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Integrated Strategic ExperienceDr. Don [email protected]
541-737-6036400E BexellOffice Hours: MW 11:00AM – Noon
T 3:00PM – 4:00PM
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Class Sessions
Noon – 1:50PM, Monday/Wednesday Bexell 203
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Course Material
1) Strategic Management: Competitiveness & Globalization (Concepts – 8th edition). A copy is available on reserve in the library.
2) Business Strategy Gamewww.bus-online.com
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Grading
Individual Grades - 50% Midterm/Final – 20% each (40% total) Strategic issue summary – 5% Game quiz – 5%
Group Grades – 50% Game performance – 25% Game assignments – 10% Strategic presentation – 15%▪ This assignment is only a presentation – no paper
required
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Grades
If you NEED a specific grade in this class, other than to simply “pass,” then you MUST email me and come see me by the end of next week.
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Midterm and Final
Multiple Choice (60%) and Short Answer (40%) Midterm – 11/1
Chapters 1-3 Final
Thursday, December 9th, 6:00PM Chapters 4-10 (we won’t cover them all)
Both exams will focus on lecture material and text terms, as well as concepts from the simulation
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Typical Questions
What four generic strategies exist? Why does Porter call them generic?
According to Porter, when should firms diversify? What rules does he forward to judge the merits of diversification?
What is the goal of executive compensation? Why is it so difficult to design an effective compensation package?
What are the axis on the BCG and the GE Nine-Cell Matrix? Which model is superior and why?
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Strategic Issues Summary
Start most class sessions with 2-4 of these You will find an article from WSJ, Forbes, Fortune, etc.
highlighting an aspect of strategy WRITE a 2 page summary and a make a short (3 - 5 slides) 5
minute presentation Sign up sheet will be distributed to determine which day each
student will present 10% will be deducted for every class period you are late Graded equally on paper and presentation Hand in copy of slides and paper 5% of your grade
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Game Quiz
20-question on-line, open book quiz to test your preparedness to compete in the simulation
5% of your grade Friday, October 8th, Midnight
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Business Strategy Game Simulation
9 - 11 teams of 4-5 will compete head to head manufacturing and selling tennis shoes in a globally competitive market.
2 practice and 8 real-time decisions Performance in the game is tracked based on
your performance relative to competitors. Game Performance – 25% Game Assignments – 10%
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Group Strategic Plan and Presentation
Last week of the quarter November 11th or December 1st Company of your choice, with my approval PowerPoint presentation of 15 minutes – no paper
necessary Pick a narrowly diversified company – McDonald’s not
GE Software, financial, consulting firms difficult to analyze Sign up sheet for time slots will be distributed 15% of your grade Dates for presentation will be assigned to teams later in the
term
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Peer Evaluations
Your group members will evaluate your contribution throughout the quarter Once right after midterm, and then again at the end
of the term Your group grades can be adjusted up and
down, based upon their assessment of your contribution and effort.
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Participation
While not specifically graded, I will be assessing your attendance and participation.
Final grades might be adjusted up and down, based upon my assessment.
Students attending every class period will receive 5 points on the final
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Golden Rule
“No Tolerance” policy for cheating Guilty parties receive an F and will be
dropped from the class Disciplinary actions may be taken
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Standing-O
Earn 5 bonus points on midterm Announce to us a recent accomplishment or
achievement While you may do as many Standing-Os you
want, you can only earn the 5 points once
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Team Specials
Teams can earn points from “Team Specials” tasks and assignments
These points are tabulated over the quarter Students may also request team special points, subject to
instructor approval Awards:
▪ Gold – exempt from Final▪ Silver – 15 points added to midterm▪ Bronze – opt out of one essay on final
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Team Specials Opportunity
James Curleigh, President/CEO KEEN, Inc. October 5th, 7:00PM – 8:30PM Austin Auditorium – LaSells 25 points for each person in your group who
attends
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Chapter OneWhat is Strategy and Why is it Important?
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Return on Assets
0
2
4
6
8
10
12
14
16
2002 2003 2004 2005
JackITB
MickeyD
Sonic
SteakShake
Wendy's
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Why do we need strategy?
The reasons why firms succeed and fail is perhaps the central question in strategy
Answers the fundamental question of the firmWhere we are now?Where we going?How are we going to get there?
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Strategic Management Defined
decisions and actions that determine long-term performance formulation and implementation of plans designed to achieve
objectives unifying theme that gives coherence and direction to
organizational/individual decisions game plan management has for positioning the company in its
chosen market, competing successfully, satisfying customers, and achieving good business performance
integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage
What is a competitive advantage?
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Competitive Advantage
When a firm implements a strategy that rivals can’t duplicate, or find it too expensive to do try to imitate