MAN 4723: STRATEGIC MANAGEMENT, Section 2928 Fall T R Periods 9-10, 4:05 6 pm, Heavener 250

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1 MAN 4723: STRATEGIC MANAGEMENT, Section 2928 Fall T R Periods 9-10, 4:05 6 pm, Heavener 250 INSTRUCTOR Victor Jarosiewicz OFFICE 211J Stuzin Hall OFFICE HOURS T R 3:00 3:50 p.m. & by appointment TELEPHONE * victorj@warrington.ufl.edu MAILBOX 211 Stuzin *Please use the address listed above. Do not use the elearning mail function. COURSE MATERIALS Required Text: Contemporary Strategy Analysis: Text and Cases by Robert Grant. Eighth Edition (2013). John Wiley & Sons. ISBN#: COURSE CONTENT This course seeks answers to the question of why some firms perform better than others. Success in business requires the firm to develop a strategy that creates a sustainable competitive advantage. This course presents a framework for analyzing and thinking about how a firm can do this. The essence of the framework is that a firm needs to develop and manage its internal resources and capabilities in relation to its external environment. The course will explore the underlying principles of strategy formulation, including the analysis of industries and competition, and the appraisal of firms resources and capabilities, and will consider their application in different business contexts, covering a diverse set of companies and industries. The course is concerned not just with analysis but also with decisions. You will be asked to take the role of a senior executive in the companies that we are discussing, or an adviser to that executive. As such, this course will help you integrate your knowledge of the functional areas of business into a holistic view of the firm. Strategy can be uncomfortable because the questions and answers are often ambiguous and the solutions unclear. However, there are frequently better alternatives that can be reached through careful understanding of the competitive environment. COURSE OBJECTIVES 1. To acquire familiarity with the principal concepts, frameworks, and techniques of strategic management. 2. To gain expertise in applying these concepts, frameworks, and techniques in order to:

2 understand the reasons for good or bad performance by an enterprise, generate strategy options for an enterprise, assess available options under conditions of imperfect knowledge, select the most appropriate strategy, recommend the best means of implementing the chosen strategy. 3. To integrate the knowledge gained in previous and parallel courses. 4. To develop your capacity as a general manager in terms of: an appreciation of the work of the general manager, the ability to view business problems from a general management perspective, the ability to develop original and innovatory approaches to strategic problems, the ability to develop business judgment. 5. To improve your skills of oral and written communication. By the end of this course, you should be able to perform both industry-level and firm-level analyses. At the industry level, you will be able to give a brief (recent) historical overview of an industry as well as undertake an industry-level and intra-industry analysis of the sources of sustainable competitive advantage. In addition, based upon your analysis, you should be able to give some idea of what you think the future holds for the industry. What opportunities and threats exist for the industry over the horizon? MY EXPECTATIONS OF YOU The focus of the course will be applying concepts and ideas to real-world examples, primarily through our case discussions. I intend to keep lecturing to a bare minimum. For the class to work well, and for you to benefit from it, preparation for each class meeting is essential: All students are expected to arrive at class having read the assigned chapter and case, and prepared to offer and defend their recommendations. Since our class discussion forms the focus of the course, it is important that I get to know who you are as soon as possible. Please display your name card and try to sit in the same seat every session. An important feature of MAN 4723 is that it is an integrative class I shall be expecting you to draw on the knowledge you have gained from your previous classes, and from your general knowledge of business affairs. To be specific, in analyzing the company cases, I shall be expecting you to: Undertake analysis of the firm s financial statements in order to assess its performance and financial status. Analyze the main features of its industry and market environment (drawing on the tools and techniques of marketing and microeconomics). Understand basic features of its production system and production technology and their implications for other functions of the firm. But MAN 4723 is not just about reading and analysis, it is also about ideas. Successful entrepreneurs are innovators they seek to identify and exploit new opportunities for profit. In making recommendations I shall be expecting you to generate novel, interesting, and commercially attractive ideas.

3 ASSIGNMENT & ASSESSMENT Grades will be determined as follows: - Class Participation 20% Collective learning and class attendance (5%) Class discussion (15%) - Case Analyses 20% Individual case write-ups (8 of 10) (20%) - Exams 40% Exam #1 (20%) Exam #2 (20%) - Course Project (Group Assignment) 20% Written Report (15%) Group Presentation (5%) Total 100% Course grades will be assigned on the following basis: PERCENT GRADE % A % A % B % B % B % C % C % C % D % D % D % F DETAILS ON CLASS REQUIREMENTS Eighty percent of success is showing up. Woody Allen Collective learning and class attendance will be determined based on roll calls conducted on randomly selected days. In case method pedagogy, class attendance is critical to individual and collective learning. My expectation is that every student arrives on time and attends every class. Absenteeism and lateness to class count heavily against the attendance grade since it adversely impacts the learning experience of the section as a whole. Anyone who cannot attend class should me in advance if at all possible.

4 Class discussion will be assessed on the basis of your contributions to class discussion and listening. Of course, the underlying condition for class participation is attendance. I expect you to attend all sessions. Prior to class, you should thoroughly read and prepare the case for that day, including answering the study questions. Please ensure that you have used the frameworks, tools, and ideas from the readings in your analysis as appropriate. In grading class participation, I look at both the quantity and quality of contribution. With regards to quality, some of the criteria I shall apply include: Are the points made relevant to the discussion? Do the go beyond a mere recitation of case facts, and are implications clearly drawn? Is there evidence of analysis rather than expressions of opinions? Are the comments linked to those of others? Did the contribution further the class understanding of the issues? Is the participant a good listener? Do comments raise interesting questions? In discussion, do the comments fit in the class context? Does the analysis make use of models and techniques from the readings or lectures? Are comments made in a respectful, professional, and constructive manner? Students should not expect to receive full points for participation. Simply being present does not warrant full credit, nor does frequent participation that does not advance the learning of the class. I will use warm calling to encourage class participation by which you can prepare for cases ahead of time. Cell phones must be turned off or set to the silent mode during classes. Laptops may not be used during case discussion segments and activities. Case analyses are short write-ups answering the case discussion questions. The case write-ups should not exceed TWO pages (1 -margin, single-spaced, 12-point font), not including exhibits and tables. Any additional discussion will not be reviewed. The two-page limit will help you focus both your thinking and writing. Be advised that the analysis should not be a simple summary of the case or a bullet list of issues. Such statements will be awarded ZERO points. Your analysis for each case should conclude with a final recommendation to the company (e.g., Company XYZ should enter or not enter Market A, etc.). Make recommendations based on case facts, using clear logic and reasoning. The cases write-ups are to be clearly and concisely written and should aid you in class discussion. In the class we will cover ten cases and you are required to submit case write-ups on a minimum of EIGHT cases assigned for this class. Submit the case analyses electronically at the course website before 11:59 pm the night before the case discussion. Late assignments will not be accepted. You should also bring a printed copy to class the day we discuss that particular case. If you submit more than eight cases, your middle eight case analysis scores will be used for your grade. Exams: We will have TWO examinations which will cover the course material to that point in the course, including lectures, discussion, and readings. The examination will be held during class time. The exam date on the course schedule is firm. Missed examinations may not be made up without prior permissions, no exceptions. Course project is a large strategic analysis that will be conducted in teams of three students. Students choose their own project partners. Because students select their own project partners, team management is the responsibility of the members. Each team will select a publicly held firm

5 that is facing interesting strategic problems. The use of a publicly held firm rather than one that is closely held is important to ensure adequate access to important corporate information such as financial statements, annual report and industry coverage. Fundamentally, the team project allows you to use both the "art" and "science" of strategic management by developing your research skills in competitive analysis, applying the strategic tools learned in class, and using your knowledge and judgment to analyze your chosen company and formulate a recommendations and implementation plan for improving the firm s strategic positions. The course project consists of a written report and a team presentation. Both the written project report and the presentation slides are due November 30 th at 11:59 p.m. (i.e. midnight). Late submissions will not be accepted. a) Written project report The written analysis should be no more than about 12 pages, double-spaced, not including exhibits. The paper should evaluate the firm's current position which includes an analysis of the relevant firm, industry and macro environmental issues as well as a detailed analysis of the firm s resources and assets and its current strategies. Finally, the paper should conclude with recommendations for future strategic action. Papers are required to be fully referenced in the body of the paper and with a complete bibliography of sources. b) Oral presentation Oral presentations will be conducted at the end of the semester in class. Each presentation should last no more than 10 minutes and focus on the key strategic issues and recommendations facing the firm investigated. An additional executive summary should be provided to the instructor on the day the team presents its findings. Order of presentation will be determined by a random draw. All members of the team are expected to participate in the final presentation. Students should use visual materials such as overhead slides or power point to support their presentations. Presentation style as well as efforts to engage the participants will be rewarded. c) Choice of company Each team must indicate their choice of the company for the team project by September 17 th. An early choice is recommended as duplication of companies across teams is not permitted. The companies addressed in the cases (opening and discussion) we cover throughout the semester are not eligible for the major project. In addition, Apple is not eligible. Please Note: There can be no duplication of company choices. Companies are allotted on a first come, first serve basis. An with the members of the team indicated the company choice must be sent to the instructor.

6 Note: The instructor reserves the right to change assignments and cases as necessary to facilitate an improved learning experience. COURSE WEBSITE MAN4723 uses the e-learning Support Services to facilitate the administration of the course. You will be responsible for checking the e- Learning course site regularly for class work and announcements. Please become familiar with this tool (see I recommend creating a shortcut (link or favorite) in your browser that will take you to the elearning login site. - Go to - Select elearning - Log in using your Gatorlink username and password - You will see a list of all elearning courses for which you are registered in the current term. - Choose MAN 4723 You must be registered for the course and section to enter. Please note that sometimes the registrar s enrollment data is late arriving; so if you are denied access initially, try again in 24 hours. If you still have problems logging in, consult the student FAQ page: At the course website, you can Check for announcements, Download slides and files related to MAN4723, Submit your assignments, Review the grades and feedback on your assignments, and Monitor your progress, But do not use its system. me at victorj@warrington.ufl.edu. This is the best way to contact me. ACADEMIC INTEGRITY It is expected that you will neither participate in nor condone activities such as cheating or plagiarism. By placing your names on assignments, you are affirming that the contents are your original work.

7 DATE TOPICS Readings & Assignments 8/25 Introduction & Syllabus 8/27 What is strategy? Ch. 1 & 2 Part I: Tools of Strategy Analysis 9/1 Case: The Starbucks Corporation, April 2012 Case Analysis #1 9/3 Analysis of Industry & Competition Ch. 3 & 4 Team Formation Due 9/8 Case: The US Airline Industry in 2012 Case Analysis #2 9/10 Analyzing Resources and Capabilities Ch. 5 9/15 Case: Eastman Kodak s Quest for a Digital Fortune Case Analysis #3 9/17 Organization Structure and Management Systems Part II: The Analysis of Competitive Advantage Ch. 6 Term Project Company Identification Due via 9/22 The sources and Dimensions of Competitive Advantage Ch. 7 9/24 Case: Wal-Mart Stores Inc., June 2012 Case Analysis #4 9/29 Analyzing Cost and Differentiation Advantage 10/1 Case: Harley-Davidson, Inc., May 2012 Case Analysis #5 10/6 Exam # 1 Part III: Business Strategies in Different Industry Contexts 10/8 Industry Evolution and Strategic Change Competitive Advantage in Mature Industries Ch. 8 & 10 10/13 Case: Ford & the World Automobile Industry in 2012 Case Analysis #6 10/15 Technology-based industries and the management of innovation Ch. 9 10/20 Case: Video Game Console Industry in 2012: The Next Round Case Analysis #7

8 DATE TOPICS Readings & Assignments Part IV: Corporate Strategy 10/22 Vertical Integration and the Scope of the Firm Ch /27 Case: American Apparel: Vertically Integrated in Downtown LA Case Analysis #8 10/29 Global Strategies in the Multinational Corporation Ch /3 Case: Outback Steakhouse: Going International Case Analysis #9 11/5 Diversification Strategy & External Growth Strategies Ch. 13 & 15 11/10 Case: The Virgin Group in 2012 Case Analysis #10 11/12 Case: Valuing Facebook's 2012 IPO In-Class Discussion 11/17 Exam # 2 11/19 Special Topic: TBA 11/24 NO CLASS WORK ON PROJECT Course Conclusion 11/26 THANKSGIVING HOLIDAY 12/1 Presentations Project Due 11/30 at 11:59 p.m. 12/3 Presentations 12/9 The Future of Strategy Ch. 16 NOTE: NO FINAL EXAM

9 CASE DISCUSSION QUESTIONS Starbucks Corporation, April How is Starbucks performing? 2. What is Starbucks strategy? 3. Assess Starbucks strategy in terms of its fit (with its business environment and its internal resources/capabilities) and its internal coherence. 4. Is Starbucks success sustainable? The US Airline Industry in Assess the overall financial performance of the US airline industry during the past 20 years. 2. To what extent can the industry s low average profitability during this period be attributed to the structure of the industry? Which of Porter s five forces has had the biggest impact in depressing industry profitability? 3. Are there any strategies by the airlines that have been effective in moderating the forces of competition? Are there strategies that the airlines could use to improve industry profitability in the future? 4. What is the outlook for industry profitability during the next five years ( )? Eastman Kodak s Quest for a Digital Future 1. What was Kodak s digital imaging strategy during ? 2. Why did the strategy fail? 3. Was there a better alternative? 4. It is summer 2012, what advice would you give to the Kodak board about Kodak s next steps? Wal-Mart Stores Inc., June To what extent is Wal-Mart s performance attributable to industry attractiveness and to what extent to competitive advantage? 2. In which of Wal-Mart s principal functions and activities (namely: purchasing, distribution and warehousing, instore operations, marketing, IT, HRM, and organization and management systems/style) do WM s main competitive advantages lie? 3. Identify the distinctive resources and capabilities in each of these functions/activities. 4. To what extent is WM s competitive advantage sustainable? Harley-Davidson, Inc. May Identify Harley-Davidson s strategy and explain its rationale. 2. Compare Harley-Davidson s resources and capabilities with those of Honda. What does your analysis imply for Harley s potential to establish cost and differentiation advantage over Honda? 3. What threats to continued success does Harley-Davidson face? 4. How can Harley-Davidson sustain and enhance its competitive position?

10 Ford and the World Automobile Industry in The world automobile industry has experienced a downward trend in profitability since the 1960s. What changes in the structure of the world auto industry have caused competition to intensify and profitability to decline? 2. How is the structure of the world automobile industry likely to change over the next five years ( )? 3. What effect will these changes have on competition and profitability in the industry? 4. What can ford do in order to improve its return to shareholders? The Video Game Console Industry in 2012: The Next Round 1. What are the key success factors in the video games hardware industry? 2. In what sense and for what reasons is this a winner-take-all industry? 3. What factors have changed the dynamics of competition and the basis for competitive advantage in the industry during recent years? 4. Make strategy recommendations for: Sony, Microsoft and Nintendo American Apparel: Vertically Integrated in Downtown LA 1. The textile/clothing sector is vertically de-integrated: design, textile manufacture, clothing manufacture, distribution are undertaken mainly by specialist firms. Why? 2. What is American Apparel s strategy? What role does vertical integration play in this strategy? 3. What are the sources of American Apparel s current difficulties? Advise the board on what American Apparel should do next? Outback Steakhouse: Going International 1. What are the principal features of Outback Steakhouse s strategy in the US? Why has the strategy been so successful? 2. What are the key elements of the international expansion strategy being proposed by Hugh Connerty? 3. Should Outback Steakhouse expand internationally, or would it be better to expand through starting new restaurant chains within the US? 4. If Outback is to expand internationally, advise Chris Sullivan on (a) The optimal rate of international expansion. (b) The best mode of entry into foreign markets (e.g. direct management, JV, franchise). (c) Which country(ies) to enter first. (d) Whether Connerty is the right person to head the International Division. The Virgin Group in What common resources and capabilities link the separate Virgin companies? 2. Which businesses, if any, should Branson consider divesting? 3. What criteria should Branson apply in deciding what new diversification to pursue? 4. What changes in the financial structure, organizational structure, and management systems of the Virgin group would you recommend?

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