Strategy and Competition - Richard Lozier Webster University
Catalog Description:
The student examines the conceptual and practical aspects of business policies and policy decision making by utilizing all the concepts, theories, and tools that were presented in the previous courses. The student should be able to analyze and recommend a comprehensive and workable approach to the situation. The course should cover current business issues and developments.
Prerequisites :
All other core MBA courses
Course Level Learning Outcomes :
Outcome | Expectation |
Students understand the important facts, terminology, concepts, principles, and theories in the area of Strategy. | Students can describe the various models and methods used to conduct external and internal analysis (e.g. SWOT, BCG, Porter, etc.) |
Students can conduct industry analysis to assess the relative market position of a firm or product division. | Students can prepare a written analysis of a business situation, including market structure, within the parameters of the Porter 5 Forces Model or standard Economic Market Structures to assess market conditions. |
The student will be able to use accounting and financial information to assist in their strategic analysis. | Students can determine the relative well-being of the firm and identify specific performance problems (e.g. inventory management, debt load, etc.) based on financial statements. Students can determine whether the financial condition of the firm will allow the firm to pursue a desired strategy. |
The MBA will be able to use quantitative tools to assist in the analysis of the strategy of the firm. | Students can discuss quantitative tools that can be used to assess competitive position and strategy. Students can identify situations when these quantitative tools can be helpful in the analysis. They can apply the tools and interpret the results. |
The MBA can address unstructured business problems that span multiple functional areas. | The MBA will, when faced with an unstructured business situation (through a case or simulation), be able to identify the key factors driving problem or situation, the additional information needed to understand the situation, and to set priorities for decision and action. |
Materials :
Strategic Management: Concepts and Cases, 7th ed., by Hitt , Ireland and Hoskisson; Thompson Publishing, 2004. ISBN: 0-324-31694-1. Earlier versions of this text may not be used. Make sure your text includes cases.
Student Guide 2007, Capstone®; Business Simulation; Management Simulation Inc. The student will be eligible to receive this guide when they sign-up for the simulation at the website (http://www.capsim.com) at a cost of $39.95. The guide will be available at the campus prior to start of class. Further information will be provided by the Professor prior to class start.
Please check your Webster email
Additional material to be given out in class
Grading :
Final Grade Elements Grade Scale
Class Participation | 20% | 100 - 94% | A |
Case Analysis | 20% | 93 - 90% | A- |
Mid-Term | 15% | 89 - 87% | B+ |
Simulation | 30% | 86 - 83% | B |
Final (Comp-XM) | 15% | 82 - 80% | B- |
|
| 79 - 75% | C |
Total | 100% | <75% | F |
Capstone®; Simulation:
This game will bring together the various concepts you have learned throughout your MBA program, and give you a chance to "run" a $100 million dollar company. Teams will be determined on the first night of class. Each team will be in charge of an organization making electronic sensors. The other teams in the class (as well as one or more computer teams) are your competition. Each week your management team will make several business decisions that span the functional areas of running a company, i.e., production, R&D, finance, marketing, human resources. Your company will fight it out with the other companies for customers, profit, ROI, market share, etc.
The focus of the game will be on attaining the highest score as generated by Capstone®;'s Balanced Scorecard approach to enterprise management. The Balanced Scorecard is a strategic assessment tool that can accurately portray a business unit's strategic progress. The Balanced Scorecard asks managers to consider their business from four perspectives:
The Customer
Internal Business
Innovation & Learning
Financial
Note that only one perspective focuses on the financial metrics. The implication: Focusing only on financial assessments of performance is not enough to improve an organization. Your industry includes many measurable and actionable variables - exactly the type of metrics used in the Balanced Scorecard.
Scores will be given as follows: 1st place 100%
2nd place 95%
3rd place 90%
4th place 85%
5th place 80%
Note: class time will be provided for teams to work on their decisions and decisions will be processed that night.
Activities :
The primary class activities will be discussions of the material presented in the class, case analysis and case discussions, the business simulation and discussions of the simulation. All team business simulations will be completed during class and obviously cannot be made up individually later. Not being present may hurt your final team standing. The Comp-XM exercise consists of five additional rounds and will be done individually by students outside of class.
There will be a mid-term and a final examination.
The mid-term examination will consist of multiple choice questions on the text material, short essay questions on cases discussed, or both.
The final examination is a tool developed by the simulation vendor, Management Simulations Inc. This tool is called Comp-XM and is located at the capsim.com website. The Comp-XM is an abbreviated version of the Capstone®; Business Simulation. This tool will have individual students run the simulation a second time for five rounds, as opposed to the normal simulation which the students run in teams. In this five round simulation, students must make their Capstone®; decisions as normal, but at the end of each round each student answers a series of multiple choice questions (typically 4-6 questions per round). These questions are generated from the data produced by their individual performance on the simulation.
Additional class requirements are included under Additional Information.
Policy Statements:
University Policies
University policies are provided in the current course catalog and course schedules. They are also available on the university website. This class is governed by the university's published policies. The following policies are of particular interest:
Academic Honesty
The university is committed to high standards of academic honesty. Students will be held responsible for violations of these standards. Please refer to the university's academic honesty policies for a definition of academic dishonesty and potential disciplinary actions associated with it.
Drops and Withdrawals
Please be aware that, should you choose to drop or withdraw from this course, the date on which you notify the university of your decision will determine the amount of tuition refund you receive. Please refer to the university policies on drops and withdrawals (published elsewhere) to find out what the deadlines are for dropping a course with a full refund and for withdrawing from a course with a partial refund.
Special Services
If you have registered as a student with a documented disability and are entitled to classroom or testing accommodations, please inform the instructor at the beginning of the course of the accommodations you will require in this class so that these can be provided.
Disturbances
Since every student is entitled to full participation in class without interruption, disruption of class by inconsiderate behavior is not acceptable. Students are expected to treat the instructor and other students with dignity and respect, especially in cases where a diversity of opinion arises. Students who engage in disruptive behavior are subject to disciplinary action, including removal from the course.
Course Policies:
This syllabus may be revised at the discretion of the instructor without the prior notification or consent of the student.
Class meetings are to be treated as important business appointments. Because so much of the value of this course comes from class discussion, attendance is required. There are, of course, excusable absences. However, they will always be for reasons that are beyond your ability to control. Please talk to me about any absences.
Any assignments turned in late will automatically receive a one grade reduction.
Weekly Schedule |
| Pre-Assignment for Week 1 Capstone®; Simulation - The simulation will be scheduled by 07/27/2007 so you should register between 07/28/2007 and 08/10/2007. Familiarize yourselves with Student Guide, Capstone®; Business Simulation; Management Simulation Inc. and complete the rehearsals prior to class. (Further information may be emailed to your Webster email address once capstone simulation is registered)
|
Aug 13 | Week 1 | Topics: Introduction to Class Strategic Management and Strategic Competitiveness. Introduction to the Simulation: Practice Decision Round 1. |
Aug 20 | Week 2 | Topics: Case Discussion/Analysis Discussion of Simulation Simulation: Round 1 The External Environment, the Internal Environment Assignments to be completed prior to class : Text: Chapters 1, 2 and 3 Case 22: News Corp Initial Simulation Business Strategy Statement |
Aug 27 | Week 3 | Topics: Business Level Strategy, Competitive Dynamics Simulation: Round 2 Assignments to be completed prior to class: Text: Chapter 4 and 5 Case 3: AMD |
Sep 03
| Week 4 | Topics:
Corporate Level Strategies and Acquisition and Restructuring Strategies Simulation: Round 3 Assignments to be completed prior to class: Text: Chapter 6 and 7 Case 2: A.G. Lafley |
Sep 10 | Week 5 | Topics: Mid-Term Examination Simulation: Round 4 Assignments to be completed prior to class: Prepare for Mid-Term Exam
|
Sep 17 | Week 6 | Topics: Case Discussion/Analysis International and Cooperative Strategies Simulation: Round 5 Assignments to be completed prior to class: Text: Chapter 8 and 9 Case 29: Walmart Stores
|
Sep 24 | Week 7 | Topics Case Discussion/Analysis Overview of Chapters 10,11, 12 Strategic Entrepreneurship Assignments to be completed prior to class: Text: Chapter 13 Case 23: Nucor Comp-XM: Round 1 and 2 |
Oct 01 | Week 8 | Topics Case Discussion/Analysis Simulation: Round 7
Case 13: General Motors Defense Comp-XM: Round 3 and 4 Cost-based Advantages |
Oct 08 | Week 9 | Topics Final Board Report Final Exam - Complete Comp-XM: Round 1-5 Simulation Round 8 Assignments to be completed prior to class: Complete Simulation Board Report Comp-XM: Round 5 **Material that will be handed out in class** An Initial Strategy Statement is due the second week of class. This statement should summarize your company's intended strategy for the Capsim simulation... Your statement should answer the following questions. What position do you week in the marketplace? How will you differentiate your company and how will that lead to superior performance? Final Board Report for the Capsim simulation due the last week of class: Each team should maintain a record of its activities, including such things as strategic changes, assumptions employed, decisions made, outcomes of those decisions, and reasons for these activities. Based on this information, each team will report to its Board of Directors and shareholders. This is not meant to be an academic paper but should truthfully inform the Board of your company's effectiveness and prospects. The report should include at minimum the following: A comparison of your actual strategies used with the original intended strategy An evaluation of your strategies within the context of the competitive environment and your internal resources and capabilities. A description of the strategic decisions you made over time, why you made them, and how you implemented them. An analysis of the market and competition at the end of the simulation. The strategy you would select for the next few rounds A discussion of what you learned from your experience, what worked well, and what you would do differently in the future. Class Participation - Your level of class participation will determine a substantial portion of your grade. MBA's are expected to be capable of independent thought, reasoning, and integration of concepts related to business. An "A" level of participation will be given to those students who come to class prepared to discuss the assigned readings, who actively participate in the strategy game, and who volunteer comments and relate course concepts to the real world on a regular basis. In contrast, showing up for all classes but saying very little will earn a 50% as a class participation grade. |
Additional Information :
Course Attendance:
The University reserves the right to drop students who do not attend class the first two weeks of the term/semester. Students are expected to attend all class sessions of every course. In the case of unavoidable absence, the student must contact the instructor. The student is subject to appropriate academic penalty for incomplete or unacceptable makeup work, or for excessive or unexcused absences.
Conduct:
Students enrolling in a degree program at Webster University assume the obligation of conducting themselves in a manner compatible with the University's function as an education institution. Misconduct for which students are subject to discipline may be divided into the following categories:
All forms of dishonesty, cheating, plagiarism, or knowingly furnishing false information to the University.
Obstruction or disruption of teaching, research, administration, disciplinary procedures, or other University activities or of other authorized activities on University premises.
Classroom disruption. Behavior occurring within the academic arena, including but not limited to classroom disruption or obstruction of teaching, is within the jurisdiction of Academic Affairs. In case of alleged campus and/or classroom disruption or obstruction, a faculty member and/or administrator may take immediate action to restore order and/or to prevent further disruption (e.g. removal of student[s] from class or other setting). Faculty members have original jurisdiction to address the immediacy of a situation, as they deem appropriate. When necessary and appropriate, Public Safety and/or the local [or military] police may be contacted to assist with restoring peace and order. Faculty response is forwarded to the academic dean (or his or her designee) for review and, if necessary, further action. Further action might include permanent removal from the course. Repeated offenses could lead to removal from the program and/or the University.
Theft of or damage to property of the University. Students who cheat or plagiarize may receive a failing grade for the course in which the cheating or plagiarism took place.
Students who engage in any of the above misconducts may be subject to dismissal from the University on careful consideration by the executive vice president of the University or his designee. To the extent that penalties for any of these misconducts (e.g. theft or destruction of property) are prescribed by law, the University will consider appropriate action under such laws.
Students are subject to the Student Code of Conduct and Judicial Procedure described in the Online Student Handbook.
Course Contact Hours:
Unless a course has enrolled fewer than four students, faculty has a contractual obligation to meet the full complement of contact/meeting hours (32 for undergraduate courses; 36 for graduate courses). Not to meet this full complement of hours may be construed as a breach of contract and may also endanger Webster University's accreditation by The Higher Learning Commission, a commission of the North Central Association of Colleges and Schools, and its licensure by the State of Florida. Finally, course meetings which are missed for any reason must be made up.
DETERMINATION OF GRADES IS BASED THE FOLLOWING CRITERIA:
Minimum Requirements:
Products (papers, case studies, projects) must be on time, in the correct format, corrected for spelling and grammar, appropriate materials included and referenced to-the-point and on topic and conclusions must be supported.
Examinations must be complete, accurate, neat, evidence clear thought, and exhibit concise and to-the-point responses.
Behavior in class discussions and group activities should be responsible, should exhibit open communication, be constructive, and helpful.
Mastery Level (Grade of "B"): Professional Achievement
Products must meet the requirements stated above for minimum requirements and additionally meet professional criteria. For example, documentation should be included to support research papers, the APA format should be used consistently throughout the paper, and substantially more than the minimum number of references should be included. Presentations should be logical, organized, and comprehensive.
Examinations should be organized, in depth, comprehensive, logical and complete, and evidence thorough understanding of the subject /topic through application of principles.
Classroom behavior should exhibit very focused activity and thought on the subject at hand, be motivated, and assist in discovery of new insights and relationships concerning the subject/topic of discussion.
Mastery Level Plus (Grade of "A"): Creative Achievement
Products must meet all requirements stated above and additionally meet creative criteria. These criteria include unique topic or subject selection, synthesis of ideas, evaluation of subject matter and positions found in the literature, be creative in approach, establish new relationships with ideas and provide new insights.
Examination responses indicate insightfulness of understanding, a synthesis of information and unique ideas, and rationale for application of principles following careful analysis.
Classroom behavior should exhibit very focused activity and thought on the subject at hand, be motivated, and assist in discovery of new insights and relationships concerning the subject/topic of discussion.
The grade of "A" represents the best work of students, accomplished in a unique and professional manner.
Note:
To achieve the objectives of this course, this syllabus may be revised at the discretion of the instructor without prior notification or consent of the student. For Webster University policies and procedures, please refer to the Catalog and Student Handbook.