Strategic Management and Leadership - Professor Miriam W. Webb Youngstown State University
Capstone®; Business Simulation www.capsim.com
Wall Street Journal (WSJ On-Line)
Supplemental Materials: ABI-Inform, Business Periodical Index, Business Week, Dun's Review, Forbes Annual Report on American Industry, Fortune, Funk and Scott Index of Corporations and Industry, Thomas Register, Leo Troy (financial ratios), Moody's Publications, Robert Morris Associates Annual Statement Studies, Standard and Poor's Industry Surveys, Wall Street Journal Transcript (analysis of individual companies).
Course Description and Objective
This is the capstone course of the core management curriculum. It is designed to integrate knowledge of the functional areas of business with the design and execution of competitive strategies. Strategic management requires the application of strategic intelligence and competitor analysis to shifting economic conditions, industry forces, business practices, and managerial variety. The focus of the course is executive decision making that results in competitive advantage and long term profit potential for the enterprise. Towards that end, quantitative and qualitative technologies are introduced to analyze environmental variables external to the firm, and their impact on internal resources, capabilities, and management practice. Wherever relevant, the emergence of global competition and e-commerce will be incorporated.
Core Competencies
The material of the course is complex and demanding. It serves to develop the following skills and capacities: industry analysis, identification and analysis of business problems, professional documentation, report writing, oral presentation, ability to function as part of a management team, ability to select and present research and data relevant for managerial judgment and strategy execution.
Performance Evaluation
Performance will be evaluated on the basis of both individual and team activities. Team grades are assigned for work done in teams. Grades may be recalculated for individual team members based on performance. In the unfortunate case that any team member does not participate to the extent required, team members should voice their concerns to the instructor as soon as possible. Each case will be resolved as befits its circumstances.
Every attempt is made throughout the duration of the course to help students improve any incidence of poor or weak performance. In the end, the final grade is based on your participation in class, and the points assigned to your work by the instructor. Attendance and active participation are prerequisites for the course. If you cannot attend class, you are obligated to inform a member of your team. Chronic unexcused absence will result in negative consequences.
The final grade is not negotiable. Refer to Undergraduate Bulletin, Page 31. "Teachers assign grades on the basis of achievement in the subject matter of the course and in accordance with accepted professional standards for that subject. The grade earned by a student thus represents the quality of work and is not based merely on competition within the class.
The grade of A represents exceptional work in which the students shows that he or she has firmly grasped and achieved objective of the course. The grade of B indicates very good work and considerable grasp of the essentials of the course. The grade of C indicates good work and a usable grasp of the essentials of the course. The grade of D indicates a definite, but not necessarily coherent, knowledge of the course. The grade of F indicates that the student has not achieved even a minimum grasp of the essentials of the course."
An I, or Incomplete, will only be considered if the student is performing satisfactory work and extenuating circumstances so warrant.
Student performance in both written and oral presentations will be evaluated on the basis of professionalism, as well as competence. Written work must be typed and double-spaced. All written work must be properly formatted according to distributed requirements, and edited for spelling and proper grammar. If you do not perform well on written assignments, you should seek remedial help from the Center for Student Progress (330-742-3538). Any document submitted that does not meet the standards of professionalism required, will be turned back for revision, without penalty.
Course Requirements
Every student must perform the following course requirements:
Due Date Requirement % of Final Grade
March 4 Strategy Journal (Individual) 14 %
March 21(Friday) Take Home Exam (Individual) 14 %
April 1 - 15 Oral Case Presentation + Four Briefs (Team) 14 %
April 18 (Friday) Written Case Analysis (Individual) 14 %
February 25 - April 29 Capstone Simulation (8 Rounds + Report) (Team) 14 %
May 6 Final Project (Individual) 30 %
100 %
Written guidelines for the Strategy Journal, Written Case Analysis, Oral Case Presentation, Written Case Briefs, and Final Project will be distributed.
Class Session (Tuesdays)
January 14 Introductions, Syllabus, Course Requirements
Capstone Simulation
Wall Street Journal Demonstration
Guidelines for Strategy Journal & Case Analysis
Topic: From Strategic Intelligence to Competitive Advantage
Strategy Journal Entries (See attached)
January 21 NO CLASS
Strategy Journal Entries (See attached)
Saturday, January 25 WCBA Computer Lab
Attendance Optional Capstone Simulation Tutorial
Bring Capstone Team Member Guide
January 28 Preparation: Register with Capstone
Perform Lessons 1 and 2 of Capsim, Study Spreadsets in Capsim
Read: Pages 1-15, 28-29, Chapter 2, Calloway Golf Case
Team Composition, Case and Brief Assignments
Review of Capstone Team Member Guide
Topic: Analytical Tools of the Strategy Trade
Case Illustration: Calloway Golf
Strategy Journal Entries (See attached)
February 4 Preparation: Input Practice Round One by 5 PM, Sunday, February 2
Study: Chapter 3
Topic: Industry Analysis (Economic Characteristics, Industry Evolution,
Industry Structure, Driving Forces)
Strategy Journal Entries (See attached)
February 11 Preparation: Input Practice Round Two by 5 PM, Sunday, February 9
Study: Chapter 3, Page 43, Update 2002 (Pages 1-16)
Topic: Industry Analysis (Stakeholder Analysis, Environmental Scan,
Segmentation Analysis, Strategic Group Analysis, Nation-State Analysis)
Strategy Journal Entries (See attached)
Management 3762 Syllabus
Page Two
February 18 Preparation: Input Practice Round Three by 5 PM, Sunday, February 16
Study: Chapter 4
Topic: Internal Analysis (Resources/Capabilities/Competencies
Value Chain and Strategic Cost Analysis)
Strategy Journal Entries (See attached)
February 25 Preparation: Set Success Measures, Dividend & Credit Policy /
Assign CEOs, Product & Functional Managers / Develop Strategy
Input First Annual Decision Set by 5 PM, Sunday, February 23
Study: Chapter 5
Topic: Functional Strategies (Efficiency, Quality, Innovation,
Re-engineering the Value Chain)
Strategy Journal Entries (See attached)
March 4 Strategy Journal Due Beginning of Class
Input Second Annual Decision Set by 5 PM, Sunday, March 2
Study: Chapter 6
Team Briefs Turned In Beginning of Class
Brithnee Electric C23-39
Cooper Tire C192 - 210
Topic: Business Strategies (Generic & Investment Strategies)
Class Case Analyses: Brithnee Electric & Cooper Tire
Take-Home Exam Handed Out
March 11 SPRING BREAK
March 18 Input Third Annual Decision Set by 5 PM, Sunday, March 16
Study: Chapter 7
Topic: Impact of Evolutionary Stage on Strategic Choice
Friday, March 21 Take Home Exam Due In Mailbox by 1:00 PM
March 25 Input Fourth Annual Decision Set by 5 PM, Sunday, March 23
Study: Chapter 9
Team Briefs Turned In Beginning of Class
Nucor C393-412 & Kodak C413-424
Topic: Corporate Strategy (Increasing Shareholder Value thru
Integration, Diversification, Divestment, Alliances)
Class Case Analyses: Nucor & Kodak
Management 3762 Syllabus
Page Three
April 1 Input Fifth Annual Decision Set by 5 PM, Sunday, March 30
Team Briefs Turned In Beginning of Class
Study: Chapter 10
Topic: Restructuring the Corporate Porfolio
Case Presentations: Monsanto C473-493
Greyhound C446-457
April 8 Input Sixth Annual Decision Set by 5 PM, Sunday, April 6
Team Briefs Turned In Beginning of Class
Study: Chapter 8
Topic: Global Strategies (Driving Forces, Pivotal Factors)
Case Presentations: Outback Steakhouse C369-390
Sandvik AB C544-562
April 15 Input Seventh Annual Decision Set by 5 PM, Sunday, April 13
Team Briefs Turned In Beginning of Class
Study: E-Commerce Handout
Topic: Strategic Futures
Case Presentations: RealNetwork C141-154
Home Video Retailing C211-223
Friday, April 18 Last Day to Submit Written Case Analysis - By 1:00 PM in Mailbox
April 22 Input Eighth Annual Decision Set by 5 PM, Sunday, April 20
Prepare Simulation Report
Study: Pages 407-412, 424-434, Chapter 13
Topic: Implementation Mechanisms (Integration, Controls, & Linkages)
April 29 Simulation Report Due In Mailbox
NO CLASS Individual Appointments
May 6 Final Project Due In by 8:40 PM
Youngstown State University
4850 Strategic Management & Leadership
Webb, M. W.
Strategy Journal
The Strategy Journal serves four purposes. 1) It provides mid-term evaluation of student comprehension of the principal methodologies for industry analysis and internal resource/capability analysis. 2) It serves to integrate theory with real business practice. 3) It provides professor input into the Individual Final Project and the Team Simulation Report early in the term. 4) Students who complete all Journal assignments, will have a significant portion of their end-of-term coursework completed by mid-term.
Organization of the Journal
The Strategy Journal should be kept in a ½" to 1" three-ring binder. All entries must be typed and double-spaced. Divide the Journal into three sections: 1) Article File, 2) Final Project, and 3) Simulation Report. Although journal entries are assigned in co-ordination with class dates (for both Strategy sections), they need not be dated. Article File entries should not exceed two paragraphs. Articles should be included. Simulation Report entries may be completed as a team, but should be duplicated and submitted in each student's Journal. Final Project entries duplicate research and analysis required for major portions of the Strategic Audit. Additional guidelines for these will be distributed.
Date Assigned
January 13 & 14
Article File Select an article about a company that has recently changed its competitive strategy. What competitive, environmental, or internal factors precipitated the change?
Simulation Report Go On-Line. Search "Electronic Sensor Industry" (ESI) either through Google OR through www.globalspec.com/ProductFinder. Collect the following data from research sources, articles, and trade journals: 1) industry size, 2) product segments, 3) market segments, 4) major competitors, 5) brief history of the industry
Final Project Identify a company for performing the Strategic Audit. Identify resources available to you, including Annual Reports, websites, co-workers, superiors, and trade journals.
January 20 thru 28
Article File Select an article about a company that has run into trouble because it failed to take into account the interests of a stakeholder group. What leverage did the stakeholder group exercise? What is at risk for the firm? Make a recommendation.
Simulation Report Continue data collection and analysis of ESI. 1) Identify relevant trade journals. 2) Obtain the Annual Report of one major competitor. 3) Print out one article that presents long term strategic issues for the ESI industry, or one strategic group within it. 4) Identify critical stakeholders.
Final Project Collect the following data on your company:
- name, location, & brief history of the firm
- size (# employees, # plants, # stores, # branches)
- ownership structure (sole proprietor, partnership, wholly owned,
publicly held, franchise, chain, subsidiary, etc.) - parent company, if applicable (what, size, business)
- gross revenues, net profits, market share, growth rate
- primary & secondary products/services
- relevant geographic and demographic markets
February 3 thru 11
Article File Select an article about an industry where competition has dramatically increased in intensity. Describe how the competitive environment has changed. What are the significant structural forces driving the current shift in competitive intensity?
Simulation Report Describe and analyze the following factors of the ESI: 1) economic characteristics of the industry, 2) stage of industry evolution, 3) structural forces driving competition, 4) industry structure, 5) strategic groups, 6) environmental factors, 7) degree of globalization
Final Project Collect data to perform an industry analysis of firm's relevant industry (see guidelines). Identify the firm's competitive position within its industry.
February 17 & 18
Article File Select one article each that illustrates the effect of at least three macro environments below. Describe how the environmental factor influences industry competition?
- regulative environment
- political environment
- social/ethical environment
- technological environment
- climate/natural environment
- global economic conditions
Final Project Assess the firm's financial position? Identify the firm's competitive advantage and distinctive competencies. What opportunities and threats exist to long term profit potential? Perform a SWOT analysis.
February 24 & 25
Article File Select an article or website of the leading firm in your industry. What role do functional strategies have in developing competitive advantage for that firm?
Simulation Report Identify and describe innovation taking place in the ESI in any of the relevant categories: technology, re-engineering, quality management, customer responsiveness, human resource management, information systems, cross functional linkages, etc.
Final Project Identify and describe functional level strategies being implemented in your firm. Identify managerial bottlenecks to developing competitive advantage. Be specific to function and operations.
March 3 & 4
Strategy Journals Due In Beginning of Class