COURSE:
TITLE:
SEMESTER:
CLASSROOM:
WEBSITE:
BUS 478 D600 (Mon.)
Strategy
Fall 2015 (1157)
WMC 3220
http://www.sfu.ca/
~sheppard/478index.html
INSTRUCTOR: Jerry Sheppard
Office: WMC 4387
Hours: Wed. 12:40-13:20
Mon. 12:40-13:20
Phone: 778-782-4918
E-mail: sheppard@sfu.ca
Pre-requisites: Bus 207, 312, 343, 360, and either Bus 374 or 381, and 90 credit hours.
Objectives
1. Develop a capacity to think strategically
about a firm, its business position, how it
can gain a competitive advantage.
2. Conduct strategic analyses for a variety of
industries, organizations and situations in
order to develop a stronger grasp of the
competitive challenges of a global environment.
3. Become acquainted with the managerial
tasks associated with strategy formulation, and the actions managers can take
to promote competent implementation.
4. Integrate knowledge from other courses
to see how parts of the business puzzle fit
together and why different parts of a firm
need to be managed in harmony.
Required Textbook
Hitt, Ireland & Hoskisson, Strategic
Management, Competiveness &
Globalization, Concepts 11th ed.
Cengage Learning. ISBN:
9781285425184
Ethical Considerations
You are expected to do your own work on the
individual assignments. Failure to do so, or
plagiarism, or insufficient citation could result
in a zero for the assignment.
Revised: July 15, 2015
Grades
Individual written case analysis . . . . . . .
Midterm . . . . . . . . . . . . . . . . . . . . . . . . . .
Participation . . . . . . . . . . . . . . . . . . . . . .
Individual contribution to group . . . . . . .
Group written case Synopsis . . . . . . . . .
Group written case analysis . . . . . . . . . .
Group presentation . . . . . . . . . . . . . . . . .
28%
28%
12%
5%
5%
10%
12%
Class participation
Positive contribution to class discussion is an
integral part of the course; coming to class is
not enough! Attendance accounts for some of
this and contribution to discussion accounts
for a major part. The best way to contribute is
to be prepared by reading the material in
advance and saying something in class. However, keep in mind that your contribution will
be evaluated for quality and quantity.
Group project and presentation
You will form into groups of five by the 3rd
class. Groups should have folks who have a
range of skills, and can work well together.
You will be evaluating others in the group. The
average grade for the group is to be 3.1. If you
choose not to fill out a grade form, all group
members will receive a 3.15.
Your group will write a 5 to 8 page synopsis of
an organization of your choice. It will cover
firm history, environment, current situation and
main strategic challenges. Your group will
present a 30-minute analysis of this firm. The
group will then have two days to complete a
written analysis.
online in Power Point (an ‘Essentials’ version
that I go through in class, and a full version,
with audio) at my convenient website:
http://www.sfu.ca/~sheppard/478index.html
Session breakdown
Most sessions will include a short lecture
on critical chapter points, some strategy
based exercise and a case (a 20%, 40%
40% split, respectively). Lecture material,
taken from the concepts chapters, is available
Course Coverage
Responsibility for discussion of case analyses
and exercises is the students; the instructor’s
role is to facilitate. This is where the majority of
the class participation mark is derived.
.
Date
Topic Detail and Cases
Basics
Sept. 14 Strategic Management, Performance & Cases
Sept. 21
External & Internal Environment, Insourcing,
IMI Case, & Double-In-Class practice, Part 1
Sept. 28
Bus. & Corp Level Strategy, Toms case
In-Class exercise # 1,
International / Cooperative Strategy,
Oct. 05 In-Class exercise # 2,
Double-In-Class practice, Part 2
Read
Due
Ch. 1,
Case PPT,
Performance PPT
Ch. 2 & 3, IMI case,
Insourcing article,
Double-practice 1
Ch. 4 & 6, Toms case,
In-Class exercise 1,
Pasta sauce video
Group
List
Ch. 8 & 9,
In-Class exercise 2,
Double-practice 2
Oct. 12 Thanksgiving
Oct. 19
Ch. 5 & 7,
Case
Dynamics, Restructuring, Kaskazi 1, Kaskazi 2,
In-Class Exercise #2 & Chapter Review
Kaskazi 1 & 2 cases Synopsis
Ends
Applications
Oct. 26 Midterm
Nov. 02 Renewal Innovation & Corp. Governance, Juwi
Ch. 10 & 13,
Juwi case
Nov. 09 Control & Rewards, Van Halen & Corning case
Ch. 11,
Corning case,
Van Halen reading
Nov. 16 Assigned case: Arla Foods: … a ‘Milky Way’
Arla Foods case
Nov. 23 Leadership & the BP Deepwater Horizon case
Ch. 12,
BP Deepwater case
Individual
Case
Nov. 30 Case Presentations
(Written analysis due Dec. 02)
Dec. 07 Case Presentations
(Written analysis due Dec. 09)
Revised: July 15, 2015
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Bus 478 Group Selection
COURSE: BUS 478-3
TITLE:
Strategy
NOTES: http://www.sfu.ca/~sheppard/index.html
INSTRUCTOR: Dr. J. Sheppard
Office: WMX 4387
Phone: 778-782-4918
E-mail: sheppard@sfu.ca
GROUP MEMBERS:
Name
Student ID #
Title
Concentration
CEO
COO
CMO
CFO
CHR
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Bus 478 Group Evaluation
Group _________________________
Grade range is 0.0 - 4.4.
Title
Fill in only the column that applies to your group
5 Person
Group
CEO:
COO:
CMO:
CFO:
CHR:
Total:
Revised: July 15, 2015
15.5
Comments
Analysis Outline
Section of report
Grade range is 0.0 –4.4
Mission,
Objectives, Goals,
stakeholders
Form




Updated Information
Current Mission
Goals & Objectives
Stakeholders
Resources and
Capabilities / Core
Competencies
Business, Corp. and
International
Strategies
Synthesis
Selecting a Course
of Action
Implementation
Average
Revised: July 15, 2015
 If case info. needs updating, update it and
bring the audience/reader up to speed.
 Provide the firm’s current Mission & Goals.
 Who’re the stakeholders & what do they want?
Macro Environment
(Demographics, Economy, etc.)
 Industry Environment (Porter’s 5)
 Competitors (top 3 or so)
 What are the industry dynamics
 Clearly outline these elements.
 Industry dynamics include the likelihood of
competitor attach and response and the form
these attacks and responses are likely to take
given conditions in the environment




Resources (Tangible / Intangible)
Capabilities (by Functional Area)
Core Competencies (VIRO)
Performance
 Details will be needed (e.g. you should say
“Their physical plant is the most modern and
efficient in the industry and it allows them
to….” rather than simply listing “physical
Plant” under a list of tangible resources).




Business Level Strategy
Corporate Level Strategy
International Strategy
Cooperative Strategy
 Tell me what is their:
‫ ־‬Generic Bus. level strategy is (Cost
Leadership, Diff, Focus, etc.)
‫ ־‬Corp. level strategy (Conglomerate, Vert.
Integration Single bus., etc.)
‫ ־‬International Strategy (Global,
Transnational, Multidomestic).
‫ ־‬Any Joint Ventures, etc.




Firm Strengths & Weaknesses
Enviro. Opportunities & Threats
SWOT Matrix
Does the strategy fit the SWOT
 Summarize not only the strengths &
weaknesses / opportunities & threats but
relate them to each other – how does all that
you’ve said so far fit together.

General and
Industry
Environment
Content


Possible Alternatives
Criteria by which you will
evaluate Alternatives
 Evaluation of Alternatives
 Recommendation
 Generate possible alternatives.
 Evaluate possible courses of action given
mission, SWOT and strategy.
 Evaluation (Apply the criteria)
 Recommend (This is a must)

 Logical & appropriate Action Plan for implementing your recommendations (1st this, then)
 Review any new organizational structure or
controls needed
 Criteria by which you will evaluate whether
the change was successful.
Describe Action Plan for
implementation
 Discuss the logic of Action Plan
 Are any new organizational
structure or controls needed
 Criteria to evaluate change success.
Analysis Outline
The written version should be no more than 20 page, including cover and citations, no table of contents or
exec summary needed, no less than 11 pt, double space, and no less than 1-inch margins. Mix the tables and
figures into the text as they are mentioned in the paper.
INTRODUCTION
Background in Brief
The Organization Today
MISSION, GOALS & STAKEHOLDERS
Mission
Goals and Objectives
1. …
2. …
Stakeholders
1. …
2. …
EXTERNAL ANALYSIS
General Environment
1. …
2. …
Industry Environment
1. …
2. …
Competitor Analysis
1. …
2. …
Analysis of Dynamics of External Forces
1. …
2. …
INTERNAL ANALYSIS
Resources
Tangible
1. …
2. …
Intangible
1. …
2. …
Capabilities
1. …
2. …
Core Competencies
1. …
2. …
3. Three is plenty
Performance
1. …
2. …
Revised: July 15, 2015
STRATEGY
Business Level Strategy
Corporate Level Strategy
International Strategy
Cooperative Strategies
SYNTHESIS
Strengths
1. …
2. …
Weaknesses
1. …
2. …
Opportunities
1. …
2. …
Threats
1. …
2. …
SWOT Matrix!
SWOT fit with strate gy
SELECTING A COURSE OF ACTION
Alternatives
1. …
2. …
3. …
Criteria for Evaluation
1. …
2. …
3. …
Evaluation
Matrix of Criteria to Alternatives
Recommendation
Short term
Long Term
IMPLEMENTATION
Action Plan Described
1. …
2. …
Rationale for Action Plan
New Structure & Control Systems needed
Criteria to Evaluate Implementation Success
STUDENT INPUT FOR CLASS
PARTICIPATION GRADE (Due last Class)
A- B+ B
B- C+ C
Name
___________________________
Student # ___________________________
General attendance
A+ A
C- D
F
(Missed Classes)
          
Comments: ___________________
_______________________________________________________________________________
On-time attendance
A+ A
A- B+ B
B- C+ C
C- D
F
(Late Classes)
          
Comments: ___________________
_______________________________________________________________________________
Minutes of Sleep or
A+ A
Newspaper Reading
          
in Class
__________________________________________________________________
Contribution Quantity
A- B+ B
A+ A A-
B+ B
B- C+ C
B- C+ C
C- D
F
C- D
Comments: __________________
F
          
Comments: ___________________
_______________________________________________________________________________
_______________________________________________________________________________
Contribution Quality
A+ A A-
B+ B
B- C+ C
C- D
F
          
Comments: ___________________
_______________________________________________________________________________
_______________________________________________________________________________
Other (Specify)
A+ A A-
B+ B
B- C+ C
C- D
F
          
Comments: __________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Other (Specify)
A+ A A-
B+ B
B- C+ C
C- D
F
          
Comments: __________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Revised: July 15, 2015