Harvard University

Extension School

Management 5000 Strategic Management

Course Syllabus Fall 2011 Course Logistics Day and Time: Tuesdays, 5:30-7:30pm Location: Live Web Conference Course iSite: http://isites.harvard.edu/k81734 Web conference link will be listed on the isite Instructor: Margaret Andrews Associate Dean for Management Programs Harvard University, Division of Continuing Education Office Hours: By appointment Teaching Assistant: Dayna Catropa Assistant Director of Marketing Harvard University, Division of Continuing Education Office Hours: By appointment

617.998.8550 Margaret_Andrews@harvard.edu

617.998.8537 inbox412-dce@yahoo.com

About the Course

Course Format This section of MGMT 5000 is a web-based course utilizing the software program Elluminate. Prior to the first class session on August 30th, participants must: 1. Download the necessary software at http://www.elluminate.com/support/index.jsp 2. Purchase a headset with a built-in microphone and a web camera (available in most places where computer supplies are sold) 3. View a pre-recorded training session for participants at http://www.eluminate.com/suppport/training 4. Attend one of the two check in sessions to ensure that computer equipment is functioning properly. The sessions will be held on Monday, August 29th, the first one at noon and the second one at 5:30pm. Please note that this is a live online course and students are expected to attend each session on Tuesdays from 5:30-7:30pm. The link for the live course each week will be posed on the course isite in the Access the Web Conference Site page (see left navigation links on isite home page).
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Course Description and Overview To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive marketstraditional and emerging. The way in which organizations attempt to develop such competitive advantage constitutes the essence of their strategy. This course introduces the concept of strategic management through case analyses, and considers the basic direction and goals of an organization, the environment (social, political, technological, economic and global factors), industry and market structure, and organizational strengths and weaknesses. The emphasis is on the development and successful implementation of strategy in different types of firms across industries. Course Materials This course requires students to work continually throughout the semester and entails a fair amount of reading, writing, and discussion. Listed below is the required book for the course this can be purchased from many bookstores, including the Harvard Coop and online booksellers, and other reading materials, with instructions on how to order: Text: Carpenter, Mason A., and Sanders, Wm. Gerard, Strategic Management: A Dynamic Perspective Concepts and Cases, 2nd Edition, ISBN 978-0-13-234138-7. All cases (listed on the weekly readings as Case) are from the textbook and are located in Part Six of the book, beginning on page 468. Grading A students final grade in this course will be based on the following weighting: 10% 20% 50% 20% Introduction Letter (individual assignment) Case Write-Ups (two write-ups worth 10% each; individual assignments) Strategic Analysis Assignment (series of team assignments) Class Participation

Grades reflect the quality of a students work submitted throughout the term according to the Harvard Extension Schools grading standards (http://www.extension.harvard.edu/policies/grades/). Coursework/Assignments This is a graduate-level course and graduate-level work, which includes active participation in class discussions and activities and high-quality written work, is expected. Much of a managers success depends on communication, therefore effective written and oral communication will constitute a significant portion of a students grade. Written work should be clear, logical, grammatically correct, spell-checked, persuasive, supported by examples, and backed up by citations for any data, ideas or other content used. It should represent the students best effort. To do well on the writing assignments, you will need to incorporate and apply the course readings. Introduction Letter To give a better idea of your professional and managerial experience and goals for the class, please submit a 1-2 page (single spaced) letter describing your educational and professional experience, why you are taking the course, and what you hope to get out of the course. In the letter, please note what other business courses you have taken, particularly in the areas of accounting, economics and marketing. You may include a resume, if you would like, although it is not required. This assignment will help better target what we do in class and get to know you much faster. This assignment is due in the assignment drop box on the course iSite before the
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beginning of the first class session (August 30th) and, like all other assignments, late submissions will not be accepted. Case Write-Ups Students will individually prepare two written case analyses. The written paper should be no longer than three pages (single-spaced using 12-point font and 1 margins), plus any exhibits, tables and figures. Students may choose two out of the four starred (**) cases to write up. Please see pages 470-473 in the text to understand the basics of case analysis. In general, there is no single correct answer to a case analysis. The key to a good case analysis is to carefully analyze the situation, apply relevant conceptual materials, and evaluate possible courses of action before selecting your own recommendations. Although each case is unique and may require a different approach and analysis, your case write-up should include the following two elements: 1. An assessment of the current situation of the firm. This includes the environment in which the firm operates (the industry) and the competitive situation and strategies of the firm, including its financial results, with the objective of identifying the key issues that must be addressed. This is not a case summary, but rather your personal evaluation and/or critique of the situation using the relevant tools mentioned in the textbook. 2. A description of the alternatives to address the issues identified, followed by detailed recommendations. This is a very important and potentially the most difficult part of the case analysis. The search for alternatives must be broad and should consider significant redirection, reorganization or disposition of parts or all of the business. Also, changes in business and competitive strategies are expected here. Be specific in your recommended solutions, including describing the (new or modified) strategies, financial objectives, and implementation plan. Each case write-up is due in the relevant assignment drop box on the course iSite before the beginning of the class session that it will be discussed and late submissions will not be accepted. Strategic Analysis Assignment The Strategic Analysis Assignment (SAA) is actually a series of assignments that build to an analysis of an organization within an industry. The early assignments use some of the strategic tools we study and create the foundation for understanding the organization and its environment, and how the firm competes. Students will then build on these assignments to do a more detailed analysis of the firm and its environment for the final two papers. The SAA consists of four components that collectively account for 50% of the class grade. The components, a description of the assignment, the delivery date and the percentage of the SAA grade for each component include: 1. External Analysis: An analysis of the macro environment and industry structure in which your organization competes using the PESTEL and Five Forces + Complementors tools (see Chapter 4 in the textbook). Paper should not exceed four pages (of single-spaced text, using 12-point font and 1 margins) plus exhibits. Due on September 20; accounts for 15% of SAA grade. 2. Internal Analysis: An analysis of the resources, capabilities and activities of your organization using the tools (e.g., VRINE, value chain) from Chapter 3 in the textbook. Paper should not exceed four
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pages (of single-spaced text, using 12-point font and 1 margins) plus exhibits and appendixes. Due on September 27; accounts for 15% of SAA grade. 3. Strategy Paper Part 1: A strategic overview of the organization within its competitive environment. This paper will include background on the industry and the competitive set, the roots and evolution of the organizations success (e.g., their capabilities/competencies, business model, strategic decisions, etc.), how the organization has changed over time, new and emerging competitors, industry forces acting on the organization, outlook for the industry, major opportunities and threats, and what the team would do to gain/maintain competitive advantage if it were in the drivers seat of this organization. Paper should not exceed twelve pages (of single-spaced text, using 12-point font and 1 margins) plus exhibits and appendixes. Due on Monday, November 28 before midnight (please note this paper is due before midnight the day before class); accounts for 50% of SAA grade. 4. Strategy Paper Part 2: The question/topic for this component will be distributed on Tuesday, December 6. Paper should not exceed four pages (of single-spaced text, using 12-point font and 1 margins) plus exhibits and appendixes. Due on Monday, December 12 before midnight (please note this paper is due before midnight the day before class); accounts for 20% of SAA grade. In the second class session (September 6), we will announce the industries and organizations for the SAA. They will be two distinct but related industries, and student teams will be assigned an industry and an organization within that industry that they will work on for all components of the SAA. The final two papers (Strategy Paper Part 1 and Strategy Paper Part 2) are meant to be a culmination of all of the learnings in the class; to do well on these papers it is imperative to draw upon the readings, discussions, and previous assignments in presenting your analysis. You will also need to do a fair amount of outside research about your industry and firm and must properly cite your sources. Think of these papers as a case analysis without a previously written case where your team must do the research on the organization to understand its situation and then recommend actions to achieve or maintain competitive advantage. The Strategic Analysis Assignment, and all of its components, is a team-based assignment and all teams will receive the same grade on each component. Teams should upload the various components to the associated course drop boxes by the assigned due dates (above) and have a copy of it available for the ensuing discussion. Class Participation This course covers a significant amount of content and much of the learning comes from in-class exercises and discussion. Therefore, students are expected to attend all live web-based class sessions, complete all assigned readings and come prepared to participate. Attendance will be taken and participation will be evaluated at each class session. Class participation will be graded more on quality than on quantity, so contributions should be relevant, concise and aimed at moving the discussion forward and driving toward insight and understanding. You may miss two class sessions without penalty, but all other absences will result in a zero score for class participation for that session. Please notify the instructor or TA (via phone or email) prior to the start of class if you will not be in attendance. Academic Integrity Common sense warning: Just as ethics and integrity are important in management practice, academic integrity is important in this course. Please take the time to familiarize yourself with the Harvards policies on academic integrity, which can be found at http://www.extension.harvard.edu/exams-grades-policies/student________________________________________________________________________________________________________________

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responsibilities. Other resources include, The Harvard Guide to Using Sources (http://usingsources.fas.harvard.edu/icb/icb.do). Please visit and use this site to avoid any unintentional errors. It is important to understand the standards to which you will be held; ignorance of the standards will not be considered an excuse for violating them. The Fine Print Workload. The value you receive from this course will be commensurate with the thought and effort that you put into the endeavor. Students should expect to spend 2-8 hours outside of class each week to read the assigned materials, reflect, complete assignments, and prepare for the next class session. More time will be required to do the two SAA final papers. On Time. Students are expected to arrive to the online classroom on time and stay for the duration of the class session. If you expect to be late or absent from class or need to leave early let the instructor and TA know prior to the start of class. Deadlines. All assignments must be submitted to the correct assignment drop box on the course iSite (http://isites.harvard.edu/k81734) at the specified day and time and late submissions will not be accepted. If you experience any problems uploading your assignment to the drop box, you should email the document to the instructor. Please note that, if you email the assignment because you cannot upload it, the email and the relevant attachment must be received on or before the assignment deadline to be accepted. Should you experience any internet problems, please call/leave a message for the instructor this call should occur before the submission deadline passes. If you are absent the day an assignment is due, the assignment is still due at the specified day and time. True medical or family emergencies will be dealt with on a case-by-case basis. Professional Conduct. Professional behavior is expected throughout the class. This means respectful communication both inside and outside of class. During discussions, civil discourse should be maintained at all times and comments should be aimed at moving the discussion forward. This does not mean that students must always agree with others since reasoned, respectful dissention may be part of the discovery process and lead to previously unconsidered options.

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Course Outline and Schedule

Session 1: Tuesday, August 30th Introduction / Strategic Management Read prior to class: Text: Chapter 1 Text: Preparing for Case Discussions (pages 470-473) Due before start of class: Introduction Letter (see Page 2 for more information) Session 2: Tuesday, September 6th Read prior to class: Text: Chapter 2 Case: (#3) Southwest Airlines Leading Strategically

Note Strategic Analysis Assignment teams, industry and organizations announced Session 3: Tuesday, September 13th Read prior to class: Text: Chapter 4 Case: (#8) Update: Music Industry in 2006 Session 4: Tuesday, September 20th Read prior to class: None External Environment

External Environment

Due before start of class: Strategic Analysis Assignment: External Analysis Session 5: Tuesday, September 27th Read prior to class: Text: Chapter 3 Case: (#5) Prince Edward Island Internal Environment

Due before start of class: Strategic Analysis Assignment: Internal Analysis Session 6: Tuesday, October 4th Read prior to class: Text: Chapter 5 Case: (#12) Home Depots Strategy
MGMT 5000 Fall 2011

Business Strategy

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Session 7: Tuesday, October 11th Read prior to class: Text: Chapter 6 Case: (#14) Airbus **

Business Strategy

Due before start of class: Case write-up (if this is one of the two case write-ups you choose to submit) Session 8: Tuesday, October 18th Corporate Strategy Read prior to class: Text: Chapter 7 Case: (#17) McDonalds and the McCafe coffee Initiative Due before start of class: Case write-up (if this is one of the two case write-ups you choose to submit) Session 9: Tuesday, October 25th Read prior to class: Text: Chapter 8 Case: (#11) Wal-Mart in the 21st Century Session 10: Tuesday, November 1st Read prior to class: Text: Chapter 9 Case: (#25) British Airways-USAir Session 11: Tuesday, November 8th Read prior to class: Text: Chapter 10 Case: (#27) The Expansion of Vincor ** International Strategy

Alliances

Mergers and Acquisitions

Due before start of class: Case write-up (if this is one of the two case write-ups you choose to submit) Session 12: Tuesday, November 15th Implementation Read prior to class: Text: Chapter 11 Case: (#29) Implementation of the Balanced Scorecard: The Porsche case Session 13: Tuesday, November 22nd Read prior to class:
MGMT 5000 Fall 2011

New Ventures / Corporate Governance

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 Text: Chapter 12 and 13 Case: (#36) Trouble in the Magic Kingdom: Governance Problems at Disney ** Due before start of class: Case write-up (if this is one of the two case write-ups you choose to submit) Session 14: Tuesday, November 29th Read prior to class: None Discussion of Strategy Papers Industry 1

Due in drop box prior to midnight on Monday, November 28th: Strategy Paper Part I Session 15: Tuesday, December 6th Read prior to class: None Finals Week: Tuesday, December 13th Discussion of Strategy Papers Industry 2

Discussion of Strategy Papers Part 2

Due in drop box prior to midnight on Monday, December 12th: Strategy Paper Part 2

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