This document provides the course syllabus for BUSS 249 Strategic Management at the American University of Beirut. The 3-credit course is taught in the spring semester on Tuesdays and Thursdays from 2:00-3:30pm in room OSB 227. The course examines the strategic management process and emphasizes tools for strategic analysis. Student performance will be evaluated based on participation in a CAPSIM business simulation, a midterm exam, case analyses, and class contribution. The course aims to help students integrate knowledge from their business foundation courses and apply strategic concepts and frameworks.
This document provides the course syllabus for BUSS 249 Strategic Management at the American University of Beirut. The 3-credit course is taught in the spring semester on Tuesdays and Thursdays from 2:00-3:30pm in room OSB 227. The course examines the strategic management process and emphasizes tools for strategic analysis. Student performance will be evaluated based on participation in a CAPSIM business simulation, a midterm exam, case analyses, and class contribution. The course aims to help students integrate knowledge from their business foundation courses and apply strategic concepts and frameworks.
This document provides the course syllabus for BUSS 249 Strategic Management at the American University of Beirut. The 3-credit course is taught in the spring semester on Tuesdays and Thursdays from 2:00-3:30pm in room OSB 227. The course examines the strategic management process and emphasizes tools for strategic analysis. Student performance will be evaluated based on participation in a CAPSIM business simulation, a midterm exam, case analyses, and class contribution. The course aims to help students integrate knowledge from their business foundation courses and apply strategic concepts and frameworks.
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A course that exposes students to the strategic management process of local, regional and multinational corporations. Emphasis will be placed on identifying the tools needed for strategic analysis of the firm and the industry and on comprehending the key strategic issues that managers face in managing corporations.
Relationship to Other Coursework:
Strategic Management is the senior capstone course for all business administration majors. What this means is that it is an integrative, big-picture course. In this course, students acquire the tools to apply business fundamentals knowledge acquired in previous foundation courses to strategy formulation, implementation, and evaluation/control approaches. Students are required to use this new knowledge, as well as knowledge acquired from other functional area courses such as human resources, marketing, accounting, finance, operations and information technology, to identify current problems and chart the future direction of different businesses and industries. In sum, through this course, the student culminates his/her undergraduate curriculum through the application of core functional foundation concepts to various business situations.
BBA Program Learning Goals Emphasized
This course is a capstone course in other words, it is the course that brings the entire OSB BBA curriculum together to complete the students undergraduate business program. To this end most of the BBA program learning goals are addressed throughout the course as follows:
B-LG1: Professional Business Competence Through this course, students will be able to apply strategies that will allow a firm to compete successfully within its environment. In applying these strategies graduates will use concepts, principles and theories from core business professional knowledge and competence both from generic and specific business areas in a familiar situation. Performance will be assessed by the instructor in the capstone course through case study analysis. B-LG4 (1): Leadership Through this course, students will be able to identify and describe elements of leadership critical to strategy implementation. B-LG4 (2): Teamwork In this course, the student will apply teamwork principles in a team exercise situation. B-LG5: Communication In this course, the student will demonstrate effective and efficient communication skills (through reports, papers and presentations) commensurate with expectations from a senior-level undergraduate student. B-LG6: Global Business Environment - In this course, the student will identify and define key globalization factors and demonstrate their relevance on business competitiveness.
Specific Learning Objectives (SLO) for the Course: The specific course learning objectives (SLOs) for this course that map to the BBA program learning goals mentioned above are as follows:
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1. Define strategy and explain why it is important for competitive success. 2. Identify and explain the key elements of the managerial process of crafting and executing strategy (i.e. vision, mission, objectives, analysis, formulation, implementation and monitoring/control). 3. Understand the differences between corporate strategy, business strategy and functional strategy and explain how each links with the other (the cascading process). 4. Perform systematic industry analysis using selected strategy frameworks/tools - apply selected strategy tools (e.g. Macroeconomic Environment, Porters 5- Force Analysis, Value Net, Key Success Factors) to: a. Correctly identify the industrys key strategy-shaping business and economic features, b. Explain the nature and strength of competitive forces facing the industry, c. Explain the impact of key driving forces, d. Identify the industrys key success factors and e. Make an informed judgment about whether the industry is conducive to earning attractive profits. (Assessed Using AoL Rubric) 5. Conduct internal analysis covering resource strengths and cost competitiveness. Apply selected tools (e.g. Resource-based View of the Firm, Value Chain Analysis, Weighted Competitive Strength Assessments) to identify and explain the companys generic competitive approach (differentiation, cost leadership, focus) and analyze how well the approach is working. In so doing, a student will: a. Identify the companys resource strengths and weaknesses, explaining their impact on capturing industry opportunities and shielding against threats. b. Analyze the companys cost competitiveness using value chain analysis and benchmarking, if applicable. c. Summarize the companys competitive position vis--vis its rivals (competitive strength assessment). (Assessed Using AoL Rubric) 6. Use tools in (4) and (5) to identify underlying problems with firm competitiveness. (Assessed Using AoL Rubric) 7. Understand and explain the key generic competitive strategies.
8. Identify and explain strategy alternatives to address problems in (6), select most appropriate course of action and explain rationale. (Assessed Using AoL Rubric) 9. Understand and describe key modes/means of business growth to enhance market position (outsourcing, strategic alliances/partnerships, mergers and acquisitions, vertical integration, organic growth) 10. Explain how the different types of diversification approaches at the corporate level can achieve synergies and value that can enhance competitive advantage. 11. Define corporate culture and explain the elements of a strategy-supportive
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B-LG4 (1): Leadership: 13. Identify and describe elements of leadership critical to strategy implementation.
B-LG4 (2): Teamwork: 14. Apply effective teamwork principles to a group project situation to analyze a comprehensive strategic management case. (Assessed Using AoL Rubric)
B-LG5: Communication: 15. Demonstrate effective and efficient communication skills (through reports, papers and presentations) commensurate with expectations from a senior-level undergraduate student. Written and oral deliverables must contain with proper classifications and structured flow of information.
B-LG6: Global Business Environment:
16. Identify and define key globalization factors that affect business competitiveness. (Assessed Using AoL Rubric) 17. Understand when to employ locally adaptive vs. global strategies in international markets. 18. Understand and explain the advantages and disadvantages of strategy options for entering and competing in foreign markets (i.e. export, licensing, franchising, strategic alliances/joint ventures, wholly-owned subsidiaries). 19. Identify the factors that influence the efficient transfer of company resource strengths and capabilities across borders. 20. Explain how companies can derive the greatest location advantages in deciding where to locate certain company operations.
Instructional Methodology:
Lecture, class discussion, individual case analysis and group case analysis. All materials will be posted on Moodle. Students must register on Moodle 2 before starting the class. Performance Evaluation and Grading:
CAPSIM Simulation CAPSIM Report COMP-XM Examination 15% 5% 10% Midterm Examination 30% Case analysis 30% Class contribution - Attendance 10%
Total 100%
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CAPSIM Simulation (15%), Report (5%) and COMP-XM Exam (10%)
Midterm (30%)
All BUSS249 students participate in the CAPSTONE simulation. Students will be grouped in 6 teams. Teams will compete against one another as firms in the electronic sensor industry. They are expected to enter decisions for each of 8 simulated years (rounds) of performance.
15% Simulation grade is assessed based on the cumulative Balanced Score Card after 8 rounds (produced by the simulation system at the end of each round). 300 points 50%, 400 points 60%, 500 points 70% 600 points 80%, 700 points 90%, 800 points 100% Points in the middle will be distributed accordingly At the end of the simulation a standardized teamwork assessment will be conducted. Up to 5% (of 15%) may be deducted from an individual student grade in case of poor teamwork standing as rated by peers.
CAPSIM report (5%) will consist of 3 parts: Part I: strategy development (2%) Part II: strategy assessment and correction after 4 rounds (2%) Part III: final analysis and lessons learnt (1%).
After the simulation is completed, each student will be required to take the COMP- XM examination (10%). This self-paced exam will be administered in a lab on a weekend day after the team competition is over. It consists of 5 sets of decisions and exam questions that are based on 4 simulated years of performance. The student is asked to run a company individually in a market place against three computer- managed companies. After each simulated round, the student is given quizzes, known as Board Queries. Each Board Query can contain up to 5 questions and can take up to an hour to answer. Each round of simulation takes about one hour to complete. XM grading is automatic and absolute, e.g. a Balanced Score Card 89 score is equal to 89% grade.
Please Note: Both the simulation and the COMP-XM exam will require a substantial time commitment outside of class. You will be required to do reading on your own via the CAPSIM website to familiarize yourselves with the simulation. The instructional material is very self-explanatory and your instructor is there to provide high-level guidance only. Do not expect the instructor to give you strategy hints or to tell you what to do. There is no right strategy formula, only logical approaches for outmaneuvering your competition based on your understanding of the different functional areas of a business and how they relate to one another.
Midterm will cover assigned chapters and will be administered on Moodle. It will consist of MCQs and essays (assessed via rubrics). A syllabus quiz will be administered during the 2 nd week with up to 3% grade deduction for poor performance. There will be no make up for the midterm under no circumstances!
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Class contribution (10%) Case analysis grade will consist of 3 parts: 3% (individual grade) - attendance of case solving workshop which will be scheduled in the 2 or 3 rd week of classes and preparation of a Case Preparation Char (CPC). 12% (team grade) Power Point Presentations of the solutions for standard assigned cases: 1) Starbucks 2%, 2) an I nternationalization Case 7%, 3) Apple 3%, 5% (individual grade) - I mplementation case 10% (team grade) Term project
Since the richness of the classroom experience for all of us is heavily dependent on thorough preparation and high quality class contributions, a significant proportion of your grade will be based on the value of these contributions.
Class contribution is more than the traditional class participation. We evaluate contributions in an ascending order from good chip shots, to quite substantial comments, to case cracking contributions. We believe that challenge and debate are important to learning, and we appreciate the willingness of individuals to engage in such activities with their classmates and with us. The class contribution grade is to recognize your contribution to the learning of your classmates. You will need to contribute voluntarily. At the same time, it is impossible for all students to participate in each class. In grading class contribution, we will be assessing the extent to which you have established a meaningful presence in the classroom, over the course of the semester, by making solid contributions on a regular basis. Class contribution has aspects of both quantity and quality as explained below. Pts. Category Components of in-class contribution 3 Excellent
The comment adds substantial value to the discussion. Demonstrates willingness to take risks in attempting to answer difficult questions. Breaks new ground and raises the flow of discussion to a higher level, often by synthesizing material and applying multiple lenses/techniques. 2 Significant
The comment adds value to the discussion, beyond case facts. There is evidence of analysis rather than just the expression of opinion. Comments linked to those of others, facilitating the flow of the discussion. Demonstrates knowledge of readings and other relevant course material. Incorporate relevant insights from other courses or current affairs. 1 Good
The comment advances the flow of the discussion (including responses to questions from the instructor). Demonstrates clear grasp of case material. Information presented is relevant to the discussion -1 Poor
CHATTING WITH NEIGHBORS. AUDIBLE OR VISIBLE CELL PHONES AND LAPTOPS. I record class contributions immediately after each class and sum them up at the end to constitute your total contribution grade. You may check your standing in this category anytime during the office hours.
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General course outline (detailed schedule will be provided separately)
Weeks Topic Required reading & Assignments (prior to class) 1 Introduction to the course. What is Strategy? Chapter 1- 2 Introduction of CapSim Simulation 2 Strategy triangle Ivey handout Case workshop, Syllabus quiz 3-4 External Assessment Internal Assessment Chapter 3-4 Start CapSim practice rounds 5-6 Business level strategy Competitive advantage Chapter 5-6 Starbucks case Start CapSim competition rounds 7-9 Corporate level strategy Chapter 8 8 Midterm 10-11 Leadership Chapter 12 Apple case
12-13 Global strategy Chapter 10 International Business case 14 Emerging strategy Implementation case 15 Term project CapSim Individual Exam ` This schedule is tentative and maybe a subject to change. Decisions for Capstone simulation decisions due date will be assigned by the instructor.
Use of Technology:
Students will be expected to use MS word, MS excel and MS PowerPoint in completing their projects. Where a simulation case will be used, students are expected to have access to and usage of the internet.
Academic Honesty:
Students are expected to complete all work with the highest standard of integrity in line with AUBs Student Code of Conduct and OSBs Honor Code. Plagiarism, forgery, cheating or any form of academic misconduct will not be tolerated. Any of the above may cause a students final course grade to be lowered significantly or the student may receive a failing grade, depending on the severity of the offence. Plagiarism is the presentation of the work of another as ones own work.
Course Policies:
Attendance: Attendance will be self-recorded before the class starts and stops sharply at the beginning of each class. Students missing more than 3 classes will be penalized via a grade deduction: 1% grade deduction for each class missed from 5% Attendance Grade. As per AUB policy, students missing more than 6 classes will be dropped without notice. If your absences accumulate after the drop deadline, you will fail the course. Being late for the class (no matter how much late) without an advance written notice is considered as missing 0.5 of a class. Late attendance will be recorded after the class ends. Absences will not be
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recorded only if an official document is presented as a justification.
Turn-it-In: Students must submit all written projects and assignments to turnitin.com on the same day that they submit their work to their instructors. Turnitin.com is simply an aid to ensure that a students work is their own. Further details concerning turnitin.com will be provided in class Deadlines and Due Dates: These will be strictly enforced. Written assignments are due at the beginning of class on the due date. Late submissions will automatically lose one letter grade per day (24 hours). Missing work will be assigned a grade of zero. Missing Exams: There will be no make-up exams without medical report stating students incapability to attend the exam and subject to acceptance by the instructor and the student services. Electronic devices (laptops, smart phones, etc): Students will not use or display their electronic devices in the class. Students using or displaying their devices will be immediately excused from the class with an absence recorded. Detailed note-taking during class can be distracting for others and counterproductive to your own learning. I advise you to be selective in taking notes during class. Instead, it is a good idea to consolidate what you have learned after the class. Class discussion: you may and should speak when asked to do so by your instructor. Chatting with neighbors for whatever reason no matter how valid it may seem to you, will be counted as a negative participation (see Class Contribution). Group work: Individuals must contribute their fair share to any group effort resulting in a deliverable to the instructor. In addition, everyone in the group will be held accountable for the quality, originality and proper sourcing of the entire group product. At the end of the term, each student is required to submit a team evaluation form to the instructor on all team activities. Your team performance will affect your CAPSI M and Casework grades. Feedback: I strongly encourage continuous two-way communication and will seek your feedback on any issues or concerns you may have and will, in turn, provide you with mine. You may submit your comments anonymously, in written form, or personally, during the office hours. Although I dont promise that all issues will be solved, they will however all be addressed.
Thank you for your cooperation and enjoy the class!