Global Strategy Syllabus

Global Strategy MIB
2015-2016
Course Code
Module
Global Strategy
A
Instructor Dr. Rizwan Amin Sheikh

Email Rizwan.sheihk@faculty.hult.edu
Phone / Skype
Availability
Class Times and Rooms
Rsheikh75
Tue & Thurs: 11:30 am 12:30 pm or by
appointment
See mycourses.hult.edu/
Page 1 of 28
Course Description
Strategic skills are a key asset for business leadership across business functions and seniority
levels. The need for and benefit of those skills is no longer limited to elite staff groups or top
executives. Increasingly, companies expect their product managers, senior business analysts
and mid-level executives in diverse functions to possess the ability to think and act strategically
without losing their agility. Therefore, this course will focus on the craft, the opportunities and
the challenges of developing strategies in these roles. As we do so, the most basic strategic
question is: How do we best position and compete among significant uncertainty and ambiguity
to maximize value created and profits made in a sustainable way? This course provides
students a combination of analytical and engagement tools for strategy projects for internal or
external executive clients. Among the analytical skills are methodologies and frameworks for
product, firm, industry and market analysis. Among the softer engagement skills are diagnostic
skills.
Learning Objectives
Key Assessed Learning Outcomes
1.
Elegantly articulate strategic challenges, strategic intent, positioning and configuration recommendations
2.
Conduct strategic analysis under uncertainty on multiple levels: market, industry, firm, product
3.
Gain proficiency in using key concepts of strategy, e.g. network effects, two-sided markets, seeing
opportunity in uncertainty, industry structures, competitive advantage, first-mover advantage, strategic capabilities, strategic agility, etc.
Teaching and Learning

This course will combine lecture, team tutorials, exercises, case analysis presentations and
discussions, guest clients/speakers, competitions, quizzes, debrief and coaching conversations.
This combination serves to create a diverse learning and assessment environment in which
students can play to their strengths and learn to mitigate their shortcomings.
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Method and weighting of assessment

In this course, students are evaluated by the following means of assessment.
Description of Assessment
Weight
Due Date
Case Analysis & Report (Group Assignment)
30%
8:00 AM
Monday,
November 2nd,
2015)
Strategic Analysis Paper (Individual Assignment)
40%
8:00 AM
Monday
November 9th,
2015.
Harvard Simulation on Innovation & Strategy (BackBay Battery- V2)
10%
Thurs,
November 12th,
2015 (In-Class)
Final Group Presentations
10%
Fri, November
13th 2015 (InClass)
Management Behavior Assessment
10%
Friday,
November 13th,
2015 (In-Class)
Group Assignment
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Attendance, Participation and Student Responsibilities

Important expectations for Hult students are set forth in the Student Handbook and summarized
below. Please consult the Handbook for more details.
Attendance
Students are expected to attend all scheduled classes, examinations, class presentations,
simulations, exercises, field research visits, discussion groups, plant visits, lectures, and special
programs. An absence for any reason except those qualifying for an excused absence as
described in the Student Handbook will be considered an unexcused absence.
Students who miss more than 20% of scheduled classroom/activity hours because of
unexcused absences (e.g. more than two meetings of a 10-meeting course) will fail the course.
Classes begin promptly according to the published schedule. It is the responsibility of each
student to be in class on time.
Attending group meetings and participating in the assigned study teams are required
components of the program and are considered an important part of the experiential learning
process. Students are expected to participate orally in class and in online forums and team
activities. Hult accommodates students with disabilities. Please see the Student Handbook for
details.
Academic Integrity
Any work submitted by a student in this course for academic credit must be the student's own
work. The Hult policy on plagiarism applies to all work done at the School. In addition, any
failure to abide by examination rules will result in failure of the exam, and may lead to failure of
the course and School disciplinary action. Please consult the Student Handbook for further
details.1
Course Materials, Books, and Course Topics
Materials/Books (Required)
Strategic Management: Concepts by Frank Rothaermel, Paperback: 464 pages
Publisher: McGraw-Hill/Irwin; 1 edition (January 9, 2012)
ISBN-10: 0077324455
ISBN-13: 978-0077324452
Required Readings:
Porter, What is Strategy?, HBR, Nov.-Dec. 1996 (96608-PDF-ENG)
Karl Moore, Porter or Mintzberg: Whos View on Strategy is the Most Relevant Today?,
Forbes,
3/28/2011
http://www.forbes.com/sites/karlmoore/2011/03/28/porter-ormintzberg-whose-view-of-strategy-is-the-most-relevant-today/
John C. Camillus, Strategy as a Wicked Problem, 2008 (R0805G-PDF-ENG)
1
These web sites provide helpful guidance regarding plagiarism and how to cite sources:
http://library.acadiau.ca/tutorials/plagiarism/, http://www.plagiarism.org/learning_center/citation.html
Page 4 of 28
Guillen M. and Garcia-Canal E. (2012) Execution as Strategy HBR

Eisenmann, Parker and Van Alstyne, Strategies for Two-Sided Markets, HBR, October
2006
Mike Canning & Eamonn Kelley, Dynamics & Discontinuity, Eight Trends in the Business
Environment that will Shape Strategy, The European Business Review, Sep-Oct 2013.
Schoemaker, Paul J H, Scenario Planning: A Tool for Strategic Thinking Sloan Management Review; Winter 1995; 36, 2; pg. 25
Gustke, Constance; All the Options; The Conference Board Review.
Hindle, Tim; Scenario Planning; Economist.com; September 1st 2008.
Ghemawat and Rivkin, Creating Competitive Advantage, HBS note, 2006 (798062PDF-ENG)
Michael Porter, The Five Competitive Forces that Shape Strategy, HBR, 2009
(R0801E-PDF-ENG)
Rita Gunther McGrath, Transient Advantage https://hbr.org/2013/06/transient-advantage
Kim and Mauborgne Blue Ocean Strategy HBR Oct 1, 2004 (R0410D-PDF-ENG)
Bower and Christensen "Disruptive Technologies: Catching the Wave" HBR Jan 1, 1995.
(95103-PDF-ENG)Rumelt, Ch. 12
Rumelt, Ch. 2
Collis and Montgomery: Competing on Resources, HBR Classic, July 1 2008 (R0807NPDF-ENG)
Doz and Kosonen, The Dynamics of Strategic Agility Nokias Rollercoaster Experience California Management Review, May 2008 (CMR398-PDF-ENG)
Mark Esposito, Olaf Groth, Terrence Tse, The future of Global Corporation, 2015.
Morten Hansen, Julian Birkinshaw, Evolving from Value Chain to Value Grid, HBR,
2007. (R0706J-PDF-ENG)
Radjou and Prahbu, What Frugal Innovators Do, HBR, 2014.
Henry W. Chesbrough & Melissa M. Appleyard, Open Innovation and Strategy, California Management Review, Fall 2007.
Olaf Groth, How Innovative Business Models Can Reshape an Industry http://akmedia.hult.edu/~/media/Hult/2014%20downloads/All/Hult14_Olaf_Article
Fundamentals of Global Strategy 5: Target Markets and Modes of Entry (BEP043-PDFENG)
Cases:
Saatchi & Saatchi Company PLC: Corporate Strategy
Cleveland Clinic: Growth Strategy 2012
Bharti Airtel in Africa
Strategic Planning at United Parcel Service
Apple Inc. in 2012
Chinese Fireworks Industry Revised
Cola Wars Continue: Coke and Pepsi in 2010
Skype in the Voice-over-IP Industry: A Commercially Viable Blue Ocean?
Baidu and Google in China's Internet Search Market: Pathways to Globalisation and Localisation
Creating Corporate Advantage: The Case of Tata Group
Google Inc. 2014
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Nokia Life Tools: A Strategic Innovation to Tap Into India's Rural and Newly Urban Population
Social Strategy at Nike
The IOI Group: Creating a Malaysian Palm Oil Multinational
Amazon, Apple, Facebook, and Google (513060-PDF-ENG)
Videos:
Interview with Richard Rumelt, author of Good Strategy, Bad Strategy

http://www.youtube.com/watch?v=tL_sQddBtU4
Shell Scenarios to 2050, www.youtube.com/watch?v=jQ2uIPeiEYQ
Michael Porter on Five Forces http://www.youtube.com/watch?v=mYF2_FBCvXw
McGrath on Transient Advantage https://www.youtube.com/watch?v=vuf__7rDY74
Blue Ocean Strategy Video #1, http://www.youtube.com/watch?v=clpIMpuwaQ&feature=related
Blue Ocean Strategy Video #2,
http://www.youtube.com/watch?v=7SQDGBSjty4&feature=related
https://hbr.org/video/2688242135001/the-explainer-disruptive-innovation
https://hbr.org/video/2226808799001/disruptive-innovation-explained
Video on resource analysis and the role it plays in a successful strategy
http://www.youtube.com/watch?v=3tQTTUnhFKs
http://www.ted.com/talks/navi_radjou_creative_problem_solving_in_the_face_of_extrem
e_limits
Topics Covered
1. The Changing Nature of Strategy
2. Markets & Buyers
3. The Evolution of Markets
4. Industry Analysis and Competitive Advantage
5. Strategic Moves
6. Strategic Resources and Capabilities
7. Strategic Agility
8. Analyzing the Value Chain
9. Strategic Innovation
10. International Strategy
11. Final Client Case Presentations
Class Preparation
Page 6 of 28
Class 1
Time 3 hours
Topic The Changing Nature of Strategy

Preparation Required:
Porter, What is Strategy?, HBR, Nov.-Dec. 1996 (96608-PDF-ENG)
John C. Camillus, Strategy as a Wicked Problem, 2008 (R0805G-PDFENG)
Guillen M. and Garcia-Canal E. (2012) Execution as Strategy HBR
J. Collis and Michael G. Rukstad, Can You Say What Your Strategy Is?
HBR Article.
Video:
Interview with Richard Rumelt, author of Good Strategy, Bad Strategy
http://www.youtube.com/watch?v=tL_sQddBtU4
Book Chapter (Just skim through the following chapter. Instructor will cover it in
class):
Rothaermel, Chapter 1 -What is Strategy and Why is it Important?
Case:
HBR Case Study: Saatchi & Saatchi Company PLC: Corporate Strategy (792056PDF-ENG)
1. Identify the values resources that Saatchi & Saatchi has possessed over its
life.
2. Determine the appropriate scope for Saatchi & Saatchi to adopt, both within
the advertising industry and in the broader marketing and management
services industries.
3. Examine how to manage a multi-business corporation.
4. Analyze strategy in service industry
Description Sub-topics and concepts:

Planned v. emergent strategy
Execution as Strategy
Choice cascades
Strategy as a system
Guiding question:
What is strategy, why do we need it, and how has that been changing?
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Class 2
Time 3 hours
Topic Markets & Buyers

Eisenmann, Parker and Van Alstyne, Strategies for Two-Sided Markets,
HBR, October 2006
Mike Canning & Eamonn Kelley, Dynamics & Discontinuity, Eight Trends in
the Business Environment that will Shape Strategy, The European Business Review, Sep-Oct 2013.
class):
Rothaermel, Chapter 2 The Strategic Management Process
Case: Assigned to Group 1
Bharti Airtel in Africa (112096-PDF-ENG)
1. Did BA have a strategy? If so, what was it?
2. Was it planned and explicit or ad hoc and implicit?
3. Why was it forced to adjust its initial approach?
4. How did it achieve its new positioning?
5. How would you now evolve BAs current position?
Cleveland Clinic: Growth Strategy 2014 (709473-PDF-ENG)
1. What is Cleveland Clinics overall strategy to improve value for patients?
Identify the critical components and their rationale.
2. Where has the Cleveland Clinic made the most progress?
3. What are the areas for improvement?
4. Identify and evaluate Cleveland Clinics various approaches to grow its
practice.
5. Which growth initiatives should the Cleveland Clinic expand? Why?
6. What other recommendation would you make to Dr. Cosgrove?
Market funnels / TAM
Market segmentation
Two-sided markets
Demand and supply impacting STEEPLE forces
Critical market uncertainties
Guiding question:
What types of dynamics, forces and uncertainties in the market do we need
to understand to position ourselves effectively?
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Class 3
Time 3 hours
Topic The Evolution of Markets

Schoemaker, Paul J H, Scenario Planning: A Tool for Strategic Thinking
Sloan Management Review; Winter 1995; 36, 2; pg. 25
Gustke, Constance; All the Options; The Conference Board Review.
Hindle, Tim; Scenario Planning; Economist.com; September 1st 2008.
Videos:
Shell Scenarios to 2050, www.youtube.com/watch?v=jQ2uIPeiEYQ

Strategic Planning at United Parcel Service (306002-PDF-ENG)
1. What are the strengths and weaknesses of scenario planning?
2. What is your evaluation of UPS 1997 scenario planning exercise? Compare to the Horizon 2017 exercise. What was good or bad?
3. How does UPSs approach to planning differ from planning youve seen or
read about elsewhere?
Apple Inc. in 2012 (712490-PDF-ENG)
1. What, historically, have been Apples competitive advantages?
2. Analyze the personal computer industry. Why did Apple struggle historically
in the PCs?
3. How sustainable is Apples competitive position in PCs, MP3 players, and
smartphones?
4. What are Apples long-term prospects for the i-Pad?
5. What advice would you offer the new CEO Tim Cook?
Market Future Scenarios
Guiding question:
What types of dynamics, forces and uncertainties in the market do we need
to understand to position ourselves effectively?
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Class 4
Time 3 hours
Topic Industry Analysis and Competitive Advantage

Ghemawat and Rivkin, Creating Competitive Advantage, HBS note,
2006 (798062-PDF-ENG)
Michael Porter, The Five Competitive Forces that Shape Strategy, HBR,
2009 (R0801E-PDF-ENG)
Rita Gunther McGrath, Transient Advantage
https://hbr.org/2013/06/transient-advantage
Optional:
Sun Tzu, The Art of War, Westview 1996, p.26-29, p.33-34.
class):
Rothaermel, Chapter 3 External Analysis: Industry Structure,
Competitive
Forces, and Strategic Groups
Videos:
Michael Porter on Five Forces
http://www.youtube.com/watch?v=mYF2_FBCvXw
McGrath on Transient Advantage
https://www.youtube.com/watch?v=vuf__7rDY74
Chinese Fireworks Industry Revised (W11003-PDF-ENG)
1. If you were Jerry Yu, would you invest in a Liuyang fireworks factory?
Why?
2. Apply Porters Five Forces Model; evaluate the attractiveness of the Chinese fireworks industry.
3. Is the fireworks industry a sunset industry or an industry still worth being
in for the long run?
4. If you were Jerry Yu, and decided to make the investment, what would
you do to succeed?
5. If you were asked to provide advice to the Liuyang Firecrackers and Fireworks Industry Department, as Jerry Yu, what would you say?
Page 10 of 28
Class 4
Time 3 hours
Preparation Case: Assigned to Group 6

Cola Wars Continue: Coke and Pepsi in 2010 (711462-PDF-ENG)
1. Why, historically, has the soft drink industry been so profitable?
2. Compare the economics of the concentrate business to that of the bottling
business. Why is the profitability so different?
3. How has the competition between Coke and Pepsi affected industrys
profits?
4. How can Coke and Pepsi sustain their profits in the wake of flattening demand and the growing popularity of Non-CSDs?
Assignment for ALL GROUPS of Students:
For the Chinese Fireworks Industry, apply Porters Five Forces Model using the four-page worksheet that has been uploaded to the Hults student
portal.
All Groups/Teams must hand-in the 4-Page hard copy worksheet to the
TA at the beginning of the class.
Five Forces
Degrees of competitiveness
Sustainable v. Transient competitive advantage
Competing under strategic interdependence
Guiding questions:
How do we analyze the industry structure, the competitive patterns and
behaviors to take the right steps toward an optimum advantage and position?
Class 5
Time 3 hours
Topic Strategic Moves
Page 11 of 28
Class 5
Time 3 hours
1. Kim and Mauborgne Blue Ocean Strategy HBR Oct 1, 2004 (R0410DPDF-ENG)
2. Bower and Christensen "Disruptive Technologies: Catching the Wave" HBR
Jan 1, 1995. (95103-PDF-ENG)Rumelt, Ch. 12
Videos:
3. Blue Ocean Strategy Video #1, http://www.youtube.com/watch?v=clpIMpuwaQ&feature=related
4. Blue Ocean Strategy Video #2,
http://www.youtube.com/watch?v=7SQDGBSjty4&feature=related
5. https://hbr.org/video/2688242135001/the-explainer-disruptive-innovation
6. https://hbr.org/video/2226808799001/disruptive-innovation-explained
class):
7. Rothaermel, Chapter 7: Business Strategy: Innovation and Strategic
Entrepreneurship
Skype in the Voice-over-IP Industry: A Commercially Viable Blue Ocean? (INS257PDF-ENG)
1. Skype's offering created breakneck growth in demand. Who are the customers and noncustomers it attracted?
2. What traditional boundaries may cloud Skypes perception of how to set a
strategic price for its unprecedented offering?
3. Using the templates provided in Exhibit A-1 of this case, develop three
buyer experience cycle/buyer utility maps for each of the following target
user groups:
Long-distance calling services
Room-based video conferencing
Travel
For additional reference, sample purchase options for a traditional US wireless calling plan and a room-based video-conference facility are provided in
Appendices A2 and A3.
4. What is the unprecedented utility Skype created for the target mass of travellers, users of traditional room-based video conferencing and longdistance calling services?
5. Using the Price Corridor of the Mass for Voice-Calling Services shown in
Exhibit B, what would be a strategic price for Skypes voice- and videocalling services for it to convert its new market space into a commercially
viable blue ocean?
6. Based on your knowledge of strategy, is there anything else that Skype
must address for its "breakthrough strategy" to have a strong and profitable
growth trajectory?
Page 12 of 28
Class 5
Time 3 hours

Baidu and Google in China's Internet Search Market: Pathways to Globalisation
and Localisation (INS067-PDF-ENG)
1. How different is Chinas Internet search market? What led to Baidus market
dominance?
2. What should be Googles strategy for growth in China?
3. What should be Baidus strategy for growth in China?
4. What do you recommend Google to do in the China market?
5. What do you recommend Baidu to do in China and the international market?
First-mover advantage
Disruptive innovation
Blue Ocean moves
Guiding questions:
What is blue ocean strategy? What are the benefits of disruptive innovation
and blue ocean strategy? When and how do we implement a blue ocean
strategy?
Class 6
Time 3 hours
Topic Strategic Resources and Capabilities
Page 13 of 28
Class 6
Time 3 hours
Rothaermel, Chapter 4, Internal Analysis: Resources, Capabilities, and
Activities
Collis and Montgomery: Competing on Resources, HBR Classic, July 1
2008 (R0807N-PDF-ENG)
Videos:
Video on resource analysis and the role it plays in a successful strategy
http://www.youtube.com/watch?v=3tQTTUnhFKs
Case (Assigned to Group 9):
Creating Corporate Advantage: The Case of Tata Group (ISB005-PDF-ENG)
1. Identify and describe the mechanisms by which the Tata Group added value to its group companies?
2. Which of these generate advantages and are strategic assets v. potential
liabilities strategically speaking?
3. What are the differences between how Tata creates advantage and how
other companies you know generate advantage?
4. Should the creation of corporate advantage by a business group depend on
(a) The level of diversity and the mix of un/related businesses in the group
and (b) The development of the institutional environment in a country?
5. Is Tata a strategically agile conglomerate?
Google Inc. 2014 (915004-PDF-ENG)
1. Google currently enjoys approximately 70% market share of US searches,
and well above 90% in many other countries. Do you expect the search
business to become more concentrated (i.e., dominated by fewer firms)? Is
search a winner-take-all business?
2. In renewing its deal with AOL, could Google afford to pay AOL more than
100% of the revenue generated from AOL searches? How did Microsofts
maximum affordable bid for AOLs search traffic compare to Googles?
3. Currently 95%+ of Googles revenue comes from online advertising. How
important is it for Google to pursue alternative revenue streams? Which alternatives are the most promising?
4. Do you view Googles distinctive governance structure, corporate culture,
and organizational processes as strengths or potential limitations?
Page 14 of 28
Class 6
Time 3 hours

Corporate portfolios
Conglomerates v. focused firms
VRNI resources
Strategic capabilities
Guiding question:
What is the best portfolio of units and projects, capabilities and resources to
achieve optimum advantage and position for the firm?
Class 7
Time 3 hours
Topic Strategic Agility

Doz and Kosonen, The Dynamics of Strategic Agility Nokias Rollercoaster Experience California Management Review, May 2008 (CMR398PDF-ENG)
Mark Esposito, Olaf Groth, Terrence Tse, The future of Global Corporation, 2015.
Optional:
McAfee, Andrew, Brynjolfson, Big Data: The Management Revolution,
October 2012.
class):
Rothaermel, Chapter 8: Corporate Strategy: Vertical Integration and Diversification
Page 15 of 28
Class 7
Time 3 hours

Nokia Life Tools: A Strategic Innovation to Tap Into India's Rural and Newly Urban
Population (W11611-PDF-ENG)
1. What are the pivotal issues facing Nokia as it decides whether to launch the
Nokia Life Tools (NLT) service across India?
2. Where is the money in the device industry?
3. What are the linkages between operating in the device industry versus the
services industry?
4. How will Nokias resources help/hinder a national roll out?
5. What are the key decisions Nokia will have to make in order to successfully
roll out nationally?
Social Strategy at Nike (712484-PDF-ENG)
1. What is the connection between Nike+ and Facebook and Twitter?

2. What does Nike get by allowing people to interact with their friends
on the Nike+ platform?
3. What does Nike gain by allowing people to share status updates on Facebook or Twitter?
4. How did Nike institutionalize its social strategy?
5. What is your assessment of Nikes strategies? Has it worked? Why? Why
Not?
Strategic Agility
Big Data
Future Organizations
Guiding question:
How do we maintain agility and avoid being frozen by success. How do we
build resilience and anti-fragility to shocks?
Page 16 of 28
Class 8
Time 3 hours
Topic Analyzing the Value Chain

Morten Hansen, Julian Birkinshaw, Evolving from Value Chain to Value
Grid, HBR, 2007. (R0706J-PDF-ENG)
Nirmalya Kumar, Strategies to Fight Low-Cost Rivals, HBR December 2006
Case (Assigned to Group 13 ):
The IOI Group: Creating a Malaysian Palm Oil Multinational (910M68-PDF-ENG)
1. How was IOI able to become a global palm oil player in such a short period
of time? What are its competitive advantages?
2. Analyze the industry IOI is active in. What are the main opportunities and
threats?
3. What internal organizational capabilities does the IOI Group have? What
are its weaknesses?
4. In the next five years, what corporate changes should Dato Lee initiate?
Which aspects of the IOI Group should not be changed?
Amazon, Apple, Facebook, and Google (513060-PDF-ENG)
1. Define the contested boundaries among Amazon, Apple, Facebook and
Google.
2. For each contested boundary that you have identified, how is the contest
likely to play out? How many contests give rise to winner-take-all markets?
How many to always-a-share markets? Considering the online business
and third-party sellers, how will the complex ecosystems evolve?
3. Identify a firm that you know something about, for example a media company, a retailer, or manufacturing firm, with some involvement in the online
economy. Which, if any, of the big four firms does it currently rely on? Might
that reliance change? How might that firm hedge the risks it will face if
there is a transition to one of the others?
4. What skills will be under-supplied in the future of the digital economy that
you envisage?
Page 17 of 28
Class 8
Time 3 hours

Value chains & grids
Low cost competition
Guiding question:
How do we position our value chain especially in low cost or growth environments?
Class 9
Time 3 hours
Topic Strategic Innovation

HBR: Strategic Innovation Simulation: Back Bay Battery (v2)
Olaf Groth, How Innovative Business Models Can Reshape an Industry
http://media.hult.edu/~/media/Hult/2014%20downloads/All/Hult14_Olaf_Arti
cle
HBR: Guide to Strategic Innovation Simulation: Back Bay Battery (v2) 7015-HTM-ENG
Videos:
http://www.ted.com/talks/navi_radjou_creative_problem_solving_in_the_fac
e_of_extreme_limits
Optional:
Radjou and Prahbu, What Frugal Innovators Do, HBR, 2014.
Henry W. Chesbrough & Melissa M. Appleyard, Open Innovation and
Strategy, California Management Review, Fall 2007.

Open Innovation
Frugal Innovation
Business Model Innovation
Guiding question:
How do we leverage new globally distributed ingenuity for product innovation?
Page 18 of 28
Class 10
Time 3 hours
Topic Final Group Presentations
Preparation All 10 12 Groups/Teams will do their FINAL presentations. This will be a

graded exercise.
INSTRUCTIONS FOR PRESENTATIONS:
1. All presentations must be in Microsoft PowerPoint format. Please DO NOT
use Prezi or any other software for presentations as it can cause technical
issues and delays.
2. Submit electronic copies of your presentations to the TA at the beginning of
the class so that he can load them onto the Hult PC.
3. Each Group/Team will present for 10 minutes (hard stop) followed by a
Q&A of 2 minutes.
4. Every person in the team MUST present for a minimum of ONE minute.
Use the Four-Page worksheet (uploaded on student portal) and apply Porters Five
Forces model on your company. You should incorporate your worksheet into your
final presentation as an Exhibit.
Description
Each Group/Teams presentation should try to apply key concepts that

have been discussed in the entire course.
Highlight key strategic issues of the company that you have selected, present your teams analysis of companys strategy, consequences of the current strategy, and your recommendations for the future.
Page 19 of 28
Appendix: Assignments and Rubrics

In this course, students are evaluated by the following means of assessment:
Assignment
Case Analysis & Report (Group Assignment)

Analyze and Write a Report on HBR Case Study: Developing
an International Growth Strategy at New York Fries.
Assignment Questions:
1. What were NYFs motives for internationalizing? What
was their international strategy?
2. What modes of entry did NYF use in its internationalization up to 2008? Why?
3. What do you think were the key lessons learned from
NYFs expansion into Australia and South Korea?
4. How can Gould and Price pursue new international opportunities while maintaining their premium brand? What
options are available? What would you recommend?
Weighting (% of Final Grade)

Due Date, Time, and Method of
Submission
Description of Assignment:
Learning Outcomes Targeted
30%
Monday 8:00 A.M. November 2nd 2015. The assignment should
be submitted online through myCourses.
Each Group/Team will write the analysis of the case (report).
Maximum 7 pages of text and 3 pages of Exhibits. The analysis
/report should NOT Exceed 10 pages in total. The Written Analysis of the Case (WAC/Report) must include Executive Summary
and Case Analysis. In addition, Assignment Questions (mentioned in the course outline below) must also be answered.
In fairness to all, your write-ups must adhere to the following
format (in MS Word standard): double spaced, 1 margins all
four sides, 12 point, Times New Roman font.
1. Elegantly articulate strategic challenges, strategic intent,
positioning and configuration recommendations
2. Conduct strategic analysis under uncertainty on multiple
levels: market, industry, firm, product
Page 20 of 28
Grading Rubric for Case Analysis & Report: NY Fries Case Study (Group Assignment)
Component
Needs Improvement
Pass
High Pass
Writing needs outside supOrganization and port. The main ideas are
Clarity
getting lost as a result of
the grammar and spelling
errors.
Paper is organized and

clear. Errors do not detract
from overall ideas. Could
have used better transitions between ideas. Some
grammar or spelling errors.
Paper demonstrates concise

and consistent writing. Transitions between ideas are handled well.
Formatting is appropriate and
writing is free of grammar and
spelling errors.
The level of analysis could

use better framing and
more depth. Factual and/or
computational support for
the analysis is omitted.
Presents an adequate
analysis of most of the major issues in the case but
lacks depth in some areas.
Some conclusions may
lack support.
Presents an insightful and

thorough analysis of the major
issues in the case. Conclusions are well justified by factual and computational support.
Recommendations may be
simplistic and/or over general. Ideas could use more
connections to the identified issues.
Recommendations are appropriate to address major

issues and are linked to the
analysis. Some anticipated
consequences and alternatives are included.
Recommendations are detailed and impactful and together compose a thoughtful

plan to address major challenges.
Makes few, if any, connections between identified issues and concepts from
course readings and class
lectures.
Demonstrates sufficient
command of tools and
concepts from the course.
Makes some connections
between identified issues
and the strategic concepts
studied in the course readings and class lectures.
Demonstrates complete
command of tools and concepts from the course. Makes
appropriate and powerful
connections between identified issues and the strategic
concepts studied in the
lectures.
Treatment of the case does

not demonstrate sufficient
comprehensiveness,
depth, and/or analytic rigor.
Solid overall treatment of

the case, displaying competent professional judgments.
High level treatment of the

case, displaying depth, insight, and originality.
Issue Analysis
Action Recommendations
Use of Course
Concepts
Overall
Page 21 of 28
Assignment
Submission
Strategic Analysis Paper (Individual Assignment)

40%
Monday 8:00 A.M. November 9th 2015. The assignment should
be submitted online through myCourses.
Each student will write a report on overall learning of the course.
Students are supposed to conduct analysis and write the report
keeping in mind the following scenario as well as the entire
course learning:
1. You are a subsidiary of a global Telecom company called
Hult-Telecom and you are the CEO of that subsidiary
in an Emerging Country.
2. You have decided to launch several new products in an
emerging market.
3. Your competitor is also offering similar products.
Assignment Questions:
1. What should your Business Strategy be to successfully
launch the new product(s)?
2. What aspects of the course learnings would be applicable in this case?
3. How would you apply overall course learnings and theoretical frameworks/models to this scenario?
4. What are the key Lessons Learned from the course?
5. What are the key success factors for Hult-Telecom?
You are allowed to make any assumptions, but be sure to clearly
state your assumptions in the report.
Maximum 7 pages of text and 3 pages of Exhibits. The analysis
/report should NOT Exceed 10 pages in total. In fairness to all,
your write-ups must adhere to the following format (in MS Word
standard): double spaced, 1 margins all four sides, 12 point,
Times New Roman font.

3. Gain proficiency in using key concepts of strategy, e.g.
network effects, two-sided markets, seeing opportunity in
Page 22 of 28
uncertainty, industry structures, competitive advantage,

first-mover advantage, strategic capabilities, strategic
agility, etc.
Grading Rubric for Strategic Analysis Paper (Individual Assignment)

Component
Needs Improvement
Pass
High Pass
Writing needs outside supOrganization and port. The main ideas are
Clarity
getting lost as a result of
the grammar and spelling
errors.
Paper is organized and

clear. Errors do not detract
from overall ideas. Could
have used better transitions between ideas. Some
grammar or spelling errors.
Paper demonstrates concise

and consistent writing. Transitions between ideas are handled well.
Formatting is appropriate and
writing is free of grammar and
spelling errors.
The level of analysis could

use better framing and
more depth. Factual and/or
computational support for
the analysis is omitted.
Presents an adequate
analysis of most of the major issues in the case but
lacks depth in some areas.
Some conclusions may
lack support.
Presents an insightful and

thorough analysis of the major
issues in the case. Conclusions are well justified by factual and computational support.
Recommendations may be
simplistic and/or over general. Ideas could use more
connections to the identified issues.
Recommendations are appropriate to address major

issues and are linked to the
analysis. Some anticipated
consequences and alternatives are included.
Recommendations are detailed and impactful and together compose a thoughtful

plan to address major challenges.
Makes few, if any, connections between identified issues and concepts from
lectures.
Demonstrates sufficient
command of tools and
concepts from the course.
Makes some connections
between identified issues
and the strategic concepts
studied in the course readings and class lectures.
Demonstrates complete
command of tools and concepts from the course. Makes
appropriate and powerful
connections between identified issues and the strategic
concepts studied in the
lectures.
Treatment of the case does

not demonstrate sufficient
comprehensiveness,
depth, and/or analytic rigor.
Solid overall treatment of

the case, displaying competent professional judgments.
High level treatment of the

case, displaying depth, insight, and originality.
Issue Analysis
Action Recommendations
Use of Course
Concepts
Overall
Page 23 of 28
Assignment
Submission
Final Presentations (Group Assignment)

10%
Session 10, Fri, Nov 13th 2015 In Class
Each Group/Team will select a multinational company (any company that they like such as Coke, Apple, Google, etc.) at the beginning (Session 1) of the course and they will formulate a Corporate and Business Strategy and continue to apply learnings
from each class session until session 8. Then each Group/Team
will make a presentation that reflects overall learning of the
course, revised company strategy, vision, mission, objectives,
and future recommendations.
All Groups/Teams will make presentations of their companies
during Class Session 10 (Fri, Nov 13th 2015).
Each Group/Team will have 10 minutes for presentation followed
by a 2-minute Q&A. The total time for each presentation will be
12 minutes (10+2).

agility, etc.
Page 24 of 28
Grading Rubric for Final Presentation (Group Assignment)

Component
Content
Organization
Needs Improvement
Content is sufficient,
but is missing some
supporting details
that could have
helped to strengthen
it.
Presentation is not
well organized and
the slide sequence
does not help
strengthen the argument.
Conclusion
Conclusion is not
clear and did not
seem to support the
analysis or key
points.
Presentation Values
One or more presenters lacked confidence or clarity.

Teamwork, where
displayed, appeared
disjointed.
Overall Impact
Presentation is adequate but not memorable
Pass
High Pass
Content is relevant
and has basic supporting details.
Content is relevant
and well supported
by details. Incorporates innovative insights.
Presentation is organized, slides are

well sequenced and
most transitions
happen easily. It
previews and covers
main points.
Conclusion is clear
and supported by
research and analysis. Includes a review of key points.
Presentation is organized and well

sequenced with
smooth transitions.
It previews ,covers
and develops main
points.
Conclusion is clear,
compelling, and
supported by quality
research and analysis. Includes a review of key points.
Highly professional
execution of the
presentation on every level. Teamwork,
where displayed,
was strong. Transitions were seamless
among the team.
Presentation is imaginative and effective in conveying
ideas to the audience.
Professional execution of the entire

presentation.
Teamwork, where
displayed, showed
preparation and
skill. Transitions
were smooth.
Presentation is effective in conveying
ideas.
Page 25 of 28
Assignment
Submission
Management Behavior Assessment / Peer Evaluations (Assessed by Team Members)

10%
Session 10, Thurs, Nov 13th 2015 In Class
Before the end of the course, but ideally after all team assignments are completed, each student will be required to submit
peer evaluations for his/her teammates. This is part of Hults
DNA.
agility, etc.
Page 26 of 28
Grading Rubric for Management Behavior Assessment / Peer Evaluations
Each student rates their teammates on each of the 3 competencies and provides an
overall rating.
Provide at least one piece of evidence for why you gave the rating.
The average of the ratings = 10% of course grade.
For feedback, each student can see the individual scores and evidence, but not the
name of the person.
Component
Team Engagement
Reliability of Contributions
Quality of Contributions
Overall
Needs Improvement
Pass
High Pass
Sometimes contributes but does not

consistently offer ideas or seem to be engaged in the team.
Negativity or propensity for conflict may
detract from the team.
Offers contributions to
advance the work of
the group. Is an active team member
who supports a constructive team climate.
Helps the team move

forward by being an
active contributor. Motivates teammates by
leading with effort, energy, and assistance
to others.
Often is late with assigned tasks or cant

be depended upon to
carry their weight.
Completes all assigned tasks by the

deadline and does
his/her fair share of
the work.
Completes all assigned tasks by the

deadline. Can be
counted on to help
others complete tasks.
Contributes ideas to
the team that need
further development
and/or presents deliverables to the team
that need rework.
Work is consistently
thorough and high
quality.
Work is thorough,
comprehensive and
sets a standard of excellence for the team.
Performance does not

meet the needs or
expectations of the
team.
Makes consistently
solid contributions to
team outputs.
Has a disproportionally strong impact on the

results of the team.
Page 27 of 28
Assignment
Submission
Capstone Simulation on Strategy (Strategic Innovation Simulation: Back Bay Battery v2) by Harvard Business School (Group
Activity)
10%
Session 9, Thurs, Nov 12th 2015 In Class
This will be an online Simulation on Strategy. Students will play

the Simulation in groups/teams.
Each team is supposed to devise a strategy for product innovation and launch. Once the products are launched by your company, the computer will calculate profits based upon sales, costs,
and margins.
The goal of the simulation is to maximize profitability using creative business strategy and innovation.
1. All learning outcomes.
Grading Rubric for Capstone Simulation on Strategy

This will be an online Simulation on Strategy. Students will play the Simulation in groups/teams.
Each team is supposed to devise a strategy for product innovation. Once the products are
launched by your company, the computer will calculate profits based upon sales, costs, and
margins. The goal of the simulation is to maximize profitability using creative business strategy
and innovation.
Needs Improvement
Pass
High Pass
CEO gets fired
Performance below top three

teams based on cumulative
profit, where CEO does not get
fired
Top three performing teams

based on cumulative profit
Page 28 of 28

Global Strategy Syllabus

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Global Strategy MIB

Instructor Dr. Rizwan Amin Sheikh

Class Times and Rooms

Teaching and Learning

Method and weighting of assessment

Case Analysis & Report (Group Assignment)

Strategic Analysis Paper (Individual Assignment)

Harvard Simulation on Innovation & Strategy (BackBay Battery- V2)

Final Group Presentations

Management Behavior Assessment

Attendance, Participation and Student Responsibilities

Guillen M. and Garcia-Canal E. (2012) Execution as Strategy HBR

Interview with Richard Rumelt, author of Good Strategy, Bad Strategy

Topic The Changing Nature of Strategy

Description Sub-topics and concepts:

Topic Markets & Buyers

Topic The Evolution of Markets

Shell Scenarios to 2050, www.youtube.com/watch?v=jQ2uIPeiEYQ

Case: Assigned to Group 3

Topic Industry Analysis and Competitive Advantage

Preparation Case: Assigned to Group 6

Topic Strategic Moves

Case: Assigned to Group 8

Topic Strategic Resources and Capabilities

Description Sub-topics and concepts:

Topic Strategic Agility

Case (Assigned to Group 11):

1. What is the connection between Nike+ and Facebook and Twitter?

Topic Analyzing the Value Chain

Description Sub-topics and concepts:

Topic Strategic Innovation

Description Sub-topics and concepts:

Topic Final Group Presentations

Preparation All 10 12 Groups/Teams will do their FINAL presentations. This will be a

Each Group/Teams presentation should try to apply key concepts that

Appendix: Assignments and Rubrics

Case Analysis & Report (Group Assignment)

Weighting (% of Final Grade)

Learning Outcomes Targeted

Paper is organized and

Paper demonstrates concise

The level of analysis could

Presents an insightful and

Recommendations are appropriate to address major

Recommendations are detailed and impactful and together compose a thoughtful

Treatment of the case does

Solid overall treatment of

High level treatment of the

Strategic Analysis Paper (Individual Assignment)

Learning Outcomes Targeted

1. Elegantly articulate strategic challenges, strategic intent,

uncertainty, industry structures, competitive advantage,

Grading Rubric for Strategic Analysis Paper (Individual Assignment)

Paper is organized and

Paper demonstrates concise

The level of analysis could

Presents an insightful and

Recommendations are appropriate to address major

Recommendations are detailed and impactful and together compose a thoughtful

Treatment of the case does

Solid overall treatment of

High level treatment of the

Final Presentations (Group Assignment)

Learning Outcomes Targeted