Department of Management
STRATEGIC MANAGEMENT SEMINAR
BUS 497 Spring 2010 – Course Outlines
Sessions
MW 1100 – 1215
Professor
Kalyan S Chakravarty
Office
JH4224, (818) 677 - 2435
E mail
kalyan.chakravarty@csun.edu
Office Hours
M 1800 – 1900
W 1000 – 1100
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)
12579
JH1240
Prerequisites Bus 302 and 302L, Mgt. 360, Mkt 304, Fin 303 and
passing the Upper Division Writing Proficiency Exams
Strategic Management Seminar BUS 497 Spring 2010
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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 will have an 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).
Strategic Management Seminar BUS 497 Spring 2010
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Industry Analysis
Key Competitors Analysis
Term Test (3)
Punctuality, Attendance, Participation
Total:
25 pts
20 pts
45 pts
10 pts
100 pts
A. Industry Analysis: (25%) Group Project:
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 thirty 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, and dates
fixed in advance for the presentations. 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.
Strategic Management Seminar BUS 497 Spring 2010
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Key Competitors Analysis: (20%) Triad Project:
Students will form groups of three (triads), and each group will conduct an indepth comparative analysis of two competing firms in the same industry (a
different one for each group) to be allotted at an appropriate time. They will
research the writings related to these two firms in the prescribed template, and
apply the models described in the class to analyze them and present their
strategic recommendations for the two competing firms. Each triad will also
submit a report for evaluation by the instructor. More details shall be provided
later in the course.
The aspects to be covered should include:
(1) Evaluation of the current performance of the firms
How successful have the strategies been in generating an above-average
financial performance of the firm over time and in relation to the industry and
competitors?
(2) Comparing the two competing firms on prescribed parameters
Faced with the same industry environment, examine how and why the firms
pursued the strategies they did.
(3) Strategic recommendations by the triad
What are your recommendations for each of them? How would you change their
strategies? What recommendations do you have for implementation?
The completed report must be turned in on 4/19 or earlier.
C. Term Test (15% x 3):
There will be three non-cumulative middle term tests. They will consist of a
combination of multiple choice questions, true/false statements, and short essays
on topics related to course curricula.
D. Punctuality, Attendance and Class Participation (10%):
Class attendance is absolutely essential. There will be no penalty for those with a
maximum of five absences. Students with seven or more unexcused
absences may run the risk of even failing in the course.
Attendance in all group industry analysis and competitors analysis
presentations is mandatory.
Strategic Management Seminar BUS 497 Spring 2010
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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:
 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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Spring 2010 - Timetable
SESSIONS
TOPICS, TASKS, READINGS
1/20
Housekeeping, Course Introduction,
Clarifying Mutual Expectations
Preparing for an Effective Case Analysis
1/25
Chapter 1: Strategic Management and Strategic Competitiveness;
The Competitive Landscape
1/27
Chapter 1: The I/O Model of Above-Average Returns
The Resource-Based Model of Above-Average Returns
2/1
Chapter 1: Vision and Mission; Stakeholders; Strategic Leaders;
Strategic Groups; The Strategic Management Process
2/3
2/8
2/10
Chapter 2: The External Environment:
Assessing the General Environment, SMFA Model;
Identifying the Opportunities and The Threats in the General
Environment, The Industry
Chapter 2: The External Environment – Contd.
The Industry Environment, Five Forces Model, and
The Competitors Environment
Chapter 3: The Internal Environment: Resources, Capabilities, and
Core Competencies, Value Chain Analysis, Outsourcing.
2/15
Establish Presentation Teams/Triads
Structured Guidelines for the Group Projects
2/17
Chapter 4: Business-Level Strategy
Customers: Their Relationships with Business-Level Strategies;
2/22
Chapter 4: Purposes and Types of Business-Level Strategies.
Competitive Risks in Developing Generic Business-Level Strategies
2/24
Case Analysis I: Nestle: Sustaining Growth in Mature Markets
Preparing for Term Test 1
3/1
3/3
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
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Spring 2010 - Timetable
SESSIONS
3/8
3/10
3/15
3/17
TOPICS, TASKS, READINGS
Chapter 6: Corporate-Level Strategy; Diversification Strategies;
Levels of Diversification, Reasons for Diversification, Managerial
Motives to Diversify;
Chapter 7: Acquisition and Restructuring Strategies, Reasons for
Acquisitions, Problems in achieving Acquisition Success,
Common Forms of Restructuring
Case Analysis II: Wal-Mart Stores, Inc.(WMT)
Chapter 8: International Strategy, Risks in International
Environment
Case Analysis III: Vodafone: Out of Many, One
Group Projects: Industry Analysis, Competitors Analysis – Update
Chapter 9: Cooperative Strategies, Types of Strategic Alliances,
Competitive Risks in Cooperative Strategies
3/22
Case Analysis IV: JetBlue Airways: Challenges Ahead
Preparing for Term Test 2
3/24
TERM TEST 2
3/29
4/12
4/14
4/19
Chapter 10: Corporate Governance Mechanisms, Ethical Behavior
Case Analysis V: Boeing: Redefining Strategies to Manage the
Competitive Market
Chapter 11: Organizational Structure and Controls;
Relationship between Strategy and Structure
Chapters 12 &13: Critical Issues in Strategy Implementation;
Strategic Leadership; Strategic Entrepreneurship
Case Analysis VI: Governing the House of the Mouse:
Corporate Governance at Disney, 1984-2006
Preparing for Term Test 3
Final Preparatory Work for Group Project: - Industry Analysis
4/21
1
4/26
4/28
TERM TEST 3
GROUP PROJECT: Industry Analysis
PRESENTATIONS AND DISCUSSIONS
5/3
5/5
GROUP PROJECT: Industry Analysis
PRESENTATIONS AND DISCUSSIONS
The timetable is subject to change
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