.
UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO
FACULTAD DE ESTUDIOS INTERNACIONALES
SYLLABUS
ENGLISH VERSION
FOR DAC 11 VER 19 05 08
SUBJECT: STRATEGIC MANAGEMENT
FACULTY: Fernando Ruiz
CONTACT HOURS: 48
YEAR: 2009
DAYS: Mon-Thurs
ROOM G-299
CODE: UGER 475
CREDITS: 3 UEES (4.8
SNCC)
NON-CONTACT HOURS: 96
PERIOD: Winter 2009
SCHEDULE: 19:25-20:45
SYLLABUS DATE: Dec 15
2008
1. COURSE DESCRIPTION
The purpose of this course is to develop strategic thinking in business administration
through the development of real life cases. This is a course that is based on lectures and
class interaction, combined with case solution techniques.
Knowledge in marketing,
economics, finance, human relations and other areas are applied in this course to develop
sound strategic management abilities.
2. JUSTIFICATION
 This course emphasizes Strategic Thinking and Analysis in Business.
 Students learn the importance of developing a strategy, objectives and a correct
structure to support implementation of strategy.
 Students learn the importance of group work to solve specific real life cases.
3. OBJECTIVES
a. GENERAL
a.1. Develop critical and analytical thinking
a.2. Learn the strategic management process
a.3. Company situation analysis (SWOT)
a.4. Do strategic thinking in local markets
b. SPECIFIC
b.1. Analysis of the need of strategic management.
b.2. Developing Mission, Vision. Strategic and Tactical level planning.
b.3. Analysis of the industry and of the company (Porter’s driving forces, SWOT
analysis)
b.4. Strategy and competitive advantages.
b.5. Adaptation of the strategic plan.
b.6. Analysis of single businesses and diversified corporations.
b.7. Implementation of the strategy
4. COMPETENCIES





To comprehend the Strategic ProcessTo implement SWOT technique.
To apply Critical and Analytical thinking
To participate in Team Work activities
To develop Leadership skills
5. COURSE CONTENT OUTLINE
DATES &
SESSIONS
Session 1
(01/12/09)
Session 2
(01/13/09)
Session 3
(01/14/09)
SPECIFIC
COMPETENCIES
Session 6
(01/20/09)
Session 7
(01/21/09)
Session 8
(01/22/09)
Session 9
(01/26/09)
Session 10
(01/27/09)
NON CONTACT
HOURS
ASSESSMENT
The student analyzes Overview of the course.
the Strategic
Syllabus Analysis
Management Process Introduction
to
case
analysis.
Overview of the Strategic
Management Process
Ref 1 - Chp 1
Pag 2 – 29
C2 – C 16
Ref 1 - Chp 1
Pag 2 - 29
Questions
about
former
class.
Reading control.
The
students
comprehends the 3
Strategy-Making
Tasks
Ref 1 - Chp 2
Pag 30 - 70
Questions about
former
class.
Reading control.
Developing a Strategic
Vision.
Setting Objectives.
Forming a Strategy.
 Deere
and
Company’s
Strategic Vision
 Four
Sample
Mission
Statements
 Intel’s two strategic Inflection
Points
 Corporate
objectives
of
several companies.
Session 4
(01/15/09)
Session 5
(01/19/09)
CONTENTS
Identifies
different
methods of Industry
and
Competitive
Analysis
Exercises in class
Methods of Industry and
competitive analysis.
Porter’s Five Force Model
Industry Analysis.
Driving Forces
Case development.- Case
1: Andrea ung’s Makeover
of Avon Products, Inc.
Identifies techniques  How well is the current
for Company Situation strategy working?
Analysis
 SWOT Analysis
 Price and Cost Analysis
 Competitive Position and
Strategic Issues
Case development: Case
5: ZAP and the Electric
Vehicle Industry
Case development
Ref 1 - Chp 3
Pag 72-113
Compares
Strategy The five generic types of
and
Competitive competitive strategy.
Advantages
and Offensive and defensive
Ref 1 – Chp 5
Pag. 148 - 194
Ref 1 – Chp 4
Pag. 114 – 147
Group work in
class.
Case
development.
Quizz of chp 1, 2
and 3
Group work in
class.
Case
development.
Group work in
class.
Case
development.
Reading control.
Strategies.
Session 11
(01/28/09)
Session 12
(01/29/09)
Session 13
(02/02/09)
Session 14
(02/03/09)
Session 15
(02/04/09)
Session 16
(02/05/09)
Session 17
(02/09/09)
Session 18
(02/10/09)
Session 19
(02/11/09)
Session 20
(02/12/09)
Session 21
(02/16/09)
Session 22
(02/17/09)
Session 23
(02/18/09)
strategies.
Case development
Discusses Strategies Expansion into Foreign
for
Competing
in Markets.
Globalizing Markets
Strategy
Options
for
Foreign Markets
Strategies
for
Local
Companies in Emerging
Markets
Case development: Case
10.Kentucky
Fried
Chicken and the Global
Fast Food-Industry
Case development. And
review
MID TERM
MID TERM
Ref 1 – Chp 6
Pag 198 - 223
Discusses Business The Internet: Technology
Models and Strategies and Participants
in the Internet Era
Strategic Mistakes made
by
early
internet
entrepreneurs
E-Commerce
Business
Models and Strategies for
the Future
Case development. Case
16: Music on the Internet:
Transformation of the
Industry
by
Sony,
Amazon.com, MP3.COM,
and Napster
Case development
Ref 1 – Chp 7
Pag 224 – 255
Examines how to tailor
Strategy to Fit Specific
Industry and Company
Situation
Ref 1 – Chp 8
Pag 258 - 284
Strategies for competing
in:
- Emerging industries
- Turbulent, High-Velocity
Markets
- Maturing Industries
- Stagnant or declining
industries
- Fragmented industries
Exercises and work in
class
Identifies ho to build - The Principal StrategyResource
Strengths implementing tasks.
and
Organizational - Building
a
Capable
Capabilites
Organization.
- Organizational structures
of the future
Case Development: Case
25: Robing Hood.
Case Development
Quizz of chp 4 and
5. Group work in
class.
Case
development.
Lecture and class
work.
Group work in
class.
Case
development.
Questions in class.
MID TERM
Reading control.
Group work in
class.
Case
development.
Group work in
class.
Case
development.
Excercises.
Ref 1 – Chp 11
Pag 354 - 386
Quizz about chp 7
and 8.
Group work in
class.
Case
development.
Group work in
class.
Case
development.
Session 24
(02/19/09)
Analyzes
hot
to
manage the Internal
Organization
to
Promote
Better
Strategy Execution
Linking
Budgets
to
Strategy.
Best
Practices
and
Continuous Improvement
Support
and
reward
systems.
Ref 1 – Chp 12
Pag 388 – 415
Session 25
(02/25/09)
Understands tips of
corporate culture and
leadership – Keys to
Effective
Strategy
Execution
Building
a
stratregysupportive culture
Exerting
Strategic
Leadership
Ref 1 – Chp 13
Pag 418 - 450
Session 26
(02/26/09)
Session 27
(03/02/09)
Session 28
(03/03/09)
Session 29
(03/04/09)
Session 30
(03/05/09)
Case development: Case
28. South West Airlines
Inc.
Case Development
Quizz Chp 9 - 10
Group work in
class.
Case
development.
Case Development
Final overview
FINAL EXAM
6. METHODOLOGY
This is a case-based course that will require continuous student attendance. Lectures will
be given to stimulate class discussion and participation about subjects covered in each
specific chapter. Cases will be developed in class in groups of two to three people. Any
day a reading control can be taken. At least seven cases will be developed during the
course to develop analytical and critical thinking. Student knowledge and competencies
will be evaluated through daily class participation, question-and-answer sessions and
examination through authentic assessment i.e., demonstrating what has been learned.
Note that students CANNOT make-up missed work through class absence. Students are
highly encouraged to maintain a consistent presence during all scheduled class times.
There is a final case, which will be discussed in class. This final case comes from a reallife situation and will be developed in groups. You will have days assigned in class to work
in the case. This case, as it is in real-life, covers all subjects discussed in class.
7. ASSESSMENT
Activities
Cases
Quizzes
Class Participation
Mid Term Exam
100
50
35
15
Mid Term Grades ((Activities + Exam)/2)
Final Term
Activities
Cases
Quizzes
100
100
100
50
35
Class Participation
Final Term Exam (Final Case Project)
15
100
Final Term Grades ((Activities + Exam)/2)
100
Academic Grade ((Mid Term Grade + Final Term Grade)/2)
100
Minimum grade for class approval: 70
The exam date will be announced with time. Once the dates are established, they cannot be changed.
8. BIBLIOGRAPHY
8.1 REQUIRED
Thompson & Strickland, “Strategic Management: Concepts & Cases”, 13th edition;
McGraw Hill, 2004.
WEBLIOGRAPHY
EBSCO DATABASE
9. FACULTY INFORMATION
NAME: Fernando Ruiz N.
.
ACADEMIC CREDENTIALS--UNDERGRAD: Ingeniero Civil de Industrias – Pontificia
Universidad Católica de Chile
GRADUATE: MBA – Universidad Técnica Federico Santa Maria
E – MAIL: fernandoruiz.ecoloimp@gmail.com
10.
Prepared by: Fernando Ruiz N.
Reviewed by: Dean Mónica Reynoso
Date: Dec 15 2008
Date: Dec, 2008