BUSINESS 218 — STRATEGIC MANAGEMENT
Graduate Programs
College of Engineering
San Jose State University
Dr. Alvin William Musgrave, Jr., Lecturer
Office hours: by appointment
Work phone: (408) 557-6820
Email: bill@ten-net.org
Summer 2001
MBA/MSE HP Cohort 2
HP 1266 Kifer Rd
Units: 3.0
COURSE DESCRIPTION – This is a capstone course designed to integrate the conceptual
areas of management theory and practice around the study of case histories drawn from actual
business experience. This is a challenging course that focuses on understanding why some
firms succeed while others fail. Students use all the knowledge acquired from prior business
courses, coupled with strategic management concepts and techniques, to chart the future
direction of different organizations. The course requires that students make objective strategic
decisions as appropriate to the organization’s situation and to justify them through oral and
written presentations.
COURSE OBJECTIVES – As a result of the student’s participation in this course, expectations
are that they will achieve the following objectives:
1. Understand the concept and role of business strategy in organizations.
2. Develop an outlook of the generalist and how an integrative and strategic approach can be
applied to solve business issues in the face of incomplete information.
3. Develop a philosophy of growth and how to apply an attitude of innovation, creativity, and
entrepreneurial management, as opposed to status quo.
4. Learn important analytical and planning tools and develop an ability to diagnose the total
business situation and to integrate various disciplines and concepts in forging a solution.
5. Relate strategic concepts being studied to current business events.
6. Experience the value of teams and hone one’s collaborative and team member skills.
7. Improve communication skills in presenting business analyses, both verbally and in writing.
REQUIRED READING
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Textbook, Charles W.L. Hill and Gareth R. Jones, Strategic Management: An Integrated
Approach, fifth edition, Houghton Mifflin Company, Boston, 2001
Business periodicals such as San Jose Mercury, Wall Street Journal, or Fortune.
APPROACH - The course is presented primarily as a seminar, drawing heavily upon the active
participation of students in the discussion of concepts, problems, and cases. The approach of
the course to learning is based on the premise that we learn concepts and principles best by
applying them in as close to real world circumstances as we can. To this end, the concepts,
tools, questions, and cases in the textbook provide excellent coverage of strategic management
in a real business world context.
Emphasis is on conceptual thinking, in contrast to short-term practical problem solving in a
specific situation. Assignments are regarded as opportunities for students to demonstrate their
ability to think strategically and express findings in conceptual terms.
Readings from the text, supplemented by lecture presentations, serve as conceptual anchors to
which students can tie their strategic thinking about cases or items of current interest in the
press. Students are urged to share their observations, comments or questions related to the
course at the beginning or each class period and then participate in the discussion to topics
raised.
CASE ANALYSIS & PRESENTATION – Student teams will be given the opportunity to prepare
case analyses, formally present their findings to the class, and then lead a class discussion of
the case. Students are encouraged to obtain relevant information from sources other than the
text and integrating this into their presentation. Students will be evaluated individually on their
verbal presentations.
At the time of the presentation, a written report (6 to 8 pages) reflecting the team’s analysis and
findings is to be submitted. For the report, the same credit will be given to each member of the
group, subject to modification according to the peer evaluation as described below.
TERM PROJECT – The term project (referred to as the Strategic Management Project in the
text; see end of Chapter 1) allows students to become involved in an in-depth research project
of a company. At the beginning of the course, students will select a company that they will
study together with their fellow team members. A company can be selected from one of the
case studies in the text or another company.
At the end each chapter, students are presented with a series of question that provide a way to
perform the analysis of the chosen company. The answers by themselves do not make the
project; rather they are considered the raw information which – with the thoughtful application of
strategic concepts, definitions, and models – will provide a helpful framework for a strategic
analysis and presentation of the project.
Group member are free to divide up the work among themselves, each student taking
responsibility for several chapters. At the end of the semester, the groups present their projects
to the class for discussion. A 20-page write-up of the analysis also has to be prepared as an
integrated internally consistent team effort.
PEER EVALUATIONS – Everyone on the team will be given the same credit for the written
case analysis and presentation of the group project, but a peer evaluation will be given on the
last day of class to determine whether each member contributed fairly to the preparation and
delivery of the presentation.
EXAMINATIONS – There will be objective type tests at both mid-term and a comprehensive
final exam at the end of the course.
OPTIONAL WRITTEN REPORTS – Up to two optional written reports (2 to 3 pages) may be
submitted to earn extra credit for boosting grades on class presentation scores and exams.
Students may earn extra credit as follows:

Responses to end-of-chapter “Small Group Exercise” questions, to be prepared as a
group effort and submitted at or before the scheduled class discussion, or

Analysis of current events according to end-of-chapter “Exploring the Web” or “Article
File” questions, to be prepared as an individual student effort.
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GRADING – Grades are based on mastery of course materials and concepts and an ability to
communicate clearly and effectively.
The final grade for the course is based on the following weightings:

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Classroom discussion and presentation of cases
Written case study analysis (group grade)
Term project (group grade)
Mid-term examination
Final comprehensive examination
20%
10%
30%
15%
25%
SUGGESTIONS FOR CASE AND TERM PROJECT ANALYSES
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Use the guidelines on pages C2 –C14.
Take every opportunity to relate your case analysis or term project to the concepts
presented in the textbook.
Present a well-written report, with table of contents, footnotes, and bibliography.
For presentations, have every team member participate equally.
If at all possible, do interviews to supplement your research.
For the term project, use the questions at the end of each chapter as a road map to help
you with determining where to focus your analysis.
Make it a true team effort with each member doing their part and playing off each other’s
strengths.
Make it a fun learning experience.
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Course Schedule
Session
1
Date
6/28
Thur
2
7/5
Thur
3
7/12
Thur
4
7/19
Thur
5
7/21
Sat
6
7
7/26
Thur
8/2
Thur
8
8/4
Sat
9
8/9
Thur
8/16
Thur
10
Assignment
Introduction to course –
 Course overview
 Analyzing and writing a case
 Team assignments
 Final selection of cases
The Strategic Management Process
Stakeholders & the Corporate Mission
External Analysis
Competitive Advantage: Resources, Capabilities, &
Competencies
Case discussion: Wizards of the Coast
Building Competitive Advantage Through Functional Level
Strategies
Business Level Strategy
Competitive Strategy and the Industry Environment
Case analysis presentations (suggested cases):
Amazon.com: Expanding Beyond Books
Carnival Corporation, 1998
Airborne Express
Microsoft’s Windows CE
Outback Goes International
Mid-term (bring SCANTRON NO 882-ES)
Strategy in the Global Environment
Corporate Strategy
Corporate Development
Designing Organizational Structure
Designing Strategic Control Systems
Matching Structure and Control to Strategy
Implementing Strategic Change
Review for final exam
Team presentations of strategic management projects
Chapter
Case
1
2
3
4
3
5
6
7
10
17
20
12
26
8
9
10
11
12
13
14
Final exam (bring SCANTRON NO 882-ES)
Note: Bolded assignments are formal group presentations with a written report due also.
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