smo 441 business strategy

SMO 441, B1– Course Syllabus of 16 Winter Term 2016

SMO 441

BUSINESS STRATEGY

Winter Term 2016 – Lec B1

Tuesday & Thursday 12:30-13:50, BUS 2-09

Instructor: Youngbin Joo Office: BUS 2-29

Phone: (780) 907-7974 Office hours: Thursdays 14:00-15:00

Email: [email protected] or by appointment

Prerequisites: FIN 301; MARK 301; and SMO 201, 301 or 310

Required Materials:

CAPSIM Capstone® Simulation ($53.99 US): http://www.capsim.com

SMO 441 Case Pack Available @ https://www.iveycases.com/Coursepack.aspx?id=8405

Course Web Site: https://ulearn.ualberta.ca/webapps/login

Course Objectives

“You miss 100% of the shots you never take.” - Wayne Gretzky

“If you know the enemy and know yourself, you will win all battles.” – Sun Tzu

To introduce and apply major concepts and frameworks in business strategy.

To improve your ability to make strategic decisions, individually and in a team

setting.

To improve your ability to recognize and respond to threats and opportunities

across industries, markets, and social conditions.

To integrate your knowledge of strategy to understand business relationships in

your interest area.

http://www.capsim.com/

https://ulearn.ualberta.ca/webapps/login


Design of the Course

Business Strategy is one of the capstone courses in the undergraduate business

curriculum. It focuses on the development and implementation of organizational

strategies across industries, markets and social conditions. Strategic decisions include the

assessment of a situation and the development, selection and implementation of an

alternative. The contexts in which these decisions are made can vary from highly

competitive (e.g. intra-industry competition among small, equal manufacturing

companies), to cooperative (e.g. mergers and acquisitions or strategic alliances), to highly

constrained (e.g. environmental regulation). The overall aim of this course is to

understand the dynamics of a wide variety of business relationships and to improve your

ability to address strategic problems that you are likely to face as a manager, entrepreneur

and leader.

The course is in two parts. The first part of the course is designed to address competitive

strategies within an industry. The main component of this part of the course will be the

integrated CAPSIM Capstone Simulation where student teams will compete against each

other to design and implement strategies within a single industry. At the end of the

CAPSIM® simulation, you will be asked to present the results of your strategic decisions

and actions, and reflect on how these might be improved in the future. The content in the

first part of the course may also be useful to you in your final project. The second part of

the course is designed to integrate strategic frameworks to address business relationships

across industries and social conditions. In this last part students will apply the knowledge

developed throughout the course towards understanding strategic relationships in their

industry of their choice.

This is a capstone course and is quite intense in terms of personal commitment and

workload. However, the intensity and nature of the workload will change as the course

proceeds. In particular, the highly structured portion of the class is front-loaded and is

team-based. The reason for this is to make students fluent in basic strategy concepts early

on, while finding support from other students. As the course moves past this first phase,

the course will be more fluid and is designed to allow students to explore and develop

strategic thinking within the context of their own industry interests. It is important that

students set their expectation for this course appropriately. I am free to discuss these

expectations throughout the semester.


Design of Classes The classes are designed to complement a variety of learning styles through readings,

cases, exercises and student participation. While the course is divided into three main

themes, each week typically has a topic with 2-3 readings and a case. Occasionally I may

add an additional reading if I find something new that seems relevant and valuable.

In the first part of the course, the readings and cases are heavily dominated by issues in

competitive strategy. These readings and cases should be complementary to the CAPSIM

simulation exercises that occur during the initial weeks. As the course moves into issues

of technology strategy, strategic relationships and market strategies, there will be more

emphasis on the frameworks and discussion of the cases. Occasionally I will bring in

news items to supplement the topics described in the course syllabus.

Participation and personal contributions are important and evaluated. I place high value

on participant-centered interactive classes as participation adds substantially to variety in

each class and helps you to practice and sharpen your own voice. Students often

volunteer to present on topics they know about or on some critical strategic issue in

organizations in which they have worked. If a student is interested in a particular theme

area or case I am happy to explore ways to bring that into class. This is an excellent way

for students to test ideas for their final “strategic relationships” paper.

Evaluation

Evaluation in the course will be based on three sets of assignments weighted as follows:

ASSIGNMENT WEIGHT DUE DATE

1. COMPETITIVE STRATEGY WITH CAPSIM (45%)

Capsim Practice Rounds 5% Jan 19, 21

Capsim Mini Strategic Plan 10% Jan 26

Capsim Tournament Performance 15% See Class Schedule

Presentation of Capsim Strategy and Results 15% Feb 23 and 25

2. INDIVIDUAL CLASS CONTRIBUTION (25%)

Individual Memo (2@5%) 10% See Class Schedule

Individual Attendance & Participation 15%

3. FINAL STRATEGIC RELATIONSHIPS PAPER (30%)

Use of Strategy Frameworks 10% April 7

(due last day of

class) Strategic Plan 10%

Information Richness 10%


Details on Evaluated Components

1. Competitive Dynamics with Capsim® (45% Total)

Our class will be organized into one or two industries typically of five companies per

industry. Each one of these companies will be managed by a team of typically four

individuals. Teams will be assigned randomly by the instructor. Each week, your team’s

company will make a set of R&D, production, marketing, and financial decisions in order

to complete one or two Capsim® “rounds.”

Each student will complete, individually, the CAPSIM® Getting Started modules and

will complete the Rehearsal Tutorial (2 rounds). Once teams have been formed, each

team will complete two Practice Rounds that are reflective of the actually competition. At

the end of the practice rounds the simulation will be reset, and the actual competitive

simulation will begin. There will be six official rounds of the Tournament Simulation.

See the Course Schedule for details on the timing of the practice and actual rounds.

During the simulation, I will have several roles: I will guide you through the basics of the

simulation, monitor your progress though the milestones in the simulation and syllabus,

evaluate and offer feedback on your Capsim® strategic plans and performance, provide

information in a timely manner, and facilitate the fair play in the game. However, one

role that I cannot take on is that of technical manager. For technical assistance, please

submit a support ticket to MSI® or call them toll-free at 1-888-472-7554.

Full participation in Capsim® is very important for the team to function effectively. To

encourage full participation I require that each student individually practice the Rehearsal

Tutorial and Quiz that are available to learn the simulation. The Capsim® website tracks

the rehearsal practice rounds – students that do not complete the rehearsal and quiz may

individually lose up to 5% of their total Capsim grade®. Please practice!

CAPSIM® Getting Started, Rehearsal Tutorial and Practice Rounds (5%)

Full participation in CAPSIM® is essential for the team to function effectively. To ensure

all team members understand how CAPSIM® works, each student will individually

complete the Getting Started Module and the Rehearsal Tutorial (2 rounds). As teams you

will then complete two Practice Rounds. The CAPSIM® website tracks the rehearsal

tutorial (2%) and the practice rounds (3%).

Capsim® Mini Strategic Plan (10%)

Each team will write a Mini Strategic Plan that it will submit at the start of the

Tournament Game (the full simulation). The plan will be 5 pages maximum, with a

minimum of 3 pages of text, following the general formatting guidelines.

The plan that I am requesting does not have to follow a strict script or recipe. It should

reflect your team and your team’s strategy, both in form and content. Nevertheless, each

plan should cover some key strategic questions: (1) “What are your performance

objectives?” (2) “What is your overarching strategy for achieving them?” and (3) “How

do you intend to implement your strategies through six rounds of play?” Your answers


should follow a logic that is both coherent and convincing. I encourage you to consult the

Hambrick and Fredrickson reading on “Are You Sure You Have a Strategy?” to see if

their frameworks are useful. I also encourage you to design charts and tables to help

strengthen your arguments. The Mini Strategic Plan will be evaluated using the criteria

below:

Objectives and Strategies Strategic Content (3%)

1. Clear performance objectives are provided

2. Strategy is clearly described and linked to objectives

3. Creative presentation of strategy

Tactics/Implementation (4%)

1. Implementation of the plan is clearly linked to strategy

2. Details are provided clearly, using supporting figures and diagrams

3. Creative tactics are considered

4. Team organization is discussed

Quality of Writing (3%)

1. Clear organization

2. Good grammar

3. Good flow and the sections are weighted well

Capsim® Tournament Performance (15%)

To grade your team’s CAPSIM® performance, I will use the CAPSIM® “balanced

Scorecard” reports. The measures in this report are common internal and external

performance measures and they are all discussed in detail in the CAPSIM® overview

booklet. Your grade will be based on your cumulative final points in the Balance

Scorecard and will be used to form a benchmark for an average grade.

The range of grades is based on how much better (or worse), in the instructor’s wisdom,

the other teams have done relative to the average benchmark. Industry dynamics will be

different, so performance scores will be relative to the industry average and not compared

across industries. Team performance grades may be provided to the class.

Round 1 2 3 4 5 6

Due by Jan 27

10 PM

Jan 31

10 PM

Feb 3

10 PM

Feb 7

10 PM

Feb 10

10 PM

Feb 14

10 PM

Presentation of Your Capsim® Strategy and Results (15%)

Following the last round of Capsim®, each team will present their actual results in

Capsim®. You will present to me as the Chair of your company’s board, plus typically

one visitor as an outside major shareholder, and to the other members of class as if they

were outside minor shareholders. You will want to design your presentation so that we

are convinced to remain shareholders! This is an opportunity for teams to practice a

formal, professional presentation of business results. I encourage all students to read Guy

Kawasaki’s (2008) notes in “Reality Check” and to try out some of his recommendations

on achieving a high quality presentation.


o Please load whatever software you will use prior to class. Check whether

your presentation will work or not with our machine.

o Your presentation will be 15 minutes long.

o Your presentation should address key critical questions, such as:

o What was your original team strategy and how did you intend to

implement it?

o How did your team actually perform?

o What were some critical moments or decisions that affected your

performance?

o What you would do next, assuming, for example, that you had more

rounds to play?

o The presentation grade will be a team grade. Not everyone needs to speak, but

you will be graded on your ability to coordinate and use your team effectively.

o Each team will have 5 to 7 minutes to field one to three questions asked by the

panel (the visitor). Following all presentations, if there is time, the audience can

ask questions.

o Note: Typically there is only time for one industry to present per class. I will try

to accommodate teams but if there are highly conflicting needs, I will assign dates

and team ordering randomly.

The presentation will be evaluated using the following criteria:

ITEM/POINTS 1 2 3

Description of

starting strategy

Strategy not described;

no implementation

tactics

Strategy described;

implementation unclear

Strategy described;

clear rationale;

implementation tactics

described

Description of

company

performance

Performance not /

poorly described

Performance described.

Poor use of data (e.g.

link between data and

performance is unclear)

Excellent presentation

of performance (clear,

relevant data included

and linked to

performance outcomes)

Analysis of

company

performance

No analysis Superficial analysis Strong analysis of what

went right, what went

wrong

Discussion of

next steps &

questions

No discussion.

Questions answered

poorly.

Superficial discussion

of what company will

do next.

Superficial responses to

questions (excessive

use of jargon)

Good discussion of

what company will do

next to ensure

performance.

Clear responses to

questions

Timing Presentation not

completed on time

Presentation completed

on time

Total


2. Individual Class Contribution (25% Total)

INDIVIDUAL 2-PAGE CASE MEMOS (2 memos, 5% each = 10%)

You will select two cases listed in the Course Outline: your first case will be selected

from Part 1 (Competitive Strategy: Jan 4 – Feb 25) and your second case will be selected

from Part 2 (Strategic Relationship: Mar 1 – Apr 7). You would like to choose cases

relevant to your final project. Memos must be submitted to ULearn by the beginning of

the Thursday class in which the case is to be discussed. You are expected to actively

participate in the class discussions on the days your case memos are presented, as I will

consider you an ‘expert’ for that case. Each memo is worth 5% of your course mark.

Your write-up should address the following areas: important problems, decisions or

issues, analysis of underlying causes of issues, and a set of clear recommendations,

supported by your analysis. Although company websites and other outside sources may

be used to gain a better understanding of the industry or company, your memo must

primarily rely on the information given in the case. Memos are to be a maximum of 2

pages (not including your name and a title page); double-spaced, 1 inch margins, 12 pt.

font.

INDVIDUAL ATTANDANCE AND PARTICIPATION (15%)

Your active involvement in classroom activities will enhance your own and your

classmates’ learning experience. It is very important that the student is engaged with the

material and understands other perspectives. I include a participation grade to encourage

students to get the most from this class by bringing their voices and interests into the

discussion and engaging with others in the class. I will randomly check attendance after

the first week of the term. Every absence beyond 2 missed classes will significantly

impact your class participation grade. The individual participation will be evaluated using

the following criteria:

POINTS

0- 10 - Frequently absent from class

11 - Very infrequent involvement in discussion.

12 - Does not offer to contribute to discussion, but contributes to a moderate

degree when called on.

- Sporadic involvement.

13 - Contributes well to discussion in an ongoing way: responds to other

students' points, thinks through own points, questions others in a

constructive way

- Offers and supports suggestions

14 - - Contributes in a very significant way to ongoing discussion:

- Keeps analysis focused, responds very thoughtfully to other students'

comments,

- Helps class analyze approaches


3. Final “Strategic Relationships” Paper (30% Total)

The final assignment is an individual critique of a company’s strategy. Decide what

company you would like to learn more about. The 10-page maximum Strategy Critique

Paper must be submitted to ULearn by 11:00 AM on April 7th. If you decide to work as a

team (the maximum size of a team is 2 students), the final paper will be the 15-page

maximum. The Strategy Critique Paper should assess an organization’s existing strategy,

and consider how the strategy could be improved so as to add value to the organization

(remember to define what you mean by ‘adding value’).

There are three goals of the final “strategic relationships” paper. The first goal is to

analyze and articulate the existing strategies of the firm you are interested in. The second

goal is to integrate major concepts and frameworks applied throughout the course to

understand business relationships in your interest area. Last, the third goal is to cultivate

your own perspective as a strategic decision maker. The overarching purpose of the final

project is to make this course relevant to your interests. The topics of the final project

will be developed in the following manner:

1. Feb. 2 (Tues): Pick companies (or an industry) you would like to learn more about.

You would like to choose a company that has relevance to you in terms of your future

career and/or personal experience.

2. Mar. 1 (Tues): Provide a one paragraph explanation of your choice of a company,

including why it is interesting to you and how you would potentially study (not graded).

3. Mar. 15 (Tues): Provide a one page progress report, including key frameworks and

strategic situations (not graded).

4. Mar. 24 (Thurs): Meet instructor, if necessary.

The final paper will be evaluated using the criteria below:

Use of Strategic Frameworks (10%)

1. Interesting strategies identified and assessed

2. Good use of organizational example and good detail to illustrate strategies

3. Effects on firm performance are clear and well-defended

Strategic Plan (10%)

1. Creative/clever ideas about future relationships

2. Pros and cons discussed

3. Implementation considered

Clarity and Information Richness (10%)

1. High quality/creative appearance

2. Well-organized, with nice flow

3. Information richness in Tables/ Appendices

4. Figures support analyses in depth/breadth


THE ADMINISTRATION OF THE COURSE

Written Assignments: Format and Submission

All written assignments should be 12-point font, double-spaced with one-inch margins all

around. Case memos should be no more than 2 pages; your final paper should be no more

than 10 pages. Diagrams and tables should be referenced in the main text of the

document, but included in an appendix. All references must be cited. The page count

does not include a title page, appendix pages, or reference pages. Written assignments are

due by 11:00 AM on the due dates listed in the course outline. Please submit your work

electronically to ULearn. Please note that ULearn records the date and time of electronic

submissions. Hardcopy assignments will not be accepted, unless previously arranged.

Late and Missed Assignments Policy

I generally follow the university guidelines for missed or late assignments

(http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic-

Regulation/23.3.html). However, due to the timing and nature of the CAPSIM

tournament rounds, and because I will integrate your case memos into class discussions,

take note of the following:

• Late CAPSIM® Mini-Strategic Plans will receive a 0% grade.

• CAPSIM tournament rounds are due at 10:00 PM on the due date. If you miss this

deadline, you miss the round.

• Case memos will receive 0% if not handed in by 11:00 AM on the Thursday of the

week the case is discussed.

• The Strategy Critique Paper will lose 20% of its final grade for every day it is late (due

by 11:00 AM, April 7, 2016).

• No assignments will be accepted more than 7 days after the due date. Contact me at

least one day prior to the due date and time if you have concerns about any due dates.

Alternate arrangements may be possible, but only under extenuating circumstances.

Grading

All grading will be done by the instructor. Detailed grades will be posted on uLearn as

soon as they are computed. Please review them and send any feedback about any

potential errors. You are welcome to discuss your individual class performance and

standing in the course with me during my office hours. On e-mail request I will provide

detailed comments on the final paper.

Grade Distribution

I will follow the official grading policy found in §23.4(4) of the University Calendar.

Grades will be calculated using a combination of the recommended distribution and

absolute measures. If the class as a whole is highly engaged, lower grades will be rare

and the class distribution will be higher than guidelines.

Note that within the course, we will often use % grades for assignments. The percentage

grades approximately translate as follows: A+ = 95% +, A = 90% +, A- = 85% +, B+ =

80% +, B= 75% +, B- = 70% +, C+= 65% +, C=60% +, C- = 55% +, D+= 50% +. A

score less than 50% will be a fail.

http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic-Regulation/23.3.html

http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic-Regulation/23.3.html

http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic-Regulation/23.4.html#23.4

http://www.uofaweb.ualberta.ca/9to4/nav02.cfm?nav02=17204&nav01=17197


UNIVERSITY COURSE PROCEDURES AND POLICIES Policies about course outlines can be found in §23.4(2) of the University Calendar.

Missed Assignments: Approval for an excused absence from term work is at the

discretion of the instructor as per §23.3(1) of the University Calendar. Any student who is

incapacitated because of illness, is suffering from severe domestic affliction, or has other

compelling reasons (including religious conviction) may apply for an excused absence

for a missed assignment. In fairness to other students, I will rarely accept excuses once an

assignment deadline has passed.

Appropriate Conduct: My goal in this course is to create a supportive environment for

learning based on open, constructive debate. This requires all of us to be engaged with

the material and with each other in a professional manner, with courtesy and respect for

each other’s individuality. Discrimination, malicious criticism, and disruption of class are

examples of conduct that are not acceptable.

Academic Integrity: The University of Alberta is committed to the highest standards of

academic integrity and honesty. Students are expected to be familiar with these standards

regarding academic honesty and to uphold the policies of the University in this respect.

Students are particularly urged to familiarize themselves with the provisions of the Code

of Student Behaviour (online at www.governance.ualberta.ca) and avoid any behaviour

which could potentially result in suspicions of cheating, plagiarism, misrepresentation of

facts and/or participation in an offence.

Plagiarism is not tolerated. Students should familiarize themselves with the University of

Alberta’s policy on plagiarism

(http://guides.library.ualberta.ca/content.php?pid=62200&sid=457651).

Special Needs: Please let me know if you have special needs that may require some

modification of seating, testing or other class requirements so that appropriate

arrangements can be made. Please see me before or after class. Special arrangements

must be made before any assignment due dates have passed.

Contacting me outside class times & office hours: The best way to contact me is via e-

mail, indicating your class number (e.g., SMO 441: Mini-Strategic Plan). For questions

that are applicable to all SMO 441 students, I will raise the issue in class so that everyone

has access to the same information.

University Policy on Recording: Audio or video recording of lectures, labs, seminars or

any other teaching environment by students is allowed only with the prior written consent

of the instructor or as a part of an approved accommodation plan. Recorded material is to

be used solely for personal study, and is not to be used or distributed for any other

purpose without prior written consent from the instructor.

http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic-Regulation/23.4.html#23.4(2)

http://www.registrar.ualberta.ca/calendar/addendum.html#23.3

http://www.governance.ualberta.ca/


Class Schedule

PART 1: Competitive Strategy

DATE READINGS DUE Jan. 5

WELCOME AND

INTRODUCTION

Jan. 7

WHAT IS

STRATEGY?

Porter, M.E. 1996. What is Strategy? Harvard Business Review,

74(6): 61-78.

Hambrick, D.C. & Fredrickson, J.W. 2001. Are you sure you have

a strategy? Academy of Management Executive, 15(4): 48-59.

CAPSIM Manual

Jan. 12

EXTERNAL

ENVIRONMENT

Porter, M.E. 2008. The Five Competitive Forces that Shape

Strategy. Harvard Business Review. 86(1): 78-93.

Grundy, T. 2006. Rethinking and Reinventing Michael Porter’s

Five Forces Model. Strategic Change, 15: 213-229.

Register for CAPSIM ®

(http://www.CAPSIM.com).

CAPSIM® Getting Started and Rehearsal

Rounds (Individual orientation)

Jan. 14

EXTERNAL

ENVIRONMENT

CASE: Tim Horton

Case memo due by 11:00 AM

CAPSIM® Getting Started and Rehearsal

Rounds (continued)

-- Complete rehearsal tutorial (2 rounds)


Jan. 19

INTERNAL

CAPABILITIES

Barney, J.B. 1995. Looking inside for competitive advantage.

Academy of Management Executive, 9(4): 49-61.

Miller, D. Eisenstat, R. and Foote, N. 2002. Strategy from the

Inside Out: Building Capability-Creating Organizations.

California Management Review, 44(3): 37-54.

CAPSIM ® teams assigned in class

CAPSIM ® Practice Round1 --- due by

10:00 PM, Jan. 20 (Wed)

Jan. 21

INTERNAL

CAPABILITIES

CASE: LEGO


CAPSIM ® Practice Round 2 --- due by

10:00 PM, Jan 24 (Sun)

Jan. 26

STRATEGIC

LEADERSHIP

Ireland, R.D. and Hitt, M.A., 1999. Achieving and maintaining

strategic competitiveness in the 21st century: The role of strategic

leadership. Academy of Management Executive, 13(1): 43-57.

Collins, J.C. and Porras, J.I., 1996. Building your company's

vision. Harvard Business Review, 74(5): 65-77.

CAPSIM® Mini-Strategic Plan (due by

11:00 AM)

CAPSIM® Round 1 --- due by 10:00 PM,

Jan 27 (Wed)

Jan. 28

STRATEGIC

LEADERSHIP

CASE: Colin’s Car Detailing



Jan 31 (Sun)


Feb. 2

TECHNOLOGY

STRATEGY

Kim, W.C. and Mauborgne, R., 2004. Blue Ocean

Strategy. Harvard Business Review, 82(10): 76-85.

Mankins, M.C. and Steele, R. 2005. Turning Great Strategy into

Great Performance. Harvard Business Review, 83(7): 64-72.

Pick a company for final project


Feb 3 (Wed)

Feb. 4

TECHNOLOGY

STRATEGY

CASE: Samsung



Feb 7 (Sun)

Feb. 9

COMPETITION IN

RETAIL

Chesbrough, H., 2010. Business model innovation: opportunities

and barriers. Long Range Planning, 43(2): 354-363.

Amit, R. and Zott, C. 2012. Creating value through business model

innovation. MIT Sloan Management Review, 53(3): 41-49.


Feb 10 (Wed)

Feb. 11

COMPETITION IN

RETAIL

CASE: ZARA



Feb 14 (Sun)

Feb. 16/18 Reading week

Feb. 23 CAPSIM Presentations – Industry 1 (15 minutes / group)

Feb. 25 CAPSIM Presentations – Industry 2 (15 minutes / group)


PART 2: STRATEGIC RELATIONSHIPS

DATE READINGS DUE

Mar. 1

TURNAROUND

STRATEGY

Hamel, G. and Valikangas, L., 2003. The quest for

resilience. Harvard Business Review, 81(9): 52-65.

Gulati, R., Nohria, N. and Wohlgezogen, F., 2010. Roaring out of

recession. Harvard Business Review, 88(3): 62-69.

Submit one paragraph explanation for

final project (not graded)

Mar. 3

TURNAROUND

STRATEGY

CASE: Two Major Alberta Orchestras


Mar. 8

COORDINATION

WITH

STAKEHOLDERS

Clement, R.W. 2005. The lessons from stakeholder theory for US

business leaders. Business Horizons. 48: 255-264.

Porter, M.E. and Kramer, M.R., 2006. Strategy and society: The

link between competitive advantage and corporate social

responsibility. Harvard Business Review, 84(12): 78-92.

Mar. 10

COORDINATION

WITH

STAKEHOLDERS

CASE: Lululemon



Mar. 15

CUSTOMER-

DRIVEN

STRATEGY

Ireland, R.D., Hitt, M.A., Camp, S.M. and Sexton, D.L., 2001.

Integrating entrepreneurship and strategic management actions to

create firm wealth. Academy of Management Executive, 15(1):

49-63.

Johnson, M.W., Christensen, C.M. and Kagermann, H., 2008.

Reinventing your business model. Harvard Business

Review, 86(12): 57-68.

Mar. 17

CUSTOMER-

DRIVEN

STRATEGY

CASE: Twitter


Mar. 22

INTERNATIONAL

STRATEGY

Ghemawat, P., 2001. Distance still matters. Harvard Business

Review, 79(8): 137-147.

Hart, S.L. and Christensen, C.M., 2002. The great leap. Sloan

Management Review, 44(1): 51-56.

Mar. 24 No Class Office hour: 1230-1500 — one-to-one

discussion for the final project

Mar. 29

INTERNATIONAL

STRATEGY

Case: Tesla



Mar. 31

STRATEGY AND

SUSTAINABILITY

Porter, M.E. and Van der Linde, C., 1995. Green and competitive:

ending the stalemate. Harvard Business Review, 73(5): 120-134.

Hart, S.L. and Milstein, M.B., 2003. Creating sustainable

value. Academy of Management Executive, 17(2): 56-67.

Apr. 5

STRATEGY AND

SUSTAINABILITY

CASE: Suncor


Apr. 7

LAST DAY OF CLASS Strategic Relationships Paper (due by

11:00 AM)

_______________________________________________________________

Note: This syllabus may be subject to minor modifications (January 5th

, 2016).

smo 441 business strategy

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