University of Massachusetts, Boston College of Management MGT 490 Strategic Management Fall 2011 Course Outline [Subject to Updates]

Tue & Thu 2:00pm 3:15pm Section 4 Instructor

Dr. Suhaib Riaz Office: M-5-605 Classroom: M-1-617 Office Hours: Tue 3:30pm-4:30pm, Thu 3:30pm-4:30pm or by appointment (Please email me in advance to ensure I am there and I can set aside some time for you) E-mail: suhaib.riaz@umb.edu Course Website: Blackboard

Course Description and Objectives This capstone course covers major concepts in the field of strategic management. Strategic management is concerned with the activities of the firm taken together in order to ensure the competitiveness and success of the entire firm in the marketplace. Key concepts in the field that will be covered include generic strategies, industry analysis, resource-based analysis, multi-business strategy, international strategy, balanced scorecard, strategy execution and corporate social responsibility. The objectives of the course are to build an understanding of key concepts in strategic management, learn about the competitive business environment that firms face in several industries, and develop skills in applying the concepts to analyze real world situations. Grading Participation: 20% [Please see below] Assignment 1: 5% [500 words + 1 exhibit] Assignment 2: 10% [1000 words + 2 exhibits] Assignment 3: 10% [1000 words + 1 exhibit] Mid-term: 20% [Generic Strategies; Industry and Internal Analysis] Final Exam: 35% [Industry and Internal Analysis; Multi-Business Strategy; International Strategy, Strategy Execution; Other Miscellaneous Topics covered in class] Class Participation. This course will be conducted in a highly interactive manner. Therefore, classroom discussions are an important learning component of this course and are strongly encouraged. Students are expected to read the assigned texts and cases before class and contribute to the learning process by bringing in their own insights based on their understanding of the readings provided, and also by drawing upon relevant

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observations based on their real life experiences, news items or any other sources. Students will be awarded marks for the quality of participation. Preserving an interactive learning environment requires minimizing class disruptions. Students will receive negative marks if they disrupt the learning environment by coming late to the class, leaving early or in between, engaging in small talk, or any other such behavior that disrupts the learning environment in the class. Mid-Term Exam. Multiple-Choice in-class exam will be conducted based on the assigned readings and case analyses. The exam will include both conceptual and application questions based on the learning in class, and will include a mini-case analysis. Final Exam. At the end of the course, there will be a final exam based on the concepts and application skills learned from the readings and case analyses during the course. This will be a multiple-choice exam, including mini-case analyses that will test the conceptual and application skills learned in class. Assignment Submissions 1, 2 and 3 (Group Work: See group rules below). Based on the concepts and discussion of cases in prior classes, students will analyze the case assigned for that week, and submit their analysis by 2pm on the deadline date via Blackboard. Questions to help guide the analysis will be provided where necessary. Late assignments will not be accepted. Group Rules All assignments require an equal contribution by all group members. Groups will be formed by students and submitted to the instructor. The desired group size is four. The instructor may assign individuals to some groups. Failure to contribute to the efforts of your group will result in a lower or a zero grade. Non-contributing students may be asked to leave the group. Once groups are formed students are not permitted to change groups. Groups can only be formed from among classmates in the same section. Any student who is asked by the instructor to work individually on a group assignment will receive an automatic 20% grade reduction. In the event of group conflict, the entire group will have to meet with their instructor. Required Text Customized textbook with both readings and cases included: Title: Strategic Management ISBN: 9781121285132 Publisher: McGraw Hill This book is available in both hardcopy and digital versions. Shop Online: https://create.mcgraw-hill.com/shop

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Important Ground Rules for the Course All submissions must be in double space using Times New Roman font 12 with one inch margins, using Microsoft Word. Submissions should clearly indicate your name, student number, course name, and word count. All submission due dates must be adhered to. Late submissions will not be accepted. From time to time, I will randomly call upon students in class and ask them to share their views. Therefore, it is expected that the students be prepared for each class. Random calls should be considered opportunities to participate and interact in class, and would have a bearing on the final participation grade received. If, for any reason, you are not prepared and would not like to be called upon in a class, you have to send me an email at least an hour in advance. I will not, however, make this concession more than three times for the entire course. The students are responsible to keep themselves aware of the course conduct, readings, assignments, and course announcements. Checking the course updates online regularly is essential for this. Further, students are responsible for signing their attendance in each class. A student who misses more than four classes will receive a zero towards his/her participation grade. A student who misses more than six classes is liable to receive a fail grade for the course unless a specific prior arrangement has been made with me.

Class Schedule September 6, 8

Introduction and Course Administration Porter, M. What is Strategy? Case Discussion: Costco Corporation: Mission, Business Model and Strategy

September 13, 15

Wholesale

September 20, 22 The Five Generic Competitive Strategies: Chapter 5 from Essentials of Strategic Management: The Quest for Competitive Advantage, Second Edition by Gamble, Thompson, 2011 Case Discussion: Costco Wholesale Corporation: Mission, Business Model and Strategy Assignment Groups: Submit members list by end of day (midnight) by email

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September 27, 29 Evaluating a Companys External Environment: Chapter 3 from Essentials of Strategic Management: The Quest for Competitive Advantage, Second Edition by Gamble, Thompson, 2011 Case Discussion: Competition in the Bottled Water Industry in 2006 October 4, 6 Submission 1 Due by 2pm Oct 4 [Industry Analysis]: 5% Barney, J. Looking Inside for Competitive Advantage Case Discussion: Coach Inc.: Is Its Advantage in Luxury Handbags Sustainable? October 11, 13 Submission 2 Due by 2pm Oct 11 [Industry and Internal Analysis]: 10% Case Discussion: Electronic Arts in 2007: Can It Retain Its Global Lead in Video Game Software? October 18

Mid-Term Exam

October 25, 27 Strategies for Multi-business Corporations: Chapter 8 from Essentials of Strategic Management: The Quest for Competitive Advantage, Second Edition by Gamble, Thompson, 2011 Case Discussion: Spectrum Brands Diversification Strategy: A Success or a Failure? November 1, 3 Submission 3 Due by 2pm Nov 1 [Multi-Business Analysis]: 10% Case Discussion: Sara Lee Corporation: Retrenching to a Narrower Range of Businesses Davis, G. The Rise and Fall of Finance and the End of the Society of Organizations November 8, 10 Ghemawat, P. Managing Differences: The Central Challenge of Global Strategy November 15, 17 Kaplan R. & Norton D. The Balanced Scorecard: Measures That Drive Performance Hambrick, D. & Cannella, A. Strategy Implementation as Substance and Selling

November 22, 24 (No class on 24: Thanksgiving Recess)

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Case Discussion: Immunovaccine: Preparing to Cross the Valley of Death Review and Connection to Earlier Sessions

November 29, December 1 Ethical Business Strategies, Corporate Social Responsibility, and Environmental Sustainability: Chapter 9 from Essentials of Strategic Management: The Quest for Competitive Advantage, Second Edition by Gamble, Thompson, 2011 Case Discussion: Abercrombie & Fitch: An Upscale Goods Retailer Becomes a Leader in Trendy Apparel December 6, 8 Overload week for contingencies, course wrap-up December (Date to be announced) Final Exam

Academic Integrity Please follow the University guidelines for Academic Honesty as mentioned at the following webpage: http://www.umb.edu/life_on_campus/policies/code. Please note that all violations of academic honesty, including plagiarism, will be dealt with severely in line with University policy. Students with Disabilities Students with disabilities are requested to let me know as soon as possible so that the special arrangements can be made in accordance with the school policy. Please contact the Ross Center for Disability Services: http://www.umb.edu/academics/vpass/disability

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