curtin business school - strategic management - unit outline - 05sep2010 1836

Business STRATEGY & INTERNATIONAL BUSINESS 660Last updated 3 April 2009Trimester 2, 2009 Unit Index No 306052

Credits 50 - This is the Capstone unit for the MBA.

Pre-RequisitesA significant portion of the MBA must be completed before commencing this unit.

Unit Coordinator & Lecturer (Perth)

Philip Hirschberg

Email [email protected]

Phone +61 8 9266 3389

Unit Coordinator & Lecturer (Miri)

Dr. Nazatul Shima Abdul Rani

Email [email protected]

Time Various

Textbook Information

Hill, C., Jones, G., Galvin, P. and Hadir, A. (2007) Strategic Management: An Integrated Approach (2nd ed.), John Wiley and Sons: Milton, Australia.

Online supplementation in FLECS http://www.lms.curtin.edu.au/ will start in Week 1; login/password are the same as for OASIS. If you have not activated your OASIS logon, please go to http://www.oasis.curtin.edu.au and follow the prompts.

Method of Assessment – please see inside for details of these assessments

AssessmentOutcome Assessed

Type of Assessment

Marks

Submission Dates

Assessment 1: Attendance & Participation

1 and 4 Attendance & Participation

15% Ongoing

Assessment 2:Individual Reflective Learning Journal

1, 2 and 3 Written report 30%Monday, 25th October 2010

Assessment 3: Group Presentation, Case Study and Strategic Plan

1, 2, 3, 4 and 9 Written report 55%Saturday, 4th December 2010

This unit outline is subject to change up until 10 days prior to the commencement of the unit. Any changes made to the unit within that 10 day period and after the unit commences will be communicated to you directly by your Unit Controller and/or Lecturer via OASIS. This unit outline should be read in conjunction with information found in the Current Students section of the GSB website.

http://www.oasis.curtin.edu.au/

http://www.lms.curtin.edu.au/

mailto:[email protected]

mailto:[email protected]

Business Strategy & International Business 660 306052

Contents

Introduction to the Unit 1

Lecturer1

Aims, Outcomes and Attributes 2

Text Book 2

Assessment Details 2Assessment 1: Attendance and Participation (15%) 2

Assessment 2: Individual Reflective Learning Journal (30%) 3

Assessment 3 – Group Assignment (55%) 4

Unit Planner and Study Guide5

Tutorial Sessions 9

Textbooks and Resources 10Other Readings 10

Session 1 10

Session 2 10

Session 3 10

Session 4 10

Session 5 11

Session 6 11

Session 7 11

Session 8 11

Session 9 12

Session 1012

Relevant Journals 12

Assessment 3 (Group Assignment) Marketing Guide 13

Copyright © 2010 Graduate School of Business Curtin University of Technology Page i of 8


Introduction to the Unit

The Goal of the Unit

The most important outcome of this unit is that you are able to think more strategically by improving your practice of strategic management - your ability to manage a variety of strategic situations.

These situations may be complex and you should be able to cope with a considerable amount of ambiguity. This unit draws on your learning from virtually all of the other MBA units. The overriding theme of the course is strategic transformation. The aim of the course is to introduce students to:

The ‘Total’ view of the organization - stakeholders, mission, values, strategic objectives, long term prospects etc - and how it relates and interacts with various factors and forces in its environment.

Concepts and practices of strategic analysis and strategy formulation, both informal and explicitly planned.

Analysis of the business environment and identification of long-term trends and any need for change.

Competitive positioning with respect to rivals and substitute organizations.

Aspects of implementing strategies.

Aspects of strategic leadership at top levels of the organization.

Aspects of business strategy in Asian and other economies.

Our perspective is that of the total organization, where possible as seen by the Board of Directors or from the position of Chief Executive Officer. Notwithstanding our focus, the topics discussed throughout the unit are nevertheless relevant to all levels.

Strategic management is not just the domain of ‘for profit’ business organizations or multi-business corporations – the concepts are useful also to not-for-profit organizations as well as for organizational sub-units and career strategies of individuals.

LecturerMr Philip A HirschbergBBus Marketing (ECU), Executive MBA (UWA), GAICD, SA Fin

Mr Hirschberg is founder and Chief Executive Officer of, and Responsible Manager for, Octani Capital. Across his career, Mr Hirschberg has held executive and senior management positions with Deloitte, Ernst & Young, and LogicaCMG among others, and was a Non-executive Director of a Sumitomo Corporation subsidiary until joining Deloitte.

Mr Hirschberg has over 16 years of experience in establishing, building, improving, investing in, raising capital for and divesting public and private companies across multiple sectors. Mr Hirschberg is an experienced director of public and private companies, and has been engaged

Copyright © 2010 Graduate School of Business Curtin University of Technology Page 1 of 8


extensively at board level in the areas of corporate strategy and business planning, mergers and acquisitions, and capital raisings, among other things.

Mr Hirschberg holds an Executive Master of Business Administration from the University of Western Australia Business School, where he is also an Adjunct Lecturer of Strategic Management, and also a Diploma (Company Directors Course) from the Australian Institute of Company Directors. Mr Hirschberg is also currently completing a Master of Applied Finance (Corporate Finance) with Kaplan.

Mr Hirschberg is a Senior Associate of the Financial Services Institute of Australasia (FINSIA), and a Member of the Australian Institute of Company Directors (AICD) and the Graduate Management Association (GMA).

Aims, Outcomes and AttributesAttributes Learning Outcomes Assessment

1

Students obtain an understanding of selected models that underlie the field

Students have an appreciation of the complexity of the business environment and can integrate theory from a variety of different perspectives to help make sense of strategy

Students are able to understand the conceptual basis for the key principles of strategy and international business

Assignments 1, 3 & 4

2 Students explore new paradigms within the field Students discriminate and determine the value of

new and alternative paradigms drawing on sound theory


3

Students are able to appropriately analyse strategy decisions utilising a variety of theory

Students are able to identify key concepts and how they influence strategy decisions in a variety of scenarios

Students are able to apply the theory to a practical business environment


7 Students understand principles and theories

underlying international strategy Students acquire relevant knowledge and skills to

develop international strategies

Assignments 3 & 4

9 Students gain practical experience in developing

strategies in a team environment Students are aware of ethical considerations in a

global business environment

Assignments 2 & 4

Text BookHill, C., Jones, G., Galvin, P. and Hadir, A. (2007) Strategic Management: An Integrated Approach (2nd ed.), John Wiley and Sons: Milton, Australia.

As well as the text, there are a series of readings for various sessions. Most readings are available through the FECS as well as the e-Reserve section of the library homepage. It is essential that you read the appropriate sections of the text and the book of readings before coming to class.



Assessment Details

Assessment 1: Attendance and Participation (15%)Strategic management is as much about perspective, judgment, analysis and leadership as it is knowledge of content. Attendance and participation in class activities and discussions are important to developing these abilities. Marks will be awarded after considering the following.

Attendance means arriving and leaving the class on time. Attendance will be recorded at every session. Please inform us if you have a valid reason for missing a class. If you must miss a session, we require you to prepare notes to show that you did the preparation.

Participation in class, whether it is listening to a lecture or getting involved in other activities, is an important part of the learning process. For this reason the UWA Business School has decided not to move to on-line teaching. It is, therefore, important that you attend classes (and be on time). Participation in discussions is harder to measure but essential to Strategic Management. While a minimum participation in discussion is required, we have a broad view of participation, including evidence of prior preparation, alertness and following the flow of class discussions, active and naturally, effective participation in syndicates and class discussions (a thoughtful comment based on good preparation and judgment is worth much more than superficial remarks).

More formally, the University regulations state that ‘to complete a course or unit a student shall attend prescribed classes, lectures seminars and tutorials. Students whose attendance at MBA units has been unsatisfactory will not be granted a pass grade. Two or more missed classes/sessions without prior permission from the lecturer/tutor is classified as unsatisfactory. Students should not expect to obtain approval to miss more than two classes per unit, unless there are exceptional circumstances.

Assessment 2: Individual Reflective Learning Journal (30%)Word Limit: 3000 words

The purpose of a personal reflective learning journal is to encourage you to review, reflect and build on your knowledge of the course material and to put this knowledge into practice. The brief Learning Journal should be typed and handed in one week after the Perth-lecturer has departed (ie the absolute cut-off date is Monday 18th October). Obviously, it will not cover the entire unit, but it will cover the majority of the unit. The Learning Journal submitted should be self contained, concise and has a word limit of 3,000 words. You have a margin of plus or minus 10%, that is the assignment may not be longer than 3,300 words. A true and accurate word count should be placed on the front cover.

Your learning journal should reflect the application of course material to your own organization, a past organization you worked for, your future career or to your personal life. You do not have to cover every session, but you should aim to cover at least ten issues in the unit. This may be a combination of classes, readings or other activities. The focus of your journal should be on outlining the connections you make between theory and practice; concepts and observations; readings and experience; old and new knowledge, etc. That is, you should apply the strategic management and international business concepts and theory we discuss in the seminars to your reflections on, response to, or analysis of, an event, experience or concept. What has been a revelation and why? What would you do differently



in future, or how would you think about certain phenomena differently? As well as highlighting the links you make between the theory and your experiences, your journal also needs to analyze your experiences and record any shifts in your views. This may involve identifying and challenging your underlying assumptions and emerging beliefs and views. It should be more than a simple diary. Some of the following questions may help you with this writing:

What did I learn? What insights did I gain? How or why was this significant for me?

How can I apply this theoretical knowledge to my situation?

Have my assumptions and perspectives changed as a result of this experience? How?

How can I apply what I have learned to my life or future career?

While the majority of the learning journal should apply to your own work or personal situation, it is also worthwhile looking for linkages between different sections of the course (and the materials) and discussing how the different theories integrate. For example, how does reading one of the supplementary readings challenge you to think about the theory in a different way, and what does this mean for you. Looking at these sorts of learning outcomes may be particularly pertinent for members of the class that work in organizations where some of the traditional strategy concepts may have limited applicability.

Assessment 3 – Group Assignment (55%)(Presentation – 15%; Group Written Report – 40%)

Strategy Case Study and Strategic Plan

Students will form groups of ~6 students for this two-part assignment. Groups are required to select an organization with multiple business units and have a significant presence in two or more Asian countries. Organizations should be well known (for example, past groups have selected organizations such as Shell and Pfizer). Groups should discuss proposed organizations with the lecturer on Friday 8th October 2010.

The Group Written Report must have the following two parts:

Part A – Strategy Case Study: Part A requires your group to prepare an original Strategy Case Study on your selected organization. The Strategy Case Study should follow a similar format to the organizational case studies discussed during the teaching sessions (e.g. DELL, Intel and Nissan). Content should align with the Strategy Case Study Marking Guide. The Strategy Case Study must cover a period of at least 5 years to allow groups to identify and discuss a range of critical strategic issues encountered by the organization as well to identify the strategies selected by the organization during the selected period. Furthermore, the Strategy Case Study must end at a point in time when the organization must make at least one critical strategic decision, which will be addressed in Part B. Groups are expected to source case information directly from the organization (by making direct contact) as well as indirectly by collecting publicly available information. The case should be prepared from the perspective of the board of directors’. Strategy Case Studies should be no more than 2,500 words (excluding exhibits and annexes/appendices).

Part B – Strategic Plan: Part B requires your group to prepare a Strategic Plan based on the information in the Strategy Case Study (prepared in Part A). Part B should deal with all of the key topics discussed during the teach sessions – i.e. stakeholder analysis, core foundation, strategic intent, strategic analysis (external, internal, and competitive advantage), strategy formulation (strategic posture, strategic choices, and strategic action plan), and managing strategic



transformation. The Strategic Plan should be a forward-looking document (rather than an analysis of the past), should address the critical strategic decisions identified at the end of the Strategy Case Study, and should be prepared from the perspective of the board of directors’. Core to this Strategic Plan is the identification and application of relevant academic theory and frameworks covered during the unit (both teaching blocks). Groups should include references to the textbook, the various readings and case studies covered during the unit. The Strategic Plan must also include an Executive Summary, shall not be more than 2,500 words (excluding executive summary, exhibits and annexes/appendices), and should be typed using 1.5 or double spacing with reasonable side margins. As always, quality is more important than quantity. Furthermore, the report should reflect a pragmatic analysis distilled to an executive level (i.e. succinct).

Groups are required to present an overview of their organization on Sunday 10 th October 2010. See Assessment 3 Marking Guide below for details. All members of the group are to participate in the presentation.


Business Strategy & International Business 660

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Unit Planner and Study Guide Session / Date & Time

Topic/s Relevant Cases & Case Questions

Required Readings

(Hill et al 2007) & Other Readings

118 September

Unit Overview, Learning through Cases, Strategy Overview & Stakeholder Analysis

Introduction Discussion of Course

Outline/Assessments Role of Lecturer and Tutor Analyzing a Case What is Strategy? Levels of Strategy Strategic Transformation and

the S-Curve How Does Strategy Occur Stakeholder Analysis

Relevant Cases

Nil

Case Questions

Nil

Hill et al 2007

Chapter 1 (pp. 2-25)

Other Readings

An Introduction to Cases (Shapiro 1988) Learning by the Case Method (Hammond 1987) Developing a Teaching Case (Roberts 2001) What is Strategy? (Porter 1996) Crafting Strategy (Mintzberg 1996) Developing Skills in Strategic Transformation

(Stockport 2000) Shaping Strategy from the Boardroom (Carey &

Patsalos-Fox 2006) Turnaround Management (Slatter & Lovett 1999) What’s Wrong with Strategy (Campbell & Alexander

1997)2 25

SeptemberCore Foundation & Strategic Intent

Core Foundation (Mission & Values)

Strategic Intent (Vision & Strategic Objectives)

Relevant Cases

Bundy Asia Pacific – China Strategy (Wang & Zuo 1998)

Case Questions

What are the 3 key strategic themes of the case?

Who are the key stakeholders? What is/are the mission, values,

vision and strategic objectives of Bundy?

Hill et al 2007


Other Readings

Building Your Company’s Vision (Collins & Porras 1996)

Demystifying the Development of an Organisational Vision (Lipton 1996)

The Vision Thing (Welch & Bryce 2001) Putting the Balanced Scorecard to Work (Kaplan &

Norton 1993) Strategic Intent (Hamel & Prahalad 1989)

Copyright © 2010 Graduate School of Business Curtin University of Technology Page 6


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Session / Date & Time


Required Readings


Charting Your Company’s Future (Kim & Mauborgne 2002)

Skate to Where the Money Will Be (Christensen et al 2001)

3

25 September

External Analysis

PEST Analysis Industry Value Chain 5 Forces Analysis Industry Lifecycle Competitor Analysis

Relevant Cases

BMG Entertainment (Meier 2000)

Case Questions

Why have a handful of major record companies dominated the industry through much of the last century?

How does the advent of the internet change the structure and the economics of the music industry?

What should Zelnick and Conroy do?

Hill et al 2007


Other Readings

The Right Game: Use Game Theory to Shape Strategy (Brandenburger & Nalebuff 1995)

Industry Structure and Competitive Strategy: Keys to Profitability (Porter 1980)

The Value Chain and Competitive Advantage (Porter 1985)

Integrating Southeast Asia’s Economies (Schwartz & Villinger 2004)

4 2 October

Internal Analysis

Organizational Lifecycle Strategic Resources Internal Value Chain

Relevant Cases

Sharp Technology: Technology Strategy (Noda 1993)

Case Questions

Why has Sharp been so successful for so long?

How was Sharp able to coordinate and integrate activities across the corporation?

Hill et al 2007


Other Readings

The Core Competence of the Corporation (Prahalad & Hamel 1980)

The Resource Based Theory of Competitive Advantage: Implications for Strategy Formulation (Grant 1991)

Capitalizing on Capabilities (Ulrich & Smallwood 2004)

5 2 October Competitive Advantage Relevant Cases Hill et al 2007



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Required Readings


Analysis

Generic Competitive Strategies

Matching Dell (Rivkin & Porter 1999)

Case Questions

How and why did the personal computer industry come to have such low average profitability?

Why has Dell been so successful?

How effective have competitors been in responding to the challenge posed by Dell’s competitive advantage?

Chapter 4 (pp. 111-123)

Other Readings

Competitive Strategy: The Core Concepts (Porter 1985)

Converting Global Presence in Competitive Advantage (Gupta & Govindarajan 2001)

68 October

11am-1pm

Strategic Posture

Understanding Uncertainty Strategic Posture

Relevant Cases

Intel Corporation: 1997-2000 (Casadesus-Masanell & Rukstad 2001)

Case Questions

What level of certainty existed in the industry in 1997? What about in 2000?

How valid was Barrett’s strategic posture during the period 1997 to 2000? From 2000?

Hill et al 2007

Nil

Other Readings

Strategy Under Uncertainty (Courtney et al 1997) Right Away and all at Once: How We Saved

Continental (Brenneman 1998)

7 Saturday, 9 October

2pm-6pm

Strategy Choices and Selection (Part 1 of 2)

Integration Strategies

Relevant Cases

Lenzig AG: Expanding in Indonesia (Ricciardi & Bures 1995)

Hill et al 2007

Chapter 7 (pp. 194-224)



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Required Readings


Case Questions

How attractive is Indonesia as a site for rayon production?

Is Indonesia a good place to invest?

What integration strategies should Mikel Dodd suggest to Lenzig’s Board of Directors?

Other Readings

The Right Way to Restructure Conglomerates in Emerging Markets (Khanna & Palepu 1999)

Creating New Market Space (Kim & Mauborgne 1999) Blue Ocean Strategy (Kim & Mauborgne 2004) Strategic Management: Thinking, Analysis and Action

– Chapter 9: International Strategy (Hubbard ?) The International Transferability of the Firm’s

Advantages (Yao-Su Hu 1995) Global Strategy … In a World of Nations (Yip 1989) Why Focused Strategies May be Wrong in Emerging

Markets (Khanna & Palepu 1997)

8

Sunday, 10 October

9am-1pm

Strategy Choices and Selection (Part 2 of 2)

Expansion Strategies Business Improvement

Strategies Rationalisation Strategies

Relevant Cases

Intel Corporation: 1997-2000 (Casadesus-Masanell & Rukstad 2001)

Nissan Motor Co., Ltd., 2002 (Yoshino & Egawa 2002)

Case Questions

Intel Case: Which expansion strategies were selected by Barrett? Were they appropriate?

Nissan Case: Why did Ghosn emphasize alliances over acquisitions?

Nissan Case: Which business improvement strategy was the focus for Ghosn? Was it appropriate?

Hill et al 2007

Chapter 7 (pp. 194-224)

Other Readings

The Basics of Mergers and Acquisitions (Investopedia 2002)

Growth Through Acquisitions: A Fresh Look (Anslinger & Copeland 1996)

The Fine Art of Friendly Acquisitions (Aiello & Watkins 2000)

The 5-Cs: A Modern Framework for Consolidation of Fragmented Industries (Briesemeister & Fisher 1998)

Betting the Bank (Ward 2005) Breakups Build Profits (Sadtler et al 1998) Why ICI Chose to Demerge (Owen & Harrison 1995) Managing International Alliances: Conceptual

Framework (Ohmae & Porter 1993) Strategic Alliances and Joint Ventures: Making them

Work (Walters et al 1994) When to Ally and When to Acquire (Dyer et al 2004) Joint Ventures and Competitive Strategy (Harrigan

1988)9 Sunday, 10 Strategic Action Plan Relevant Cases Hill et al 2007



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Required Readings


October

2pm-3pm

Strategic Plan on a Page Business Planning in Context

Nil

Case Questions

Nil

Nil

Other Readings

Turning Great Strategy into Great Performance (Mankins & Steele 2005)

Strategy as Simple Rules (Eisenhardt & Sull 2001) Darwin and the Demon (Moore 2004) Strategy as Stretch (Hamel & Prahalad 1994) Strategy as Leverage (Hamel & Prahalad 1994) Outline for a Business Plan: A Proven Approach for

Entrepreneurs Only (Ernst & Young 1997)

10

Sunday, 10 October

3pm-4pm

Managing Strategic Change

Successful Change Management

Relevant Cases

Nil

Case Questions

Nil

Hill et al 2007

Chapters 9-12 (pp. 264-385)

Other Readings

A Lot of Changes But Nothing Changes!: A Powerful Model for Successful Change Management (Cacioppe)

Leading Change: Why Transformation Efforts Fail (Kotter 1995)

McKinsey Global Survey: Organizing for Successful Change Management (Vinson et al 2006)

Mastering the Art of Value-Capture in M&A (Chanmugan et al 2005)

Making the Deal Real: How GE Capital Integrates Acquisitions (Ashkenas et al 1998)

Integration Managers: Special Times for Special Leaders (Ashkenas & Francis 2000)

Post Merger Organizational Design (Shill 2005) What Makes your Stock Price Go Up and Down (Coyne

& Witter 2002)11 Sunday, 10

OctoberGroup Presentations + Review

Relevant Cases

Nil

Hill et al 2007

Nil



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Required Readings


4pm-6pm

Group Project Presentation Group Project Report Topics Covered and Key

Lessons Conclusions

Case Questions

Nil

Other Readings

Nil

Tutorial SessionsTutorial session form an important opportunity for students to study the conceptual component of the course and to work in groups analyzing the strategy of a prominent company of your country or on an Asian Company. Students are expected to come prepared and participate actively in the tutorials. The Tutor is a facilitator of the tutorial proceedings. While the Tutor will be a knowledgeable and able teacher the emphasis is strongly on participative student learning, not passive listening to lectures. The Tutor will chair activities, ask questions and, where appropriate, teach via short lecturettes.



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Textbooks and Resources

Other Readings

Some recent books and journal articles on Strategic Management to reinforce class discussion and to obtain alternative perspectives:

Session 1

Shapiro, B.P. 1984, An Introduction to Cases, Harvard Business School, Boston, MA.

Hammond, J. 1990, Learning by the Case Method, Harvard Business School, Boston, MA.

Roberts, M. 2001, Developing a Teaching Case (Abridged), Harvard Business School, Boston, MA.

Porter, M. 1996, ‘What is Strategy?’, Harvard Business Review, Nov-Dec 1996, pp. 61-78.

Mintzberg, H. 1987, ‘Crafting Strategy’, Harvard Business Review, Jul-Aug 1987, pp. 66-75.

Stockport, G. 2000, ‘Developing Skills in Strategic Transformation’, European Journal of Innovation Management, vol. 3, no. 1, pp. 45-52.

Carey, D. & Patsalos-Fox, M. 2006, ‘Shaping Strategy from the Boardroom’, The McKinsey Quarterly, 2006 no. 3, pp. 111-115.

Slatter, S. & Lovett, D. 1999, Corporate Turnaround: Managing Companies in Distress, Penguin Books, London.

Campbell, A. & Alexander, M. 1997, ‘What’s Wrong with Strategy’, Harvard Business Review, Nov-Dec 1997, pp. 42-51.

Session 2

Collins J.C. & Porras J.I. 1996, ‘Building Your Company’s Vision’, Harvard Business Review, Sep-Oct 1996, pp. 65-76.

Lipton, M. 1996, ‘Demystifying the Development of Organizational Vision’, Sloan Management Review, Summer 1996, pp. 83-92.

Welch J. & Bryne J.A. 2001, JACK: What I’ve learned leading a great company with great people, Headline.

Kaplan, R.S. & Norton, D.P. 1993, ‘Putting the Balanced Scorecard to Work’, Harvard Business Review, Sep-Oct 1993, pp. 134-147.

Hamel, G. & Prahalad, C.K. 1989, ‘Strategic Intent’, Harvard Business Review, May-Jun 1989, pp. 63-76.

Kim, W.C. & Mauborgne, R. 2002, ‘Charting Your Company’s Future’, Harvard Business Review, Jun 2002.

Christensen, C.M., Raynor, M. & Verlinden, M. 2001, ‘Skate to Where the Money Will Be’, Harvard Business Review, Nov 2001, pp. 72-81.

Session 3

Brandenburger, A.M. & Nalebuff, B.J. 1995, ‘The Right Game: Use Game Theory to Shape Strategy’, Harvard Business Review, Jul-Aug 1995, pp. 52-71.

Porter, M. 1980, ‘Industry Structure and Competitive Strategy: Keys to Profitability’, Financial Analysts Journal, Jul-Aug 1980, pp. 30-41.



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Porter, M. 1985, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, NY.

Schwartz, A. & Villinger, R. 2004, ‘Integrating Southeast Asia’s Economies’, The McKinsey Quarterly, 2004 No. 1, pp. 37-47.

Session 4

Prahalad, C.K. & Hamel, G. 1990, ‘The Core Competence of the Corporation’, Harvard Business Review, May-Jun 1990.

Grant, R.M. 1991, ‘The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation’, California Management Review, Spring 1991.

Ulrich, D. & Smallwood, N. 2004, ‘Capitalizing on Capabilities’, Harvard Business Review, June 2004, pp. 119-127.

Session 5

Porter, M. 1985, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, NY.

Gupta, A.K. & Govindarajan, V. 2001, ‘Converting Global Presence into Global Competitive Advantage’, Academy of Management Executive, vol. 15, no. 2, pp. 45-58.

Session 6

Courtney, H., Kirkland, J. & Viguerie, P. 1997, ‘Strategy Under Uncertainty’, Harvard Business Review, Nov-Dec 1997, pp. 67-79.

Brenneman, G., 1998, ‘Right Away and all at Once: How We Saved Continental’, Harvard Business Review, Sep-Oct 1998, pp. 162-179.

Session 7

Khanna, T. & Palepu, K. 1999, ‘The Rigth Way to Restructure Conglomerates in Emerging Markets’, Harvard Business Review, Jul-Aug 1999, pp. 125-134.

Kim, W.C. & Mauborgne, R. 1999, ‘Creating New Market Space’, Harvard Business Review, Jan-Feb 1999, pp. 83-93.

Kim, W.C. & Mauborgne, R. 2004, ‘Blue Ocean Strategy’, Harvard Business Review, Oct 2004, pp. 76-84.

Hubbard, G. ?, Strategic Management: Thinking, Analysis and Action, Prentice Hall.

Hu, Yao-Su. 1995, ‘The International Transferability of the Firm’s Advantages’, California Management Review, vol. 37, no. 4, pp. 73-88.

Yip, G.S. 1989, ‘Global Strategy … In a World of Nations’, Sloan Management Review, Fall 1989, pp. 29-41.

Khanna, T. & Palepu, K. 1997, ‘Why Focused Strategies May be Wrong for Emerging Markets’, Harvard Business Review, Jul-Aug 1997, pp. 41-51.

Session 8

Investopedia.com (“Investopedia”). (2002), The Basics of Mergers and Acquisitions, [Online], Investopedia, Available from http://www.investopedia.com/university/m&a/default.asp [1 July 2006].

Anslinger, P.L. & Copeland, T.E. 1996, ‘Growth Through Acquisitions: A Fresh Look’, The McKinsey Quarterly, 1996 No. 2, pp. 96-109.


http://www.investopedia.com/university/m&a/default.asp


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Aiello, R.J. & Watkins, M.D. 2000, ‘The Fine Art of Friendly Acquisitions’, Harvard Business Review, Nov-Dec 2000, pp. 101-107.

Briesemeister, D. & Fisher, N. 1998, The 5-Cs: A Modern Framework for Consolidation of Fragmented Industries, Tuck School of Business, Dartmouth.

Ward, V. 2005, ‘Betting the Bank’, Vanity Fair, Sep, pp. 348-390.

Sadtler, D., Campbell, A. & Koch, R. 1998, ‘Breakups Build Profits’, World Executive Digest, pp. 24-27.

Owen, G. & Harrison, T, 1995, ‘Why ICI Chose to Demerge’, Harvard Business Review, Mar-Apr 1995, pp. 133-142.

Ohmae, K. & Porter, M. 1993, Managing International Alliances: Conceptual Framework, Harvard Business School, Boston, MA.

Walters, B.A, Peters, S. & Dess, G.G. 1994, ‘Strategic Alliances and Joint Ventures: Making them Work’, Business Horizons, vol. 37, no. 4, pp. 308-315.

Dyer, J.H., Kale, P. & Singh, H. 2004, ‘When to Ally and When to Acquire’, Harvard Business Review, Jul-Aug 2004, pp. 108-115.

Harrigan, K.R. 1988, ‘Joint Ventures and Competitive Strategy’, Strategic Management Journal, vol. 9, no. 2, pp.141-158.

Session 9

Mankins, M.C. & Steele, R. 2005, ‘Turning Great Strategy into Great Performance’, Harvard Business Review, Jul-Aug 2005, pp. 1-12.

Eisenhardt, K.M. & Sull, D.N. 2001, ‘Strategy as Simple Rules’, Harvard Business Review, Jan 2001, pp. 107-116.

Moore, G.A. 2004, ‘Darwin and the Demon: Innovating within Established Enterprises’, Harvard Business Review, Jul-Aug 2004, pp. 86-92.

Hamel, G. & Prahalad, C.K. 1994, Competing for the Future, Harvard Business School Press, Boston, MA.

Ernst & Young. 1997, Outline for a Business Plan: A Proven Approach for Entrepreneurs Only, Ernst & Young, New York.

Session 10

Cacioppe, R. ?, A Lot of Changes But Nothing Changes? A Clear and Powerful Way to Implement Successful Change, Integral Leadership Centre, Perth, Australia.

Lewis, G., Morkel, A., Hubbard, G., Davenport, S., & Stockport, G. 1999, Australian and New Zealand Strategic Management: Concepts, Context and Cases, 2nd edn, Prentice Hall, Sydney, Australia.

Vinson, M., Pung, C. & González-Blanch, J.M. 2006, ‘McKinsey Global Survey: Organizing for Successful Change Management’, The McKinsey Quarterly, June 2006, pp. 1-8.

Chanmugan, R., Shill, W.E. & Mann, D. 2005, ‘Mastering the Art of Value-capture in M&A’, Accenture Outlook, no. 1, pp. 45-53.

Ashkenas, R.N., DeMonaco, L.J. & Francis, S.C. 1998, ‘Making the Deal Real: How GE Capital Integrates Acquisitions’, Harvard Business Review, Jan-Feb 1998, pp. 165-178.

Ashkenas, R.N. & Francis, S.C. 2000, ‘Integration Managers: Special Leaders for Special Times’, Harvard Business Review, Nov-Dec 2000, pp. 108-116.

Shill, W. 2005, Post Merger Organizational Design, Accenture, NY.



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Coyne, K.P. & Witter, J.W. 2002, ‘What Makes Your Stock Price Go Up and Down’, The McKinsey Quarterly, 2002 No. 2, pp. 29-39.

Relevant Journals

You may wish to browse through a range of relevant journals such as:

Harvard Business Review

International Journal of Strategic Management: Long Range Planning

Strategic Management Journal

Sloan Management Review

Academy of Management Journal

Journal of International Business Studies

California Management Review

The McKinsey Quarterly



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Assessment 3 (Group Assignment) Marketing Guide

High Low Result

Part A – Strategy Case Study (35 marks) Choice of Organization (10 marks) Organizational Overview and Background (2

marks) Overview of Business Activities (including

business units) (2 marks) Industry Structure (2 marks) Industry Trends (financial and non-financial) (2

marks) Competitive Landscape and Position (2 marks) High-level Financials (2 marks) Critical Strategic Issues Encountered (6 marks) Strategies Used (strategic choices) by the

Organization (7 marks)

Part B – Strategic Plan (50 marks) Succinct Business Overview (2 marks) Background (eg. Stakeholder Analysis, Need

for Strategic Transformation, Mission, Values, Vision, Strategic Objectives etc) (3 marks)

External Analysis (4 marks) Internal Analysis (4 marks) Competitive Advantage Analysis (4 marks) Strategic Posture (3 marks) Strategic Choices (18 marks) Strategic Actions (6 marks) Strategic Change Management (4 marks) Conclusion (2 marks)

Grammar/Spelling, Format, Structure etc for Part A & B (15 marks)

Fluent and Succinct Piece of Writing (4 marks) Layout (headings, sub-headings, table of

contents etc) (4 marks) Citations (in-text referencing) (2 marks) Reference List (2 marks) Grammar and Spelling (3 marks)

TOTAL /100 marks/40%


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