Sessions MW 1800 – 2145 10242 JH1240
Professor
Office
Kalyan S Chakravarty
JH4224, (818) 677- 2435
E mail kalyan.chakravarty@csun.edu
Office Hours M 1700 – 1800 and by appointment, if needed
Textbook
• Hitt, Ireland & Hoskisson, 8th Edition
Strategic Management: Competitiveness and
Globalization: Concepts and Cases
ISBN: 0-324-65559-2
South-Western, CENGAGE Learning (Required)
Prerequisites Bus 302 and 302L, Mgt. 360, Mkt 304, Fin 303 and passing the Upper Division Writing Proficiency Exams
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STRATEGIC MANAGEMENT SEMINAR BUS 497 Summer 2010

Course Description
This capstone course has been designed to introduce the principles of strategic management. It is an integrative and interdisciplinary course providing a broad view of the organization and its environment that includes buyers/consumers, suppliers, competitors, complementors, and the government – while taking a general management perspective throughout the curriculum.
The emphasis of the course will be on sharpening the analytical and decisionmaking skills necessary for strategy formulation, implementation and control at both the corporate and business levels.
The learning objectives are:
1. To identify the key issues faced by a firm and analyze its internal strengths and weaknesses in the context of current environmental forces impacting the firm.
2. To see the firm as a whole while examining critically how policies in each function like finance, marketing, manufacturing and human resources can be synthesized and integrated into an overall competitive strategy.
3. To be able to recommend a set of viable strategies that the firm might pursue and communicate this analysis in a concise and persuasive fashion.
4. To understand key implementation issues that managers need to deal with, while making relevant and reasonable strategic recommendations for the firm.
Preparations
The course has a uniform blend of a number of teaching methodologies and aids with a strong focus on group work and experiential exercises including the analysis of a number of cases, articles, etc.
The students are expected to prepare themselves well in advance before each session in order to participate in the discussions meaningfully. The assigned readings must be read thoroughly before coming to the class in order to derive maximum mileage from each session.
Course Work
The evaluation and grading will be based on the following course work. The components described below are designed, both independently and collectively, to achieve the course objectives. Each component is important both by itself and as a key part of the overall system ( so any major omission may lead to an F for the course ).
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STRATEGIC MANAGEMENT SEMINAR BUS 497 Summer 2010

Industry Analysis (Group Assignment)
Term Test (2)
Class Case Analysis
25 pts
50 pts
10 pts
Total: 100 pts
A. Industry Analysis: Group Project (25%):
Students will form groups of five or less, and each group will conduct an in-depth analysis of one INDUSTRY (a different one for each group). They will research the writings related to this industry, and apply the models described in the class to analyze this industry.
The aspects to be covered should include:
(1) The basics of the industry (including a basic description of the industry, the basic technology and process, customer bases, suppliers and other significant stakeholders as the group members see appropriate), (2) the general environment, (3) the industry environment (the five forces model and other relevant industry analysis models when applicable), (4) the interplays among the major competitors in this industry (competitive approaches and strategic groups), and (5) the strategic recommendations based on your analysis to the competing firms in this industry. The outcome of this paper should be a better understanding of the industry in particular and the ability to understand broad issues relevant to strategic management in general.
The group will then make a formal presentation of the analysis in the class, with each member of the group getting an opportunity to handle a section of the presentation. The total time allotted for each group will be twenty minutes. Please practice prior to the presentation so that you will be able to finish the report within the given time limit. The presentation of each group will be evaluated by the instructor using predetermined criteria that include presentation quality
(introduction, style, structure, preparation, and visual aids) and substances specified above. Each group will also submit a report. This report will be evaluated by the instructor. All references must be specified on a separate page.
We will also utilize electronic submission for the project report.
The industry to be analyzed will be determined with students’ inputs. The data used for the analysis and presentation should be up-to-date and could be from primary or published data sources, and all the analyses will be conducted in the context of the course and its coverage. Information about the reference materials is available in the textbook and from the library.
The completed report must be turned in on the day the group makes its presentation.
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B.
Term Test (25%X2):
There will be two non-cumulative term tests. They will consist of a combination of multiple choice questions, true/false statements, and short essays on topics related to course curricula.
C. Class Case Analysis (10%):
Students will form groups of five or less and each group will conduct an in-depth analysis of an allotted case (a different one for each group) on a firm, while researching the writings related to this firm, and applying the concepts and the models described in the class to analyze the firm in a prescribed format to be provided later.
The group will then make a formal presentation of the analysis of the firm in the class, with each member of the group getting an opportunity to handle a section of the presentation. The total time allotted for each group will be twenty minutes.
Please practice prior to the presentation so that you are able to finish it within the given time limit. The presentation of each group will be evaluated using predetermined criteria that include presentation quality (introduction, style, structure, preparation, and visual aids) and relevant contents. No report is required to be submitted. However, we will utilize electronic submission of the power points used for the presentation.
D. Punctuality, Attendance and Class Participation (15%):
Class attendance is absolutely essential. There will be no penalty for those with a maximum of two absences. Students with three or more unexcused absences will run the risk of even failing in the course.
Attendance in industry analysis presentations is mandatory.
Habitual lateness and/or leaving the classes early, for whatever reasons, are evidence of low commitment and will be penalized.
Please come to each class prepared to discuss the readings and assignments and to play an active role in contributing to class discussions. Those making insightful comments that increase the level of energy and interest in the topics discussed would definitely make a discernible impact than others.
A superior participation score is given to one who demonstrates the ability to comment upon the content and the process of our discussions. Some questions to help illustrate the preferred mode are:
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
Does the group become more energized after this person contributes? Is this person more focused?
 Does this person listen to others and build upon their ideas?
Grading
The final letter grade assigned to each student will be determined by the students’ performance on the course components mentioned above.
Other Issues
1. The College of Business and Economics at California State University,
Northridge prepares students to be ethical decision makers. The college maintains high standards of ethical conduct that students are expected to maintain throughout their academic and professional careers. Students in the
College of Business and Economics have identified the values of respect, honesty, integrity, commitment, and responsibility as their guiding principles.
2. This syllabus is the basic guideline for various activities related to this class. Please read it carefully, and refer to it as we proceed.
3. Please talk to me as soon as possible if you have any suggestions, questions, problems and concerns.
4. Time management is critical when dealing with many, and often conflicting demands. Such demands could be from your studies, your work, and/or personal obligations. To deal with them effectively, you must set up your priorities straight and work accordingly. (When in this class, you are required to engage fully in activities in this class.)
5. All instances of academic dishonesty will be dealt with strictly according to the University policies and guidelines.
6. All students are required to use the CSUN computing facility to send and receive email communications .
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STRATEGIC MANAGEMENT SEMINAR BUS 497 Summer 2010

SESSIONS
I (5/26)
Summer 2010 - Timetable
TOPICS, TASKS, READINGS
Course Introduction, Clarifying Mutual Expectations
Preparing for an Effective Case Analysis
Chapter 1 : Strategic Management and Strategic Competitiveness;
The Competitive Landscape, The Strategic Management Process;
I/O Model & Resource-Based Model of Above-Average Returns;
Vision and Mission; Stakeholders; Strategic Leaders;
Chapter 2 : The External Environment: The General Environment
Establish Presentation Teams:
Structured Guidelines for the Group Project
II (6/2)
III (6/7)
IV (6/9)
Chapter 2 : The External Environment:
The Industry Environment and The Competitors Environment
Chapter 3 : The Internal Environment: Resources, Capabilities, and
Core Competencies, Value Chain Analysis, Outsourcing.
Chapter 4 : Business-Level Strategy
Customers: Their Relationships with Business-Level Strategies;
Purposes and Types of Business-Level Strategies.
Competitive Risks in Developing Generic Business-Level Strategies
Preparing for Term Test 1
TERM TEST 1
Chapter 5 : Competitive Rivalry and Competitive Dynamics;
Competitor Analysis, Drivers of Competitive Actions and Responses,
Likelihood of Attacks and Responses to Attacks;
Rates of Competitive Speeds in Different Markets; Strategic Focus
V ( 6/14)
Chapters 6 & 7: Corporate-Level Strategy; Diversification Strategies;
Levels of Diversification, Reasons for Diversification,
Managerial Motives to Diversify;
Acquisition and Restructuring Strategies, Reasons for Acquisitions,
Problems in achieving Acquisition Success,
Common Forms of Restructuring
Class Case Analysis I:
Nestle: Sustaining Growth in Mature Markets
Group Project: Industry Analysis
– An Update
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Summer 2010 - Timetable
IX (6/28)
X (6/30) GROUP PROJECT: Industry Analysis
PRESENTATIONS AND DISCUSSIONS
1
The timetable is subject to change
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