MGT 4750 – Business Strategy (Intensive)
CRN: 70266 Section 1
Term: Winter 2016
Period: 12 week, online
Teaching Instructor Information
Jeffrey Sieloff
Email: J.Sieloff@neu.edu
Phone: 617-283-3102
Office hours: Via Phone or email to schedule an appointment.
Lead Faculty Information
Dr Francesca Grippa
Email: f.grippa@neu.edu
Phone: 617-470-2046
Email to schedule an appointment.
As Lead Faculty, Dr. Grippa is responsible for course content and design, ensuring consistency across sections. You will interact on a weekly basis with your teaching instructor, who is your main point of reference for questions regarding grading, feedback and day-to-day issues.
Required Text:
 Arthur Thompson, Margaret Peteraf, John Gamble and Strickland III (2015) “Crafting &
Executing Strategy- The Quest for Competitive Advantage. Concepts and Cases, 20th edition, McGraw-Hill/Irwin, ISBN: 9781259304293.

Purchase the GLO-BUS business simulation online from Globus at
Course Prerequisites
FIN 2802, Financial Management and ENG 3003 - Writing for the Professions 1.
If you have not met these requirements and you are not in your senior year, you should not take this class. Please contact your academic advisor by searching here http://www.cps.neu.edu/student-resources/academic-advising.php
Course Description
Building on a solid foundation of business and liberal arts courses, this course examines the total management process – from planning to implementation – for executing competitive business strategy. The course covers the development of corporate objectives, plans, and policies, emphasizing the interaction between the enterprise and its environment. Students are challenged to develop the capacity to think strategically about a company, examining issues including current business position and strategy, long-term directions, and opportunities for
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gaining sustainable competitive advantage. In the second half, students will gain knowledge of the organizational and administrative methods for converting plans into achievements.
Using case studies from profit and nonprofit enterprises of various types, the course explores concepts of strategic planning and implementation from the perspective of the general manager, with attention to top management functions, responsibilities, styles, values, and organizational relationships.
Course Outcomes
At the end of this course, you will have the opportunity to:
 Apply analytical frameworks and techniques to diagnose the firm’s competitive position and core competencies, assess alternative plans of action, and predict the consequences of specific decision options.

Explain the role of mission, vision and values in formulating and implementing a successful strategy.

Use industry analysis to explain why in some industries competition is more intense and profitability lower than in other industries.

Apply competitor analysis to predict the competitive moves of rivals, and segment an industry into its markets to assess the relative attractiveness of different segments.

Conduct a resource and capability analysis to formulate strategies that exploit internal strengths and defend against internal weaknesses.

Distinguish and discuss through case studies the main strategies to reach competitive advantage.
Course Methodology
Each week, you will be expected to:
1. Review the week's learning objectives.
2. Complete all assigned readings.
3. Complete all lecture materials for the week.
4. Participate in the Discussion Board.
5. Complete and submit all assignments and tests by the due dates.
Communication/Submission of Work
All written assignments must be submitted using the View/Complete Assignment link that appears beneath the instructions for each weekly assignment in the Assignments section. They are due no later than 11:59 pm EST, on the day that is stated in the assignments section.
Turnitin is used for written assignments. Turnitin compares your electronic submissions to
Internet sources and a database of archived sources. Turnitin is a tool to help you learn how to cite your sources properly, which is critical for academic success. Turnitin automatically detects plagiarism and prepares a report for the instructor that flags content copied directly from other sources and indicates the original source.
Plagiarism is a violation of the Academic Integrity Policy and “unintentional plagiarism” is not a valid excuse. Turnitin provides some suggestions on writing structure and style. Turnitin allows you to submit your paper in advance and see the report. You can make changes based on the feedback found on the report and resubmit your paper prior to the final submission deadline.
This allows you to use Turnitin as a tool to improve your writing and citation skills.
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Participation/Discussion Board
Informed and active participation is an essential part of this class, as learning opportunities are maximized when you are actively engaged in the discussion. Active participation implies that you carefully read the comments posted by classmates and contribute with posts that inspire additional, relevant discussion.
At least one primary post (by Thursday) and 2 responses to other posts are required before week’s end (Sunday).
Your posts to the questions on the discussion forum should in total be around 1000 -1200 words. Please also use exhibits and charts as necessary to support your answers. Your comments on the answers of colleagues can be short, up to 200 words.
The grading criteria of on-line discussions are presented as follows:
Criteria Points
10
20
30
First contribution before deadline
At least 2 responses to other posts before week’s end
Posts encourage additional, relevant discussion
Thoughts are expressed clearly and reasoning is consistent and logical
Posts reflect reading assignments and some outside research
Total
Grading/Evaluation Standards
10
30
100
The percentages relating to the final grade are as follows:
Category
Class Participation/Discussion
Mid-Term Exam
Final Exam
Written Case Analyses (10% each)
Non-Credit Quizzes
Simulation Exercise

Company Performance against five simulation business metrics

Versus business targets

Versus class

Quiz 1 and Quiz 2

Term Paper

Peer Review

Team Journal and Team Charter
Business Program Assessment Test (bonus points)
Total
Weights
25 %
10 %
10 %
20 %
0 %
35 %
40%
10%
5%
40%
3 %
2%
0%
100%
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The Business Program Assessment Test contains 100 multiple-choice questions designed to measure a student's subject knowledge and the ability to apply facts, concepts, theories and analytical methods.
You won’t be graded on the results of this test, though extra credit can be offered as a result of good scores.
Final Grades
The final grade for the class will be determined based on the grading system in the CPS Student
Handbook, a copy of which can be found at http://www.cps.neu.edu/student-services/studenthandbook . The assignments, based on a 100 point-scale, will follow these matching criteria:
Description Letter
Grade
A
100 Point
Grade
94 – 100 This grade is awarded for work whose quality is at an exceptionally high level for an undergraduate student.
A –
B+
90 – 93
87 – 89
This grade indicates high but not exceptional level of quality.
This grade indicates quality which is slightly above the expected level.
B 83 – 86
B –
C +
C
C –
80
77
74 – 76
71
– 82
– 79
– 73
This grade is awarded for work whose quality is at the expected level.
This grade indicates quality which is slightly below the expected level.
This grade indicates quality which is slightly above fair .
This grade is awarded for work whose quality is fair , but still below the expected level for an undergraduate student.
This grade indicates quality which is slightly below fair.
D+
D
D –
68 - 70
64 - 67
60 - 63
This grade indicates a
This grade indicates a
This grade indicates a slightly poor poor achievement very poor
achievement
achievement
F 59 or
Under
Written Case Analyses
This grade is awarded for work whose quality is at a failing level.
Throughout the course you will read and analyze case studies . The written case analysis will be submitted as a Turnitin assignment. Write-ups should be maximum 5 pages (approx. 1500 words), 10 point font, double-spaced, in addition to exhibits. Please also use exhibits and charts as necessary to support your analysis. The grading criteria for case analysis are presented in the following table:
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Criteria Points
Appropriate response to questions
Identification of key issues or problems
40
20
Application of course topics, tools, methodologies, concepts
Use of appropriate format, grammar and style
Total
30
10
100
Non-Credit Quizzes
Non-credit quizzes will be used to reinforce weekly concepts and should be taken by the end of each week. They cover the concepts from the textbook. They do not cover GLO-BUS related concepts. Though they are not mandatory, these quizzes give you the opportunity to test your knowledge of the material through 10 questions.
GLO-BUS Simulation
As part of the course you will participate in a “Total Enterprise Simulation” called GLO-BUS. You will work in teams and will manage a virtual company competing in the global marketplace. You will be assigned to these teams at the beginning of the course. The simulation is run by an external vendor, GLO-BUS, and there is a small fee (less than $40.00) to participate. GLO-BUS is an online, PC-based exercise where you run a digital camera company in competition against companies run by your class members.
To complete the registration, you will need (1) either a credit card or the Prepaid Access Code on the card that was shrink-wrapped with your copy of the text and (2) the company registration code provided by the instructor. The only technical requirements are a computer and an Internet connection.
Your instructor will provide you with the Access Code once the teams are formed.
GLO-BUS Simulation Related Activities
Team Charter:
Each team will develop a team charter that includes:
1. Team’s mission (Why does the team exist?) statement
2. Team’s vision (What will be the team’s one BIG GLO-BUS simulation accomplishment?) statement
3. SWOT analysis of the team’s capabilities to succeed in engaging in the GLO-BUS simulation
4. Team’s guidelines (team rules) including its decision making protocol
5. The most critical tasks that the team has to complete and which team members are responsible and accountable for the completion of each of those tasks.
Peer Review
Each team will evaluate each team member’s contributions and performance during the simulation by responding to two surveys in GLO-BUS during the GLO-BUS simulation.
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Personal Journals
Y ou will submit a personal journal that briefly describes what you think your team’s company should do for the next week of the GLO-BUS simulation. The goal is to candidly assess your company so that your team meetings can be efficient and effective. Your personal journal should demonstrate that you spent significant time thinking about your company’s situation.
The following elements are an example of what to consider for inclusion in your journal entry:
 Your assessment for why your company’s performance stands where it does in relationship to the performance of the other companies.
 Your company’s desired results for the week you are journaling about. You could discuss the strategy that is most responsible for those results; your opinion on the reasons why this strategy is achieving these desired results; or issues that in the near future may require the company’s attention to sustain or improve your company’s performance.
 If your team’s strategies are not achieving the desired results, briefly state and list your company’s desired results.
Mid-Term and Final Exam
Both the Mid-Term and Final exams consist of multiple choice, True/False and essay questions.
They are similar to the questions included in the weekly non-credit quizzes. They cover the concepts discussed in the textbook.
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Class Schedule
Week Dates
1 1/11-1/17
Topic
• Recognizing the importance of strategy
• Introduction to
GLO-BUS
Simulation
2 1/18-1/24
• Developing a
Mission, Vision and
Goals
3
4
1/25-1/31
2/1-2/7
•
•
• Analyzing the
External environment
• Porter 5 Forces
Model
Analyzing the
Internal environment
Value Chain
Assignments

Read Chapter 1

Introduction to Course

GLO-BUS Simulation Presentation

Read Case: Robin Hood

Discussion - Robin Hood Case

Non Credit Online Quiz

Read Chapter 2

Mission, Vision and Goals lecture

Review and Discuss three Mission
Statements

Register on GLO-BUS in assigned teams

Read GLO-BUS P articipant’s guide

Submit Team Charter on Blackboard

Non Credit Online Quiz

Read Chapter 3

Read Guide to Case Analysis CA1

Analyzing the External Environment lecture

Read and discuss Case 10- CHIPOTLE in
2014

Complete GLO-BUS Practice year 6 by Day
7 midnight

Non Credit Online Quiz

Read Chapter 4
 Analyzing a Company’s Resources and
Competitive Position lecture

Discussion on Value Chain and SWOT analysis in the Digital Camera industry

Complete GLO-BUS Practice year 7 by Day
7 midnight

Non Credit Online Quiz
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5 2/8-2/14
6 2/15-2/21
7 2/22-2/28
•
•
• Selecting Generic
Business Strategies
Planning Strategic
Moves
Developing
International
Strategies

Read Chapter 5

The Five Generic Competitive Strategies lecture

Non Credit Online Quiz

Discussion on Strategy in the Digital
Camera Industry

Complete GLO-BUS year 6 by Day 7 midnight

Mid Term exam (from Chapter 1 to 5)

Submit Journal Day 5

Read Chapter 6

Planning Strategic Moves lecture

WRITE-UP on Tesla Motor’s Strategy

Complete GLO-BUS year 7

GLO-BUS ON-LINE QUIZ 1 by Day 7 midnight

Online Discussion on Glo-Bus strategies

Non Credit Online Quiz

Submit Journal Day 5

Read Chapter 7

Global Strategies Lecture

Discussion on International Strategy in the
Digital Camera Industry

Complete GLO-BUS year 8 by Day 7 midnight

GLO-BUS team peer review

Globus simulation plan questionnaire

Non Credit Online Quiz

Submit Journal Day 5
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8
9
2/29-3/6
3/7-3/13
10 3/14-3/20
11 3/21-3/27
12 3/28-4/2
• Creating value through
Diversification
• Shaping Corporate
Social
Responsibility
• Making ethical managerial decisions
• Managing
Resources and
Capabilities
• Final Exam
• GLO-BUS Final
Paper Preparation

Read Chapter 8

Growing through Diversification Lecture

Non Credit Online Quiz

Read Case - The Walt Disney Company: its diversification strategy

Discussion – The Walt Disney Company: its diversification strategy

Complete GLO-BUS year 9 by Day 7 midnight

GLO-BUS ON-LINE QUIZ 2 by Day 7 midnight

Submit Journal Day 5

Read Chapter 9


Ethics and Social Responsibility lecture
Read Case : Dilemma at Devil’s Den

Discussion and Submission of a 2-page write up on “Dilemma at Devil’s Den”

Complete GLO-BUS year 10 by Day 7 midnight

Non Credit Online Quiz

Submit Journal Day 5

Read Chapter 10


WRITE UP on PANERA BREAD in 2014
Complete GLO-BUS year 11 by Day 7 midnight

Non Credit Online Quiz

Submit Journal Day 5

Read the case Amazon’s Big Data Strategy
 Discussion on the Amazon’s case

Final exam (from chapter 6 to 10)

Complete GLO-BUS year 12 by Day 7 midnight

Submit Journal Day 5

GLO-BUS team peer review

Team Simulation Paper due by Day 5 midnight
Note:

Red refers to GLO-BUS Simulation

Black refers to Textbook readings, Lecture Notes, Quizzes and Exams

Blue refers to Discussion Forum activities
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The University views academic dishonesty as one of the most serious offenses that a student can commit while in college and imposes appropriate punitive sanctions on violators. Here are some examples of academic dishonesty. While this is not an all-inclusive list, we hope this will help you to understand some of the things instructors look for. The following is excerpted from the University’s policy on academic integrity; the complete policy is available in the Student
Handbook. The Student Handbook is available on the CPS Student Resources page > Policies and Forms.
Cheating
– intentionally using or attempting to use unauthorized materials, information or study aids in an academic exercise
Fabrication – intentional and unauthorized falsification, misrepresentation, or invention of any data, or citation in an academic exercise
Plagiarism – intentionally representing the words, ideas, or data of another as one’s own in any academic exercise without providing proper citation
Unauthorized collaboration – instances when students submit individual academic works that are substantially similar to one another; while several students may have the same source material, the analysis, interpretation, and reporting of the data must be each individual’s independent work.
Participation in academically dishonest activities – any action taken by a student with the intent of gaining an unfair advantage
Facilitating academic dishonesty – intentionally or knowingly helping or attempting to violate any provision of this policy
For more information on Academic Integrity, including examples, please refer to the Student
Handbook, pages 9-11.
For comprehensive information please go to http://www.cps.neu.edu/online/
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All other brand and product names are trademarks or registered trademarks of their respective companies.
This course material is copyrighted and all rights are reserved by Northeastern University
Online. No part of this publication may be reproduced, transmitted, transcribed, stored in a retrieval system, or translated into any language or computer language, in any form or by any means, electronic, mechanical, magnetic, optical, chemical, manual, or otherwise, without the express prior written permission of Northeastern University Online.
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Teaching Instructor Bio
-----------------------------------
Instructor Bio
Jeffrey Sieloff
The instructor for this course is Jeff Sieloff. Mr. Sieloff holds an undergraduate degree in electrical engineering from Michigan Technological University and an MBA from the University of
Michigan. Jeff joined Northeastern in 2007 teaching a wide range of classes within the business college at both the undergraduate and graduate levels. Jeff is also currently active in an engineering software start-up where he is a co-founder responsible for the managing sales and marketing functions for the firm. Prior to joining Northeastern Mr. Sieloff worked in the telecommunications industry in a wide variety of roles including; strategic planning, market analysis, product planning, product marketing, direct and reseller channel marketing program implementation and product management. The most recent companies where he held senior management positions include Brooktrout Technology, Xyplex Networks, and Motorola.
Lead Instructor Bio
Francesca Grippa, PhD
Francesca Grippa is the Lead Faculty and Associate Teaching Professor in the Bachelor of
Science in Management program. Her research areas include innovation management, knowledge management, team dynamics, organizational creativity and leadership, semantic analysis, and organizational network analysis.
Dr. Grippa’s most recent publications include: “Measuring Creative Performance of Teams t hrough Dynamic Semantic Social Network Analysis” and “Measuring Social Capital in Creative
Teams through Sociometric Sensors,” both in the International Journal of Organisational Design and Engineering; and “Nurturing Communities of Innovation: Evidence from the Aerospace
Industry” in the International Journal of Innovation and Technology Management.
Dr. Grippa is an editorial review board member of the International Journal of Knowledge Society
Research, is a reviewer for the Engineering Management Journal and the International Journal of Innovation and Technology Management, and works closely with other researchers involved in the Intelligent Collaborative Knowledge Networks project at MIT.
Previously, Dr. Grippa worked as an instructional designer at IBM. Since 2007, she has been working as a research analyst to help various firms assess the structure and evolution of their project teams and communities by using the methods of organizational network analysis. In
2005 and 2006, she was a visiting scholar at the MIT Sloan Center for Digital Business.
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