Webster University and Shanghai University of Finance and Economics

Busn 6200 Strategy and Competition

Fall 1, 2013 Syllabus

Professor: Renee English

Email: [email protected]

Telephone: 487 2144 2790

Catalog Description The student examines the conceptual and practical aspects of business policies and policy decisions making by utilizing all the concepts, theories and tools that were presented in the previous courses. The student should be able to analyze and recommend a comprehensive and workable approach to the situation. The course should cover current business issues and developments.

Prerequisites All other core MBA courses.

Course Level Learning Outcome Expectation Outcomes 1. Students understand the Students can discuss the results of research important facts, terminology, that links strategic variables to firm concepts, principles, and theories in the area of Strategy. performance. Students can describe the various models and methods used to conduct external and internal analysis (e.g. SWOT, BCG, Porter, etc.)

2. Students can conduct industry Students can prepare a written analysis of a analysis to assess the relative business situation, including market market position of a firm or product division. structure, within the parameters of the Porter Five Forces Model or standard Economic Market Structures to assess market conditions.

3. The student will be able to use Students can determine the relative well- accounting and financial being of the firm and identify specific information to assist in their strategic analysis. performance problems (e.g. inventory management, debt load, etc.) based on financial statements. Students can determine whether the financial condition of the firm will allow the firm to pursue a desired strategy. 4. The MBA student will be able to Students can discuss quantitative tools that use quantitative tools to assist in can be used to assess competitive position the analysis of the strategy of the and strategy. firm.

Students can identify situations when these quantitative tools can be helpful in the analysis. They can apply the tools and interpret the results.

5. The MBA student can address The MBA student will, when faced with an unstructured business problems unstructured business situation (through a that span multiple functional case or simulation), be able to identify the areas. key factors driving the problem or situation, the additional information needed to understand the situation, and to set priorities for decision and action.

Materials Strategic Management

By Fred David

13h Edition

Capstone® Business Simulation: the current Team Member Guide (download at Capsim.com®)

Comp-XM® (download from Capstone®)

$99 lab fee (billed to your student account) Grading Grading Case Presentation: 15%

Peer Evaluation: 10%

Capstone Simulation: 35%

Mensa, Inc: 15%

Comp-XM® 15%

Final Exam: 10%

A 93 - 100

A - 90 - 92

B + 87 - 89

B 83 - 86

B - 80 - 82

C 70 - 79

F 69 - 0

The GRADUATE catalog provides these guidelines and grading options:

 A/A– Superior graduate work  B+/B/B– Satisfactory graduate work  C Work that is barely adequate as graduate-level performance  CR Work that is performed as satisfactory graduate work (B– or better). A grade of "CR” is reserved for courses designated by a department, involving internships, a thesis, practicum or specified courses.  F Work that is unsatisfactory  I Incomplete work  ZF An incomplete which was not completed within one year of the end of the course. ZF is treated the same as an F or NC for all cases involving G.P.A., academic warning, probation, and dismissal.  IP In progress  NR Not reported  W Withdrawn from the course Policy Statements: University Policies University policies are provided in the current course catalog and course schedules. They are also available on the university website. This class is governed by the university’s published policies. The following policies are of particular interest:

Academic Honesty The university is committed to high standards of academic honesty. Students will be held responsible for violations of these standards. Please refer to the university’s academic honesty policies for a definition of academic dishonesty and potential disciplinary actions associated with it.

Drops and Withdrawals Please be aware that, should you choose to drop or withdraw from this course, the date on which you notify the university of your decision will determine the amount of tuition refund you receive. Please refer to the university policies on drops and withdrawals (published elsewhere) to find out what the deadlines are for dropping a course with a full refund and for withdrawing from a course with a partial refund.

Special Services If you have registered as a student with a documented disability at the Academic Resource Center (ARC) and are entitled to classroom or testing accommodations, please verify with your instructor at the beginning of the class that the instructor has received your accommodations letter from the ARC. If you a disability and need academic accommodations but have not been documented with the ARC, please contact Barbara Stewart at 314.968.7495 or [email protected] Contacting the ARC to complete ADA documentation is the only way to ensure you may receive reasonable accommodations.

Weekly Schedule Week 1 Chapter Readings: None Capstone: Register at capsim.com, download the Team Member Guide Practice Round 1 is to be completed Thursday, 10 p.m. China time. Assignment: Completion of Capstone® Rehearsal Tutorial and Quiz and processing the Rehearsal Round and the fours tutorials and quizzes (the Introductory Lesson, Human Resources, TQM and Labor Negotiations) that go with the tutorials by Sunday night at the end of Week 1.

Week 2 Chapter Readings: Chapter 2, The Business Vision and Mission Assignments: Complete the assigned rounds Capstone: Practice Round 2 due Monday, 10 PM China time (CT); Practice Round 3 due Thursday evening 10 P.M. CT Weekly Discussions Week 3 Chapter Readings: Chapter 3: The External Environment.. Real round 1 due Thursday, 10 P.M. CT

Week 4 Chapter Readings: Chapter 4: The Internal Assessment Capstone: Real Round 2 due Thursday, 10 P.M. CT Weekly Discussions Week 5 Chapter Readings: Chapter 5: Strategies in Action Capstone: Real Round 3 due Monday, 10 PM; Real Round 4 due Thursday, 10 P.M. CT Weekly Discussions Week 6 Chapter Readings: Chapter 6: Strategy Analysis and Choice and Chapter 7: Implementing Strategies: Management and Operations Issues. Capstone: Real Round 5 due Monday, 10 PM; Real Round 6 due Thursday, 10 P.M. CT. Please note: Please spend time this week preparing your Team Case Study Weekly Discussions Week 7 Chapter Readings: Chapter 8: Implementing Strategoes: Marketing, Finance, Accounting, R&D, and MIS Issues; Chapter 9: Strategy Review, Evaluation, and Control. Capstone: Round 7 due Monday 10 P.M. CT. Round 8 due Thursday, 10 P.M. CT Assignments: Case: Mensa, Inc. Weekly Discussions Week 8

Comp-XM® starts (self-paced) Assignments: The only assignment this week is to work on Comp-XM® Weekly Discussions Week 9 Comp-XM® to be completed by 4 p.m. Tuesday of week 9. Final Exam