ADM4311D Strategic Management

Fall 2017

Professor: Alan OSullivan

Office: DMS 6122

Telephone: x4437

E-Mail: osullivan@telfer.uottawa.ca

Office Hours: flexible, but please make an appointment

Class Location: DMS 4120

Class Hours: Mondays 0830-1130

Deliverables Self-evaluation of participation: before most Wednesdays 0900

(individual; 15%)

Your choice of 2 or 3 case memos (see text and schedule):

submit by 2200 the day prior to class (group; 30%)

September 25 - November 12 various simulation deliverables:

see simulation schedule (intensive weekend November 10-12)
(group; 35%)

Last class: peer-evaluation form (10%); group presentation on

simulation (marked as class participation)

Quizzes On-line in classes 5 & 7 (10%)

Textbook ADM 4311D course package

Program of study BCom mandatory course

1. COURSE DESCRIPTION

This course is the capstone course of the BCom curriculum. It focuses on the tasks of top and
middle managers as they generate and implement the strategies that set the general direction of
an organization and thus critically affect its success. The course consists of two essential parts
knowing and doing.

The knowing part of the course involves learning about strategic management and the
organization of business enterprises: the readings, lectures, and case discussions should develop
your understanding of the associated strategic management concepts.

The doing part of the course involves the analysis of cases, class-based interaction, and in
particular your participation in a business simulation, called Intopia, which is described in more
detail below.

2. COURSE LEARNING OBJECTIVES

To advance your knowledge of the formulation and implementation of business and corporate
strategies.

To advance your knowledge of how general managers create competitive advantage.

To extend your familiarity with how large, complex organizations function.

To give you the experience of working as a team of top managers running a simulated company
and resolving management problems in real time.

Strategic management is the principal responsibility of senior managers. You are unlikely to
become a senior manager in the near future, but this course can be useful in ways beyond
formation for a senior management role. As a job seeker, your knowledge of strategy-making
processes and particular companies strategies may impress recruiters and help you decide
among job opportunities with different companies. As a lower- or middle-level employee, you
can use knowledge of strategy-making to understand how you can add value to your company.
Moreover, this kind of knowledge may help you position yourself in a corporation or part of a
corporation that will be more successful, leading to promotions and higher pay. And as an
investor, knowledge of strategy-making processes and positioning, and particular companies
strategies, should enable you to evaluate better the prospects of different stocks and business
opportunities.

Contribution to the B.Com learning goals (Undergraduate goals, UG)

As a course that focuses on total-organization performance, ADM 4311 emphasizes the

integration of discipline-based knowledge (UG1); the core pedagogical method of the case study
emphasizes the active demonstration of critical thinking and the business simulation emphasizes
the sustained exercise of dynamic decision making (UG2); teams and class-based discussion are

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both important vehicles for the cultivation of leadership, interpersonal skills, and communication
skills (UG3); and the business simulation cultivates an attitude of fair-dealing with BCom peers
and the peer evaluation tool explicitly surveys for this (UG4).

3. PERFORMANCE EVALUATION

The grading scheme is designed to assess your knowledge and understanding of theory and
practice, and your ability to use theory to solve practical problems in organizations. A secondary
purpose of the grading scheme is to provide you with the opportunity to work with each other,
and to improve oral and written communication skills. The breakdown of marks is as follows:

Group case memos (2 x 15%) 30% (you may submit a 3rd memo and I will count your
best 2)
Intopia simulation 35%
Group-peer evaluation 10% (for work on 2 or 3 case memos + Intopia)
Individual quizzes (2 x 5%) 10% (in class)
Individual class participation 15% (weekly)
____
Total: 100%

Groups

Groups should be formed early in the course. Introduce yourself to others in the class (say, through
in-class group work), and share your contact information with each other. In forming your group,
you might wish to bear in mind that comfort with constructing and interpreting financial
statements is an important skill for the Intopia simulation (see below).

Groups should be of 4 or 5 people. You may not make a group submission until at least 4
(and no more than 5) members have been confirmed via sign-up on Virtual Campus for
your group. Confirmation is by signing up on Virtual Campus: you will sign up individually to
the same group number via the course web page. You may sign up before you have an agreed group
of 4 or 5 but do not sign up to any group without having first agreed your membership with other
group members. Decide on a group liaison, and determine his or her contact information. The group
liaison is responsible for submitting all group work, and processing all queries on it.

You are responsible for your own group management and the group must work hard at resolving
any group-work problems. Individual group member delays or other problems are not a valid
excuse for the entire groups late submission, poor functioning etc.

I expect early notice of any serious problems in group functioning, and only after you yourselves
have made strenuous efforts to resolve these. There should be some hard evidence (e.g. several
text messages) that show that it was made clear to a problematic member that his level of
contribution was a problem, and inviting him to mend his ways. I need to ensure fairness to all,
and that abuse of interdependence and not reasonable misunderstanding is at the root of the
problem.

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Group case memos: (2 x 15%)

Each memo will address the pre-assigned questions (posted on Virtual Campus) for the particular
case. Each group must submit on any two cases as long as these come from different modules
(the cases are organized into three course modules). Each memo is to be uploaded to Virtual
Campus no later than the due date, which is prior to the session for which the case has been
assigned (see schedule of classes). If your group wishes to attempt to improve its mark, you may
submit a 3rd memo and I will count the best two of your three memo grades; memos #1 and #2
must be from different modules.

Each memo should be no more than four pages in length, double-spaced, 1-inch margins, and in
Times New Roman 12-point font. You may, if you wish, use a 5th page for any graphs, figures
etc. only. You may use smaller than 12pt font on this 5th page, and may include more than one
graph or figure, as long as the associated text is easily legible. Refer to the case-memo questions
and guidelines on Virtual Campus BEFORE COMPOSING AND SUBMITTING YOUR
WORK. Format and time constraints are strict: marks will be lost for failure to adhere to them.

Composition guidelines for case memos

Do not repeat the wording of the question(s) in your memos

Brief opening and closing paragraphs to communicate the substance of each answer

Avoid very wide disproportions in the space assigned to different answers

Answers should be clearly distinct in their substance, with each addressing only the
specific question asked

Draw heavily on case for data (and no other sources)

Apply relevant course concepts

Quantitative analysis (where possible) to support points

Reference data points (case page or exhibit #)

Avoid summarizing case material; avoid direct quotation

Try to use all of the space available to you

Time, page limit, and format constraints are strict (see course outline)

Clearly identify the purpose of any graph or table; label all axes, columns etc.

In your text, walk your reader through any graph or table you compose

No value in including on page 5 of your memo a copy of an exhibit from the case
(simply reference it)

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YOU MUST WAIT FOR FEEDBACK ON ANY MEMO YOU SUBMIT BEFORE YOU CAN
SUBMIT YOUR NEXT ONE.

A statement of academic integrity (available on the course web page) signed by all group
members must be submitted for each memo (upload as an attachment to the memo or submit as
hard copy on the day of class). Memos without a signed statement will not be returned or count
towards your grade. Graded memos may be returned even though the statement has not been
signed by all members: if securing the signature of one or more members is proving unduly
difficult the group liaison should include a brief note to this effect on the statement that is
submitted. However, any member of the group who fails to sign the statement thereby indicates a
failure to contribute to the memo and risks not sharing in the marks for the memo.

Peer evaluation of group participation (10% x groups average grade)

All students in a team must contribute equally to the two or three case memos and to the
simulation. Peer evaluations will be required of all group members: you will each fill out a form
evaluating each others individual contributions to the group. This form is available on Virtual
Campus and will also be distributed in the last class it is to be submitted in that class by each
team member.

Intopia - Group business simulation (35%)

All students taking ADM4311 will participate in a business simulation. This simulation, called
Intopia, requires teams to make decisions and manage a firm from start-up through several
different operational phases. The business decisions required vary from general management to
functional decisions (e.g., formulating strategy, negotiation, team-management expertise,
developing decision review processes, production, marketing, finance, and accounting
decisions). To begin, teams select to be a component supplier/product
manufacturer/wholesaler/financial company in one of several geographic markets (e.g., North
America, China, and Europe). Teams must then manage their operations effectively to enable
them to meet growth and profit objectives.

All the necessary details of how the game operates, the rules of the game, and other instructions
will be available at www.intopsim.com

Group presentation on your Intopia experience: Each group must select a course concept or
topic and present in the final class on how they experienced this in relation to the Intopia
simulation.
Assignment of presentation topics will take place in Class 7.
Format: Powerpoint, max 7 slides; each group will have 8 minutes to present
Will be graded as class participation (see below)
Number of team members presenting is up to you. Note that only those who speak
(whether to present or in any Q&A following each presentation) can gain
improved marks for class participation (see below)
Upload to Virtual Campus by 0730 on the day of final class

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Phase 1: initial
preparation and
structured trials
Formation and
registration of teams[i]
Self-assisted learning
viewing of video library[ii]
All deliverables are submitted, and results accessed, via web interface on the Intopia website.
Structured Trial 1[iii]
Structured Trial 2
Structured Trial 3
Structured Trial 4
Structured Trial 5
Quiz #1
Phase 2: Market Testing
Plan for Market Trials[iv]
Market Test 1 (period 2)
Market Test 2 (period 3)
Market Test 3 (period 4)
Market Test 4 (period 5)
Quiz #2
CPA Ontario Intopia business simulation
Deadlines Results Resubmission Deadline
(if mistakes)
Register at www.intopsim.com by Monday,
September 25 at 10:00 pm
Accessible only with team registration
Thursday, September 28 Next day by 8:00 am Friday, September 29 at
at 10:00 pm 10:00 pm
Saturday, September 30 Next day by 8:00 am Sunday, October 1 at 10:00
at 10:00 pm pm
Monday, October 2 at Next day by 8:00 am Tuesday, October 3 at
10:00 pm 10:00 pm
Wednesday, October 4 at Next day by 8:00 am Thursday, October 5 at
10:00 pm 10:00 pm
Friday, October 6 at Next day by 8:00 am Saturday, October 7 at
10:00 pm 10:00 pm
Online each student to complete individually before October 9 at 11:59pm.
Deadlines Results
Wednesday, October 11 at 10:00 pm
(see requirements on website)
Friday, October 13 at 10:00 pm Next day by 8:00 am
Monday, October 16 at 10:00 pm Next day by 8:00 am
Wednesday, October 18 at 10:00 pm Next day by 8:00 am
Friday, October 20 at 10:00 pm Next day by 8:00 am
Online each student to complete Quiz #2
individually before October 21 at 11:59 pm.
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Phase 3: The Real Game Deadlines Results
IPO Submission[v] Saturday, November 4 at 10:00 pm November 8 by 4:00 pm

Leaders Meeting Wednesday, November 8 at 9:00 pm N/A

Mixer [vi] Wednesday, November 8 at 10:00 pm N/A
Decision 1 Thursday, November 9 at 12:00 pm 30 minutes after decision
Decision 2 Friday, November 10 at 4:00 pm 30 minutes after decision
Decision 3 Friday, November 10 at 8:00 pm 30 minutes after decision
Decision 4 Saturday, November 11 at 10:00 am 30 minutes after decision
Decision 5 Saturday, November 11 at 2:00 pm 30 minutes after decision
Decision 6 Saturday, November 11 at 6:00 pm 30 minutes after decision
Decision 7 Sunday, November 12 at 10:00 am 30 minutes after decision
Decision 8 Sunday, November 12 at 1:00 pm 30 minutes after decision
Decision 9 Sunday, November 12 at 4:00 pm 30 minutes after decision
Debriefing, social, and Sunday, November 12 at 5:00 pm (THE
awards [vii] DRAFT)
[i]
Teams will be the same as for the case memos. You will need to provide valid email addresses
for each member upon registration. Once a team has been registered, it will be provided with a
login and password for the INTOPIA website.
[ii]
All materials, including a series of short how-to videos, are available on the website.
[iii]
The structured trial decisions are aimed at demonstrating the way in which decisions are
inputted and the impact that these decisions have on team results. A list of the decisions to be
made per period will be available on the website. Decisions will be submitted on the simulation
website.
[iv]
Teams will be given capital to deploy for the market tests: teams are free to make whatever
decisions they feel are warranted to test the market and any assumptions that they may have
about the game. Market test 1 should be executed as a Period 2 decision (i.e. one period has
already passed), market test 2 as a Period 3 decision etc.
[v]
For the IPO (initial public offering) you must submit a request for starting capital supported by
a description of your firms intended strategy and multi-period projected financial statements.
[vi]
The mixer is an excellent opportunity to network with other teams, to ask questions of Tim
Jones (the game administrator), and to have some free food! This will be held at the Draft.
[vii]
At the end of the simulation, teams are invited to assemble at the Draft for an unwinding
session. During this time, awards will be presented for the teams that performed the best in their
strategic categories.

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 Breakdown of grading for Intopia (35%)

You are reminded that your work in Intopia is subject to the usual academic regulations requiring
it to be work original to your group. Interacting with or otherwise drawing on the work or
experiences of those who have previously played the simulation may leave you open to a charge
of academic fraud.
Note: the group presentation on your Intopia experience is graded from the marks accorded to
class participation (15%: see below).

Component Assessment description %

Team registration On-time registration (Sept. 25) -1 if late

Phase one practice On-time submission of all five -1 for missing or being late for 2
(structured trials) practice decision files (starts decisions,
Sept. 28) -2 for missing or being late for 3 or
more decisions

Intopia quiz #1 2

Phase two practice Submission of plan for market 1

(market trials) trials (by Oct. 11)

On-time submission of all four 4 (otherwise lose 1 mark per decision

decision files (starts Oct. 13) late or missed)

Intopia quiz #2 2

IPO submission On-time submission of Initial 1

Public Offering (IPO) and
assessment of IPO
If IPO document is deficient (see
guidelines) your funding will be
reduced; if IPO document is seriously
deficient your funding will be reduced
and you will lose 1 mark

Phase three (real Grading for the game will be driven by your cumulative- 25
game) profitability ranking inside your industry category and
overall, but also taking into particular account your
performance over the course of the final four periods of the
game, the future potential of your business (cashflow
management, debt, revenue growth, production capacity,
supplier and client relationships, and R&D), and the
enthusiasm, resilience, and ethics you display in the course
of the game

TOTAL 35

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In-class quizzes (2 x 5%)

Each quiz will be a series of questions answered in class directly on Virtual Campus, and testing
your knowledge of course materials (including Intopia materials) and class discussion. Quiz 1
(class 5) will cover classes 1-4, Quiz 2 (class 7) will cover classes 4-7. The Intopia simulation
separately requires you to complete two quizzes related solely to Intopia (see Intopia schedule).

Individual class participation (15%)

Participation defined as oral contributions shared with the entire class - will be self-evaluated
via Virtual Campus. You will have until 0900 on the Wednesday after class to log your
participation for each session (there will be no participation assessment on the first class). It can
be easy to forget to do this self-evaluation, so it is in your own interest to try to do this within a
couple of hours after class while the session experience is still fresh.

The participation log is made up of three questions. In the first question you are asked to rate
your contribution (see descriptions below). In the second question you are asked to summarize
(in a few sentences) the main contributions you made and how these mattered to the class
discussion including whether and how they were corrected or developed by other students or the
professor. The third question asks you to evaluate your preparation for class. I will monitor your
self-assessments and I reserve the right to change an assessment which I feel is inaccurate the
Grade Book function will keep you informed. Uploading an image of yourself to Virtual Campus
will assist me in properly crediting your participation.

Guidelines for rating your contributions in class:

5/5 Outstanding Contributor: Contributions reflected exceptional preparation and good

listening and conversational skills. They were impressively integrative or effective challenges to
other answers and/or provided major insights and direction for the class. The quality of
discussion was significantly advanced.

4/5 Good Contributor: Integrative comments or effective challenges to other answers. Ideas
offered were well substantiated and often persuasive, and provided good insights or direction.

3/5 Adequate Contributor: Comments provided some useful insights, but did not offer an
interesting or new direction for the discussion. Challenges were sometimes presented and partly
substantiated.

1.5/5 Non Participant/Minimal Contributor: Present, but no contribution to class; or present,

but hardly spoke and to minimal effect.

0/5 Unsatisfactory Contributor: Ideas offered were not substantive - could not be supported or
were muddled - and prompted neither insight nor a constructive direction for the class. Valuable
air-time would have been saved had you not spoken.

0/5 Absent

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4. COURSE MATERIALS (all are required):

ADM 4311D Course Package: available at Agora bookstore: 145 Besserer;

tel: 613 562-4672; http://www.agorabookstore.ca/
Powerpoint overheads: posted in advance of class.
Intopia simulation materials: www.intopsim.com

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 Deadline for group case-memo submissions: by 10pm THE DAY PRIOR TO CLASS for
which the case analysis has been assigned (2 required, each from a different module; you may
submit a 3rd memo for best 2 of 3; you must wait for feedback on a memo before submitting
your next one)
Session Topic Case study Other preparation*
Module I: External fit: how the industry affects business success
1. Sept. 11 Course overview; intro Cola Wars (review) Porter
Module I; industry
structure, and
competitive advantage

2. Sept. 18 Managing industry Cola Wars (analysis) Coughlan

structure Bonus of 10% of your
Introduction to the mark (max 100%) if
Intopia simulation you submit

3. Sept. 25 New entry and imitation: Ryanair Christensen future

Gaining competitive Intopia registration closes
position; strategic change

4. Oct. 2 Industry structure and LEGO Christensen capability &

strategic change; RPV
intro Module II Intopia structured trials
on-going + Intopia quiz #1

Module II: Internal fit: how the organization affects business success
Oct 9 No class: Thanksgiving

5. Oct. 16 RPV; Lincoln In-class quiz

deliberate and emergent Christensen culture
strategy-making Christensen definition
Intopia market tests on-
going + Intopia quiz #2
Intopia review

Oct. 23 No class: study break

Module III: Individual fit: how the CEO affects business success
6. Oct. 30 Deliberate and emergent Netflix Mintzberg 3 managerial
strategy-making; roles
intro Module III Intopia review
Intopia IPO document

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 Module III: Individual fit: how the CEO affects business success
Session Topic Case study Other preparation*
7. Nov. 6 The three managerial BIG; LEGO (again) In-class quiz
roles in context Intopia presentation topic
Intopia review

Module IV: Intopia business simulation: see www.intopsim.com

During the One-on-one Q&A on Intopia with each team: each Intopia materials
week of team arranges a 15-minute meeting outside of
Nov. 6 class with the professor

Nov. 10-12 Intensive simulation weekend

Nov. 13 No class (forgiven because of simulation)

Final class The three fits of strategy: Tesla Upload presentation (0700
Nov. 20 industry, organization, day of class)
individual Peer-evaluation forms due
Intopia debrief in class
Short group
presentations on Intopia

*Note on class topics: the readings will be lectured on in class on the week for which they have
been assigned but they have been sequenced to precede by one week the case analysis to which
they most closely relate.

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