Department of Management
STRATEGIC MANAGEMENT SEMINAR
BUS 497 Spring 2009 – Course Outlines
Sessions
MW 1400 – 1515
Professor
Kalyan S Chakravarty
Office
JH4224, Extension 2435
E mail
kalyan.chakravarty@csun.edu
Office Hours
M 1300 - 1400
TR 1230 - 1330
R 1800 - 1900
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)
12482
JH1236
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 2009
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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 2009
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Industry Analysis
Competitors Analysis
Middle Term Test (3)
Punctuality, Attendance, Participation
Total:
20 pts
10 pts
60 pts
10 pts
100 pts
A. Industry Analysis: (20%) 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 2009
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Group Project: Competitors Analysis (10%):
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 firms.
The total time allotted to each triad will be twenty minutes. Once again, please
practice prior to the presentation to ensure its satisfactory completion within the
stipulated time limit. 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 the day the triad makes its
presentation.
C. (20% x 3) Middle Term Test:
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 six or more unexcused absences
may run the risk of even failing in the course.
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Attendance in all group industry analysis and competitors 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:
 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.
Strategic Management Seminar BUS 497 Spring 2009
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BUS 497 Spring 2009 - Timetable
SESSIONS
1/21
1/26
1/28
2/2
2/4
2/9
2/11
2/16
2/18
2/23
2/25
3/2
3/4
TOPICS, TASKS, READINGS
Housekeeping, Course Introduction, Syllabus Review;
Clarifying Mutual Expectations.
Preparing for an Effective Case Analysis
Strategic Management, Strategic Competitiveness,
The Competitive Landscape
Readings: Chapter 1
The I/O Model of Above-Average Returns
The Resource-Based Model of Above-Average Returns
Readings: Chapter 1
Vision and Mission; Stakeholders; Strategic Leaders;
Strategic Groups; The Strategic Management Process
Readings: Chapter 1
The External Environment:
Assessing the General Environment, SMFA Model;
Identifying the Opportunities and The Threats
Readings: Chapter 2
The External Environment: Contd.
The Industry Environment, Five Forces Model, and
The Competitors Environment
Readings: Chapter 2
The Internal Environment: Resources, Capabilities, and
Core Competencies, Value Chain Analysis, Outsourcing.
Readings: Chapter 3
Establish Presentation Teams/Triads
Structured Guidelines for the Group/Triad Projects
Case Analysis I: Nestle: Sustaining Growth in Mature Markets
Preparing for Middle Term 1
MIDDLE TERM 1
Business-Level Strategy
Customers: Their Relationships with Business-Level Strategies;
Readings: Chapter 4
Purposes and Types of Business-Level Strategies;
Competitive Risks in Developing Generic Business-Level Strategies
Readings: Chapter 4
Competitive Rivalry and Competitive Dynamics;
Competitor Analysis, Drivers of Competitive Actions and Responses,
Readings: Chapter 5
Strategic Management Seminar BUS 497 Spring 2009
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BUS 497 Spring 2009 - Timetable
SESSIONS
3/9
3/11
3/16
3/18
3/23
3/25
3/30
4/1
4/13
4/15
4/20
4/22
4/27
4/29
5/4
5/6
TOPICS, TASKS, READINGS
Likelihood of Strategic Attacks and Responses to Attacks;
Rates of Competitive Speeds in Different Markets; Strategic Focus
Readings: Chapter 5
Corporate-Level Strategy: Levels of Diversification, Reasons for
Diversification, Managerial Motives to Diversify;
Acquisition and Restructuring Strategies
Readings: Chapters 6 & 7
Case Analysis II: Wal-Mart Stores, Inc.(WMT)
International Strategy, Cooperative Strategy
Readings: Chapters 8 & 9
Industry Analysis and Key Competitors’ Analysis Projects - Updates
Case Analysis III: Vodafone: Out of Many, One
Preparing for Middle Term 2
MIDDLE TERM 2
Corporate Governance Mechanisms, Ethical Behavior; Organizational
Structure and Controls: Relationship between Strategy and Structure
Case Analysis IV: Boeing: Redefining Strategies to Manage the
Competitive Market
Readings: Chapters 10 & 11
Critical Issues in Strategy Implementation; Strategic Leadership;
Strategic Entrepreneurship
Readings: Chapters 12 & 13
Case Analysis V: Governing the House of the Mouse:
Corporate Governance at Disney, 1984-2006
Preparing or Middle Term 3
Final Preparatory Work for Group/Triad Projects:
1)Industry Analysis 2) Key Competitors’ Analysis
MIDDLE TERM 3
Key Competitors’ Analysis Project:
Comparing Two Organizations in the Same Industry
PRESENTATIONS AND DISCUSSIONS
GROUP PROJECT: Industry Analysis
PRESENTATIONS AND DISCUSSIONS
Strategic Management Seminar BUS 497 Spring 2009
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