LOYOLA UNIVERSITY NEW ORLEANS COLLEGE OF BUSINESS MBA PROGRAM BA750 GLOBAL STRATEGIC MANAGEMENT Fall 2015 Section 051 M, 6:20–9:35 pm Monroe Library - Multimedia I (ML 134) Dr. Len J. Trevino Gerald N. Gaston Chair in International Business Professor of Management College of Business 312 Miller Hall Phone: (504) 864-7927 ltrevino@loyno.edu Office Hours: M & W, 2:00-3:30 p.m. and by appointment
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LOYOLA UNIVERSITY NEW ORLEANS COLLEGE OF BUSINESS … · There will be a written case/company analysis to assess your ability to critically assess a company’s strategy and to communicate
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Strategic management focuses on the decision-making processes of the top management team as
they determine the portfolio of businesses in which they will compete, attempt to establish
strong, defensible competitive positions for each of their firm’s businesses, and enhance the
firm’s long-term performance. Important questions include:
In what businesses should the firm compete?
What products or services should the firm produce?
What customers should the firm serve?
In what geographical markets should the firm operate?
What strategies will enable the firm to establish sustainable competitive advantages?
The objective of strategy is to make strategic decisions that lead to above-average returns and
long-term performance. The firm enhances long-term performance by establishing competitive
advantages, relative to competitors, that are sustainable over time. Competitive advantages
are driven by executives’ effective analysis of the firm’s external competitive environment, and
the development of internal resources and capabilities that can respond to opportunities therein.
Managers make good strategic decisions about their business by developing an understanding of
both the firm’s industry and competitive environment (e.g., industry competitors, suppliers, and
customers) and the firm itself (e.g., the firm’s goals and values, resources and capabilities, and
organizational structure and management systems).
This course differs from others in that it takes a broad perspective of the general manager, rather
than a narrower perspective of the functional manager. It is a big picture course that cuts across
the entire spectrum of business and management activities. The course focuses on the total
enterprise – the firm’s industry and competitive environment, its long-term direction and strategy,
its resources and competitive capabilities, and its prospects for long-term success. Throughout the
course, the focus is running the business enterprise: “What must managers do, and do well, to
provide the company with an advantage in the game of business?” The answer that emerges, as
well as the theme of the course, is that good strategy formulation and good strategy execution are
the key ingredients of a company’s success.
Course Objectives
1. To understand the role and importance of strategy in determining long-term firm success and
performance.
2. To understand the process of strategic management, beginning with strategic analysis and extending
through strategy formulation and implementation.
3. To develop awareness that strategy is fundamentally about “preparing the firm to compete, and
requiring that the firm must continually create, react to, and manage change.
4. To recognize the role of leadership and leverage in the strategy process.
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5. To improve your overall understanding of how firms respond to industry forces, create internal
capabilities, formulate and implement strategy, establish a sustainable competitive advantage, and
increase long-term performance,
6. To understand how the functional strategies of the firm (e.g., accounting, economics, finance,
information systems, management, operations, and marketing) contribute to creating an effective
firm-level strategy.
7. To improve your analytical reasoning and problem solving skills. To improve your ability to think
critically and systematically about strategic issues. To develop effective solutions while remaining
sensitive to ethical implications. To present solutions effectively, both orally and in writing.
8. To develop your skills in analyzing complex business situations, evaluating historical trends and
current operational conditions, and developing recommendations on how firms can (1) establish a
unifying strategy, (2) develop integrated functional strategies, and (3) create a plan of action to
achieve strategic objectives.
9. To improve your communication, teamwork, and leadership skills.
Required Materials
Grant, Robert M. (2013). Contemporary Strategy Analysis, 8th
Edition. Chichester, West Sussex,
U.K.: John Wiley & Sons Ltd. (ISBN #978-111-994-1880).
Harvard Business School Cases (downloaded directly from Harvard web site:
www.hbsp.com):
1. Cola Wars Continue: Coke and Pepsi in 2010 (#711462).
2. Rayovac Corporation: The Rechargeable Battery Opportunity (#906A36).
4. Harley-Davidson: Chasing a New Generation of Customers (#KEL742)
3. Wal*Mart Stores: “Everyday Low Prices” in China (HKU590)
5. The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire (#709462).
6. Creating a Corporate Advantage: The Case of the Tata Group (#ISB005).
7. Jollibee Foods Corp. (A): International Expansion (#399007).
8. Philips versus Matsushita: The Competitive Battle Continues (#910410).
Harvard Business School Website:
https://cb.hbsp.harvard.edu/cbmp/access/27525652 Assigned Readings If there are any assigned or suggested readings, they are highlighted in the COURSE OUTLINE.
Assigned readings should be completed prior to the assigned session. It is important that you
read assignments beforehand, so that you may refer to them during class. In addition to the
assigned readings, there may be suggested readings that are related to material covered in each
(Information Literacy) (Critical and Creative Thinking) and (Communication). You will develop
the ability to seek out information on a company, its industry and its competitors. You will use
financial analysis to compare relevant performance on important metrics that you identify from
your critical examination of the industry environment. Your analysis of the performance metrics
will help you to pose arguments about the health of each organization (the focal company and its
competitors). You will develop the ability to diagnose critical problems and develop creative
solutions that the company could adopt to deal with those problems. Your development of
solutions will further expose you to the importance of incorporating and understanding the
diverse stakeholders who might be affected by your proposed solutions and implementation plan.
You will develop your written communication ability by developing a document that incorporates
concisely assembled information, relevant graphics, and clear writing. Lastly, you will utilize
professional technical writing to communicate your analysis, recommendations and
implementation action plan.
Oral Presentation of Case Analysis – Half of 40% = 20% of Final Grade
We will “draw straws” to determine the date for each team’s presentation. Presentations are
expected to last approximately 25 minutes with another 15 minutes allotted for questions and
discussion. At the 30 minute mark, I will cut you off. Class members earn participation points on
presentation days and should ask questions that indicate they have read the case. Presentations
should use PowerPoint. Practice. Practice. Practice. Know your material. Make your material fit
the time constraint. Both the professor and the audience will be evaluating your presentation.
There will be a penalty for exceeding the time limit (leave time for Q&A).
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Learning Goals: (Critical and Creative Thinking), (Communication), and (Diversity). You will
develop the ability to sell and live the vision that you have formulated for an organization. You
will develop a foundation of presentation skills that will enable you to advance in your chosen
career. Lastly, your oral (PowerPoint) presentation skills will develop your public speaking
ability.
Mid-Term Exam – 20% of Grade
You will be asked to write a consulting report in memo format in connection with a case that
will be assigned. Your report may be a maximum of five pages (memo format, 1 inch margins,
double spaced, 12 font), excluding any exhibits, figures, or references. You may not seek any
outside help in preparing this report. These constraints will be strictly adhered to.
Learning Goals: (Business Disciplines), (Critical and Creative Thinking), (Analytical), and
(Written Communication). You will develop the ability to integrate material from all of the
business disciplines as you learn to analyze the industry and competitive environment. You will
develop the analytical skills necessary to understand the resources and capabilities at a
company’s disposal. By combining the above, you will develop the ability to effectively formulate
a firm-level strategy that is in alignment with the external and internal environments.
Final Exam – 20% of Grade
The exam will be a case examination. At the beginning of the final exam period you will be given
a case similar to those you have analyzed throughout the semester. Within the allotted time, you
will analyze the case, determine the problem and/or opportunity, evaluate options, recommend the
best solution among them, and present a viable implementation plan. The final will be
comprehensive. It will be open book and open notes.
Learning Goals: (Business Disciplines), (Critical and Creative Thinking), (Quantitative
Reasoning), (Scientific Literacy), (Information Literacy), and (Written Communication). You
will collectively analyze the case and identify problems facing the organization. You will develop
the ability to utilize the relevant information provided in a business situation, and translate it
into relevant performance data that can be used to compare performance of the focal company
to its competitors. You will also develop the ability to assemble creative recommendations to
address the problems that you have identified and to develop an action plan. Lastly, you will
utilize professional technical writing to communicate your analysis, recommendations and
implementation action plan.
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COURSE SCHEDULE
Date Topic Assignment
I. COMPETITIVE STRATEGY FORMULATION
8/24 No Class -- Immersion Week
8/31 The Case Method (Effective case analysis and implementation, handout
Write-up, In class discussion and presentation), Group formation
8/31 The Concept of Strategy Ch. 1
8/31 Goals, Values, and Performance Ch. 2
9/7 Labor Day Holiday
9/14 Industry Analysis Ch. 3
9/14 Case 1: Cola Wars Continue: Coke and Pepsi in 2010
HBSP Product #: 711462
Suggested Study Questions:
1. Why, historically, has the soft drink industry been so profitable?
2. Compare the economics of the concentrate business to that of the bottling
business. Why is the profitability so different?
3. How has the competition between Coke and Pepsi affected the industry’s
profits?
4. Can Coke and Pepsi sustain their profits in the wake of flattening demand and
the growing popularity of non-carbonated soft drinks?
9/21 Industry and Competitive Analysis Ch. 4
9/21 Analyzing Resources and Capabilities Ch. 5
Case 2: Rayovac Corporation: The Rechargeable Battery
Opportunity* HBSP Product #: 906A36
Suggested Study Questions:
1. Assess the rechargeable market opportunity for Rayovac. Is this a viable growth
opportunity for the company to consider?
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2. What strategy should the company pursue if it chooses to enter this market? What are the
financial implications? What are the risks associated with the chosen strategy and how will
Rayovac mitigate against these risks?
3. If this is a go, create a marketing plan for the rechargeable launch. Important decisions to
consider include choosing a target market, positioning, gaining channel support, and
communications.
Reading: How Industries Change, HBSP Product #: R0410E
*This is an online class. You are responsible for answering the discussion
questions and responding to students’ and the professor’s observations on
blackboard. You will find 2 videos posted on blackboard. The prologue will
be available in advance of your preparing the case; the epilogue will be
available after you turn in your case write-up and/or answer discussion
questions.
9/28 The Sources and Dimensions of Competitive Advantage (Differentiation) Ch. 7
Case 3: Harley Davidson: Chasing a New Generation of Customers
HBSP Product #: KEL742
Suggested Study Questions:
1. Historically, how did Harley-Davidson manage to dominate the U.S. market? How did it
do so and what were its sources of competitive advantage? And starting in the 1970s
Harley-Davidson got into trouble, what changed? Internally? Externally?
2. What were the major ingredients of Harley-Davidson’s transformation process? What
elements seemed to you to be the most important? What is your evaluation of the
transformation process?
3. What are Harley’s current sources of competitive advantage? Can these be sustained in
light of the latest competitor moves? If you are Honda, where do you think Harley-
Davidson is vulnerable? What is the Harley mystique?
4. What are challenges facing Harley-Davidson as it enters the 21st century? What is your
evaluation of their current strategy? What specific recommendations do you have for Jeff
Bluestein? Short-term? Long-term?
*This is an online class. You are responsible for answering the discussion
questions and responding to students’ and the professor’s observations on
blackboard. You will find 2 videos posted on blackboard. The prologue will be
available in advance of your preparing the case; the epilogue will be available
after you turn in your case write-up and/or answer discussion questions.
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10/5 The Sources and Dimensions of Competitive Advantage (Low Cost) Ch. 7
Case 4: Wal Mart Stores: “Everyday Low Prices in China”
HBSP Product #: HKU590
Suggested Study Questions:
1. Why is Wal-Mart successful in the US? What are Wal-Mart’s competitive advantages
and its sources?
2. Should Wal-Mart replicate its domestic model in its original form in China? Why? Can it
build the same competitive advantage in China through its successful domestic model?
3. Provide suggestions on potential strategies that Wal-Mart China should consider in going
forward.
10/12 No Class – Fall Break
10/19 No Class – Entrepreneurship Week
10/26 Midterm Exam (in class case exam)
II. STRATEGY IMPLEMENTATION
11/2 Organization Structure and Management Systems:
The Fundamentals of Strategy Implementation Ch. 6
Vertical Integration and the Scope of the Firm Ch. 11
Case 5: The Walt Disney Company and Pixar, Inc.: To Acquire or
Not to Acquire? HBSP Product #: 709462
Suggested Study Questions:
1. Which is greater: the value of Pixar and Disney in an exclusive relationship, or the
sum of the value that each could create if they operated independently of one
another, thus allowing each to form relationships with other companies? Why?
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2. Assuming that Pixar and Disney are more valuable in an exclusive relationship, can
that value be realized through a new contract? Or is common ownership required
(i.e., must Disney acquire Pixar?)
3. If Disney acquires Pixar, how should Bob Iger and his team organize and manage
the combined entity? What challenges do you foresee and how would you deal with
them?
11/9 Diversification Strategy Ch. 13
Case 6: Creating a Corporate Advantage: The Case of the Tata Group
HBSP Product #: ISB005
Suggested Study Questions:
1. Identify and describe the mechanisms by which Tata group added value to its group
companies.
2. What are the differences, if any, between the way the Tata group adds value and the
way a multi-business conglomerate, such as GE, adds value? Should the Tata group
make the subscription of its services by group companies mandatory?
3. Should the approach to the creation of a corporate advantage by a business group
differ based on:
a. The level of related/unrelated diversity of the mix of businesses in the group?
and
b. The relative development of the institutional environment in the country? If yes,
how?
11/16 Global Strategy and the Multinational Corporation Ch. 12
Case 7: Jollibee Foods Corp. (A): International Expansion
HBSP Product #: 399007
Suggested Study Questions:
1. How was Jollibee able to build its dominant position in fast food in the
Philippines? What sources of competitive advantage was it able to develop
against McDonald’s in its home market?
2. How would you evaluate Tony Kitchner’s effectiveness as the first head of
Jollibee’s international division? Does his broad strategic thrust make sense?
How effectively did he develop the organization to implement his priorities?
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3. As Noli Tingzon, how would you deal with the three options described at the
end of the case? How would you implement your decision?
Reading: Going Global: Lessons from Late Movers (optional) R 1-3
11/23 Implementing Corporate Strategy” Managing the Multibusiness Firm Ch. 14
Case 8: Philips versus Matsushita: The Competitive Battle Continues
HBSP Product #: 910410
Suggested Study Questions:
1. How did Philips become the leading consumer electronics company in the world in
the postwar era?
2. What distinctive competence did they build? What distinctive incompetences?
3. How did Matsushita succeed in displacing Philips as No. 1? What were its
distinctive competences and incompetences?
4. What do you think of the change each company has made to date--the objectives, the
Implementation, the impact? Why is the change so hard for both of them?
5. What recommendations would you make to Gerald Kleisterlee? To Kunio
Nakamura?
11/30 Team Presentation 1
Team Presentation 2
Team Presentation 3
12/7 Team 4 Presentation
Team 5 Presentation
Team 6 Presentation
12/14 Final Exam – 7:00- 9:00 p.m.
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Honor Code
Loyola University New Orleans recognizes that honesty, truth, and integrity are values central to
its mission as an institution of higher education. The Honor Code is built on the idea that a
person's honor is his or her most cherished attribute. You are responsible for understanding and
adhering to Loyola’s Honor Code. Cheating, plagiarism of another’s work, and dishonesty are
violations of the Honor Code and subject a student to failure or expulsion from the university.
Disability Services and Accommodations
If you have a disability and wish to receive accommodations, please contact Disability Services at 504-865-2990. If you wish to receive test accommodations (e.g., extended test time), you will need to give the course instructor an official Accommodation Form from Disability Services. The Office of Disability Services is located in Marquette Hall 112.
Inclement Weather and Emergency Preparedness
At times, ordinary university operations are interrupted as a result of tropical storms, hurricanes, or other emergencies that require evacuation or suspension of on-campus activities. To prepare for such emergencies, all students will do the following during the first week of classes:
1. Practice signing on for each course through Blackboard.
2. Provide regular and alternative e-mail address and phone contact information to each instructor.
In the event of an interruption to our course due to the result of an emergency requiring an evacuation or suspension of campus activities, students will:
3. Pack textbooks, assignments, syllabi and any other needed materials for each course ad
bring during an evacuation/suspension
4. Keep up with course work during the evacuation/suspension as specified on course syllabi and on-line Blackboard courses.
5. Complete any reading and/or writing assignments given by professors before emergency
began.
Assuming a power source is available....
6. Log on to the university Web site within 48 hours of an evacuation/suspension.
7. Monitor the main university site (www.loyno.edu) for general information.
8. Log on to each course through Blackboard or e-mail within 48 hours of an
evacuation/suspension to receive further information regarding contacting course
Peer Evaluation Form – complete this and turn it in on the date that your team presents the
PowerPoint presentation for the Team Case.
Outline that may be used as a guideline for Team Case.
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Team Peer Evaluation Form
1. Include in the rating your evaluation of your own performance (this introduces an amount of self-assessment). 2. Assign 100 percentage points based on how much each member (including yourself) contributed to various aspects of the team's performance. 3. Assign percentages for each category for each team member. If team members have varying skills (which is likely) they will have contributed at
different levels for various categories. e.g. one member might have done 30% of the research but only 10% of the writing. One member may have participated in all the meetings and write-ups but did not participate in research or the oral presentation. Assign effort rating accordingly.
4. Use whole numbers and make sure totals add up in each column before proceeding to the average. Each member’s scores in each category should be averaged and one overall score assigned for total average effort.
Team Member (alphabetical order) Amount of effort in each category:
Leadership Outside Due Dates Written Oral Average
/Team Player Research /Meetings Presentation Presentation
% % % % % %
% % % % % %
% % % % % %
% % % % % %
% % % % % %
% % % % % %
Total must equal: 100% 100% 100% 100% 100% 100%
YOUR SIGNATURE _____________________________________ Print Name _____________________________ ID # ________________ Comments if any
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OUTLINE FOR A MAJOR CASE REPORT ON A COMPANY
1) EXECUTIVE SUMMARY: Provide an overview of the entire case in two pages or less,
detailing the key problem and your recommendation.
2) INTRODUCTION OF COMPANY AND CURRENT SITUATION
3) EXTERNAL ENVIRONMENT ANALYSIS:
I. General Environment – How are these things going to affect the company in the near
future?
a. Economic
b. Sociocultural
c. Global
d. Technological
e. Political/legal
f. Demographics
II. Industry Environment 5-forces analysis
a. Bargaining power of suppliers
b. Bargaining power of buyers
c. Threat of substitute products
d. Rivalry among firms:
i. Numerous or equally balanced competitors?
ii. Slow industry growth?
iii. High fixed costs or high storage costs?
iv. Lack of differentiation or low switching costs?
v. High strategic stakes?
vi. High exit barriers?
e. Threat of new entrants:
i. Barriers to entry
1. Economies of scale?
2. Product differentiation?
3. Capital requirements?
4. Switching costs?
5. Access to distribution channels?
6. Cost disadvantages independent of scale?
7. Government policy?
ii. Expected retaliation from competitors
III. Competitor environment (DON’T FORGET TO SEE THE HANDOUT)
a. Identify primary competitors (top 3 or so)
i. What is their background/history? How is each performing financially?
ii. What is their business-level strategy?
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iii. What are the key success factors in this industry? How have they performed
over the last 3+ years compared to the focal company?
1. What key ratios or performance metrics would indicate how well
they have performed?
2. Why is their performance trending like it is?
iv. Future objectives – what are they seeking to do?
v. Capabilities - what are their strengths and weaknesses?
4) INTERNAL ANALYSIS:
I. What is the history of the company?
II. How is it run today? What does the business look like (for example, how many stores
does it run and how are those stores run, does it manufacture its own products and sell its
own products, does it sell to retail customers or industrial customers, etc.) Who is on the
top management team and what is the structure of its management?
III. What key resources and capabilities does it possess?
IV. How has it performed over the last 3+ years?
a. How does this performance compare to its competitors’ performance?
b. Is there a reason for this trend?
5) IDENTIFY KEY PROBLEM AREAS
I. What problem is facing the company that would hurt its performance significantly in the
near future (or lead to bankruptcy)?
a. Are competitors gaining strength?
b. Are costs going out of control?
c. Has there been foolish expansion?
d. Is the company being run efficiently?
II. Are there any areas of the business that, if improved, would greatly increase the
performance of the company vis-à-vis its rivals?
a. Does it operate cost efficiently?
b. Are there areas of the business which should be outsourced or sold off?
c. Is it able to maintain high margins with its suppliers?
III. Are there any key opportunities that the company must pursue either to maintain an
advantage or as a hedge against potential changes in the environment?
a. What kinds of investment would be required for this?
b. Would it be wise to partner with other firms?
IV. DEFINE THE CRITICAL PROBLEM YOU WILL ADDRESS IN THE CASE.
6) RECOMMENDATIONS
I. Create 3 separate recommendations to deal with the critical problem that you identified
above.
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II. Provide a justification for each recommendation, explaining why your recommendation
would ameliorate the problem.
III. Choose the best recommendation and explain why this recommendation is superior.
Provide an Implementation Plan to discuss how you would go about executing your
recommendation in the organization. The following are some questions to keep in mind as
to how other stakeholders will respond. Some of these stakeholders may have very little
bearing on the organization (and may have little reaction to your recommendation) so do
not include a discussion of each if they are really not relevant.
a. How will the management team react to your recommendation? Will there be
resistance?
b. How will employees react?
c. What kind of investment will your plan require?
d. How do you expect competitors to react?
e. How will customers react?
f. How will suppliers react?
7) WHERE TO FIND YOUR DATA:
www.sec.gov – Check the Edgar filings. You will want to get the 10K annual report for
each competitor and your company and read this. It has a discussion by management about
how the company is performing and where it is headed. This also has the Balance Sheet
and Income Statement provided. This will allow you to calculate and compare certain key
ratios.
a. You and your team must decide which ratios are most important for this industry
and company. Don’t include a bunch of ratios that don’t make sense or aren’t
relevant to the problem or opportunity.
Company website – This usually provides a history of the company and may provide more
information about the way the company operates. NOTE: DO NOT PLAGIARIZE THIS
INFORMATION AND DO NOT SIMPLY REGURGITATE THIS INFORMATION,
CHANGING A FEW WORDS HERE AND THERE. Do not use your textbook as a
reference; this is not an acceptable reference.
There are some excellent databases at the library. Also, check Fortune, Businessweek,
Wall Street Journal and the financial page at Yahoo.
Ask a librarian about getting additional information. Industry information is sometimes
difficult to find. Ask them, it’s their job. Here is the library website: