TMP120 Winter 2016
Karen Smith Bogart
University of California at Santa Barbara
Technology Management Program
Business Strategy and Leadership Skills
TMP 120 Winter 2016
Course website: https://gauchospace.ucsb.edu/courses/course/view.php?id=10513
Faculty: Dr. Karen Smith Bogart
Classroom: Phelps 2516
Office: Phelps Hall, Room 1334
Phone: 805-200-6894 (cell)
E-mail: kbogart@engineering.ucsb.edu
Class: Monday & Wednesday, 3:00PM- 4:50PM
Office: Monday & Wednesday: 1:30PM- 2:40PM
TA: Letitia Mueller
Office Hours during Capstone: TBD with Class
E-mail: letitia@umail.ucsb.edu
Overview:
This course provides an introduction to business principles and practices required by leaders for business
success and societal benefit. Students will be exposed to key management theories, models and tools in
strategy, finance, accounting, commercialization, marketing and sales. We will also explore the role and
impact of leadership in achieving business value through organizational effectiveness and capability.
Leaders apply business skills in for-profit businesses, not-for-profit organizations, government
agencies, NGOs, academia, and the like. CEOs, entrepreneurs, General Managers, and Directors all
must be skilled in information gathering, issue interpretation, risk/opportunity assessment and decisionmaking.
This course will use readings, case studies and simulations to develop and apply an integrated
knowledge of the enterprise-level business system. With a general management perspective, you will
evaluate the external competitive environment, the projected business opportunity, the firm’s
advantages and gaps, and business drivers.
Objectives:
1. Understand what comprises a business strategy.
2. Gain knowledge of the “language” of business, financial statements, and how they are used to
analyze companies and inform a strategy.
3. See how competitive advantage is gained through differentiation, operations, innovation and
marketing.
4. Apply your knowledge through a team exercise using a realistic, competitive,
multi-period computer-based business simulation.
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TMP 120 Class Readings:
Note: Do NOT buy! Textbooks are on reserve at the library!


Grant, R. (2008). Contemporary Strategy Analysis. Oxford, UK and Hoboken, NJ: John Wiley and
Sons.
Higgins, R. (2007). Analysis for Financial Management. New York: McGraw-Hill/Irwin
Note: Must Purchase.


Capstone Business Simulation: A paid individual subscription is required. ($55)
Winter 2016 Business Strategy and Leadership – Karen Bogart:
https://cb.hbsp.harvard.edu/cbmp/access/43532577
Class Grading:

Class attendance is a key enabler of knowledge building and effective participation. Attendance will
be taken. Absences will negatively affect your Participation grade.

Class Participation: 10%. This will be assessed for frequency, content and contribution with
emphasis on knowledge, analysis and depth of thinking. You are learning and helping others to
learn in the process. Grade will be assigned based on:
o Frequency of meaningful contributions
o Evidence of the integration and use of assigned readings
o Thoughtful and fact-based use of examples and the conceptual materials
o Constructive, fact-based debate showing keen analysis

Case Assessments: 25%. The case method is an effective way to heighten your business
analytical capabilities. There will be five assigned cases. You will first examine them on your own
and then in class discussion. You should read and analyze each assigned case carefully. Consider
the questions provided in the syllabus. Come to class prepared to address the questions and to
outline your recommendations for the specific company. I will randomly select a student to start the
case discussion. Thereafter, the discussion will be open to the entire class. Successful case
discussion requires students to actively contribute. When evaluating your specific contributions, I
will consider your content, analysis, depth of thinking, and insights.

Capstone Simulation Team 5 Year Strategy: 20%. Develop an integrated strategy (8-10 pages)
for your firm. Thoughtfully define your business vision, mission, participation, strategy,
segmentation, specific goals, plans, pro forma financial statements and related assumptions, and
contingencies. I will assess the rationale, thinking, actionability, and alignment of your team plan.
Submit the Team Strategy by email to faculty and TA by Noon on February 9, 2016.

Capstone Simulation Team “Top Management Presentation”: 20%. In a 12 minute (max)
PowerPoint presentation, teams should highlight their 5 year vision, mission, strategy, goals, risk
assessment, contingencies, and Income Statement and Balance Sheet at the end of the 5th Round.
Note significant deviations, shifts in strategy, actions, and the learnings. Honestly share how the
team worked together. Indicate if there were actions that you would take or avoid if you could
replay the simulation. Every member of the team must present. Use the Notes Section of the
PowerPoint to add supporting data. No substantive changes can be made after submission.
Submit the Team Presentation by email to faculty and TA by Noon on March 2, 2016.

Case Analysis Paper: 25%. You will be assigned a case. Prepare a 5 page (MAX) analysis that
answers the outlined questions and provides recommendations. Your analysis will be assessed on
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critical thinking, logical argumentation and support, organization, and communication. This is an
individual project. Due on March 13, 2016 by Noon. Submit by email to faculty and TA.
Faculty:
Karen A. Smith Bogart PhD.
Karen Smith Bogart is President of Smith Bogart Consulting, Inc., a business advisory firm based in
Santa Barbara. She works with firms on business growth or turn-around, marketing, commercialization
and organizational effectiveness. She has also worked directly in two start-up firms.
Karen was a Senior Vice President of Eastman Kodak Company. She was the Chairman and President
of Greater Asia, located in Shanghai, China. She was responsible for Kodak’s businesses and
operations across Asia. Previously, she managed many of Kodak’s largest global businesses in the
consumer, professional and health markets.
Dr. Bogart has Board of Directors experience with nine companies in North America and Asia. Currently,
she is a director of Mohawk Industries (MHK); a NYSE listed floor covering firm. She is a director of
Monolithic Power Systems (MPWR); a NASDAQ listed semiconductor company. She is a director of
Michelman, Inc., a private specialty chemicals company. She is also a director of ZBE Inc., a private
digital commercial printer firm. She formerly served as a Director of KODAK India, KODAK China,
KODAK China Manufacturing, KODAK Thailand, and MUTEC, Matsushita-Kodak Battery Joint Venture.
She has also served as a director for multiple not-for-profit organizations focused on women’s economic
self-sufficiency and education.
She holds a PhD in Human and Organizational Systems from Fielding Graduate University, a
Masters of Arts in Human and Organizational Systems from Fielding Graduate University, a
Masters of Business Administration from the University of Rochester, Masters in Industrial and
Labor Relations from Cornell University, and a BA, Political Science from the State University
of New York at Geneseo.
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TMP 120: Business Strategy and Leadership
Winter 2016 Course Outline and Schedule
Date
Topic
Intro: Strategy Is
Case
Honda case
in Lecture
Reading
Grant Chap 1
Jan
6
Strategy Application
Patagonia
case in
Lecture
Grant Chap 2
&3
Sign up for CAPSIM.
Jan
11
Finance: Language of
Business: Financial
Statements
Higgins 1 & 2
Sign up for CAPSIM.
Jan
13
Finance: Language
of Business - Pro
Forma Statements &
Ratios
Jan
18
Jan
4
Capstone
Higgins Chaps
3&4
Case
Readiness
Sign up for CAPSIM
NO CLASS: Martin
Luther King Day
CAPSIM
Manual
Read CAPSIM
Manual
Read CAPSIM
Manual
Jan
20
Finance: Understanding
Value: DCF. CAPSIM
Overview. Practice
Teams meet to
exchange info.
CAPSIM
Do CAPSIM
Tutorial
Do CAPSIM Tutorial
Jan
25
CAPSIM Capstone Info
Session Using the
Tutorial and Practice
Round 1.
Jan
27
Managing for Growth,
Market Orientation &
Innovation. Debrief
Practice Round #2 &
CAPSIM questions.
Actual Teams meet to
exchange info.
Harley Davidson
Feb
1
Advantage Through
Differentiation - Product
Development. CAPSIM
Help Session.
Eastman
Chemicals
Grant Chap 7
Case
Readiness
Feb
3
Advantage Through
Differentiation Operations
Redesigning
Trauma Ops
Grant Chap 8
Case
Readiness
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Spruce Lake
Spice
Assignment
Practice 1 – 1/24 by
11PM
Case
Readiness
Practice 2 – 1/26 by
11PM
Round 1 – 2/2 by
11PM
3/6/2016
TMP120 Winter 2016
Date
Topic
Feb
8
Guest Speaker: Jill
Feldman, President Strategic Development
Associates
Karen Smith Bogart
Case
Reading
Assignment
Capstone
Team 5 Year Plan
due by Noon today
(February 9th) by
email to faculty &
TA.
Feb
10
Marketing Awareness
& Branding
Feb
15
NO CLASS –
Presidents’ Day
Feb
17
Guest Speaker: Marsha
Bailey, CEO &
Founder, Women’s
Economic Ventures
Debrief Round 2.
Marketing &
Advertising.
Debrief Round 3.
Guest Speaker: Simon
Dixon CEO & Founder,
IdeaEngineering
Debrief Round 4.
Feb
22
Feb
24
Feb
29
Sales and Service
Debrief Round 5.
Mar
2
Organizational
Capabilities &
Leadership
Beijing
Xiaomi
Case
Readiness
Round 2 – 2/16 by
11PM
Round 3 – 2/21 by
11PM
Round 4 – 2/23 by
11PM
FormPrint
Ortho 500
case in
lecture
Round 5 – 2/28 by
11PM
CAPSIM Team
Presentation due by
Noon on March 5 by
email to faculty &
TA
Mar
7
Final Team CAPSIM
Presentations
Mar
9
Final Team CAPSIM
Presentations &
Summary
Case Analysis due
by Noon on March
13 by email to
Faculty & TA
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Winter 2016 Cases and Questions
Note: Every case discussion will start with the question: “What’s going on in the case?”
Spruce Lake
1. Identify Spruce Lake Spice’s SWOT and the implications: Strengths,
Jan
Spice
Weaknesses, Opportunities, nd Threats.
13
(* Find on
Course Website)
2. Are they realizing their vision?
3. What did the case and financial statements tell about the firm’s
management of opportunity and risk to date?
4. What are your business recommendations for Michael and Jessica including
directions, priorities, sequenced execution, and needed capabilities? Why?
Jan
27
HarleyDavidson
(* Find in:
Harvard
Business
Course pack)
1. Describe the motorcycle market, key segments, and their specific needs and
preferences.
2. What are the competitive strengths and weaknesses of the key motorcycle
providers?
3. What is the core strategic question for Harley-Davidson (H-D)?
4. What would be the risks and benefits of heavily advancing the Buell product
line and brand? Implications?
5. What are your business recommendations for H-D?
Feb
1
Eastman
Chemicals
(* Find in:
Harvard
Business
Course pack)
1. What are the unique characteristics of the chemical industry?
2. What makes the Tritan supply chain easier or harder to manage than other
supply chains?
3. What are the prospective risks and benefits of Tritan to Eastman’s
customers?
4. What customer segments should Eastman target with the launch?
5. What are your business recommendations for Eastman Chemicals?
Feb
3
Redesigning
Trauma Ops
(* Find in:
Harvard
Business
Course pack)
1. Who are the key stakeholders of university Health’s trauma services?
2. Imagine if you were the Manager, Trauma Care, and had been provided
$15M USD to repurpose current space for trauma services. This investment is
to lower cost, improve patient care, shorten patient length of stay, and enhance
working conditions in trauma care. What resources should be co-located?
Explain.
3. What other changes should be made to enhance trauma services vs. the past?
4. If you were to implement a major organizational change, what operational,
clinical, social, and economic challenges would arise?
5. What are your recommendations for the hospital?
Feb
10
Beijing Xiaomi
(* Find in:
Harvard
Business
Course pack)
1. What channels does the Chinese cell phone market have?
2. What are the advantages of Xiaomi’s channels vs. traditional channels?
3. Why was Xiaomi able to design and develop new channels?
4. What crises did Xiaomi face? What factors contributed to the crises?
5. If you were Jun Lei, how would you resolve the crisis?
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