do not copy...assignment: crown, cork, and seal read and analyze a harvard business school case on...

MAN4720: Strategic Management: Section RVI

Professor Information

Instructor: Dr. Fred Ochieng Walumbwa

Office Hours: By Appointment

Email: Canvas Inbox

Course Description and Purpose

MAN 4720 is an integrative capstone course that seeks to provide a comprehensive look at organizations. We address the question: What makes a firm successful? We define success in terms of creating shareholder value over the long term. The strategy of a firm is the set of decisions it makes concerning how it will achieve superior performance, and hence create value for shareholders. Managing the firm in a way that facilitates arriving at and implementing the best decisions is referred to as strategic management.

This course presents a framework and a set of tools for formulating successful strategies. The focus is on identifying and analyzing the sources of profitability available to the firm and on developing strategies to access these sources of profitability. We view strategy as a link between the firm and its business environment. This implies that there are two primary areas of analysis:

Do not copy without the express written consent of the instructor.

Do not

copy

the external industry environment of the firm (its industry) and the internal environment of the firm (in particular, the resources and capabilities that it possesses).

A central theme of the course is the analysis of competitive advantage. Superior performance is primarily the result of building sustainable competitive advantage through deploying internal resources and capabilities to exploit key success factors within the firm’s industry environment. We will analyze the potential for competitive advantage and design strategies that can build comparative advantage. Thus, the essence of the overall framework is to address the development and management of internal resources and capabilities in relation to the external environment to achieve competitive advantage.

This course is concerned not just with analysis but also with decisions. In our case discussions of individual companies, you will be taking the role of the general manager whose responsibility is the long-term health of the entire firm or a multi-functional unit (e.g., a major division of a corporation). The key tasks involved in general management include the detection of and adaptation to environmental change; the procurement and allocation of resources; the integration of activities across subparts of the organization; and, at the most senior levels, the determination of purpose and the setting of corporate direction. Throughout this course, you will be required to make decisions concerning key strategy issues and indicate how your decisions will be implemented.

General managers, from our perspective, are managers who are not "generalists" in the sense that they need to know a little bit of everything, but not very much of anything. To be effective, general managers need to have in-depth understanding of the generic problems in all the relevant functional areas. Furthermore, they must be able to deal with problems and issues at the level of the total enterprise and its relationships with relevant external environments.

Functional specialists, such as brand managers and supply chain managers, can benefit from the general management perspective even though they may not be general managers. Every function's actions should be coordinated with the overall needs of the business. In fact, functional specialists are the people on whom general managers must rely to implement their strategies. Since such functional managers can be subject to suboptimizing pressure, they too need to understand the general manager's perspective.

A key instructional objective of the course is to help you develop a rigorous approach for addressing complex business problems. Thus, the utility of this course should extend well beyond strategy. This course should be of interest to all Undergrads: understanding and tackling complex problems and competition is the essence of business and this course focuses directly on improving your ability to do these two things. Students focused on consulting or investment banking may well find it indispensable as it addresses issues that constitute an important part of those fields. Additionally, this is a Discipline-specific Global Learning course that counts towards your global learning graduation requirement.


Do not

copy

Course Objectives

Course Learning Objectives (CLOs)

Students will be able to:

1. Recognize a general management point of view -- the capacity to view the firm from an overall perspective, in the context of its environment.

2. Identify fundamental concepts in strategic management: the role of the general manager, the levels and components of strategy, competitive analysis, and organizational evolution.

3. Develop an awareness of the various impacts of external environmental forces on business and corporate strategy.

4. Distinguish between basic causes of business problems and attendant symptoms. 5. Apply business strategies and implementation plans. 6. Develop the habits of orderly, analytical thinking and skill in reporting conclusions

effectively in both written and oral form. 7. Identify practical realities of running different types of businesses. 8. Conduct a strategic analysis to improve a firm’s performance. As part of this plan you

will: i. Identify key business drivers and a strategic direction, and

ii. Identify and organize data to create key strategic and operational performance measures

Global Learning Objectives

1. Global Awareness (For Further Details, See Week 7 & 9 in Course Calendar) o Students will be able to demonstrate knowledge of the interrelatedness of local,

global, international, and intercultural issues, trends, and systems. o Course Learning Outcome:

§ Exhibit knowledge of the major cultural, economic, social and legal environments faced by organizations in global markets

§ Assignment: Crown, Cork, and Seal § Read and analyze a Harvard Business School case on the global

container industry and write a report that covers the following questions

§ Question in Case/Project/Report 1. What are the industry structure and dynamics of the metal container industry? What are the industry trends? Implications of these trends? 2. What strategy does CC&S have for competing in this industry? What advantages does a firm the size of CC&S have for competing with American Can and Continental Can? 3. What are the major issues that William Avery faces and what advice would you offer him about these issues?

2. Global Perspective. (For Further Details, See Week 4 in Course Calendar)


Do not

copy

o Students will be able to conduct a multi-perspective analysis of local, global, international, and intercultural problems.

o Course Learning Outcome § Develop strategies for the challenges of doing business in a global

environment. § Assignment: Yellowtail § Question in Case/Project/Report

1. How should Robyn spend her first three days on the job? (Prepare a calendar for the morning, afternoon, and evening of each of those days). 2. Which issue should Robyn prioritize for attention in the next month? Why? 3. What goals should Robyn set for the next year? For the next five (5) years?

3. Global Engagement . (For Further Details, See Week 13 in Course Calendar) o Students will be able to demonstrate willingness to engage in local, global,

international,and intercultural problem solving. o Course Learning Objective

§ Demonstrate appropriate responses to global conditions and cultural diversity.

§ Assignment: Whole Foods (Group Engagement) § Question in Case/Project/Report

1. What are ‘natural foods’? Is ‘natural foods’ a good business definition? What opportunities do natural foods offer producers, distributors, retailers? 2. What is Whole Food’s Strategy? How has it adapted over time? 3. What challenges does Whole Foods face in 2006? 4. What would you advise CEO John Mackey to do to sustain Whole Foods’ lead?

Major, & Curriculum Student Learning Outcomes Targeted

In addition to the MAN 4720 course learning objectives, this course will address all six College Curriculum Learning Objectives. Upon completion of this course students will increase their understanding in: (1) communications ability, (2) use of information technology, (3) global awareness, (4) critical thinking, (5) analytic skills, and (6) ethical reasoning. Students will also be able to perform the following management major objectives:

• Demonstrate understanding of how to carry out the planning function of management. • Demonstrate understanding of how to carry out the organizing function of management. • Identify ways to fulfill the leadership function of management and understand how

leadership style enables effective organizational change strategies. • Explain how decisions are made in an organization, and formulate ways to carry out the

controlling function in organizations. • Understand how organizational social practices can advantageously link to the

community


Do not

copy

Assurance of Learning

The College of Business cares about the quality of your education. For more information please visit the Assurance of Learning site to learn more on the College's commitment to this initiative.

Student learning is the central activity of higher education. Definition of learning expectations and assurance that graduates achieve learning expectations are key features of our academic programs within the FIU College of Business. The College, in accordance with standards established by The Association to Advance Collegiate Schools of Business (AACSB) and the Southern Association of Colleges and Schools (SACS), has established an Assurance of Learning (AoL) initiative that evaluates how well it accomplishes its educational objectives. As part of the Assurance of Learning (AoL), the College has established an exit exam requirement for all students in MAN 4720. The purpose of the exit exam is to ensure that the College of Business demonstrates accountability (such as in accreditation) and to assist the College and its faculty to improve programs and courses. You will be given a mandatory exam which will be administered through Canvas or be required to participate in an oral assessment through the FIU Communications Arts Studio. This exam tests you on knowledge gained throughout your course of study. While you are not expected to study for it, you are expected to put a good faith effort into doing your best. Five percent (5%) of your course grade has been allocated for the exam.

Teaching Methodology

To capture the pragmatic but complex nature of the general manager’s job, this course is taught through readings, lectures, videos, discussion boards and conceptual analyses using the case method. A central goal is for you to develop your own personal synthesis and approach for identifying and solving key strategic problems facing a business. The class also should help you see relationships between the various functional area courses (production, marketing, accounting, finance) you have taken previously in the undergraduate program.

It is expected that interactive learning and teaching will enrich the learning experience of all students, and that each student will work in partnership with the professor to create a positive learning experience for all. Student engagement is a necessary condition for an effective learning experience, and includes contributions to debate and discussion (if any), positive interactive learning with others, and an enthusiastic attitude towards inquiry. Everyone is expected to be a positive contributor to the class learning community, and students are expected to share the responsibility of teaching each other.


Do not

copy

Important Information

Before starting this course, please review the following pages:

• Policies • Technical Requirements and Skills • Accessibility and Accommodation • Academic Misconduct Statement

Textbook and Course Materials

Course Textbook

Contemporary Strategy Analysis Text Only (Paperback or E-Book) Robert M. Grant Wiley, 8th Edition, 2013 ISBN-10: 1119941881 ISBN-13: 978-1119941880 Book Info. You may purchase your textbook online at the FIU Bookstore.

AVAILABLE AS E-BOOK OR HARD COPY. PLEASE PURCHASE YOUR CHOICE.

Contemporary Strategy Analysis Text Only (E-textbook) ISBN-13: 978-1118560693

IN THIS COURSE WE WILL UTILIZE A TEXTBOOK FROM GRANT AND A COURSE-PACK FROM HARVARD BUSINESS SCHOOL.

Optional Readings: HBR'S 10 Must Reads: On Strategy

1. What Is Strategy? Michael E. Porter 2. The Five Competitive Forces That Shape Strategy Michael E. Porter 3. Building Your Company's Vision James C. Collins and Jerry I. Porras 4. Reinventing Your Business Model Mark W. Johnson, Clayton M. Christensen, and

Henning Kagermann 5. Blue Ocean Strategy W. Chan Kim and Renée Mauborgne


Do not

copy

6. The Secrets to Successful Strategy Execution Gary L. Neilson, Karla L. Martin, and Elizabeth Powers

7. Using the Balanced Scorecard as a Strategic Management System Robert S. Kaplan and David P. Norton

8. Transforming Corner-Office Strategy into Frontline Action Orit Gadiesh and James L. Gilbert

9. Turning Great Strategy into Great Performance Michael C. Mankins and Richard Steele 10. Who Has the D?: How Clear Decision Roles Enhance Organizational Performance Paul

Rogers and Marcia Blenko

HBR'S 10 Must Reads: The Essentials

1. Meeting the Challenge of Disruptive Change Clayton M. Christensen and Michael Overdorf

2. Competing on Analytics Thomas H. Davenport 3. Managing Oneself Peter F. Drucker 4. What Makes a Leader? Daniel Goleman 5. Putting the Balanced Scorecard to Work Robert S. Kaplan David P. Norton 6. Innovation: The Classic Traps Rosabeth Moss Kanter 7. Leading Change: Why Transformation Efforts Fail John P. Kotter 8. Marketing Myopia Theodore Levitt 9. What Is Strategy? Michael E. Porter 10. The Core Competence of the Corporation C.K. Prahalad and Gary Hamel

Case In Point: Complete Case Interview Preparation, 8th Edition

Expectations of this Course

This is an online course, which means most (if not all) of the course work will be conducted online. Expectations for performance in an online course are the same for a traditional course. In fact, online courses require a degree of self-motivation, self-discipline, and technology skills which can make these courses more demanding for some students.

Students are expected to:

• Review the how to get started information located in the course content • Take the practice quiz to ensure that your computer is compatible with Canvas • Interact online with instructor/s and peers • Review and follow the course calendar • Log in to the course at least 3 times per week • Respond to group discussion boards throughout the week. Group Discussion Boards

open on Monday and end on Sunday.


Do not

copy

• Respond to Canvas Inbox within 3 days • Submit assignments by the corresponding deadline, as no late work will be accepted • Keep all submission receipts and forward any technical issues to LMS Support (Not

Dr. Walumbwa)

The instructor will:

• Log in to the course 3 times per week • Respond to Canvas Inbox within 3 days • Grade assignments within 10 days of the assignment deadline

Course Communication

Communication in this course will take place via the Canvas Inbox.

Messages is a private and secure text-based communication system which occurs within a course among its Course members. Users must log on to Canvas to send, receive, or read messages. The Messages tool is located on the Course Menu, on the left side of the course webpage. It is recommended that students check their messages routinely to ensure up-to-date communication.

Please try to keep all messages sent within Canvas, unless it is an emergency. Should you need to send me email outside of Canvas, please be sure to include your full name and course name, number including section number on all e-mail correspondence and assignments. I normally respond to e-mail within 24 hours weekdays and 48 hours on weekends but if you don’t hear from me, please feel free to send me another e-mail.

Visit our Writing Resources webpage for more information on professional writing and technical communication skills.

Discussion Forums

Keep in mind that your discussion forum postings will likely be seen by other members of the course. Care should be taken when determining what to post.

General Guidelines for Canvas Discussion Postings

1. Create your response as a Word document first and run spell check before cutting/pasting/uploading to the discussion site.

2. Keep postings to the point. Short paragraphs (250 words or less) are preferable to long ones. Comments should add to the general knowledge of the issue and should not be limited to agreement or disagreement with other students’ postings.


Do not

copy

3. Incorporate references from the readings or other scholarly references in your replies; base your discussion points on substance, not opinions.

4. Furthermore, make sure you include working links to new articles or videos that you bring into the discussion.

5. Stick to the subject of a particular thread in the discussion.

If responding to another message, quote the passage you¹re responding to or briefly summarize the message. Do not copy the entire message to which you are responding, unless it is very short. Detail specifically why you agree or disagree.

Group Discussion Criteria: - To maximize your learning, you are expected to participate actively in the discussion to the extent of contributing a response of at least 250 words to EACH Discussion Issue (DUE THURSDAY 11:59 PM) and TWO reactions to other learners' responses on EACH question (DUE SUNDAY 11:59 PM). Group Discussion Boards open on Monday at 12:01 am and close on Sundays 11:59 pm. To get the most value out of the discussions, please make a concerted effort to make your first post mid-week (Thursday at midnight) so that you can use the rest of the week for digestion and synthesis of others' comments and formulating your reactions.

ALL Discussion Issue (DI hereafter) responses must be supported with properly formatted text citations and references. Be sure to provide support for your observations and conclusions from your reading and research by including properly formatted text citations and references for your DI responses. The resulting dialogue continues through the end of each week. There is, of course, no upper limit on the amount of discussion you may engage in. The responses to other learners' postings should add to the substance of the posting, request clarification, provide a different perspective, or challenge the assertions made by providing real or hypothetical scenarios that the original posting does not adequately address. "I agree" or "good response" type of postings do not add to our collective learning and therefore do not count toward the participation requirement. Remember, the purpose of course discussions is to stimulate academic dialogue. At the same time, it is also good practice to provide positive, supportive comments. Everyone appreciates these. Timely postings are very important because they generate further discussion. Therefore, no late postings are allowed.

The student will be graded not only on the quantity but also the quality of his or her class participation. Example of participation evaluation criteria: Discussion Board RUBRIC

Exemplary contributor (3) -- Contributions represent exceptional preparation. Ideas offered are always substantive; provide one or more major insights as well as direction for the class. Arguments, when offered, are well substantiated and persuasively presented. If this person were not a member of the class, the quality of the discussion would be diminished significantly.

Proficient contributor (2) -- Contributions represent thorough preparation. Ideas offered are usually substantive; provide good insights and sometimes direction for the class. Arguments, when offered, are generally well substantiated and are often persuasively presented. If this person were not a member of the class, the quality of the discussion would be diminished considerably.


Do not

copy

Limited contributor (1) -- Contributions represent satisfactory preparation. Ideas offered are sometimes substantive, provide generally useful insights and but seldom offer direction for the class. Arguments, when offered, are fairly well substantiated and are sometimes persuasive. If this person were not a member of the class, the quality of the discussion would be diminished somewhat.

Unsatisfactory contributor (0) -- This person has said little or nothing in this class to date. Hence, there is no basis for evaluation. If this person were not a member of this class the quality of the discussions would be unchanged.

Critical Thinking: When preparing your responses to the Discussion Questions you are expected to demonstrate the highest levels (i.e., levels 4,5, & 6) of Bloom's Taxonomy of Learning, which are:

1. Knowledge: Observe and recall information. 2. Comprehension: Grasp meaning and translate to new context. 3. Application: Use information, methods, concepts, theories in new situations. 4. Analysis: See patterns and organization of parts and recognize hidden meanings. 5. Synthesis: Use old ideas to create new ones, generalize from given facts, relate

knowledge from several areas, predict, draw conclusions 6. Evaluation: Compare and discriminate between ideas , assess value of theories, make

choices based on reasoned argument and verify value of evidence.

If you are unfamiliar with Blooms Taxonomy, I recommend the following Web Site:

• Major Categories in the Taxonomy of Educational Objectives

When writing your Discussion Issues responses remember I am looking for your ability to think critically at the Undergraduate level. Do not simply parrot back what the authors have said in the assigned reading or your research. Analyze, synthesize and evaluate what you have read into a clear and succinct summary of what the authors have said compared to your own experiences. Of course I want you to use properly formatted text citations and references to support and illustrate your observations and conclusions, but use them sparingly.

Quizzes

In order to mitigate any issues with your computer and online assessments, it is very important that you take the Practice Quiz from each computer you will be using to take your graded quizzes and exams. For quiz duration, grading criteria and feedback response time, please review the important information about quizzes page.


Do not

copy

Assignments

In this course, we apply our theories and frameworks from the texts and articles to “practice” with a Harvard case study. The case method is one of the most effective means of management education. It is widely used in schools of business throughout the world, and this use is predicated upon the belief that tackling real business problems is the best way to develop practitioners. Real problems are messy, complex, and very interesting.

Individual Written Case Write-ups:

You are expected to analyze the cases. This will require that you first read the textbook reading(s) assigned for that day, and then thoroughly prepare the case. Specific questions for each case are listed in weekly Canvas folders. These questions – in addition to the general questions you should ask yourself when preparing any case – are designed to stimulate your thinking and analysis as you prepare your case. Your write ups should show evidence of your analysis of the case, application of the assigned readings, and your efforts to think through the relevant issues of the case. Your write up should generally be three to four typed pages long (with unlimited appendix), with two to three paragraphs directed at each question (more is fine if it helps to organize your thoughts) that will be submitted through Canvas Assignment Dropboxes.

View the Written Case RUBRIC

Please review the important information about assignments page.

(Supports LO 1-6 & GLO 1, 2, 3)

Additional Information

File Format: I can only accept assignments submitted as MS Word (doc or docx) documents either in 2007 or 2010.

APA Style: FIU uses the APA 6th edition (American Psychological Association) Writing Style in all its courses which require a paper or an essay. Several useful links to this writing format are provided below. It is a requirement of this course that all papers are written using APA Style. The APA website and the Purdue Online Writing Lab are excellent references for formatting your paper

Grading

For all FIU students admitted to the College of Business for the Fall 2016 and later terms, the following apply. Earn a “C” in all upper-division Business Core Courses. Each of the nine upper-


Do not

copy

division Business Core Courses cannot be attempted more than three times. Drops after the add/drop period, which result in a DR grade, are considered an attempt in the course and count as an unsuccessful enrollment.

Course Assignment Weights

Course Requirements Weight

Group Discussion Board Forums (4) 15%

Individual Written Case Write-Ups (2) 60%

Quizzes (3) 20%

Assurance of Learning Exam 5%

Total 100%

Letter Grade Distribution Table Letter Range% Letter Range% Letter Range% A 100 - 95 B 86 - 84 C 76 - 70 A- 94 - 90 B- 83 - 80 D 69 - 60 B+ 89 - 87 C+ 79 - 77 F < 60

Course Calendar

Weekly Schedule

Course Calendar

Assignments from the textbooks and other resources are listed below for each class session.

The week begins on Monday 12:01 AM and ends on Sunday at 11:59 PM ET


Do not

copy

Course Calendar Date Tasks Assignment

Session 1 Jan 6 -12

• Topic: o Introductions o Review Syllabus and Overview

of Course Policies and Requirements

o Course Kick-Off: Let’s Start the Conversation on Strategy

Supports Learning Objectives:

o CLO: 1. Display a general management point of view -- the capacity to view the firm from an overall perspective, in the context of its environment.

o CLO: 4. Synthesize the knowledge gained in previous courses and extract and apply what part of that knowledge is useful to general managers.

o CLO: 5. Develop an awareness of the various impacts of external environmental forces on business and corporate strategy.

o GLO: 1. Exhibit knowledge of the major cultural, economic, social and legal environments faced by organizations in global markets

• Course Introduction • Read GRANT:

Chapter 1, The Concept of Strategy (GLO1) (Links to an external site.)

• Read Message from Dean Li

Session 2 Jan 13 - 19

• Topic: o The Concept of Strategy



• Read Chapter 2,Goals, Values, and Performance (GLO1)

• Read Article – What is Strategy by Porter (GLO2)

• Watch Youtube video of Michael Porter Lecture 24/ECON 125

• Post comments on Group Discussion


Do not

copy




o CLO: 6. Practice in distinguishing between basic causes of business problems and attendant symptoms.

o GLO: 1. Exhibit knowledge of the major cultural, economic, social and legal environments faced by organizations in global markets.

o GLO: 2. Develop strategies for the challenges of doing business in a global environment.

Board regarding your thoughts on Youtube video of Michael Porter

o Group Discussion Board Initial Post due 1/16 at 11:59 pm.

o Discussion Board Reaction posts due Sunday, 1/19 by 11:59 PM

o For each of the discussion boards, please discuss your thoughts on the assigned material and feel free to bring in any outside materials that you find helpful to further the discussion as well (include links to additional articles or videos).

Session 3 Jan 20 - 26

Topic:

• Global Leadership Roles and Strategy


• Read Article – The Honda Effect by Pascale (GLO 1 & GLO 3)

• Read Article – What Effective General


Do not

copy


• CLO: 1. Display a general management point of view -- the capacity to view the firm from an overall perspective, in the context of its environment.

• CLO: 2. Exhibit an understanding of fundamental concepts in strategic management: the role of the general manager, the levels and components of strategy, competitive analysis, and organizational evolution.

• CLO: 3. Show skills and knowledge peculiar to general management and the general manager's job that have not been covered in previous functional courses.

• CLO: 4. Synthesize the knowledge gained in previous courses and extract and apply what part of that knowledge is useful to general managers.

• GLO: 1. Exhibit knowledge of the major cultural, economic, social and legal environments faced by organizations in global markets.

• GLO: 2. Develop strategies for the challenges of doing business in a global environment.

• GLO: 3.Demonstrate appropriate responses to global conditions and cultural diversity.

Managers Really Do by Kotter (GLO 2)

Session 4 Jan 27 - Feb 2

• Topic: o Leadership Application with

Harvard Business School Case



Global Perspective Assessment Activity(GLO2)

• CASE: Yellowtail Marine 9376235-PDF-ENG

• Read and Prep the Yellowtail Marine case (please see preparation questions in Weekly module folder)


Do not

copy


o CLO: 2. Exhibit an understanding of fundamental concepts in strategic management: the role of the general manager, the levels and components of strategy, competitive analysis, and organizational evolution.

o CLO: 3. Show skills and knowledge peculiar to general management and the general manager's job that have not been covered in previous functional courses.


o CLO: 7. Practice in working out business strategies and implementation plans.

o CLO: 8. Develop the habits of orderly, analytical thinking and skill in reporting conclusions effectively in both written and oral form.

o CLO: 9. Display familiarity with some of the practical realities of running different types of businesses.



o GLO: 3.Demonstrate appropriate responses to global

o Case can be found in the Harvard Course Pack

• Turn in your individual case write-up in Canvas 2/2 11:59PM - Yellowtail Marine


Do not

copy


conditions and cultural diversity.

Session 5 Feb 3 - 9

• Topic: o Understanding the External

Environment: Industry Analysis








o GLO: 3.Demonstrate appropriate responses to global

• Read GRANT: Chapter 3, Industry Analysis: The Fundamentals (GLO2)

• Read GRANT: Chapter 4, Further Topics in Industry and Competitive Analysis (GLO3)


Do not

copy


conditions and cultural diversity.

Session 6 Feb 10 - 16

• Topic: o Test of Theory and Continue

Understanding of External Environment and Global Competitiveness







o CLO: 6. Practice in distinguishing between basic

• Prepare and take Online Quiz 1 on Grant - Chapters 1-4 due 2/16 by 11:59 PM

• Read Article – Competing for the Future by Hamel and Prahalad (GLO 1, GLO2, GLO3)


Do not

copy


causes of business problems and attendant symptoms.





o GLO: 3.Demonstrate appropriate responses to global conditions and cultural diversity.

Session 7

Feb 17 - 23

• Topic: o Industry Analysis Application

with Harvard Business School Case



o CLO: 2. Exhibit an understanding of fundamental concepts in strategic management: the role of the general manager, the levels and components of strategy,

Global Awareness Assessment Activity (GLO1)

• CASE: CC&S 793035-PDF-ENG

• Read and Prep the CC&S case (please see preparation questions in Weekly Folder) - start working on your Individual Case Write-Up in Canvas – see details on your five page extended case write–up on CC&S applying the 5 Forces Analysis (unlimited appendix)


Do not

copy


competitive analysis, and organizational evolution.








o CLO: 10. Conduct a strategic analysis to improve a firm’s performance. As part of this plan you will:

§ i. Identify key business drivers and a strategic direction, and

§ ii. Identify and organize data to create key strategic and operational

in Canvas – due 3/8 at 11:59 pm


Do not

copy


performance measures




Session 8 Feb 24 - Mar 1

Spring Break

Session 9 Mar 2 - Mar 8

Topic:

• Industry Analysis Application with Harvard Business School Case





• CLO: 4. Synthesize the knowledge gained in previous courses and extract

Global Awareness Assessment Activity (GLO1)

• CASE: CC&S 793035-PDF-ENG

• Read and Prep the CC&S case (please see preparation questions in Weekly Folder) - start working on your Individual Case Write-Up in Canvas – see details on your five page extended case write–up on CC&S applying the 5 Forces Analysis (unlimited appendix) in Canvas – due 3/8 at 11:59 pm


Do not

copy


and apply what part of that knowledge is useful to general managers.

• CLO: 5. Develop an awareness of the various impacts of external environmental forces on business and corporate strategy.

• CLO: 6. Practice in distinguishing between basic causes of business problems and attendant symptoms.

• CLO: 7. Practice in working out business strategies and implementation plans.

• CLO: 8. Develop the habits of orderly, analytical thinking and skill in reporting conclusions effectively in both written and oral form.

• CLO: 9. Display familiarity with some of the practical realities of running different types of businesses.

• CLO: 10. Conduct a strategic analysis to improve a firm’s performance. As part of this plan you will:

o iii. Identify key business drivers and a strategic direction, and

o iv. Identify and organize data to create key strategic and operational performance measures




Session 10

Mar 9 - 15 • Topic:

• CASE: Cola Wars 711462-PDF-ENG (GLO 1, GLO2, GLO3)


Do not

copy


o Further Industry Analysis Application with Harvard Business School Case









o CLO: 8. Develop the habits of orderly, analytical thinking and

• Post comments on Group Discussion Board regarding your industry analysis of the Cola Wars case -

o Discussion Board Initial Post due Thursday, 3/12 by 11:59 pm.

o Discussion Board reaction posts due Sunday, 3/15 by 11:59 PM



Do not

copy


skill in reporting conclusions effectively in both written and oral form.


o CLO: 10. Conduct a strategic analysis to improve a firm’s performance. As part of this plan you will:

§ v. Identify key business drivers and a strategic direction, and

§ vi. Identify and organize data to create key strategic and operational performance measures





• Topic: o Understanding Business-Level

Strategies: Internal Analysis



• Read GRANT: Chapter 5, Analyzing Resources and Capabilities ( GLO2)

• Read Article – The Core Competence of the Corporation by Prahalad and Hamel (GLO3)


Do not

copy







o GLO: 3.Demonstrate appropriate responses to global conditions and cultural diversity

• Post comments on Discussion Board regarding article

o Discussion Board Initial Post due Thursday, 3/19 by 11:59 pm.

o Group Discussion Board reaction posts due Sunday, 3/22 by 11:59 PM



• Topic: o Understanding Competitive

Analysis o Test of Theory and Continue

Understanding of Competitive Advantage

• Read GRANT: Chapter 7,The Sources and Dimensions of Competitive Advantage (GLO 1, GLO2, GLO3)

• Read GRANT: Chapter 8,


Do not

copy










o GLO: 3.Demonstrate appropriate responses to global conditions and cultural diversity

Industry Evolution and Strategic Change (GLO 1, GLO2, GLO3)

• Prepare and take Online Quiz 2 on Grant - Chapters 5, 7 and 8 due 3/29 by 11:59 PM


Do not

copy


Session 13 Mar 30 - Apr 5

Topic:

• Competitive Analysis Application with Harvard Business School Case





• CLO: 4. Synthesize the knowledge gained in previous courses and extract and apply what part of that knowledge is useful to general managers.

• CLO: 5. Develop an awareness of the various impacts of external environmental forces on business and corporate strategy.

• CLO: 6. Practice in distinguishing between basic causes of business problems and attendant symptoms.

• CLO: 7. Practice in working out business strategies and implementation plans.

• CLO: 8. Develop the habits of orderly, analytical thinking and skill in reporting conclusions effectively in both written and oral form.

• CLO: 9. Display familiarity with some of the practical realities of running different types of businesses.

Global Engagement Assessment Activity (GLO3)

• CASE: Whole Foods 705476-PDF-ENG

• Read and Prep the Whole Foods case

• Post comments on Discussion Board regarding your industry analysis of the Whole Foods case -

o Group Discussion Board Initial Post due Thursday, 4/2 by 11:59 pm.

o Discussion Board Two reaction posts due Sunday, 4/5 by 11:59 PM

o For each of the discussion boards, please discuss your thoughts on the assigned material and feel free to bring in any outside materials that you find helpful to further the discussion as well (include links to additional


Do not

copy


• CLO: 10. Conduct a strategic analysis to improve a firm’s performance. As part of this plan you will:

§ vii. Identify key business drivers and a strategic direction, and

§ viii. Identify and organize data to create key strategic and operational performance measures




articles or videos).

Session 14

Apr 6 - Apr 12

• Topic: o Understanding Corporate

Strategy




o CLO: 4. Synthesize the knowledge gained in previous courses and extract and apply

• Read GRANT: Chapter 11,Vertical Integration and the Scope of the Firm, (GLO 1, GLO2, GLO3)

• Read GRANT: Chapter 12, Global Strategy and the Multinational Corporation (GLO 1, GLO2, GLO3)and

• Read GRANT: Chapter 13, Diversification Strategy (GLO 1, GLO2, GLO3)

• Prepare and take Online Quiz 3 on Grant - Chapters 11,


Do not

copy


what part of that knowledge is useful to general managers.






12 and 13 due Sunday 4/12 by 11:59 PM


Do not

copy

do not copy...assignment: crown, cork, and seal read and analyze a harvard business school case on...

Documents