Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University BUSMHR 4490 Strategic Management Spring, 2015 Recitation: Thursday (3797) 12:45 pm – 2:05pm, 315, SB Hall (3801) 2:20pm – 3:40 pm, 319, SB Hall Professor: Nilesh Khare email: [email protected] Office hours: Wednesday 1:00 pm to 3:00 pm, or by appointment Office: 307, Fisher Hall Phone : (614) 688-1047 Course Prerequisites Strategy courses rely on the knowledge of all of the major areas of business studies such as finance, accounting, marketing, operations management, HR etc. Two most important components of this course— case analysis and formulation of strategic recommendations— will require you to draw on all of your knowledge accumulated during your business studies. If you have any concerns about the prerequisites for this course, please contact the instructor. In addition, you are expected to demonstrate a high level of sophistication in analytical and communication skills. Required Materials Textbook: Strategic Management, by Frank T. Rothaermel, McGraw- Hill 2013 (as instructed in the lecture section selected chapters are available in a special book for the course). Course Pack: All assigned cases are available for online purchase from Harvard Publishing at: https://cb.hbsp.harvard.edu/cbmp/access/32265272 From this page you must first register and then you will be provided the opportunity to purchase the readings. Additional Readings: are available for free download via the Business Source Complete research database, which is accessible through the OSU Thompson Library website. Appendix A to the syllabus provides instructions on how to download these articles. Assume that all readings mentioned above and additionally distributed in class or made available via Carmen are required readings unless otherwise specified. You will be expected to draw on all material in your class discussion and assignments. Course Introduction & Objectives This course covers two big topics: business strategy (strategic management of individual businesses) and corporate strategy (strategic management of issues specific to the multi-business firm). We specifically examine the following topics: 1 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Business Strategy: What is strategy? External Analysis and Porter’s 5 Forces Value Added and Competitor Analysis Internal Analysis and the Resource Based View Generic strategies, and strategy formulation Corporate Strategy: Why do we have firms? What determines firm boundaries? When should firms expand into new markets? How should firms expand into new markets? In strategy, we take integrated view of the business, the viewpoint of a CEO, entrepreneur, or division general manager with responsibility for the overall business performance—usually P&L, profitability and growth relative to other competing firms over a per iod of time. From this perspective, we are faced with numerous choices that will directly impact revenue, cost, subsequent profitability and growth. Underlying this approach is the assumption that performance is influenced by the active management and guidance of the firm. This course is mainly targeted to help students understand and analyze the strategic issues, tradeoffs and performance targets develop strategies to help achieve performance targets. This course is pertinent for students who intend to pursue careers in general management, equity and fixed income research, investment banking, and venture capital etc. Notice that these are objectives, and are not guaranteed outcomes. Instructors can only facilitate your learning through lectures, and through discussions and exercises via recitation. It is up to you to take it upon yourself to accomplish your learning goals. You and your classmates must actively participate for this course to be a true learning experience!!! To achieve learning objectives, you are expected to come to class prepared to discuss each case on the scheduled date. This requires a thorough reading of each case prior to class. The instructor reserves the right to call on any student or group to answer questions regarding each case. EVERYONE is expected to prepare for ALL classes. It is an integral part of this course. You will have a chance to formulate coherent and systematic comments on strategic business issues, which will also be an integral part of your future job. IF YOU ARE NOT PREPARED, THE CLASS DISCUSSIONS WILL NOT BE VERY INTERESTING. Just reading a case is certainly a good start, but it is often not enough. Most cases have quantitative data, which can offer significant insight and add substantially to your understanding 2 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University of what is going on. Often, from looking at the empirical data, the reader finds out that all is not as it seems. ALWAYS LOOK AT THE ‘NUMBERS’ AND OTHER SUPPORTING MATERIALS. Work load: The University and College expectation is that students spend two hours outside of class for every hour spent in class. Since this course meets 3 hours per week, you should expect to spend 6 hours per week outside of class on course-related work. Course Structure The course consists of two distinct but related sections—a big lecture section and a recitation section. Lecture Section (40% of the final grade): Lecture sections are big sections delivered by Professor Ashton Hawk. Lecture section covers 40% of your grade and will be evaluated based on the content covered in the lectures. There will be no questions from the recitation. All concerns about the lecture should be addressed to Prof. Ashton Hawk. Recitation Section (60% of the final grade): The discussion section is run by Prof. Nilesh Khare. The recitation sections are small (usually around 40 students). You will be actively applying the ideas/concepts of the course to cases and will be actively engaged in case discussions. I am solely responsible for 60% of the course grade related to the recitation section. I will determine and assign the final grades in the course. Note that questions about your final grades in the course should be directed to me as your recitation leader. Grading Components: Percent From Lecture Section 40% From Recitation Section Three group written cases Individual written assignment Individual Class Participation presentation) 60% 30% 10% Total 20% (including 5% for 100% Final course grades will be assigned according to the following scale: Inte rval 100 – 93 92.99 – 90 89.99 – 87 86.99 – 83 82.99 – 80 Letter Grade A AB+ B B- 3 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University 79.99 – 77 76.99 – 73 72.99 – 70 69.99 – 67 66.99 – 60 59.99 – Below C+ C CD+ D F Group Formation Students will form groups of 4-5 membe rs (exceptionally 6 if needed). Group membership is voluntary; however, each group must reflect diversity in students’ declared major. If necessary the professor will make changes between groups to ensure that all have a balance across disciplines (e.g., finance, accounting, marketing, etc.). This requirement will help to ensure that each group is well rounded and best prepared for case assignments. The deadline for joining a group is Thursday, January 22, 2015. Please email the names of each member to the instructor before the class begins on January 22nd . Group Written Cases Each group will submit three written case assignments. Cases will be graded based on the quality and the extent to which you answer all of the assigned questions. Guidelines for Writing Cases presented in Appendix B to the syllabus. Style Requirements The body of the written cases may be up to 5 pages in length excluding a cover page and exhibits (limit up to additional 5 pages). Use a 12 point font and have one inch margins. Cases must be typed and double-spaced. Submitting your work: Write ups The printout of a case write-up is due at the beginning of the class the case is scheduled for discussion. P lease ALSO upload the electronic version into the CARMEN DropBox. Please staple all your work and include a cover sheet as the first page (not counted) with the section time/day, and the list of team members. Failing to follow these instructions will impact negatively your perceived professionalism. No make-up is available. Late case-write ups are not accepted. Team Peer Evaluation1 : All group members will receive the same grade that is assigned to the group; however, if a group member is not fulfilling his/her responsibilities on the written case, his/her grade will be downgraded using the average score. Please refer to Appendix C for peer evaluation form to rate the efficiency, productivity and contribution of the team members. These forms will be kept confidential and will not be shared with anyone else either in class or with the administration. Make sure your comments are honest and your criticisms are constructive. Peer evaluation form will be made available on Carmen. A drop box will also be 1 I may decide to use College of Business Peer Evaluation Survey results to assess your team contributions. You are required to provide explanations/comments when you choose to rate any of your team members on either extremes. 4 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University provided for you to upload your peer evaluation forms. Please upload these forms by April 21 st , 2015. College of Business’s Peer Evaluation Survey: An additional survey for your teamwork has been added to Carmen. You are required to complete this survey. These responses are collected anonymously. The responses to survey questions are available for all users, but the system does not report who made what response. You will find the survey under Activities > Survey > Undergraduate Teamwork Peer Evaluation. You are required to complete the survey for e ach team member. The survey will be open and available to you only between midnight Monday 4/20 through midnight Monday 4/27 (8 days). Group Case Presentation Each group will present one of the three written case assignments of your choice. No more than four groups may present a given case assignment. Presentations will be graded based on each group’s analysis, recommendations and the extent to which you adequately answer questions during the question and answer session. Standard oral presentation rubric is available on Carmen. Each group will have 15-20 (will be specified later) minutes for their presentation. Every member of a group must participate in the presentation and Q&A. Students will be individually graded for their presentation out of 5 points. Individual Written Assignment Each individual will be asked to select a firm with good performance but in an unattractive industry. Write a two page (double spaced, 12 font size, times new roman, 1” margins all around) explanation for its superior performance despite its unfavorable industry. Please do not select any firm that has been discussed in class as a case study. You are encouraged to include exhibits in support of your explanation (not more than 5 pages). Please include exhibits only if you refer to them in your explanation. Detailed guidelines are available on the recitation website on Carmen. Individual Participation Evaluation Most of your learning will occur in preparation for and participating via in class discussions of theory and cases. To enhance your preparation and learning, I strongly encourage you to use study groups to discuss the cases prior to class. To guide you in your preparation, this syllabus includes preparation questions for each case. Cold Calling: To provide strong incentives to prepare before class, I WILL COLD CALL STUDENTS FREQUENTLY, AND AT RANDOM. It’s a key part of the class. Cold call is not to embarrass, humiliate, catch off guard, or try to lower participation grades. Simply it is an adaptation of real- life work environment. You will most often than not be asked to provide your thoughts and comments during the course of a work-day. Cold calls provide you with opportunities to develop skills that would make you comfortable and confident in stating your perspective in a professional, concise, and qualified manner. I should also point out that most students typically tend to unde restimate -rather than overestimate-the worth of what they have to say. Thus, if you are ever in doubt, I encourage you to speak up instead of 5 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University staying quiet. If you are inadequately prepared to contribute to the discussion you may: 1. ask before class not to be called on, 2. pass when you are called, or 3. “wing it.” The above actions are listed in the order of increasing negative evaluation. Participation and Attendance You must be present to participate. However, I must stress the fact that being in class does not mean that you are also participating in the class. Checking email, texting, being active on social networking or surfing other websites during the class will result in a loss to your participation grade for that class session. Please utilize your technology accordingly. Sleeping as well as chatting away in class is equivalent to being absent. I will make notes to myself on your attendance. It helps me to learn your name faster if you sit in the same place every class period throughout the entire semester. Of course, name tags are welcome. Participation Evaluation Guidelines Each student will be evaluated by the professor and select group of students for his or her participation in each class. I will make notes to myself on your participation after each class. Your participation will be graded on the basis of both frequency and the level and quality of your contributions after each class I use a 0-4 point system to assign a value to your input for each class. Guidelines of assessing the quality of your participation : This course is as much about listening, learning to present and support your position as it is about learning tools and techniques of analysis. Therefore, there is a premium on active, enthusiastic, and informed participation based on the following broad indicators: Are the points made relevant to the discussion? Are the points made drawn from the theories, concepts, framework learnt in the course and clearly refer to them. Do they go beyond a mere recitation of case facts and are implications clearly drawn? Is there evidence of analysis rather than expression of opinions? Are the comments linked to those of others? Did the contribution further the class' understanding of the issues? Is the participant a good listener? What happens when your comment is not “correct”? Given that Strategic Management has its theories, concepts, tools and frameworks not all alternatives are equally appropriate or in other words “correct”. The accuracy of the strategic analysis is improved when the context is taken into account while applying the frameworks, which we will stress throughout the recitation portion of the course. As a business manager, it is important for us to learn to handle criticism and/or counterarguments with professionalism as it is to make valid points. Following tips often help in handling such a situation with professionalism. 6 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Remember that it is not personal. Concentrate on understanding why your point of view was not the right / appropriate / accurate one. Follow up with questions and comments to enhance your understanding of the correct explanation. Your participation will also be judged based on your ability to handle criticism/counter arguments/additional clarifications. The following broad indicators will be used: Is the participant non-combative when a counter-argument is made? Can the participant handle himself/herself with professionalism when he/she realizes that the comment was not correct? Or is the person adamant about it and tries to rationalize his/her way out of it? Remember, even if your comment turns out to be not so ‘right on the money’ it surely helps tremendously the whole class to learn from it and know why it was not the right way to go. Therefore, you would still get your participation points conditional on the degree of professionalism with which you handle being incorrect. Kindly note that repeated comments that are irrelevant and behavior that are distractive will count toward negative participation points. Because participation is a major component of your grade, I encourage you to come and talk with me at any time regarding your participation to date. Your over all participation score in the semester will be assessed based on the following criteria: 15 – Excellent participation – The student consistently attends class and consistently contributes to class discussions with unusually insightful comments in these discussions. The student participates actively within the group and performs assigned tasks in a timely manner. 12 – Good participation – The student consistently attends class and consistently contributes to class discussions. The student participates actively within the group and performs assigned tasks in a timely manner. 10 – Average participation – The student consistently attends class and inconsistently contributes to class discussions. The student participates actively within the group and performs assigned tasks in a timely manner. 5– Below Average participation – The student consistently attends class and inconsistently contributes to class discussions. The student inconsistently participates actively within the group and performs assigned tasks in a timely manner. 0 – Poor participation – The student inconsistently attends class and inconsistently contributes to class discussions. The student inconsistently participates actively within the group and performs assigned tasks in a timely manner. 7 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Absences/Make-ups There are no excused absences from your assigned case work without a written excuse from a doctor or the academic dean. If there is a serious scheduling conflict, please let me know well in advance. If you miss class for any reason you should contact me via voice mail or e-mail prior to the absence. However, merely contacting me does not mean that your absence will be excused. Absenteeism will affect your course grade adversely. Attendance Policy There is no make up for days missed. If you are absent or late for the class 10 minutes or more, you are counted as absent for that day. You can be absent for 2 days without incurring a penalty. If you are absent for 3 days, your participation grade will be lowered by 20%. If you are absent for more days, the following grade reduction will apply: 4 day absence, 30% to your participation grade and 20% to your case assignment score; 5 day absence, 50% to your participation score and 30% to your case assignment score. If you are absent from class for more than 5 days, you will earn a 0 participation score, and your case assignment write up grade will be lowered by 50%. Course Communication I use e- mail as the primary contact to enhance communication. Please feel free to contact me at my e- mail address ([email protected]). A Carmen website has been created for recitation section. Please check Carmen on a regular basis. I post updates and comments on the course website. This course website will also contain the course syllabus, discussion questions, assignment information, and other announcements. When appropriate, this information will also be sent to you via email. Grade Appeal Policy I am responsive to student concerns regarding grading; you may appeal a grading decision for an assignment. Appeals must be submitted within one week of the day the assignment was returned. All appeals must be in writing, and must contain the following: (a) clear identification of the part(s) of the assignment you are appealing; (b) an explanation for why you believe your answer was graded inappropriately; and (c) support for your position. The instructor will respond in writing within one week of receiving each appeal. There will be no grading appeals after the one-week deadline has passed. Students who are concerned about their class performance should contact me as soon as possible. I will work with you to improve your grade. I find it difficult to be sympathetic to students who approach me during the last week of the semester looking for extra points to enhance their grades. Fisher Student Standards of Conduct According to the Standards of Conduct of the Fisher College of Business, students are expected to: Represent themselves truthfully in all situations; Conduct themselves in a manner that does not seek to gain an unfair advantage over other members of the Fisher community; Demonstrate respect for all property that does not belong to them; Be personally accountable for one’s own actions. 8 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Students are expected to be acquainted with the Standards, to adhere to the letter and spirit of the Standards, and to take action when witnessing a breach of the Standards. In this course, a violation of these standards includes but is not necessarily limited to (it is your responsibility to seek clarification of any “gray” areas): Discussing, reviewing, or receiving notes/papers on any assignment with students who have taken the class previously (either in another section or in a prior year). Submitting papers that do not exclusively include individual or group work. Using any assignment in this course in fulfillment of an assignment in another course without prior written consent of both professors. Disability Policy Students with disabilities or requiring special accommodations must notify me of such needs at the beginning of the quarter. You should work directly with The Ohio State University Office of Disability Services (ODS). ODS is expert at working with individual students to provide the appropriate assistance. Should you require special instruction for the course, please provide a written request from the ODS. We will then work with ODS to develop a plan for how you will meet the requirements of the course. Look forward to your participation in making it a fun filled learning expe rience for all! 9 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University About the Instructor Professor Nilesh Khare teaches, conducts research, consults corporate and delivers management development programs. He earned a PhD in Business Administration with a focus on Strategic Management at the Ohio State University, in May 2010. He holds an MBA in Finance & Marketing, and CFA from ICFAI Business School, Hyderabad, India, and BE in Electronics and Telecommunication from National Institute of Engineering from Jaipur, India. Professor Khare worked primarily with consulting majors such as PwC, KPMG, and the Henley Center for a decade before starting his Ph D in 2004. He also ran a dotcom for two years. Professor Khare’s research focuses on the issues related to firm boundaries. He also researches in the areas related to business as an agent for social benefits such as microfinance, CSR, and poverty alleviation. 10 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University List of Required Cases and Additional Readings Course pack cases and readings are available https://cb.hbsp.harvard.edu/cbmp/access/32265272 for online purchase at: Course Pack Cases Cola Wars Continue: Coke vs. Pepsi in 2010. David B. Yoffie and Renee Kim, Harvard Business School Publishing: No. 9-711-462 Apple Inc. in 2012. David B. Yoffie and Renee Kim, Harvard Business School Publishing: No. 9-712-490 Ducati: In Pursuit of Magic (A). Jordan Mitchell and Bruno Cassiman, IESE Business School, University of Navarra. No. IES168 Samsung Electronics. Jordan I. Siegel and James Jinho Chang. Harvard Business School Publishing. No. 9-705-508 Walt Disney: The Entertainment King. Michael G. Rukstad and David Collis. Harvard Business School Publishing. No. 9-701-035 Honda-Rover (A): Crafting an Alliance. Ashish Nanda, James K. Sebenius, and Ron S. Fortgang. Harvard Business School Publishing. No. 9-899-223 Newell Co.: Corporate Strategy. Cynthia A. Montgomery and Elizabeth J. Gordon, Harvard Business School Publishing: No. 9-799-139 eBay’s Strategy in China: Alliance or Acquisition. Jiangyong Lu, Zhigang Tao. Asia Case Research Center. No. HKU701 Course Pack: Readings Robert F. Bruner. “Note to the Students: How to Study and Discuss Cases”. Darden Business Publishing, UV0116. Joan Magretta. “Understanding Michael Porter: The Essential Guide to Competition and Strategy Ch. 3-- Competitive Advantage: The Value Chain and Your P&L”. Boston, MA: Harvard Business Review Press. Additional Readings: Kindly refer to Appendix A. These readings are available for download for free from Business Source Complete research database via Thompson Library. 11 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Course Outline at a Glance Recitation Course Schedule Summary Table Sp 2015 Week Date 1 Th 1/15 2 Th 1/22 3 4 Th 1/29 Th 2/5 5 Th 2/12 6 Th 2/19 7 8 Th 2/26 Th 3/5 9 10 Th 3/12 Th 3/19 11 Th 3/26 12 Th 4/2 13 Th 4/9 14 Th 4/16 15 Th 4/23 Discussion Section Reading Assignments/ Due dates/ Reference articles Prior preparation: Review core functional (Finance, Operation, Marketing etc.) concepts. And read “What is strategy?” by Michael Porter. And “Perils of Bad Strategy” by Richard Rumelt Read Case Analysis Handout for Section Introduction and Overview Week 2. Form Groups Due: Email on group me mbers Intro to Case Analysis (Rothaermel – How and preference for CA to conduct a case analysis) presentation Case: Cola Wars Continue: Coke and Pepsi in 2010 (Focus: External Analysis) Five Forces that Shape Strategy Coke and Pepsi Continued, and group work Looking Inside for Competitive Advantage The Value Chain and Your P&L Case Assignment 1 Due: Apple in 2012 What Leaders Really Do (Focus: External and internal Analysis) Due: CA1 The Questions Every Entrepreneur Case: Apple in 2012 Must Answer Joan Magretta: What executives can Case: Ducati: In Pursuit of Magic (Focus: learn from revisiting Michael Porter. Business Strategy) End of Rational Economics Ducati Continued, and group work Case Assignment 2 Due: Samsung Electronics (Focus: Business Strategy) Due: CA2 SPRING BREAK! Case: Walt Disney: The Entertainment King (Focus: VI) Walt Disney Continued (Focus: Due: Individual Writing Diversification) Assignment Case: Honda-Rover (A): Crafting anCollaborate with your competitor Alliance (Focus: Alliance) and win. Are you paying too much for that Case: Newell Company: Corporate Strategy acquisition? (Focus: Corp Strategy) When to Ally and When to Acquire? Case Assignment 3 Due: eBay’s Strategy in China (Focus: International context) Course Wrap Up Comments Due: CA3 12 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Detailed Course Outline Prior preparation: Review core functional (Finance, Operation, Marketing etc.) concepts. Handouts on case Analysis (Available on Carmen under module “Tool Kit”) “What is strategy?” by Michael Porter. (Available for free download) “Perils of Bad Strategy” by Richard Rumelt (Available for free Download) “Notes to Students on How to Study and Discuss Cases” by Robert Bruner (Course Pack) Session 1 – Thursday, January 15, 2015 Section introduction and overview Session 2 - Thursday, January 22, 2015 DUE: Group membership and case selections— kindly email the names of each group member before the start of the class with a list of preferred case assignment for presentation. How to Conduct Case Analysis Readings: Handouts on case Analysis (Available on Carmen) Live Case (Available on Carmen) Rothaermel – How to conduct a case analysis Appendix B Guidelines for Case Analysis in the syllabus “Notes to Students on How to Study and Discuss Cases” by Robert Bruner (Course Pack) Review OSU Library online database resources (see link to Library in Carmen) Session 3 - Thursday, January 29, 2015 Prior reading: Five Forces that Shape Strategy Case – Cola Wars Continue: Coke & Pepsi in 2010 Discussion Questions: 1. Using Porter’s competitive forces analysis, compare the economics of the concentrate business to that of the bottling business: Why is the profitability so different between the two industry segments? 2. How has the competition between Coke and Pepsi affected the industry’s profits? 3. What should Coke and Pepsi do to sustain their performance in the wake of declining demand for carbonated beverages? Session 4 – Thursday, February 5, 2015 Cola Wars Continue: Coke & Pepsi in 2010 13 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Session 5 – Thursday, February 12, 2015 Prior reading: Looking Inside for Competitive Advantage Competitive Advantage: The Value Chain and Your P&L What Leaders Really Do DUE: Case Assignment 1– Apple Inc. 2012 Case Assignment 1 write up due before the beginning of the clas s— Kindly bring a hard copy to the class and upload a soft copy to Carmen drop-box for Case Assignment. Teams presenting today should also bring a hard copy of their presentations and upload the same on Carmen. Discussion questions: 1. How have the competitive dynamics of the PC industry changed over the past 20 years? a. To answer this question, examine industry structure (i.e., competitive forces) before and after the advent of the Internet. 2. What historically have been Apple’s major competitive advantages? What are the firm’s current competitive advantages (i.e., in what products and markets)? Justify your answer using information from the case or external sources. 3. How sustainable are Apple’s current competitive advantages in different product groups? 4. What should Apple do to exploit these advantages in the future? Quantify your recommendation using information from the case or external sources. Identify the risks/challenges to implementing your recommendation and explain how Apple can overcome these challenges. Session 6 – Thursday, February 19, 2015 Case discussion on Apple Inc. 2012 Continues. Readings: The Questions Every Entrepreneur Must Answer Session 7 – Thursday, February 26, 2015 Prior readings: Joan Magretta: What executives can learn from revisiting Michael Porter. End of Rational Economics Case – Ducati: in Pursuit of Magic Discussion questions: 1. Over last 10 years how has Ducati created and captured value? 2. What are the options/strategic choices facing Ducati to fix its immediate problems and build position for future? 3. What should Minoli do? Session 8 – Thursday, March 5, 2015 14 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Ducati: in Pursuit of Magic continues Session 9 – Thursday, March 12, 2015 DUE: Case Assignment 2: Samsung Electronics Case Assignment 2 write up due before the beginning of the class— Kindly bring a hard copy to the class and upload a soft copy to Carmen drop-box for Case Assignment. Teams presenting today should also bring a hard copy of their presentations and upload the same on Carmen. Prior readings: The Right Game: Use Game Theory to Shape Strategy Discussion questions: 1. What are the sources of Advantage for Samsung Electronics? 2. What strategy has Samsung been following? What risk does it entail? 3. How should Samsung respond to the threat of large scale Chinese entry into DRAM market? Session 10 – Thursday, March 19, 2015: Spring Break Session 11 – Thursday, March 26, 2015 Case – The Walt Disney Company: The Entertainment King Discussion Questions: 1. What is Walt Disney’s business strategy? How effective is Disney in implementing this strategy? Justify your answer by identifying the sources of Disney’s competitive advantages (or disadvantages). 2. Identify all corporate strategies that Walt Disney employs. Evaluate the benefits and costs of each strategy. From this analysis state and justify whether Disney over diversified and in which areas. 3. What should be Disney’s corporate strategy going forward? Quantify your recommendation using information from the case or external sources. Identify the risks/challenges to implementing your recommendation and explain how Disney can overcome these challenges. Session 12 – Thursday, April 2, 2015 The Walt Disney Company: The Entertainment King continues DUE: Individual Writing Assignment— Kindly bring a hard copy to the class and upload a soft copy to Carmen drop-box for Individual Writing Assignment. 15 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Session 13 – Thursday, April 9, 2015 Prior Reading: Collaborate with your competitor and win. Case— Honda-Rover: Crafting an alliance Discussion Questions: 1. What were the motivations behind forming Honda-Rover alliance? What are the motivations behind allying in general? 2. Was Honda-Rover alliance structured appropriately? Why or why not? 3. Has Honda-Rover alliance been a success? How should we measure success of an alliance in general? Session 14 – Thursday, April 16, 2015 Case— Newell Corporation: Corporate Strategy Discussion Questions: 1. Does Newell have a successful corporate strategy? Does the company add value to the businesses within its portfolio? Justify your answer using evidence from the case. 2. What are Newell’s distinctive competencies/resources? 3. What challenges faced the company in the late 1990s? Given these challenges, does the acquisition of Calphalon (Rubbermaid) make sense? 4. What should Newell do to achieve a sustainable competitive advantage in the future? Quantify your recommendation using information from the case or external sources. Identify the risks/challenges to implementing your recommendation and explain how Apple can overcome these challenges. Session 15 – Thursday, April 23, 2015 DUE: Case Assignment: eBay’s Strategy in China Case Assignment 3 write up due before the beginning of the class— Kindly bring a hard copy to the class and upload a soft copy to Carmen drop-box for Case Assignment. Teams presenting today should also bring a hard copy of their presentations and upload the same on Carmen. Discussion Questions: 1. Critically assess eBay’s entry mode choice in China listing advantages and disadvantage of its chosen entry mode choice. 2. Critically assess eBay’s JV with Tom Online from both company’s perspective. 3. What other strategic alternatives could eBay may have pursued to achieve its objectives in China? How do these alternatives compare against its choice? Course Wrap Up. 16 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Appendix A: How to download papers from Business Source Complete Following is a link to the Business Source Complete database available through the OSU library. http://library.ohio-state.edu/search/y?SEARCH=business+source+complete If you are on campus, click on Business Source Complete [Selected Articles in Full Text] to conduct a search. If you are off campus, you must first sign in by clicking on Off campus sign in. After you have entered the database, click on Advanced Search Options. Below is a sample search for one of our first readings. Find: Harvard Business Review Rational Economic s in in SO Public ati and Arioenly Name in and The End of AU Author TI Tit le Additional Readings Porter, Michael, 1996. “What is Strategy?” Harvard Business Review, vol. 74, issue 6: 61-78. Rumelt, R. 2011. “The Perils of Bad Strategy”. McKinsey Quarterly. Porter, Michael, 2008. “The Five Competitive Forces that Shape Strategy?” Harvard Business Review, vol. 86, issue 1. Barney, Jay B., 1995. “Looking Inside for Competitive Advantage”, Academy of Management Executive, Vol. 9, No, 4. Robert J Allio, and Liam Fahey. 2012. “Joan Magretta: What Executives can Learn from Revisiting Michael Porter”. Strategy and Leadership. (Download from http://osu.worldcat.org.proxy.lib.ohiostate.edu/search? ) Ariely, Dan, 2009. “The End of Rational Economics”. Harvard Business Review, Jul/Aug. 2009,Vol. 87, Issue 7/8: p. 78-84. Brandenburger and Nalebuff, “The Right Game: Use Game Theory to Shape Strategy,” Harvard Business Review, Jul-Aug, 1995. Eccles, Robert G., Kersten L. Lanes, and Thomas C. Wilson, 1999. “Are You Paying Too Much for that Acquisition?” Harvard Business Review, Vol. 77 Issue 4, p136-146. Hamel, Gary, Yves L. Doz, and C. K. Prahalad, 1989. “Collaborate with Your Competitors—and Win” Harvard Business Review, Vol. 67 Issue 1, p133-139. Dyer, Jeffrey H., Prashant Kale, and Harbir Singh, 2004. “When to Ally and When to Acquire”, Harvard Business Review, Vol. 82 Issue 7/8, p108-115. Kotter, “What Leaders Really Do,” Harvard Business Review, May/June 1990 Amar Bhide, “The Questions Every Entrepreneur Must Answer,” Harvard Business Review, Nov-Dec, 1996. 17 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Appendix B: Guidelines for Case Analysis The following guidelines may apply to any of the case assignments. However, note that if we have not yet covered a particular topic for a specific case assignment, you will not be graded on that specific content in the case assignment. Strategic Analysis In order to address the strategic problems or challenges facing a firm, a business analyst must conduct a thorough analysis of the external and internal environment of the firm. Analysis of Industry and the Macro Environment Assess conditions in the macro environment (economic, technological, social/cultural, demographic, political and legal) that influence strategic positioning within the industry. Apply the Porter’s competitive forces model to analyze industry structure and performance. Summarize your analysis by stating how industry structure explains whether the industry has low, moderate or high profitability. Discuss how the stage of the industry life cycle (embryonic, growth, stabilization or shakeout, maturity, and decline) influences industry competition. Firm Analysis (as it applies to a given case) Evaluate corporate and business strategies by addressing the following: o Is the firm in a strong competitive position relative to other firms in the industry? o Identify sources of competitive advantage (or disadvantage). o Evaluate the value chain to identify valuable resources and capabilities. Identify the firm’s core competencies and the extent to which they facilitate sustainable competitive advantage. o Can the firm continue to pursue current corporate and business level strategies profitably? o What can the firm do to turn weaknesses and threats into strengths and opportunities? Recommendations Recommendations should directly address the assigned questions in the case and follow logically from findings in the strategic analysis phase. Identify specific actions for changing the firm’s corporate or business strategy to improve business performance. Quantify the financial impact of your recommendations (i.e., costs, timing, and ultimate impact on profitability). Do not simply state that the firm should explore or consider taking an action or making a change, but support your recommendations with a critical evaluation of the risks and challenges to implementation as well as an explanation of why the company should implement your suggested changes despite the potential pitfalls. 18 Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus Fisher Co llege of Business, the Ohio State University Appendix C: Peer Evaluation Form Group : Peer Evaluation Form Divide 100 points among all team me mbers in accordance with your perception of their relative effort and contribution to the team project. When giving an individual higher or lower points than the average, provide an explanation for that difference (what specific behaviors did you witness that resulted in your point allocation). In addition, when giving lower points also provide a brief description of the steps that were taken by your team to remedy the discrepancy in effort/contribution. This form must be submitted to CARMEN drop-box no later than 9:45 p.m. on April 21st 2015. Please add additional members if your team is more than 5 people. Your Name: Explanation: Points: Team Member Name: Explanation Points: Team Member Name: Explanation Points: Team Member Name: Explanation Points: Team Member Name: Explanation Points: Total Point 100 19
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