Department of ManagementFaculty of Economics and BusinessUniversitasGadjahMada

Syllabus

MAN 3303-STRATEGIC MANAGEMENT

Instructor:Instructor: Amin Wibowo, Ph.DOffice: Level 2 South Wing FEB UGMPhone: (0274) 548510E-mail: amin.wibowo@gadjahmada.eduOffice Hours: Thursday, 01.00-03.00 pm, or by appointment

Course DescriptionStrategic management is a big picture and comprehensive course. It is different from other business courses that concentrate narrowly on a particular function or piece of the business such as accounting, finance, marketing, production, human resources, or information systems. Strategic management cuts across the whole spectrum of business and management. The center of attention is the total enterprise–-the industry and competitive environment in which the enterprise operates, its long-term direction and strategy, its resources and competitive capabilities, and its prospects for success.

Throughout the course, the student will be trained on the foremost issue in running a business enterprise: “What must managers do, and do well, to make the company a winner in the game of business?” The answer that emerges, and which becomes the theme of the course, is that good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of good management.

The mission of the course is to explore why good strategic management leads to good business performance, to present the basic concepts and tools of strategic analysis, and to drill you in the methods of crafting a well-conceived strategy and executing it competently.

Course Objectives1. To develop your capacity to think strategically about a company, its present

business position, its long-term direction, its resources and competitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage.

2. To build your skills in conducting strategic analysis in a variety of industries and competitive situations and, especially, to provide you with a stronger understanding of the competitive challenges of a global market environment.

3. To give you hands-on experience in crafting business strategy, reasoning carefully about strategic options, using what-if analysis to evaluate action alternatives, and making sound strategic decisions.

4. To integrate the knowledge gained in earlier core courses in the business school curriculum, show you how the various pieces of the business puzzle fit together, and demonstrate why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.

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Department of ManagementFaculty of Economics and BusinessUniversitasGadjahMada

5. To develop your powers of managerial judgment, help you learn how to assess business risk, and improve your ability to make sound decisions and achieve effective outcomes.

6. To make you more conscious about the importance of exemplary ethical principles, sound personal and company values, and socially responsible management practices.

Preparation of Written Case Assignment The written case assignment is to be prepared on a group basis. It is expected that the content of your written case will reflect your thoughts and analysis rather than the work of others. The nature of the written assignment is described in the class schedule. The criteria for grading written case presentations include: 1. Identification of key problems/strategic issues. 2. Use of appropriate analytical tools techniques, including the use of charts and

tables where appropriate. You are expected to demonstrate that you can use the tools and techniques of strategic analysis presented in the chapters. Both breadth and depth of analysis will be evaluated.

3. Presenting realistic, workable, well-supported recommendations for action. 4. Use of good communication skills—failure to use good grammar, spelling, and

other written communication skills will result in a full one-letter grade reduction. 5. Evidence of adequate preparation, pride of workmanship, and display of

professional attitude and approach.

Written case assignments are due on the day the case is scheduled for class discussion (see the Schedule of Class Activities) and should be turned in to your instructor at the beginning of the class period. No late papers will be accepted. All written cases are to be typed (one and a half-spaced) and should incorporate correct form, spelling, grammar, sentence structure, and communication skills. Papers which, in the opinion of the instructor, employ disproportionately poor grammar and poor quality written communication skills will be assigned a grade that is a full one-letter lower than would otherwise be assigned.

Team Presentations Oral presentations consist of a 20-minute presentation followed by a 20-minute question-answer session. The nature of the presentation is indicated on the schedule of class activities. You and your team members should assume the role of consultants employed to present your analysis and recommendations to the assigned company’s senior management — (you do NOT have the option of ignoring this assigned role). All team members are expected to make roughly equal contributions to the presentation, both the formal 20-minute presentation and the 20-minute Q&A portion. All presentations should incorporate the use of attractive, effective PowerPoint slides.

Student Responsibilities1. Students are expected to come to the class with proper preparation by reading all

material required in every session. One or two page(s) summary of every chapter

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Department of ManagementFaculty of Economics and BusinessUniversitasGadjahMada

has to be submitted on schedule (on the beginning of the session, late submission is not accepted).

2. Contribute to the creation of academic climate by actively participate in the discussion lead by facilitator.

3. Listen the lecture, summarize and make notes of important items that students are interested to be discussed for their own benefits.

4. Do all course assignments.5. Do the mid-term and final exam in the scheduled week. Student has no right to

ask mid-term and final exam in other occasion.

Assessment:Mid-term exam 30%Final exam 30%Cases and Presentation 20%Summary of Chapters and Participation 20%

AbsenteeismStudents are expected to attend all the scheduled meetings on time. Late attendance is considered contravening academic process and climate. Absenteeism policy follows the regulation stipulated by academic office. Allowance to skip the class of no more than 25% is designed to accommodate unexpected events beyond the control of students.

Learning MethodThe method learning used in this course is a particular type of learning methods under the student-centered learning paradigm (SCL). In this approach, students are active learners to find and construct their own knowledge. The lecturer serves as a facilitator to help students achieve learning objectives and develop managerial skills (i.e. motivational skills, leadership skills, communication skills, decision making skills). The class time will be devoted to discuss any concepts, theories, materials, issues and cases that students can not fully comprehend by their own reading on the topic. To encourage them to participate in the discussion, students will be picked up randomly to answer questions and be scored on the basis of their answer and readiness. Depending on the availability of company support, the students of this course may visit the company to experience hands experience of crafting, managing and implementing strategy.

Academic HonestyThe academic life prospers due to its adherence to honesty and integrity. Plagiarism, cheating and other types of academic misconduct are not tolerated in the FEB-UGM. The faculty together with students assumes responsibility to assure that learning integrity works and absorb by the member. The assignment and exam the students submitted must be the work of every student unless otherwise stated by facilitator that student must collaborate with other student. Failure to obey academic honesty will be punished. The lenient punishment is “F” grade.

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Department of ManagementFaculty of Economics and BusinessUniversitasGadjahMada

Course Materials and Resources1. Gamble, John., Thompson, Arthur., & Peteraf, Margaret (2013). Essentials of

Strategic Management: The Quest for Competitive Advantage. 3rd edition: McGraw-Hill/Irwin.

2. Paper articles and other source of information.3. Actual case illustration and analysis

Course Schedule and Activities

Week Topic Materials

1 OverviewChapter 1: What Is Strategy and Why Is It Important?

SyllabiCh. 1

2 Chapter 2: Charting a Company's Direction: Vision and Mission, Objectives, and Strategy

Ch.2

3 Chapter 3: Evaluating a Company's External Environment Ch.34 Chapter 4: Evaluating a Company's Resources, Cost Position,

and CompetitivenessCh. 4

5 Chapter 5: The Five Generic Competitive Strategies Ch.56 Chapter 6: Supplementing the Chosen Competitive Strategy "

Other Important Strategy ChoicesCase Discussion #1: Costco Wholesale in 2012Case Discussion #2: Harry Lindsol’s Textbook Decision

Ch.6

7 Case Discussion #3: Under ArmourCase Discussion #4: Lululemon athletica, Inc.Mid-Term

8 Chapter 7: Strategies for Competing in International Markets Ch.79 Chapter 8: Corporate Strategy: Diversification and the

Multibusiness CompanyCh.8

10 Corporate Strategy: Additional material

11 Chapter 9: Strategy, Ethics, and Corporate Social ResponsibilityCase Discussion #5: The Walt Disney Company

Ch. 9

12 Chapter 10: Superior Strategy Execution " Another Path to Competitive AdvantageCase Discussion #6: Reinventing Accor

Ch. 10

13 Case Discussion #7: Hanson (A)Case Discussion #8: Starbucks in 2012

14 Wrap-upFinal Exam

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