UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO
FACULTAD DE ESTUDIOS INTERNACIONALES
SYLLABUS
ENGLISH VERSION
FOR DAC 11 VER 19 05 08
SUBJECT STRATEGIC MANAGEMENT
FACULTY PIERINA CEVALLOS
CONTACT HOURS 48
YEAR 2010
DAYS Mon- Thursday
ROOM F-209
CODE UGER 475
CREDITS 3
NON-CONTACT HOURS 96
PERIOD SUMMER
SCHEDULE 21h00-22h20
SYLLABUS DATE 14-06-10
1. COURSE DESCRIPTION
The purpose of this course is to develop strategic thinking and analysis, bringing together the concepts from
the functional areas of the company, in the analysis and decision-making involved in complex business
situations. The concepts, theories, and ideas are given practical application in case studies, in regular class
discussions, and in the project, which builds throughout the course. Emphasis is placed on thinking, on
communicating, on problem identification and solution.
2. JUSTIFICATION
The general purpose of this course is to provide students with the necessary tools to be able to create and
implement an effective and successful business policy and strategy based on the company’s mission and
goals. Students will be able to become decision-makers, applying their knowledge through well-planned
strategies in real life situations.
3. OBJECTIVES
a. GENERAL
Guide students in the process of becoming decision-makers, developing a strategic way of thinking, in order
to implement an effective business strategy.
b. SPECIFIC
 Formulate and implement business strategies.
 Analyze the attractiveness of an industry.
 Identify a company’s strengths and weaknesses and identify and opportunities and threats. (SWOT
analysis)
 Develop a company’s sustainable competitive advantage.
 Create a competitive strategy for foreign markets.
4. COMPETENCIES
Throughout this course students will be able to analyze the environment in which the company works,
identify potential opportunities and formulate strategic decisions that will lead to the achievement of the
company’s mission and goals.
5. COURSE CONTENT OUTLINE
DATES &
SESSIONS
SPECIFIC
COMPETENCIES
Session 2
Understands the
five tasks of
strategic
management.
Jul-07
Session 4
Defines a firm's
vision, mission
statement,
objectives and
crafting a suitable
strategy.
Jul-14
Session 8
Chapter 1:
Concepts and
Techniques of
Strategic
Management.
Pages: 2-26
Establishing Objectives.
Crafting a Strategy
Chapter 2:
Establishing
Company Direction:
Developing a
Strategic Vision,
Setting Objectives,
and Crafting a
Strategy
Pages: 30-69
Case Study 1
Chapter 3: Industry
and Competitive
Analysis.
Pages: 72-99
Reading
Control
/Questions and
discussion
Chapter 3:
Pages: 100-113
Chapter 4:
Evaluating
Company Resources
and Competitive
Capabilities.
Pages 114-127
Quiz
Chapter 4:
Evaluating
Company Resources
and Competitive
Capabilities.
Pages 128-147
Case Study 2
Chapter 5:
Strategy and
Competitive
Advantage.
Pages: 148-184
Reading
Control
/Questions and
discussion
Methods of Industry and Competitive Analysis
Analyzes the five
competitive
forces of an
industry.
Industry's dominant Economic Features, Competition and
Competitive Forces
Causes for Industry's Competitive Structure and Business
Environment changes
Companies in the weakest and the strongest position
Jul-13
Session 7
Why Strategic Management is an Ongoing Process
Factors that Shape a Company's Strategy
Session 5
Session 6
The five tasks of Strategic Management
Developing a Strategic Vision
Jul-08
Jul-12
ASSESSMENT
Who performs the five tasks of Strategic Management?
Jul-06
Session 3
NON-CONTACT
HOURS
Strategic Management Overview
Session 1
Jul-05
CONTENTS
Strategic Moves Rivals are Likely to Make Next
Evaluates
industry
attractiveness.
Preparing for
competitive
success.
Key Factors for Competitive Success
Industry Attractiveness and Prospects for Above-Average
Profitability
Doing an Industry and Competitive Analysis
Jul-15
How well is the Present Strategy Working?
Session 9
Jul-19
Session 10
Identifies the
company's
strengths and
weaknesses.
Identifying
market
opportunities and
threats.
Jul-20
Session 12
Jul-22
Are the Company's Prices and Costs Competitive?
How Strong is the Company's Competitive Position?
What Strategic Issues Does the Company Face?
The Five Generic Competitive Advantages
Session 11
Jul-21
What are the Company's Resource Strengths and
Weaknesses and its External Opportunities and Threats?
Establishes the
firm's competitive
advantage.
Cooperative Strategies and Competitive Advantages
Merger and Acquisition Strategies
Vertical Integration Strategies
Session 13
Jul-26
Session 14
Applies
offensive and
defensive
strategies to
secure the
company's
competitive
advantage.
Jul-27
Session 15
Session 16
Jul-29
Session 17
Ago-02
Session 18
Ago-03
Session 19
Ago-04
Session 20
Ago-05
Session 21
Unbundling and Outsourcing Strategies
Using Offensive Strategies to Secure Competitive Advantage
Using Defensive Strategies to Protect Competitive Advantage
First-Mover Advantages and Disadvantages
Mid-Term Exam
Jul-28
Understands
cross-country
differences.
Defining an
strategy to
enter and
compete in
foreign
markets.
Understands
the impact of
the internet in
the
competitive
environment
and its
strategic
implications.
Chapter 5:
Strategy and
Competitive
Advantage.
Pages: 185-197
Cross-cultural Differences in Cultural, Demographic, and
Market Conditions
Multicountry Competition or Global Competition?
Strategy Options for Entering and Competing in Foreign
Markets
Chapter 6:
Strategies for
Competing in
Globalizing Markets.
Pages: 198-223
Case Study 3
Chapter 7:
Business Models and
Strategies in the
Internet Era.
Pages: 224-255
Project's First
Draft
Presentation
Chapter 8:
Tailoring Strategy to
Fit Specific Industry
and Company
Situations.
Pages: 258-270
Reading
Control
/Questions
and
discussion
Chapter 9:
Pages: 271-289
Chapter 9:
Strategy and
Competitive
Advantage in
Diversified
Companies.
Pages:290-302
Quiz
Chapter 9:
Strategy and
Competitive
Advantage in
Diversified
Companies.
Pages:303-327
Case Study 4
Strategic Alliances and Joint Ventures with Foreign Partners
The Internet
How Internet Technology Impacts Company and Industry
Value Chains
How the Internet Reshapes the Competitive Environment
Strategic Mistakes Made by Early Internet Entrepreneurs
E-Commerce Business Models and Strategies for the Future
Strategies for Competing in Emerging Industries of the Future
Adapts the
company's
strategy to
different
industry
situations.
Ago-09
Strategies for Competing in Turbulent, High-Velocity Markets
Strategies for Competing in Mature Industries
Strategies for Competing in Stagnant or Declining Industries
Strategies for Competing in Fragmented Industries
Strategies for Sustaining Rapid Company Growth
Strategies for Industry Leaders
Strategies for Runner-Up Firms
Session 22
Ago-10
Session 23
Understands
the keys for
successful
business
strategies.
Ago-12
Session 25
Ago-16
When to Diversify
Building Shareholder Value
Ago-11
Session 24
Strategies for Weak and Crisis-Ridden Businesses
10 Commandments for Crafting Successful Business
Strategies
Analyzes the
implications of
diversification
strategies.
Implementing
a
diversification
strategy.
Choosing the Diversification Path
The Case for Related Diversification Strategies
The Case for Unrelated Diversification Strategies
Strategies for Entering New Businesses
Strategy Options for Companies that are Already Diversified
Identifying Present Corporate Strategy
Session 26
Ago-17
Session 27
Evaluates the
attractiveness of
each industry for
diversified
companies.
Evaluating Industry Attractiveness
Evaluating the Competitive Strength of the Company's
Business Units
Strategic Fit Analysis
Evaluates crossbusiness
competitive
advantage
potential.
Ranking the Business Units on the Basis of Past Performance
and Future Prospects
Deciding on Resource Allocation Priorities and a General
Strategic Direction for Each Business Unit
Project
Presentation
Crafting a Corporate Strategy
Ago-23
Session 30
Chapter 10:
Evaluating the
Strategies of
Diversified
Companies. Pages:
342-353
Business Unit Requirements
Session 28
Session 29
Reading
Control
/Questions
and
discussion
Resource Fit Analysis
Ago-18
Ago-19
Chapter 10:
Evaluating the
Strategies of
Diversified
Companies. Pages:
328-340
Ago-24
Final Exam
6. METHODOLOGY
Classes will be conducted seminar style and by teamwork. Students will be assigned to read the material
beforehand in order to discuss different views during class. At the end of the course students will present
their projects to the class.
Class rules:
 In compliance with UESS regulations students can have a maximum of 6 absences. Late attendance
will also be considered in your record, 3 times= 1 absence.
 The use of cell-phones and other electronic devices is prohibited during class and will be confiscated
if used in the classroom.
 Cheating (copying and plagiarism) is absolutely unacceptable and will result in failing the course.
 Food is not allowed in the classroom.
 Homework and projects must be typed: A4 paper, Arial 10, and must be presented on the due date.
Late homework may be accepted one day after the due date but graded over 70.
7. ASSESSMENT
At the end of the course students will be required to present a project, which will consist of choosing a
company or business, and develop and present a strategic plan. The plan will include the firm’s internal
analysis as well as identify potential opportunities and threats. It will also include recommendations to create
and sustain long-term competitive advantage. The project will be presented in a written format and it will
also be presented to the class at the end of the second term.
7.1 Assessment Criteria
• Class discussion
• Case studies
• Class exercises
• Simulator performance evaluation
7.2 Performance Markers
• Elaborates a firm’s corporate vision, mission and sets its objectives.
• Analyses the firm’s macro-environment and identifies opportunities and threats.
• Elaborates an industry’s competitive forces analysis and identifies opportunities and threats.
•
•
•
•
Identifies sources of competitive advantage.
Evaluates cross-cultural differences and identifies strategies for competing in global markets.
Identifies strategies to compete under different industry conditions.
Identifies and evaluates strategies for diversified companies.
7.3 Weighting
• Case studies
• Quizzes
• Practical classes
• Research projects
• Simulator presentation
100
100
100
100
100
8. BIBLIOGRAPHY
8.1 REQUIRED
Strategic Management, Concepts and Cases. Thompson and Strickland. Thirteenth Edition.
8.2 COMPLEMENTARY
Fundamentals of Management: Essential Concepts and Applications. Stephen P. Robbins, David A.
Decenzo. Fourth Edition.
The Competitive Advantage of Nations. Michael E. Porter.
8.3 HANDOUTS:
Study cases, newspapers and magazines articles.
8.4 WEBLIOGRAPHY:
 EBSCO DATABASE
www.quickmba.com/strategy/
www.businessplans.org
www.netmba.com/strategy/
www.thinkingmanagers.com/business-management/strategic-management.php
9. FACULTY INFORMATION
NAME:
Pierina Cevallos Serrano
.
ACADEMIC CREDENTIALS--UNDERGRAD: B.S. Trilingual International Business Administration Universidad Católica de Santiago de Guayaquil
GRADUATE: Master in Strategic Business Administration – Universidad de Belgrano, Buenos Aires,
Argentina
E – MAIL: piericevse@hotmail.com
10.
Prepared by:
Pierina Cevallos
Date: June, 2010
Reviewed by: Dean Monica Reynoso
Date: June, 2010