COURSE SYLLABUS

COURSE NUMBER: L&S 125

TITLE: Strategic Management
DEPARTMENT: Leadership & Strategy
SCHOOL: John Gokongwei School of Management
SEMESTER AND SCHOOL YEAR: Second Semester SY 2017-2018
NUMBER OF UNITS: 3
FACULTY, SCHEDULE AND VENUE:

Section Schedule Room Faculty Name Faculty Email

LS 125 A T-TH 1100-1230 SOM 211 GUBALLA, HECTOR P. hguballa@ateneo.edu
LS 125 B T-TH 1230-1400 SOM 106 YU, SHERWIN G. goopyu@yahoo.com
LS 125 D T-TH 0930-1100 CTC 103 LIM, NATHANIEL L. nanilim2004@yahoo.com
LS 125 E T-TH 1100-1230 CTC 103 LIM, NATHANIEL L. nanilim2004@yahoo.com
LS 125 F T-TH 0800-0930 SOM 103 FILART, JOHNNY U. johnny.filart@gmail.com
LS 125 G T-TH 0930-1100 SOM 103 FILART, JOHNNY U. johnny.filart@gmail.com

A. Course Description

The course serves as an integrative course for seniors in management-oriented concentrations and programs
(ME, ComTech, MAC, ITE, SOMBA). It gives the big picture, integrating all other business courses—
accounting, finance, marketing, production, operations, human resource, and information systems—as well
as other non-business courses, taken in the course of your study program. Strategic management is used to
chart the future directions of different types of organizations. The center of attention is the firm—the
industry and the competitive environment in which it operates, its long-term direction and strategy, its
resources and competitive capabilities, and its prospects for success.

The course project is a corporate strategic review (CSR), which is a hands-on experience for students in
strategy evaluation, (re)formulation, and implementation planning. Topics include the Strategic Management
Process; Mapping the Business Landscape; Creating Competitive Advantage; Strategy Analysis and Choice;
Implementing Strategies; Strategy Review, Evaluation and Control. Case studies and readings complement
conceptual content.

B. Intended Learning Outcomes

By the end of the course, you should be able to:
1. Explain and apply the processes of strategic management and the underlying concepts;
o Conduct strategic analysis in a variety of industries and competitive situations;
o Integrate knowledge gained from earlier management courses to explain how various parts
of the business fit together, and why strategic management is needed for the organization to
succeed;
2. Recommend strategies for a company, particularly regarding its present business position, long-term
directions, resources and competitive capabilities, competitive advantage, and strategic options;
o Use your understanding of the competitive challenges of a global market environment to
make recommendations regarding company strategy;
o Craft business strategy, using scenarios to evaluate alternatives, and making focused
strategic decisions;
3. Describe managerial tasks that promote and implement company strategies, as part of a company’s
strategy-implementing team;

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 4. Demonstrate powers of managerial judgment, including how to assess business risk, and make sound
decisions and achieve effective outcomes;
5. Reflect and articulate the importance of exemplary ethical principles, sound personal and company
values, and socially responsible management practices.
6. Articulate reflections on critical processes and current issues, as well as insights and personal vision,
particularly in view of the Ateneo LS vision.

C. Required Textbook
David, Fred R. and David, Forest R. Strategic Management: Concepts and Cases. A Competitive
Advantage Approach Low Price Edition. Pearson (16Tth Edition). 2017

Other suggested cases/readings shall be specified by your lecturer.

References:
1. Hill, Charles W. L. and Gareth R. Jones. Theory of Strategic Management with cases. Canada.
Southwestern (9th International Student edition) 2010
2. Pitts, Robert A and David Lei: Strategic Management: Building and Sustaining Competitive
Advantage. Thomson Asian (4th) Edition 2007. http://pitts.swlearning.com
3. Thompson and Strickland. Strategic Management: Concepts and Cases (13th Ed.)

D. Course Outline, Schedule, and Readings

Week Date Readings/Discussions

1 January 17-20
2 January 22-27
3 January 29 –
February 3
4 February 5-10
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Welcome: Syllabus/Course Requirements
 The Corporate Strategic Review Project
David.Chapter 1. The Nature of Strategic Management
• Peter Drucker. The Theory of the Business. HBR Sept.-Oct. 1994. Pp. 95-104.
• The Business Model (QuickMBA)
www.quickmba.com/entre/business-model/
• Chesbrough & Rosenbloom. “The Role of the Business Model in Capturing
Value
from Innovation: Evidence from Xerox …”
www.hbs.edu/research/facpubs/workingpapers/papers2/0001/01-002.pdf
 Hill and Jones. Chapter 1. Leadership, Strategy, and Competitive Advantage
 Pitts and Lei. Chapter 1. The Strategic Management Process
David. Part 6: Strategic Management Case Analysis p. 388
David. Chapter 10. Business Ethics, Social Responsibility, and Environmental Sustainability
 Hill and Jones. Chapter 11. Performance and Governance
CSR Target Companies Submission / Approval
David. Chapter 2. The Business Vision and Mission
• James Collins and Jerry Poras. “Building Your Company’s Vision”* at HBR online
version:
http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?articleID=96
501&ml_action=get-article&print=true
David. Chapter 3. The External Assessment
 Michael E. Porter. The 5 Competitive Forces That Shape Strategy. HBR Jan. 2008.
Pp. 78-93.
 Hill and Jones. Chapter 2. Opportunities and Threats – Analyzing the External
Environment
 Pitts and Lei. Chapter 2. Assessing Industry Attractiveness and the Competitive
 Environment.
 Verity. “Scenario Planning as a Strategy Technique”
5 February 12-17 David. Chapter 4. The Internal Assessment
 Hill and Jones. Chapter 3. Competencies and Profitability – Analyzing Internal
Resources
 Pitts and Lei. Chapter 3. Matching Firm Capabilities with Opportunities

6 February 19-24 Thompson/Strickland, Chapter 2: Establishing Objectives

• Pitts and Lei. Chapter 4. Building Competitive Advantage through Distinction
David. Chapter 5. Strategies in Action
 Michael E. Porter. What is Strategy? HBR Nov-Dec 1996 pp 61-78
6 February 19-24 Various Strategies
 Hill and Jones. Chapter 4. Strategy at the Functional Level
 Hill and Jones. Chapter 5. Strategy at the Business Level
 Hill and Jones. Chapter 6. Industry Environment and Business Level Strategy
CSR First Pass (Part 1) Due
7 February 26 – Various Strategies
March 3  Hill and Jones. Chapter 8. Global Strategy
 Hill and Jones. Chapter 9. Strategy at the Corporate Level
 Hill and Jones. Chapter 10. Corporate Diversification Strategy
David. Chapter 11. Global and International Issues
8 March 5-10 David. Chapter 6. Strategy Analysis and Choice
9 March 12-17 David. Chapter 7. Implementing Strategies: Management, Operations, and Human
Resources Issues
• Pitts and Lei. Chapter 9. Designing Organizations for Advantage
 Pitts and Lei. Chapter 10 Organizing and Learning to Sustain Advantage p. 437
9 March 12-17 David. Chapter 8. Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS
Issues
CSR Second Pass (Parts 2&3) Due
10 March 19-24 David. Chapter 9. Strategy Review, Evaluation, and Control
Balanced Scorecard
• Kaplan, Robert S. and David P. Norton. The Balanced Scorecard: Measures that Drive
Performance. HBR Onpoint Enhanced Edition 2009.
• Kaplan and Norton. Using the Balanced Scorecard as a Strategic Management System.
HBR Classic. 2009. Available online at
http://portal.sfusd.edu/data/strategicplan/Harvard%20Business%20Review%20article%2
0BSC.pdf OR
https://wiki.brown.edu/confluence/download/attachments/33761/Balanced+Scorecard.p
df?version=1
• Rohm. Using the Balanced Scorecard to Align Your Organization at
www.balancedscorecard.org
• Johnson. Introduction to the Balanced Scorecard and Performance Management
System, at http://www.adb.org/Documents/Books/Balanced-Scorecard/chap1.pdf
11 April 2-7 CSR Final Pass Due Friday, April 6, 11am
12 April 9-14 CSR Final Panel Presentations (Saturday, April 14, 8am-1pm)
13 April 16-21 Semester recap
14 April 23 Study Day

14 April 24-28 Final Exam Days

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CSR Key Dates:
(1) CSR target companies’ submission/approval: Week 2
(2) CSR First Pass*: Week 6
(3) CSR Second Pass*: Week 9
(4) CSR Final Pass: Week 11
(5) Final Panel Presentation: Week 12

* Instead of submitting a written pass, lecturers have the option to require oral presentations in class on the
salient points of the update. These presentations will be graded and shall be considered as the groups’ first
or second pass. The Final Pass shall be a written paper.

E. Methodology/Course Requirements
 Interactive lectures  Corporate Strategic Review
 Class discussions  Experiential exercises
 Written Analysis of Cases  Long tests and quizzes
 Team presentations  Outside readings on current strategic issues

1. Corporate Strategic Review (CSR). There will be two (2) corporate review updates. Advice and
guidance by the faculty throughout the entire course on Corporate Strategic Review will be in two (2)
stages. The two updates (which can either be in the form of a written submission or an oral
presentation), and final paper will be graded and form part of the final mark. Please see attachment
for detailed guidelines.
2. Written Analysis of Cases (WACs) / Team Presentations: Individual or group written cases analysis to
be submitted; group class presentations required.
3. Long Tests (which may take the form of WACs) plus quizzes, experiential exercises, recitation.
Lecturers shall schedule these tests, quizzes, exercises, in the course of the semester.
4. Reports/reflection papers on extra readings.

F. Grading System
 Corporate Strategic Review Project
- Development/written submissions or oral presentations (7.5/7.5) 15
- Final Written Paper 10
- Panel Presentation 10 35
 Group Exercises/Research/Reports/WACs 10
 Individual Long Tests, WACs and reports, reflection papers, Quizzes 45
 Class Participation/Recitation 10
100%

G. Classroom Policies
1. Absences. Maximum allowable cuts: 6 absences for 1.5 hours’ classes or 3 absences for 3-hour classes
or 9 absences for 1 hour classes.
2. Dress Code. The prescribed dress code for students of the JGSOM should be strictly observed. A
student not properly attired will be marked absent and not be allowed to take quizzes/exams/etc.
3. Plagiarism. Each piece of assessable work must be demonstrably the student/s’ own. In this class the
copying, borrowing or the unacknowledged use of another person’s ideas or written language as
one’s own whether published or unpublished will be penalized. Any piece of work that is plagiarized
in whole or in part will not be assessed and will be marked F.
4. The Student Handbook will serve as the guide for all. Additional guidelines may be issued by individual
faculty to respective classes.

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H. Consultations
Consultation hours will be announced individually by each lecturer, with a view to the concept of
mentoring and nurturing the ideas of the students. The students are encouraged to regularly seek
the advice of their lecturers’/course facilitators. You may check their schedule with the secretary
(Ms. Ghing Lopez) of the Department of Leadership and Strategy. You may also email them directly
to request for an appointment.

GUIDELINES FOR CORPORATE STRATEGIC REVIEW PROJECT

(v-Jl1718)
Introduction: What is the Corporate Strategic Review?

The Corporate Strategic Review (CSR) is a research project that involves the application of the concepts of
strategic management on an actual existing organization/corporation.

The actual process involved in the CSR as are as follows:

(1) Students are to organize themselves into teams, the number of members of which is not to exceed 7
(the exact number of teams and its members will be determined by the LS125 lecturer). The teams
then choose an actual company to be the subject of their CSR (subject to the final approval of the
lecturer).

(2) After choosing the company, the teams are to gather information on said company and the industry
it operates/belongs to. The information-gathering can be done through discussions with its senior
management and other stakeholders, as well as actual research (through the SEC, Internet, other
sources of information, etc…)

(3) After gathering information, the team then sets out to analyze its operations by applying the
concepts of strategic management, as well as the different strategy evaluation tools.

(4) After a thorough analysis of the company and the industry it operates in, the team is then expected
to make recommendations that involve strategy re-formulation and execution/implementation.

By going through the entire process of a CSR, the student is able to apply all the concepts of
strategic management, as well as all the other management courses that he has taken in the past. It
is for this reason that this research project is what we call an ‘integration project’, where the
students are expected to look at their chosen company from a total business perspective.

The project objective, therefore, is to enable the student to apply the concepts and tools in Strategic
Management, which in its totality involves the Industry and Environmental Analysis, the Company History
and its current operations, and the Strategy Evaluation, leading to a possible Strategy Reformulation and
Implementation.

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Choosing the Company: The Qualifiers

The following are the qualifiers for the choice of the company:

(1) The company must be Filipino-owned (at least 60%), but can be of any size, provided that the
business is registered with the Securities and Exchange Commission for corporations or with
Department of Trade and Industry and the local LGU (for a business permit) for single
proprietorships; and

(2) There is a formal management structure in place and that the owner-investor shares decision making
functions with non-owner(s) holding management positions.

Small to Medium enterprises are actually preferred, as these would be easier to view in their entirety.
Multinationals or large domestic corporations may give you access only to specific aspects of their
operations.

The typical company would have annual gross revenues of at least P20 million, and at least 25 full-time
employees.

The Project Requirements

The final requirement is a written research paper that contains all the work that the teams have done on the
company of its choice as well as a panel presentation.

Typically, the research paper is composed of three (3) parts:

(1) Part 1: Industry and Company Information and Facts, leading up to the Case Description.

“A case is a description of an administrative decision or problem. It is normally written from the

point of view of the decision maker involved. The case writer must report to the best of his ability
the relevant facts of the situation at the time the decision needed to be made or the problem
existed.”

In the course of setting the case, it is necessary to support it through information about the
company and its industry. It is pretty much like telling a story – events are recounted and facts
that are pertinent to the story are included in this Part 1, such that by the time the case is put
forward, it comes out as a clear and logical conclusion from the said information.

In this section therefore, students are required to study the chosen company’s current situation
and strategic plans and write a case about it, with focus on the major strategic issues. The case
must be comprehensive enough to describe the situation in real life terms and should only
include relevant data and information. This requires the student therefore to be truly selective
because it is possible to lose one’s case amongst irrelevant information, especially in situations
where there is voluminous information available.

(2) Part 2: Analysis of the Case Facts

This portion of the research paper contains the analysis of the company’s current operations
from the perspective of the concepts of strategic management.

This means that the teams must do the following:

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  Analyze and evaluate the company’s performance with respect to its stated strategy and
objectives and its existing environment,

 Draw conclusions that are realistic and supported by case facts, and are logical and have
used the application of sound management principles.

Throughout the entire semester, the students will be taught the different strategic management
tools and techniques that will help them do the said analysis (although the students are
encouraged to read and study in advance). The analysis portion will also require stock
knowledge of the basic functions of management, which have previously been taken by the
student in the earlier years (principles of management, marketing, finance, accounting,
organizational development, etc…)

(3) Part 3: Conclusions and Recommendations

After recounting facts, and doing the analysis of the case facts, it is logical to come to some kind
of conclusion about the company, and to make recommendations on what it should be doing for
short-term and long-term.

The conclusions and recommendations have to be properly built-up: in simple terms, this means
that by the time the student states the conclusion (and the subsequent recommendation), the
reader of the paper is able to understand why the said conclusion and recommendation is such.

The objective of this section, therefore, must be to convince the reader that: (1) the conclusion is
logical and sound and (2) that the recommended next strategy and actions steps are the best
ones available to the management of the company. In addition, it is also necessary to include a
discussion on potential problems/challenges of the recommended strategy as well as
contingency plans.

The students may use the format of a management consultant recommending improvements on
the company’s strategy to the CEO or the Board. An Executive Summary (1 to 2 pages) addressed
to top management summarizing your detailed analysis and recommendations would be ideal.

Guidelines and Tips for an Effective Corporate Strategic Review

(1) It is important to choose a company whose information is readily available, especially as far as its
financials are concerned. It does not make sense to do a strategic audit, when financial information
(preferably for the last three years) cannot be obtained, since financial ratio analysis is basic to a
strategy audit. Thus, before any further work is undertaken, make sure first that the management is
willing to share its financial statements or that said statements can be obtained from the Securities
and Exchange Commission. If no financial statements are available, and the team still insists on the
said company, then the team should be prepared to have some tough times, when it comes to the
teachers’ comments as well as the panel defense.

(2) Do not use dated information – meaning that data that is more than 3 to 5 years old should not be
used. This is a common mistake of the teams, especially when it comes to industry analysis. Old data
is no longer relevant when doing strategy evaluation and analysis. This does not mean that the team
should not write about the history of the company – that is a different matter altogether. The history
of the company is often relevant, especially when explaining the corporate culture or organization.

(3) The number of pages of the research paper does not determine how well the CSR has been
undertaken. What is important is a concise but thorough case presentation, analysis and
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 recommendation. Again, it must be emphasized that only relevant information must be included. As
consultants to management, you should assume that the CEO or the Board have no time to read
through thick documents and would prefer very short and simple reports.

(4) When certain facts are not available, it is important to say so, especially in Part 1, which is the case
presentation. All exhibits and appendices must be numbered. Figures included must be checked for
accuracy so it is important to record complete and specific sources of references.

(5) When an entire case, written under the name of the company, is based on published material such as
annual reports of a company or its financial statements as reported in a publication, a footnote from
the case title should indicate the source. When substantial quotations are used, permission to
reprint must be secured from the publisher, with exact indication of the source, including title of
article, as well as author, publisher and date of publication, must accompany each quotation.
Newspaper articles, not syndicated, and advertised may be used without the formality of securing a
release from the company provided due credit is given to the source from which the material is
taken.

(6) The student, unless the case is disguised (with the teacher’s prior permission) should request the
written permission from a ranking executive of the company allowing the case to be used for
educational purposes. The usual procedure is for a manager to sign a statement signifying his
organization’s acceptance of the case. He thereby gives permission to the educational institution
(Ateneo) to make it available for use in class.

(7) The suggested report format (which follows this section) is precisely what it is: A SUGGESTION.
Students are not required to comply with each and every section that is contained in the outline, but
instead use its judgment to discern which sections are more fitting and relevant than others. For
example, in the strategy evaluation section, there are several tools that are available to the students
(to be taught during the semester). However, some of these tools may not be relevant to the
company that has been chosen, so the team is not expected to force-fit the tool into the research
paper. In the end, the final determinant of what to include and what not to is whether the resulting
paper is logical in flow, and most importantly whether or not the conclusions and recommendations
have been properly supported in Part 1 and Part 2.

(8) Most of the teams take the strategy of dividing the whole paper into sections, and then assigning
various individuals to write-up their assigned sections, without careful discussions. BE CAREFUL IN
DOING THIS! If the teams do this, what ends up is also a disjointed and confused research paper. It
is easy to tell when a team has done this – it normally does not take the teacher past the first 10
pages to know that this is exactly what has happened. Take the time out to discuss first the company
and your observations, before actually starting to write the research paper. After spirited and
meaningful discussions, make an outline of the paper and your thoughts – only then should the team
assign the actual write-ups to different members of the team (if the team opts to do this). Have one
or two members of the team do the final editing, so that the said member can also check for the
logical flow.

(9) Finally, start the research early. This is one project where the students cannot get away with putting
it off until the last minute. It takes time to gather the information, do the analysis and finally end up
writing the entire paper.

Suggested Report Format

PART ONE: THE COMPANY

1. Introduction – Briefly describe the company and the industry where it competes in. Then focus on a
situation or scenario wherein the company’s CEO (or top management) is confronted with strategic
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 problems or issues requiring critical decisions such as a change in the firm’s environment, focus,
direction, strategy, objectives and/or a series of corrective actions needed by the firm. Describe and
formulate such into a problem for top management to solve.

2. The Industry
a. Brief background and history (size, importance, market and growth trends)
b. The macro environment – STEP-C (Brief description of the socio-cultural, technological,
economic/environmental, politico-legal, and competitive factors relevant to the company); a 5-
Forces Analysis is optional
c. Industry structure (profile and history of major players – their size, scope, profitability, influence,
strategies, resources, value networks)
d. Other key stakeholders – customers, suppliers, channels of distribution, creditors, trade associations,
local community, interest groups, shareholders
e. Recent development and trends – implications on the company
3. The Company in Focus
a. Brief background and history (ownership, size, position and influence in industry)
b. Overview of the Firm (business concept, business model using the Business Model Canvass, business
vision-mission-values, long-term objectives, and core strategy).
c. Its Key Resources using a Resource-Based View (leading to identification of strategic assets, core
competence, core processes).
d. Organizational profile using McKinsey’s framework (structure, systems, staff, skills, management
style, shared values/culture); a Functional Area Approach is optional
e. Recent performance / major accomplishments
f. Strategic issues / organizational problems experienced

g. Financial Highlights (The actual Pro-forma Financial Statements can be placed in Appendix)

4. Current Objectives, Strategies and Strategic Options

a. Corporate objectives and strategies
b. Business objectives and strategies
c. Functional objectives and strategies (marketing, finance, operations/production, HR, R&D,
Information Systems, etc.)
5. Conclusion – Return to the problem formulated as stated in the Introduction.
a. Highlight a situation illustrating the strategic problem/issues confronting management.
b. Draw out suggestions/hints of possible solutions and implications from major decision makers.

PART TWO: YOUR EVALUATION

1. External & Internal Review
a. SWOT Analysis (Confine to identifying and discussing the SWOT of the firm. These should come
from the STEP-C and RBV or FAA you did earlier. Strategy options from a SWOT matrix analysis
should be presented in #4 below.)
b. Critical Success Factors for the industry the firm is participating in, and those which the firm has,
both the whole organization and the different functional areas, both immediate, near future and
long term
2. Review of Underlying Bases of Strategy (using Fred David’s approach)
a. What major changes occurred in the firm’s external environment?
b. What major changes occurred in the firm’s internal environment?
c. Has the firm progressed satisfactorily toward achieving its stated objectives?
d. Is corrective action needed?
3. Evaluation of Organizational Performance
a. Analysis of quantitative measures (profitability, liquidity, activity, leverage ratios; use whatever is
relevant to the firm’s business)
b. Indications of environmental and organizational trouble in the key areas.
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 c. Application of Rumelt’s Criteria; consistency, consonance, feasibility and advantage; and/or the
Balanced Scorecard.

4. Evaluation of Strategic Options

a. SWOT matrix analysis showing strategy options for the firm
b. Any other useful/relevant tools for coming up with strategy options

PART THREE: YOUR CONCLUSION AND RECOMMENDATIONS

1. Summary of state of organization
2. Recommendations (applying the strategic management process)
a. Corrective actions
b. Changes in strategic plan and/or organizational structure/dynamics
b1. Review of Vision-Mission
b2. Review of LTO
b3. Any changes in strategy
b4. Changes in organization structure/dynamics (back to McKinsey’s framework)
c. Possible new industry benchmarks
d. Contingency Plans

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 Presentation Date: Apr 14, 2018
Company Name: __________________ L&S 125 Strategic Management Venue: _________ Time: ________
Type of business: _________________ Second Semester, 2017-2018
Corporate Strategic Review Grading Guidelines

The following attempt at a general description of what a grade of A, B, C or F means may be helpful (B+ or 3.5, C+ or 2.5 and D or 1 fall in between):

Factors A = 4.0 B = 3.0 C = 2.0 F=0 Weight Letter Quality Weighted

Excellent Good Fair Poor (%) Grade Points Score
The Company Very comprehensive. Well organized covering Just enough Poor
almost all critical areas of understanding understanding of
Comprehensive and accurate
Accurate presentation and analysis the firm being studied. of the firm the company and
presentation of data/information about
of data, information, market being studied. the industry.
the firm studied; its
industry/environment/market
situation, business concept, etc. Shows evidence of 30%
sufficient data to back-up Just enough Insufficient data
situation, business concept,
Excellent use of primary and analysis. data to support with plenty of
organization functions, operating
secondary data. analysis with missing
status, performance, problems, etc.
some missing information.
information.
Your Evaluation Very comprehensive evaluation of Comprehensive Satisfactory Poor evaluation
the company’s external and evaluation of the evaluation with with major lapses
 External Audit
internal environment, its bases of company’s external and some minor in the evaluation
 Internal Audit
strategy, its performance, and its internal environment, its lapses in the of the company.
 Review of Underlying Bases of
Strategy
strategic options. bases of strategy, its analyses of 30%
performance, and its case facts Improper use of
 Evaluation of Organizational Complete, clear and systematic strategic options. quantitative
Performance use of both qualitative and /or and/or qualitative
 Evaluation of Strategic Options quantitative tools. Correct use of both tools.
qualitative and/or
quantitative tools

Your Conclusion and Complete, logical, clear, systematic Sufficiently clear and Satisfactory Poor solutions;
and creative presentation of systematic solutions. solutions; some critical areas
Recommendations solutions for top management key areas may neglected; 30%
 Summary of state of organization consideration. Good fit and logic of the not be recommended
 Logical, clear, concise, recommended solutions. adequately actions are
comprehensive and creative Strong fit with the current state of addressed. incomplete,
solutions offered for top the company. incoherent and
management consideration. inconsistent.
Shows evidence of high critical
thinking in recommending
solutions for top management
consideration.

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 Your Presentation Excellent presentation/ Sufficiently clear & Understandable Report/presentati
organization/ communication skills, organized report/ enough with on not cohesive,
Clear, concise, interesting report and
team work; good visuals with presentation; good team acceptable inconsistent, 10%
presentation
strong audience impact and coordination & use of presentation uncoordinated,
defense. visuals; can sufficiently skills; shows unclear; very poor
defend positions taken. openness for defense.
improvement.
TOTAL WEIGHTED SCORE

Comments by panelist: ____________________________________________________________ Name & signature:

______________________________________________________________________________ ____________________ _______

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 COURSE SYLLABUS

L&S 125: Strategic Management Second Semester, 2017-2018

Section Time Days Room Faculty Contact Information

D 9:30-10:50 Tue/ CTC103 Nathaniel “Nani” Lim nanilim2004@yahoo.com
E 11:00-12:20 Thu CTC103 0917-616-1380

Course Schedule / Timeframe (for sections D and E only)

Jan 18 WELCOME!
Course Overview, Expectations and Reservations, Student-Teacher
Contract, Student Profiling, Introduction
Jan 23 The Corporate Strategic Review Project, Group Organization
Jan 25 David chapter 1. The Nature of Strategic Management
David chapter 10. Business Ethics/Social Responsibility/Environmental
Sustainability
Jan 30 David chapter 2. The Business Vision and Mission
CSR target companies nomination/approval
Feb 1 The Business Vision and Mission
Feb 6 David chapter 3. The External Assessment
Feb 8 The External Assessment
Feb 13 David chapter 4. The Internal Assessment
Feb 15 The Internal Assessment
Feb 20 First Long Test
Feb 22 CSR First Update Presentations
Feb 27 CSR First Update Presentations
Mar 1 CSR First Update Presentations
Mar 6 Thomson/Strickland chapter 2. Establishing Objectives
David chapter 5. Strategies in Action
Mar 6 Hill and Jones chapter 4. Strategy at the Functional Level
Hill and Jones chapter 5. Strategy at the Business Level
Hill and Jones chapter 6. Industry Environment and Business Level
Strategy
Mar 8 Hill and Jones chapter 8. Global Strategy
David chapter 11. Global and International Issues
Hill and Jones chapter 9. Strategy at the Corporate Level
Hill and Jones chapter 10. Corporate Diversification Strategy
Mar 13 David chapter 6. Strategy Analysis and Choice
Mar 15 Second Long Test
Mar 20 CSR Second Update Presentations
Mar 22 CSR Second Update Presentations
Apr 3 CSR Second Update Presentations
Apr 5 David chapter 7. Implementing Strategies: Management, Operations, and
Human Resources Issues
David chapter 8. Implementing Strategies: Marketing,
Finance/Accounting, R&D, and MIS Issues
Apr 6 Fri CSR FINAL PAPER DUE 11 am
Apr 10 David chapter 9. Strategy Review, Evaluation, and Control
The Balanced Scorecard
Apr 12 Mock Presentations
Apr 14 Sat CSR FINAL PANEL PRESENTATIONS 8am-1pm
Apr 17 Semester Recap
Apr 19 Third Long Test

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 Apr 23 Home Study Day for seniors
Apr 24-28 Final Exams for seniors

May Graduation Day

Grading
Corporate Strategic Review Project
- Development/Written Submissions or Oral presentation (2 updates – 7.5/7.5)
15
- Final Written paper 10
- Final panel presentation 10 35
Group Reports (Chapter topics, Cases, etc.) 10
Individual Long Tests, WACs and reports, reflection papers,
Quizzes 45
Class Participation/Recitation 10
100%
Classroom Policies

1. Class Attendance – Attendance will be CHECKED ONLY ONCE AT ANY TIME during the
course of the class schedule, which is on Tuesdays and Thursdays, 9:30-10:50 AM (section D),
and 11:00-12:20 AM (section E). It is the student’s responsibility to be present in class,
especially during roll call. Failure to answer the roll call will be construed as an absence from
class for the session. There are no lateness records in class -- only absences. Students who
arrive late should sit at the back of the classroom to avoid class disruptions. As this is a twice a
week course, more than six (6) absences will result in a final letter mark of W.

2. If due to unforeseen circumstances that the concerned Faculty will be absent or late for a session, the
concerned Faculty will inform the class beforehand through a duly designated Course Beadle. If there is
no prior information relayed to the Course Beadle, there will be class.

3. Signatures - For all written requirements; sit-downs, take-homes, written reports of cases, or project
passes, students should print their full names then sign above their names at the end of their written
submission. This is an affirmation that the student(s) did the submitted document. Failure to sign will
mean a deduction of 0.25 from the grade of the submitted requirement. For group submissions, failure of
any individual to sign will be construed as non-participation of the person in the submission which will be
treated as none submission on the part of the individual, meriting a grade of F (equivalent to 0).

4. Late Submissions – All written requirements shall be due at the start of the official class time schedule on
specified due dates. Any late submission will be penalized 0.25 per day late to be deducted from the
grade of the submitted requirement. No e-mail submissions are allowed, unless given prior clearance by
the concerned Faculty Failure to submit on specified due dates will also merit an absence from class for
the day of scheduled due date even if student is physically present in the classroom.

5. None Submission – None submission of written requirement (unless justified convincingly and accepted
accordingly) will automatically merit a failing mark of F (equivalent to 0) for the requirement.

6. Dishonesty - Any form of dishonesty is a major offense at the Loyola Schools. Students caught engaging
in any form of dishonesty (plagiarism, looking at the paper of others during a quiz, etc) shall be given a
mark of F for the particular requirement and reported to the Associate Dean for Student Affairs

7. Absences during Scheduled Long Tests, Sit-down Cases and Oral Presentations – As long tests or sit-
down cases and Oral Presentations are pre-scheduled, you will really have to have a valid reason
(communicable disease or death in immediate family) to be excused from class and from the scheduled
exercise.

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 8. Peer Evaluation – For all group work, we will implement a Peer Evaluation System so as to gauge the
amount of effort put in by each member of a group to the group output. All group members are required
to submit peer evaluation sheets for every group work done. Failure to submit a complete set of the
required peer evaluations may merit a grade of INC. The results of the group evaluation shall be used by
the concerned Faculty in determining the actual grade to be received by each member of a group for the
group work.

9. Dress Code – As class sessions are part of your academic training in preparation for your plunge “down
from the hill, down to the world”, students should dress decently. The Dress Code of the JG-SOM shall
be strictly enforced, as a minimum. For the males, no shorts (only for sections D and E), sandos, or
slippers. For the females, no plunging necklines, short shorts, or micro-mini skirts with high slits. During
oral presentations, business attire is highly encouraged.

10. PC laptops/Tablets/Cell Phones/PDAs/Pagers/other audio/video/communication devices – As a courtesy

to the class as a whole, all laptops, tablets, phones, PDAs, pagers, or other audio/video/communication
devices should be put on silent mode while in the classroom during sessions. Should you need to answer
or make calls or send text messages, you can quietly step out of the room to do so. During tests, sit-downs
and oral presentations of your group, all these devices should be kept “out of sight”.

11. Focus on Class sessions – During class sessions, laptops, tablets, or any other audio/video/communication
device, can be used for note-taking or authorized e-mailing or internet browsing only. These are not to be
used for playing games, watching video, or accessing social networking sites such as Facebook. The
lecturer/facilitator reserves the right to confiscate these devices if students are caught to be using them
unauthorized. The devices will only be returned at the end of the semester. It is paramount that students
focus on the class sessions at hand.

13. Other common guidelines:

a) Students should use the break between classes for Comfort Room needs to minimize class
disturbance.
b) Smoking, eating, and drinking are prohibited inside the classroom.
c) Inattentive or disruptive students will be asked to leave the class room. For
grossly inappropriate behavior, an incident report may be made to the Associate Dean for Student
Affairs.
d) The course beadle may be assigned to reproduce handouts for the class and is
authorized to collect money to defray the costs of the handouts. Students are
expected to pay this amount promptly.
e) All other school regulations spelled out in the Students Handbook apply at all
times.

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