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Instructor: Title: Tel: Email: Office: Dr Terence Fan Assistant Professor of Strategic Management +65-6828-0708 terencefan@smu.edu.sg LKCSB #0512 (5th floor, turn left out of main elevators, and left again, then straight)
COURSE DESCRIPTION
This course introduces students to the theoretical concepts and analytical tools required for formulating and implementing appropriate strategies that affect the enduring success of the entire organization. Topics covered include external and internal environmental analyses, business-level strategies, corporate-level strategies, strategy process and implementation, and special topics such as competitive dynamics and competition in high tech industries. This course emphasizes the application of theory to the real world strategic issues. Students are encouraged to synthesize knowledge from other business courses into a comprehensive understanding of competitive advantage.
LEARNING OBJECTIVES
By the end of this course, students will be able to: Demonstrate a comprehensive understanding of competitive advantage Apply analytical techniques for diagnosing strategy formulation, including industry structure, resources, and business/corporate strategies Apply analytical techniques for diagnosing strategy implementation, including corporate governance, structure, and strategic leadership Identify strategic issues and design appropriate courses of action
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Where in doubt, students are encouraged to consult the instructors of the course. Details on the SMU Code of Academic Integrity may be accessed at http://www.smuscd.org/resources.html.
RECOMMENDED TEXT
Much of the materials covered in the seminars will be based on chapters from this book: Strategy Analysis and Practice (Second Edition, 2010) by John McGee, Howard Thomas & David Wilson. Additional materials will be included from these books: The Management of Strategy Concepts and Cases (Eighth Edition, 2009) by D. Ireland, J. Hoskisson & M. Hitt. The Theory of Industrial Organization (Thirteenth printing, 2002) by Jean Tirole. Several academic papers would complement select sessions and materials in the above texts. These include: Pricing response to entry and agglomeration effects. By B.T. McCann & G. Vroom, in 2010. Strategic Management Journal 31(3), 284-305. Stability in Competition. By H. Hotelling in 1929. Economic Journal 39, 41-57. Case materials from Harvard Business School will be available for purchase at the Course Support Services at the Library Other materials will be provided in class.
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(3) Detailed case analysis & recommendation (25%) These are similar to the short case analysis and recommendations described above, except that students will definitely require some simple calculations and thoughtful thinking about the case before class. Students will be given the exact question at the beginning of the class, and may be given somewhat more time to write out their answers. No computer print-outs allowed. Appropriate diagrams and graphs are encouraged. Students may be randomly called upon to substantiate his or her analyses. 20% or higher will be awarded to a well-defended analysis followed by appropriate recommendations or action plans. 15% to 19% will be awarded to a seriously flawed analysis and recommendations based on that. 10% to 14% will be awarded to a literal copying of select case materials without insightful thought. (4) Group Projects (20%) These should be accomplished in groups of no more than three students. Working alone is allowed. Project grade will be commensurate with the quality and quantity of work accomplished by the number of individuals in a group (e.g., a three-person group is expected to do more than a one-person group). Groups can share raw data with one another, but the analyses and findings presented by each group must be distinct from what is presented by other groups. Analyze whether there is room for growth (and of course how if there is) for select businesses in Singapore: - food & beverage retail - grocery retail - space travel - leisure sailboat/yacht charters The names of focal companies, where appropriate, will be released after the course commences. Depending on the industry, each group should expect to gather first-hand data on prices of items available for sale by the focal firm and its competitors, location of branches where applicable, customers willingness to pay, any unfulfilled demand, cost of operation, strategic positioning, firm-specific capabilities, etc., and use the relevant information to formulate a strategic analysis and plan for the company. This analysis and plan should be encompassed within well-annotated slides (details are important) designed for a 10-minute presentation (with back-up details). The presentation should not involve more than 12 slides (with additional slides as backup). 5% will be awarded for a professional presentation and thoughtful answers tailored for questions raised after the presentation. Another 5% will be awarded for the perception by other students of your professionalism in presentation and thoughtfulness in answers. 10% will be awarded for the details of your printed slides (which should be organized like a report) and strength of your analysis/recommendations. Please start your presentation (and printed slides) with a summary of your analysis and overall recommendation. (5) Final Examination (25%) There will likely be a combination of short-answer questions (possibly multiple-choice questions) that require no more than two sentences to answer and several in-depth questions that would require up to five sentences or some simple calculations. It will likely be closed-book. Students who have done their readings ahead of class throughout the course should not have to study much about the final examination.
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Topics and Broad Questions 19. Case Discussion: eBay** 20. Strategy in the digital economy
Student Assignments and Presentations HBS case in Course Pack Read McGee et al. (2010) Chapter 7 Read McGee et al. (2010) Case 6 Read McGee et al. (2010) rest of Chapter 5, & Chapters 9 Read McGee et al. (2010) Chapter 8 Submission of well-annotated slides Read McGee et al. (2010) Chapters 1 & 2 2:00 pm
11: 29 May
21. Case Discussion: Renault Nissan 22. Global strategies & international advantage 23. Multi-business firms
12: 30 May
13: 31 May
* Short analysis & recommendation (most qualitative analysis plus some crude calculations) ** Detailed analysis (requiring detailed calculations before class)
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