490c - Strategic Management – Fall 2015
SYLLABUS
NORTHERN ARIZONA UNIVERSITY
Bachelor of Business Administration
NAU Extended Campuses
BBA490c – Strategic Management
Fall, 2015
(August 31 – October 18)
SEC No. – 1157-19354
CREDIT HOURS: 3
THIS IS A 7 WEEK COURSE
LOCATION:
Asynchronous Online Class
INSTRUCTOR: Meredith Peabody, MBA
Please email or call for an appointment.
Office telephone: 928-713-2613 (Direct, no extension needed)
Email: Meredith.Peabody@nau.edu
Web Page: see NAU Blackboard Learn web site
Department Chair – BBA – Alex Steenstra, PhD
Perquisites
Senior Standing in BBA program, completion of BBA 300, BBA305W, BBA 310, BBA 320,
BBA 330, and BBA340.
Course Overview
The objective of this course is to provide students with the ability to understand and
diagnose business leadership situations from a strategic perspective. In particular, this
course will provide you with the framework and tools to help you understand and
analyze how firms develop and maintain a competitive advantage. This course is
designed to benefit the practicing general manager/executive, a functional specialist, or
student who is currently at a lower level in an organization who strives to make effective
decisions and initiate action in their work environment.
The role of the general manager in dealing with strategic business challenges in a rapidly
changing competitive environment can be daunting. Managers must provide leadership
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
490c - Strategic Management – Fall 2015
to the organization by facilitating the integration of functional units, creating and
implementing management policy, as well as deal with multinational and ethical issues.
Required Text and Web Site Access:
“Essentials of Strategic Management: The Quest for Competitive Advantage” by
Arthur A. Thompson, Jr., Margaret A. Peteraf, and John E. Gamble, 4th edition (McGraw
– Hill)
ISBN: ISBN # 978-0-07-811289-8 (textbook only)
Publisher’s website: www.mhhe.com/thompson
Simulation website: (www.glo-bus.com)
If you wish to purchase both the textbook and access to Glo-bus please use the
following ISBN#: 9781259185748; net price $198.50
The features you need to access do not require you to purchase an Access Code for the
student website. Go to: http://www.mhhe.com/thompson. This is the first product of
its kind – online course materials tied specifically to a textbook with all kinds of support
material and interactive materials that will assist you immensely in your studies. You
will receive an e-mail prior to the course starting with further instructions for this
student website. Also, you will be linked to this website through Blackboard.
Besides purchasing the textbook for the Strategic Management course, you will have to
purchase from www.glo-bus.com, the Access Code for a Simulation Program (Glo-Bus)
that we will use both in class and with your team. Students will be assigned to a team at
the first class which will manage a company that competes in a business simulation (GloBus) over the term. Before you register on the simulation website, and to begin the
registration process, you have to purchase the simulation software for $44.95. Once you
have the Access Code, please register using the company Registration Code. Separate emails will be sent prior to the class on instructions and the Registration Code.
NAU has an Emergency Textbook Loan Program. Eligible students can apply for assistance with
acquisition of textbooks for the semester.
More information at: http://nau.edu/LEADS-Center/Textbook-Loan-Program/
Teaching Method
Course content will be delivered online asynchronously. There will be discussions, case
analyses, and a computer based management simulation.
Learning Objectives
There are six learning objectives that this course is built around:
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
490c - Strategic Management – Fall 2015
1. Development and reinforcement of a general management point of view – the
ability and capacity to view the business from an overall perspective and in the
context of its environment.
2. Development of and understanding of fundamental concepts in strategic
management: the role of the general manager, the levels and components of
strategy, competitive analysis, organizational evolution and change.
3. Synthesis of the knowledge gained in previous courses and understanding how
that knowledge is useful to general managers.
4. Development of a better understanding of the inner workings of large and/or
complex organizations in order to better understand your future work
environment.
5. Development of an awareness of the impact of external environmental forces
(technological, governmental, demographic, social, etc.) on business and
corporate strategy.
6. Development of habits of orderly, analytical thinking and skill in reporting
conclusions effectively in both written and oral form.
Learning Outcomes
Upon completion of this course, students should be able to:
1. Demonstrate the ability to integrate the concepts of management, marketing,
finance, accounting, economics and information systems to analyze
interdisciplinary case and simulated management situations.
2. Engage in strategic planning, business policy formulation and implementation
within a global business environment.
3. Review current business in society, legal and ethical issues within a global
business environment.
4. Review selected key business and economic concepts and tools and applies
these in complex business situations.
5. Apply analytical, decision-making, and communication skills.
6. Demonstrate the ability to function as an effective member of a management
team.
This course is divided into two parts and four learning sections with the
content of each section summarized below. More detail on the content
of each section is suggested by the chapter titles in the text. Some
chapters will not be required reading and assignments and the instructor
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
490c - Strategic Management – Fall 2015
will inform you the chapters required for each module in the course
outline below.
Part I: Concepts and Techniques for Crafting and Executing Strategy
Section A: Introduction and Overview
Chapter 1: Strategy, Business Models, and Competitive Advantage
Chapter 2: Charting A Company’s Direction: It’s Vision, Mission, Objectives, and
Strategy.
Section B: Core Concepts and Analytical Tools
Chapter 3: Evaluating a Company’s External Environment
Chapter 4: Evaluating a Company’s Resources, Capabilities and Competitiveness
Section C: Crafting a Strategy
Chapter 5: Five Generic Competitive Strategies
Chapter 6: Strengthening a Company’s Competitive Position: Strategic Moves, Timing,
and Scope of Operations.
Chapter 7: Strategies for Competing in International Markets
Chapter 8: Corporate Strategy: Diversification and the Multi-business Company
Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability and
Strategy
Section D: Executing the Strategy
Chapter 10: Superior Strategy Execution – Another Path to Competitive Advantage
Part II: Cases: The Cases we will be analyzing in Class are marked with an asterisk (*)
1. Mystic Monk Coffee *
2. Under Armour’s Strategy in 2013 – Good Enough to Win Market Share from Nike
and Adidas? *
3. LuLuLemon Athletica, Inc.
4. Coach Inc. in 2012: It’s Strategy in the “Accessible” Luxury Goods Market
5. Chipotle Mexican Grill in 2013: Can It Hit A Second Home Run?
6. Google’s Strategy in 2013
7. Apple Inc. in 2012: Can It Sustain Its Growth and Defend Against New
Competitive Threats?
8. Nucor Corporation in 2012: Using Economic Downturns as an Opportunity to
Grow Stronger
9. Tata Motors: Can It Become a Global Contender in the Automobile Industry?
10. The Walt Disney Company: Its Diversification Strategy in 2012
11. Robin Hood
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
490c - Strategic Management – Fall 2015
12. Herman Miller Inc. in 2012: An Ongoing Case of Reinvention and Renewal
13. Frog’s Leap Winery in 2011: Sustainable Agenda *
BBA 490c – Fall 2015 Schedule of Online Sessions and Required Activities
Section A: Introduction and Overview
Week 1
Orientation and
Course Overview
Required Reading



8/31 – 9/6


Read Chapter 1: Strategy, Business Models, and Competitive Advantage
Read Chapter 2: Charting a Company’s Direction: Its Vision, Mission,
Objectives and Strategy.
Introduction to Glo-bus - go to www.glo-bus.com and read the
Participants Guide
Teams assigned
Review Case Study: Mystic Monk Coffee
Due Date
9/6
Activities




Prepare for Quizzes on Chapters 1 and 2 AND the Glo-bus Participants
Guide.
Post your Introduction to Discussion Board (DB #1) and respond to three
of your classmates
Glo-bus: First Practice Round due by 11 p.m. on September 6
Prepare Written Assignment # 1 Mystic Monk Coffee
9/5
9/6
9/13
Section B: Core Concepts and Analytical Tools
Week 2
Core Concepts
and Analytical
Tools
Required Reading



9/7 – 9/13
Read Chapter 3: Evaluating a Company’s External Environment.
Read Chapter 4: Evaluating a Company’s Resources, Capabilities, and
Competitiveness.
Review the Guide to Case Analysis and use as a guide for Written
Assignment # 1.
Due Date
9/13
Activities





Complete Online Quiz on Chapter # 1 (Textbook)
Complete Online Quiz on Chapter # 2 (Textbook)
Complete Online Glo-bus Quiz #1 - Participants’ Guide
o Please note: Not to be confused with online Quiz for Chapter 1
Respond to Discussion Board # 2
Glo-bus; Second Practice Round due by 11 p.m. on Wednesday,
September 9.
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
9/13
9/13
9/13
9/12
9/9
490c - Strategic Management – Fall 2015



Glo-bus; decisions for Year 6 due by 11 p.m. Sunday, September 13.
Submit Written Assignment #1 – Mystic Monk Coffee (Team Project)
Prepare for Quizzes on Chapters 3 and 4
9/13
9/13
Section C: Crafting a Strategy
WEEK 3
Crafting a
Strategy
9/14 – 9/20
Required Reading


Read Chapter 5: The Five Generic Competitive Strategies
Read Under Armour’s Strategy in 2013
Due Date
9/20
Activities







Week 4
Crafting a
Strategy
9/21 – 9/27

Online Quiz Chapter 3 (Textbook)
Online Quiz on Chapter 4 (Textbook)
Respond to Discussion Board # 3
Glo-bus; decisions for Year 7 due by 11 p.m. Sunday, September 20
Prepare for Quiz on Chapter 5
Begin to prepare Written Case #2 (Team Project)
Prepare for Exam on Chapters 1 - 4
9/20
9/20
9/19
9/20
Required Reading
Due Date
Read Chapter 6: Strengthening a Company’s Competitive Position:
Strategic Moves, Timing, and Scope of Operations
9/27
Activities






Online Quiz Chapter 5
Exam # 1 Chapters 1 – 4
Respond to Discussion Board #4
Submit Written Assignment #2 – Under Armour’s Strategy in 2013
Glo-bus; decisions for Year 8 due by 11 p.m. Sunday, September 27
Prepare for Quiz on Chapter 6
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
9/27
9/25
9/26
9/27
9/27
490c - Strategic Management – Fall 2015
WEEK 5
Crafting a
Strategy
9/28 – 10/4
Required Reading


Read Chapter 9: Ethics, Corporate Social Responsibility, Environmental
Sustainability, and Strategy
Read Case Study on Frog’s Leap Winery in 2011
Due Date
10/4
10/4
Activities






Complete Online Quiz Chapter 6
Complete Online Glo-bus Quiz # 2
Respond to Discussion Board #5
Glo-bus; decisions for Year 9 due by 11 p.m. Sunday, October 4.
Begin to prepare Written Assignment # 3 – Frog’s Leap Winery in 2011
Prepare for Quiz on Chapter 9
10/4
10/4
10/3
10/4
Section D: Executing Strategy
Week 6
Executing the
Strategy
Required Reading


Read Chapter 10: Superior Strategy Execution: Another Path to
Competitive Advantage.
Read the “Google Inc.” Case Study
Due Date
10/11
10/5 – 10/11
Activities




Week 7
Semester
Wrap-up
10/12 – 10/18
Complete Online Quiz Chapter 9
Respond to Discussion Board # 6
Glo-bus; decisions for Year 10 due by 11 p.m. Sunday, October 11.
Submit Written Assignment # 3 (Team project)
Activities





Complete Online Quiz Chapter 10
Complete Online Final Exam Chapters 5 – 10
Submit Final Paper “Google Inc. ” (Individual Project)
Complete Peregrine Assessment
Complete Glo-bus Questionnaire
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
10/11
10/10
10/11
10/11
Due Date
10/18
10/16
10/18
10/18
10/18
490c - Strategic Management – Fall 2015
Grades/Assignment of Points
SUMMARY OF GRADED ACTIVITIES
Activity
Point Values
Chapter Quizzes
8 @ 25 points each
Written Cases
3 @ 50 points each
Exams
2 @ 100 pts. each
Discussion Boards
6 @ 20 pts. each
2 @ 25 points each
Glo-bus Quiz 1 + 2
Simulation
Peregrine Assessment Test
Final Paper
Participation
Total possible points
Total Points for Semester
200
150
200
120
50
250
100
100
100
1270
Grade Equivalents
GRADE
POINTS ACHIEVED
A
B
C
D
F
1143 - 1270
1016 - 1142
889 - 1015
762 - 888
less than 761
Exams
Exams will consist of questions from the text, discussions boards and case studies. The
format for the exams will consist of multiple choice and/or essay questions. Make-up
exams will be permitted only if approved by the instructor; approval must be granted
PRIOR to the scheduled exam.
Quizzes
Quizzes based on the content of each chapter will be given throughout the semester.
The multiple choice questions comprise these quizzes and are indicative of the type of
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
490c - Strategic Management – Fall 2015
questions that will appear on the exams. If you score well on the chapter quizzes, you
should be able to score well on the exams. Each quiz consists of 25 multiple choice
questions and has a value of 25 points. To prepare for these quizzes, I recommend that
you complete the online chapter quizzes available on the publisher’s website:
www.mhhe.com/thompson. Quizzes may not be made up if missed.
Written Cases
You will prepare an analysis of assigned cases following the recommendations
presented on pages 8 and 9 of the “Guide to Case Analysis” which is available on the
publisher’s website (www.mhhe.com/thompson) or in Blackboard under the Case
Support Link. Three cases will be assigned with each having a value of 50 points. You
have the option to work in your teams to prepare the Written Case Analysis.
Final Paper
Your Final Paper is a Harvard Business Review Case Study called “Google Inc.” This case
study is to be completed individually. The purpose of your Final Paper is for you to
demonstrate to me the culmination of your learning achieved in this course. The Final
Paper will be worth approximately 10% of your overall grade.
Simulations
Students will be assigned to a team which will manage a company that competes in a
business simulation (Glo-Bus). Teams will be given two practice rounds to become
familiar with the decision-making process and work through team dynamics. This will be
followed by five rounds of decisions for the actual simulation. Company decisions will
require 1.5 – 3 hours per week outside of class per decision round.
Participation
Attendance for an online course means that you login to the course on a frequent basis
and complete the required readings, assignments, and exams. I expect you to act like a
professional in a job situation. Failure to “show up” for your job will most likely get you
fired. If you fail to “show up” for class your grade performance will be impacted.
Late Policy
In the learning environment, as well as in the real-work environment, due dates are essential.
The assignments have due dates to ensure that the student can in fact successfully complete the
class in an accelerated time frame while also benefiting from instructor input before preparing
each new assignment. Also important, is timely participation in the interactive components of
the classroom to maximize the learning experience for all parties. To avoid late penalty
deductions, assignments should be submitted on or prior to the due date. A student needs to
contact me prior to the due date to discuss possible options when circumstances beyond the
student's control prevent or will be preventing him/her from completing the assignments by the
deadline. When circumstances are beyond the control of the student, we will set an alternative
due date. When the assignments are graded, late penalties will be applied based on the delayed
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
490c - Strategic Management – Fall 2015
time frame, type of assignment, and total number of points possible on the assignment. For
each day that an assignment is late, there will be a 10% deduction in the grade for the
assignment. After the third day, a grade of zero will be entered for the assignment. There will be
no credit given for the Discussion if the initial Discussion thread is not posted. Late Discussion
Board postings will not be accepted. Extensions or approvals for late submissions are not
granted during the last week of the course.
Clear, Correct Writing is REQUIRED
In preparing all written work for this course clear, grammatically correct writing is
required. Good communications skills are the first thing employers expect of college
graduates. Correct grammar, spelling, and syntax are fundamental to good written
communication skills. Your work will be graded on content (i.e., business, especially
international aspects), BUT IF YOU SUBMIT A POORLY WRITTEN ASSIGNMENT, IT WILL
BE RETURNED TO YOU WITH A GRADE FOR CONTENT BUT YOU WILL BE REQUIRED TO
CORRECT THE WRITING ERRORS AND RESUBMIT THE ASSIGNMENT BEFORE YOUR
GRADE IS RECORDED. UNTIL A CORRECTLY WRITTEN REVISION IS SUBMITTED YOUR
GRADE BOOK WILL SHOW A ZERO FOR THE ASSIGNMENT.
Citations and Academic Honesty
All papers submitted go through a plagiarism checker. Any copying from website,
articles, or other students' papers will be caught. Please do not attempt this. The
penalties for academic dishonesty, regardless of intent, are severe. Remember that you
MUST CITE EACH REFERENCE SOURCE USED in your written work and give proper credit
for an idea, quotation, or finding. There must be a reference in the text and that
reference must be listed in the “Works Cited” at the end of your report. Failure to cite
the source of referenced material is a violation of professional ethics and NAU policy.
Furthermore it may be a violation of copyright or other intellectual property laws.
Therefore, the instructor cannot accept material that contains plagiarism or lacks proper
citations of material drawn from other sources. ANY REPORTS FAILING TO MEET THESE
STANDARDS WILL BE RETURNED WITH A GRADE OF ZERO (0). Remember, direct quotes
cannot represent more than 5% to 7% of your total word count.
For guidance on proper citation of references, please see "The New McGraw-Hill
Handbook,” Part 4: pages 373 to 495. You may follow the conventions of the Modern
Language Association (MLA) or the American Psychological Association (APA), both of
which are explained in this source. This is the standard text used in all AWC English
courses. You may also use the textbook you used when you took English 101 & 102.
APA Standard Guidelines
It is BBA policy to require students to follow the style rules of the American
Psychological Association (APA). An excellent and comprehensive guide to using APA
can be found at: http://owl.english.purdue.edu/owl/resource/560/01/
If you are not skilled at following these APA rules, go to these sources for guidance and
help. You should also use your local writing center. NAU’s community college partners
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
490c - Strategic Management – Fall 2015
all have writing centers that will help you follow APA rules and assist you in editing your
written work.
If you are challenged by these requirements, contact and consult the NAU Writing
Center either online, or call the Center.
Discussion Board Expectations
Throughout this course you will participate in a topic related conversations with your classmates
in discussion forums. For this course, your initial Discussion Thread is due on Day 3
(Wednesday). You then have until Day 5 (Saturday) to respond to your classmates. The following
are some guidelines regarding "meaningful responses" that I will be using to assign a grade for
your Discussion Board Forum answers and participation.
• Responses should include detail and specific content.
• Responses should illustrate critical thinking. When agreeing with postings of classmates,
students should give specific information illustrating the credibility of the disagreement.
Constructive debate using proof to support points is meaningful.
• The postings should create opportunities for discussions that lead to fuller understanding of
the subject matter.
• Students should relate the learning to the class readings.
• The use of credible sources to support positions help to create a meaningful response and
properly cite your sources!
• Students may incorporate pertinent real-life experiences into the responses.
• Mechanics, grammar, and structure of the response should be accurate, logical and clear.
Times Available
I check my emails twice a day; in the morning between 8:00 a.m. - 9:00 a.m. and in the evening
between 7:00 p.m. and 8:00 p.m. Arizona time. All student emails will be answered within 48
hours. Personal information and questions about grades will be handled via email to protect
student's privacy rights.
Criteria for Evaluation of Work in this Course
(i.e., tests, questions, answers, and research reports)
1.
2.
3.
4.
5.
Thoroughness and creativity of research beyond the confines of the text
books.
Clarity of presentation.
Soundness of argument and documentation. Effective use of research
material.
Grammar, spelling and general professionalism and tidiness of
presentation (all reports must be typed). Poorly written work will be
returned for rewriting – see above.
Evidence of understanding of material presented.
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.
490c - Strategic Management – Fall 2015
6.
7.
Observance of standard procedures for citing sources, etc. PLAGIARISM
WILL NOT BE TOLERATED. Failure to cite the source of referenced
material is a violation of professional ethics. It is a violation of University
policy. Furthermore it may be a violation of copyright or other
intellectual property laws.
Any form of dishonesty or cheating will not be tolerated. If discovered,
the activity will be graded with a zero and in severe cases the student
may be give an “F” in the course.
Withdrawal Policy
The deadline to drop this course is September 9, 2015 without the class appearing as a
“W” on your transcripts. The last day to drop with a “W” is September 20, 2015.
Beyond this date, a drop fee and petition is required (see registrar’s information).
Please understand this instance is only for students with special extenuating
circumstances beyond their control (so be prepared to provide justification).
Incomplete Policy
An “Incomplete” will be given only if a student, through no fault of his/her own, is
unable to complete the course and has an excused absence from the Final Exam.
Students receiving this grade must contact the instructor ASAP and no later than the
first week of the following term to set up the contract for completing the course. It is
the student’s responsibility to ensure that all remaining requirements for an
“Incomplete” are satisfied.
NAU Policy Statements
The NAU Policy Statements were revised in spring 2014, so please become familiar with these
new updated policies by visiting the following link; http://www4.nau.edu/avpaa/policy1.html
Syllabus is subject to change by the instructor. Any changes will be communicated prior to due date.