Department of Management
STRATEGIC MANAGEMENT SEMINAR
BUS 497 Fall 2008 – Course Outlines
Sessions
MWF 0800 – 0850
Professor
Kalyan S Chakravarty
Office
JH4224, Extension 2435
E mail
kalyan.chakravarty@csun.edu
Office Hours
MW 0900 -1000
W 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)
12459
JH1240
Prerequisites Bus 302 and 302L, Mgt. 360, Mkt 304, Fin 303 and
passing the Upper Division Writing Proficiency Exams
BUS 497 Fall 2008
Course Outlines
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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).
BUS 497 Fall 2008
Course Outlines
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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 30 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. Attendance in all group industry analysis presentations is
mandatory.
BUS 497 Fall 2008
Course Outlines
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B. Competitor Analysis: (10% Written Individual Assignment)
Extending from the industry analysis group project, each student will submit an
in-depth strategic comparative analysis and recommendations of two competing
firms in the same industry to be allotted at an appropriate time. He/she will
research the writings related to these two firms in the prescribed template, while
preparing a coherent and defensible analysis of the situation based on the
framework used in the textbook, applying different models described in the class
and report his/her strategic recommendations for the firms. The key areas 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
The report should be an individual effort and anyone attempting to share
analyses and ideas will be penalized.
The written individual paper will be due on 24th November 2008 at the
beginning of the class.
More details shall be provided later in the course.
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 eight absences. Students with nine or more unexcused
absences will run the risk of even failing in the course. 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.
BUS 497 Fall 2008
Course Outlines
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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.
BUS 497 Fall 2008
Course Outlines
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Fall 2008 - Timetable
SESSIONS
1(8/25)
2 (8/27)
3 (8/29)
4 (9/3)
5 (9/5)
6 (9/8)
TOPICS, TASKS, READINGS
Housekeeping, Course Introduction, Syllabus Review,
Clarifying Mutual Expectations
Preparing for an Effective Case Analysis
Chapter 1:
Strategic Management and Strategic Competitiveness
The Competitive Landscape
The I/O Model of Above-Average Returns
The Resource-Based Model of Above-Average Returns
Case 20: Nestle: Sustaining Growth in Mature Markets
8 (9/12)
Vision and Mission; Stakeholders; Strategic Leaders
The Strategic Management Process
Chapter 2:
The External Environment: Opportunities, Threats, Industry
Competition, and Competitor Analysis
Case 7: Carrefour in Asia
9 (9/15)
Industry Environment Analysis: The Five Forces Model
10 (9/17)
Structured Guidelines: Group Project (Industry Analysis) and
Competitor Analysis (Written Individual Assignment)
Chapter 3: The Internal Organization:
Resources, Capabilities, and Core Competencies
Case 1: 3M: Cultivating Core Competency
7 (9/10)
11(9/19)
12 (9/22)
13 (9/24)
14 (9/26)
Building Core Competencies to achieve Sustainable
Competitive Advantages (SCAs)
Value Chain Analysis
Outsourcing
Preparing for MIDDLE TERM I
15 (9/29)
MIDDLE TERM I
BUS 497 Fall 2008
Course Outlines
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Fall 2008 - Timetable
SESSIONS
16 (10/1)
17 (10/3)
18 (10/6)
19 (10/8)
20 (10/10)
21 (10/13)
22 (10/15)
23 (10/17)
24 (10/20)
25 (10/22)
26 (10/24)
27 (10/27)
TOPICS, TASKS, READINGS
Chapter 4:
Business-Level Strategy;
Customers: Their Relationships with Business-Level Strategies;
Purposes and Types of Business-Level Strategies;
Case 28: Wal-Mart Stores, Inc. (WMT)
Chapter 5:
Competitive Rivalry and Competitive Dynamics; Competitor
Analysis, Drivers of Competitive Actions and Responses;
Strategic Focus
Case 16: JetBlue Airways: Challenges Ahead
Chapter 6:
Corporate-Level Strategy; Diversification Strategies: Levels of
Diversification, Reasons, Managerial Motives to Diversify.
Case 6: Capital One: The American Credit Card Company’s
Growth Strategies
Group Project (Industry Analysis) and Competitor Analysis
(Written Individual Assignment): Update
Chapter 7:
Acquisition and Restructuring Strategies
Case 27: Vodafone: Out of Many, One
Chapter 8:
International Strategy: Trends, Choices and Outcomes
Chapter 9:
Cooperative Strategy: Types of Strategic Alliances;
Competitive Risks, Managing Cooperative Strategies
Case 5: Boeing: Redefining Strategies to Manage the
Competitive Market
28 (10/29)
Preparing for MIDDLE TERM II
29 (10/31)
MIDDLE TERM II
30 (11/3)
Chapter 10:
Corporate Governance Mechanisms and Ethical Behavior
BUS 497 Fall 2008
Course Outlines
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Fall 2008 - Timetable
SESSIONS
31 (11/5)
32 (11/7)
33 (11/10)
TOPICS, TASKS, READINGS
Chapter 11:
Organizational Structure and Controls
Case 9: Governing the House of the Mouse: Corporate
Governance at Disney, 1984-2006
37 (11/19)
Relationships between Strategy and Structure;
Critical Issues in Strategic Implementation
Chapters 12:
Strategic Leadership: The Role of Top Level Managers;
Managerial Succession; Key Strategic Leadership Actions
Group Project (Industry Analysis) and Competitor Analysis
(Written Individual Assignment): Update
Chapters 13:
Innovation and Entrepreneurship
Preparing for Middle Term III
38 (11/21)
MIDDLE TERM III
39 (11/24)
Preparatory Work for Industry Analysis Presentations
Competitors’ Analysis: Individual Written Assignment Due
GROUP PROJECT: INDUSTRY ANALYSIS
PRESENTATIONS AND DISCUSSIONS
GROUP PROJECT: INDUSTRY ANALYSIS
PRESENTATIONS AND DISCUSSIONS
GROUP PROJECT: INDUSTRY ANALYSIS
PRESENTATIONS AND DISCUSSIONS
GROUP PROJECT: INDUSTRY ANALYSIS
PRESENTATIONS AND DISCUSSIONS
GROUP PROJECT: INDUSTRY ANALYSIS
PRESENTATIONS AND DISCUSSIONS
GROUP PROJECT: INDUSTRY ANALYSIS
PRESENTATIONS AND DISCUSSIONS
34 (11/12)
35 (11/14)
36 (11/17)
40 (11/26)
41 (12/1)
42 (12/3)
43 (12/5)
44 (12/8)
45 (12/10)
1 The
timetable is subject to change.
BUS 497 Fall 2008
Course Outlines
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