 –550
C-
549 –500
D+
499 - 450
D
< 450
F
Grading Rubric: Your course points will be based on the following criteria:
Assignments
Points
Quizzes (six quizzes at 50 points each)
300
Individual case report
100
Group case report
200
GLO-BUS Simulation Exercises
400
Simulation quiz (30 points)
Simulation performance (150 points)
3-Year Strategic plan (70 points)
Written report (120 points)
Peer evaluation (30 points)
Total for Online Sections
1000
Final grades can be obtained through the UNCG uncGenie immediately the grades are posted
to the UNCG Web site or sent to the Registrar's Office.
COURSE ASSIGNMENTS
1. Quizzes
There will be SIX quizzes on the material presented in class and from the textbook. The quiz
is open book/open notes. The quiz is an INDIVIDUAL activity.
Each quiz will consist of 10 questions (true/false, multiple choice, pick-all-that apply). You
will be given thirty minutes (30 minutes) to complete each quiz, within a 24-hour period (from
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12:00 AM (Midnight) to 11:59 PM). You can select the time slot to take the quiz but you
must finish the quiz within 30 minutes once you start taking the test. You must finish
and confirm answering one question before you can see the next one. Once confirming
your answer, you can no longer change it. The quizzes are not intended to be cumulative,
but the nature of the course material results in a de facto need for cumulative course
knowledge. As the quizzes times are posted well in advance, it is your responsibility to ensure
that you take the quiz during the assigned time slot. No make-up quiz will be given.
2. Case Reports
Strategic thinking and analysis is best learned through practice. The cases we will study are
about real world business situations; they are an opportunity to both apply the concepts we
discuss in class as well as further develop our ability to think about business strategy. How
much you get out of a case depends on your preparation and active participation.
THERE WILL BE ONE INDIVIDUAL CASE REPORT AND ONE GROUP CASE REPORT
IN THIS COURSE. Cases are selected from Harvard Business School cases which will cover
several major topics in the course. Your case assignments can be different from other
students. I will inform you about your case assignments at least two weeks before the
due dates.
You will need to register and buy the cases from Harvard Business School Publishing.
Cases are usually priced at $3.95 (excluding taxes) each.
In your Individual case report and group report, you need to follow the following format:
Your individual case report must not be more than 1250 words.
Your group case report must not be more than 10 pages excluding cover page and
appendices.
You must include a cover page which clearly identifies your name(s), section number, the
word count for the document (only for individual report);
All exhibit and graphs must be placed in the appendix.
Page/word limit is not applied to title page, tables, figures, appendices and references;
2 line spacing;
Times New Roman 12-point font;
1-inch margin all around (i.e., top- bottom-, left- and right-hand margins);
Use 8.5 x 11 paper;
Use page numbers;
Insert footnotes and proper citations where necessary.
In your group case report, you will be randomly matched with other students.
You will lose 5% of the assignment grade for violating any of the formatting rules.
You will lose points equal to 5% of the assignment grade for each violation.
3. Glo-Bus Simulation Exercises
Team would be randomly formed for the Glo-Bus Simulation exercise. Each team will
manage a company, which would be required to make a set of decisions relating to the various
functional areas in a company in the simulation game, GLO-BUS. To learn the mechanics of
playing the simulation, you will need to read the Player’s Guide thoroughly. To register for the
GLO-BUS simulation, I will form student groups for the GLO-BUS simulation game and provide
each student with her/his industry/company registration code before the commencement of
exercise. You will then have to go to www.glo-bus.com and register for the simulation exercise.
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You will need to complete the registration process by paying with a credit card (if you do not
purchase the course textbook with a registration code embedded).
There will also be a practice round in which I will help you familiarize yourself with the
dynamics of the game. You will be evaluated on the following activities:
One Simulation Quiz (open-book, to be completed online by the due date shown in the
schedule).
Developing a 3-Year Strategic Plan on-line for Years 11 to 13 (Decisions 6 to 8).
 Articulate your team’s company’s strategic vision (in a couple of sentences);
 Set performance targets for EPS, ROE, Stock price appreciation, credit
rating, and image rating for each of the next three years;
 State the competitive strategy the company will pursue in entry-level cameras
and cite data showing that this strategy is either currently on track or will
require substantial internal changes.
 State the competitive strategy the company will pursue in multi-featured
cameras and cite data showing that this strategy is either currently on tack or
will require substantial internal changes; and
 Develop a projected income statement that lays out projections of unit sales,
revenues, costs, and profits for each of the four geographic regions and for
the company as a whole for each of the next three years.
Simulation Performance: You will be awarded points based on how well your company
meets its different performance objectives in comparison with other companies in the same
industry. Your company’s performance will be based on five performance measures, with
weights in parentheses: (a) earnings per share (20%); (b) return on stockholders’ equity (ROE)
(20%); (c) stock price appreciation (20%); (d) the company’s credit rating (20%); and (e)
corporate/brand image (20%). The Glo-Bus system will assign you with a final Game-To-Date
score at the end of the game. Your final overall Game-To-Date score will be scaled against the
top performing team which will get the full simulation performance score of 150. For example, if
your team gets a Game-To-Date score of 90 and the top performing team receives a Game-ToDate score of 100, then your final simulation performance score will be 135 (135=150*90/100).
Therefore, it is imperative that you strive for the best possible performance in the game
even if your company falls in the last place in the ranking. Even if your company
performs relatively poorly in comparison with your competitors, you still have the chance
to earn a decent simulation performance score.
Simulation Meetings: Team members need to demonstrate that they can effectively
schedule, plan and document meetings. Ideally, team members should seek to have the highest
quality encounter on-line. Suggestions for meetings include: a conference call by Skype. Skype
allows for three-way meetings within its free application; and meeting is through an
asynchronous series of postings on the discussion board in GLO-BUS. Irrespective of the
meeting model, there needs to be an agenda prepared (the plan) and minutes kept
(documentation). With respect to scheduling, given the on-line nature of the course, it is
reasonable to expect your team members to respond within one business day to asynchronous
posts or within shorter windows if you should so agree. It may be beneficial to e-mail you team
members that you have posted a message. I take free-riding very seriously. If a student
receives a final average peer evaluation score of less than 70, I reserve the right to
investigate and adjust the simulation performance score of that particular student
accurately. Team members who free-ride will obtain a zero score for each of the Glo-Bus
exercises.
A written report of a review of your company’s strategy and performance in the digital
camera industry at the end of the simulation. This report is a group assignment. The written
report should at least include the following in an integrated manner:
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Brief review of performance.
Discussion of strategic vision
Discussion of competitive strategy
Comparison of actual competitive strategies with intended competitive strategy (if
any).
 Examination of top management team decision-making processes. What
planning and decision process you used.
 Presentation of the general strategy you would use if the game was to continue
for five more years into the future.
 Discussion of what you learned from the experience.
The written report must not be more than 10 pages excluding cover page and
appendices. The report should be double-spaced with 1-inch margins all around and use
only Times New Roman fonts size 12 with all pages numbered. You must include a cover
page which clearly identifies the authors, company name, and section name. All exhibit
and graphs must be placed in the appendix. You will lose 5% of the assignment grade for
violating any of the formatting rules. You will lose points equal to 5% of the assignment
grade for each violation.
Team member non-performance recourse process: Group exercises are among the
most difficult in business and during school. Therefore, it is common for teams to experience a
variety of problems ranging from overactive participants to free-riders. If your team experiences
a dysfunctional dynamic, it is essential that the process be fully documented for any instructor
mitigation to occur. If you feel that your group is not performing effectively, alert the instructor
directly by email. While the GLO-BUS site of the groups will be monitored, the class is large and
there are many groups and non-performance should be specifically identified. You will have
the opportunity to directly influence your team members’ grade through the evaluation
process.
4. Readings
Readings are assigned for each section of the semester. You will be required to read
from your textbook and additional readings if possible. The additional readings will be supplied
on-line. And it will be your responsibility to read in preparation for the class activities. It is
suggested that you keep a notebook and take notes for each chapter of required reading to
supplement the PowerPoint notes and video lectures. If you require further explanation of the
concepts in the textbook or have questions after you read the book or PowerPoint notes, or any
course-related question, post your question on the discussion board under “Ask the Professor”
so that other students in the class will have access to your question and my response. I will
respond to all course-related questions within 48 hours. All personal questions should be
sent to my email address and I will respond as soon as possible (usually within 24 hours). I
will not respond to any course-related questions sent to my email address. This is the best way
to comprehend the material since you will not attend classroom lectures.
ADDITIONAL REQUIREMENTS
Written Assignments Policies
a. All assignments should be well organised, and well written. There should be no typing
errors, spelling mistakes, or grammatical errors.
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Canvas and Electronic Communications
A number of course documents, including course lecture slides and readings, will be posted in
Canvas. Typically an electronic communication will be sent to the class indicating that a new
posting has been made through your UNCG email address. Having access to and frequently
checking Blackboard and your UNCG emails will be important to your success in this course.
Because Canvas is a new system for the UNCG faculty and students, it is more efficient
for you to seek technical support from the UNCG IT service (6-tech) should you
experience any technical difficulties.
Email Communications
For purposes of this course I will assume that you check your UNCG email daily. Thus, I
assume you will be aware of any communications or requests sent at least 24 hours prior to any
assignment relating to the class meetings. If you have any questions about UNCG email you
can obtain assistance by calling 6-tech during normal business hours or by asking for
assistance in the Bryan School computer labs.
ALL ELECTRONIC COMMUNICATIONS WILL BE SENT TO YOUR UNCG EMAIL
ADDRESS. ALSO USE YOUR UNCG EMAIL ACCOUNT TO COMMUNICATE WITH ME AT
ALL TIMES. I WILL NOT RESPOND TO ANY ELECTRONIC COMMUNICATIONS THAT IS
NOT FROM A UNCG EMAIL ACCOUNT.
Inclement Weather
The University of North Carolina at Greensboro will remain open during adverse weather
conditions unless the Chancellor makes the administrative decision to make a schedule change.
Students can obtain details on those decisions from the Adverse Weather Line at (336) 3344400 or the web address: http://www.uncg.edu/iss/weather.htm.
STATEMENT OF STUDENTS' RIGHTS AND RESPONSIBILITIES
As a student in this class, you have explicit rights and responsibilities. Your full understanding
and acceptance of the following rights and responsibilities can lead to more useful time in the
class and more effective learning.
You have the right to expect:
a) Your professor to be prepared for each class, to start the class promptly at the
designated time and to end the class at the designated time.
b) Your professor to teach all scheduled classes or to arrange for a qualified substitute
if it is necessary to miss class because of University or departmental approved
commitments.
c) Clear statements of course expectations, policies, testing, and grading practices and
student performance.
d) Your professor to hold a reasonable number of office hours to discuss assignments
or to assist you with course matters.
e) Knowledgeable assistance from you professor regarding class assignments and
course contents.
f) Your professor's behavior to reflect equitable treatment, ethical practices, and
respect for human rights.
g) Opportunities to challenge ideas and defend your beliefs in a professional manner.
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h) To be challenged so as to grow both academically and professionally.
i) Your professor to abide by University policies and to have fairness and clarity in the
evaluation of your performance.
j) Adequate opportunity to appeal any perceived violations of the above rights.
You have specific responsibilities to:
a) Plan your study and work schedule appropriately to allow sufficient time to do quality
work in the course. (Please review "Suggested Academic Workload Guidelines" for
the Bryan School of Business and Economics published in the UNCG Undergraduate
Bulletin)
b) Attend each class on time and be prepared to discuss readings and participate in
discussions.
c) Complete assignments by due date and submit quality work.
d) Understand and follow course policies as explained in class and in the syllabus.
e) Commit yourself to grow academically and professionally.
f) Work effectively and cooperatively as a team member on group projects as
assigned.
g) Practice ethical behaviors and display respect for the rights of others. Please refrain
from eating, drinking, and wearing hats or caps in the classroom.
h) Contact your professor and discuss circumstances that my prevent you from
achieving acceptable performance and to make contact on a timely basis.
i) Fully understand and abide by the UNCG Honor Policy and other University policies
on student conduct.
j) Report observed violations of the UNCG Honor Policy.
You are encouraged to read the Bryan School’s guidelines for student conduct at
http://www.uncg.edu/bae/faculty_student_guidelines.pdf
SUGGESTED COURSE SCHEDULE / CHECKLIST
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You can also use the following schedule as a checklist to track your progress in the
course.
The Canvas system has a calendar which is synchronized with due dates of the course.
Units containing readings and video-lectures are posted in the Learning Area on the
Blackboard.
Surveys and quizzes are posted on the Canvas website.
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WEEK
Week 1:
January 12-16
Week 2:
January 19-23
Week 3:
January 26-30
Week 4:
February 2 - 6
Week 5:
February 9 - 13
Week 6:
February 16 - 20
TUESDAY
Read syllabus
Explore Canvas course website
Read DLEM Chapters 13
THURSDAY
Read DLEM Chapters 1
Review DLEM Chapter 1 & 2
Quiz 1 Due (Focus of Quiz is
Chapters 1 and 2)
Read DLEM Chapter 4
Read DLEM Chapter 2
Week 7:
February 23 - 27
Week 8:
March 2 - 6
Week 9: March 9 - 13
Week 10:
March 16 – 20
Read DLEM Chapter 3
Read GLO-BUS Guide
Review DLEM Chapter 3 & 4
GLO-BUS Quiz 1 Due
Read DLEM Chapter 5
GLO-BUS Practice Decision
Due
Read DLEM Chapter 6
GLO-BUS Decision 1 Due
Review DLEM Chapter 6 & 7
GLO-BUS Decision 2 Due
SPRING BREAK
Read DLEM Chapter 10
GLO-BUS Decision 3 Due
Week 11:
March 23-27
Read DLEM Chapter 9
GLO-BUS Decision 4 Due
Quiz 5 Due (Focus of Quiz is
Chapters 10 and 9)
Week 12:
March 30-April 3
Week 13:
April 6-11
Week 14:
April 13-17
Read DLEM Chapter 8
GLO-BUS Decision 5 Due
Read DLEM Chapter 12
GLO-BUS Decision 6 Due
Review DLEM Chapter 8, 12 &
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GLO-BUS Decision 7 Due
GLO-BUS Decision 8 Due
GLO-BUS 3-Year Strategic Plan
Due
Read DLEM Chapter 11
TEAMS WORK ON GROUP
CASE 2
GROUP CASE 2 REPORT DUE
AT 23:59 PM
Week 15:
April 20-24
Week 16:
April 27-May 1
GLO-BUS Peer Evaluation Due
Quiz 2 Due (Focus of Quiz is
Chapters 3 and 4)
Quiz 3 Due (Focus of Quiz is
Chapter 5)
Read DLEM Chapter 7
Quiz 4 Due (Focus of Quiz is
Chapters 6 and 7)
INDIVIDUAL CASE 1 REPORT
DUE AT 23:59 PM
Quiz 6 Due (Focus of quiz is on
Chapters 8, 12 and 11)
GLO-BUS FINAL REPORT DUE
AT 23:59PM