BINUS BUSINESS SCHOOL SCU : 3 credit(s) Pre-requisites NONE Contact Hours : NONE D3774 - Dr. Ir. Mohammad Hamsal, MSE., MQM., MBA. ( sdm2000@mail.com ) D4281 - Gabriel Chanfarry Hadylaw, Sp., MM. ( gabchand@yahoo.com; gabchand@gmail.com ) D4296 - Ir. Alfiantono, MBA. ( alfiantono@alfalima.com; idah.nurhamidzah@gmail.com ) Teaching Team : Gabriel Chanfarry Hadylaw, Sp., MM. T2 2014 Syllabus Designed by : Course Information Reviewed by Tatum Syarifah Adiningrum, S.IP, M.Ed (11/7/2013) Checked by Dr. Pantri Heriyati, SE., M.Comm. (11/7/2013) Approved by Firdaus Alamsjah, Ph.D. (11/7/2013) BINUS BUSINESS SCHOOL Joseph Wibowo Center - BINUS UNIVERSITY Jl.Hang Lekir I No. 6, Senayan, Jakarta 10270, Indonesia Version : 2 Revision : 3 Effective From : 09 December 2013 FM-BINUS-AA-FPA-13/R8 Revision Date : 07 November 2013 1. Course Description Strategic Management in Management will provide the participants with Strategic hands-on Knowledge and Skills so later in real world they could manage the resources, organization, management and strategic positioning of the firm to gain core competence and long-term competitive advantage by combining Theory of Strategy and Practice of Strategy. this course introduces and employs various analytical frameworks to identify the sources of core competence and competitive advantage from both an industry and firm perspective. This course will focus on strategic decisions and the processes by which general managers position their business and allocate resources in the face of both uncertainty and stiffer competition. 2. Learning Outcomes Each course has been designed to contribute to the attainment of Graduate Competencies. The course intended learning outcomes (CILO) indicates what students are expected to be able to do by the end of the course, which may cover specific technical skills and personal qualities pertaining to the course given. The personal qualities may have been reflected in the defined course learning outcomes or attained separately, outside the curriculum. Upon completion of this course, students are expected to be able to: 1. formulate management issues, and conduct appropriate strategy analysis2. Apply appropriate approaches and techniques in strategy formulation3. Analyse ethical impact of strategies and formulate strategies which are both strategic and ethical4. Design alternative strategies in order to grow the market and or improve operations excellence through productivity and efficiency5. Design a strategic formulation and application in order to grow the business and or operations excellence in strategy options to win the competition 3. Course Structure Throughout the term, there are 3-hours lectures for this course. The lecturer facilitates learning by giving lectures on the theories and providing several case study exercises to be discussed during the weekly session. As this is a demanding course, the course requires full commitment and motivation to do an independent study outside classroom. Students are expected to write their own lecture notes and in groups, present the given case studies in order to optimize their learning in the classroom. Students will be asked to perform case study analysis to asses their understanding of the theoretical concepts in light of real business case. For summative assessment purposes, a take-home mid-exam and a sit-in final exam will be conducted as scheduled. Students will also have to do a group project at the end of the term. 4. Course Requirements None 5.1 Text 5. Text And Other Resourcces GY010 - Strategic Management in Business Page 2 of 8 BINUS BUSINESS SCHOOL Version : 2 Revision : 3 Effective From : 09 December 2013 FM-BINUS-AA-FPA-13/R8 Revision Date : 07 November 2013 Thompson, Jr., Arthur, A., Peteraf, Margaret A., Gamble, John E., & Strickland, A. J.,. (, 2014). , Crafting and executing strategy, The Quest for Competitive Advantag, Concepts and Cases (, 19 Ed.)., McGraw-Hill 5.2 Other Resources Hamel, G., & Prahalad, C.K. (1994). Competing for the Future Breakthrough Strategies for seizing Control of your industry and creating of market of tomorrow (- Ed.).Boston, -: Harvard Business School Press Porter, M.E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors (- Ed.).NewYork, New York: The Free Press Grant, R. (2002). Contemporary strategy analysis: Concepts, techniques, applications (- Ed.).United Kingdom, -: Basic Blackwell Barney, A. J. (2005). Gaining Sustainable Competitive Advantage (- Ed.).New Jersey, -: Pearson Education Barney, A. J., & Hesterly, S W. (2008). Strategic management and competitive advantage concepts (- Ed.).New Jersey, -: Pearson Education Pearce, J. A., & Robinson, R. B. (2005). Strategic management, formulation, implementation and control (9 Ed.).McGraw-Hill Kaplan, R. S., & Norton, D. P. (1996). The Balanced Score Card Translating Strategy into Action (- Ed.).Boston, Harvard Business School Press 6. Course Outline Topic Week Description Course Intended Learning Outcomes 1 What Is Strategy and Why Is It Important? (Ch1) Commitment to Case-Teaching Methods (Student-Centered Learning) Thomson, Strickland, Gamble (TSG), Ch. 1 CILO 1, CILO 2 2 Case 02 : Costco Wholesale in 2012: Mission, Business Model, and Strategy C- 6 Charting A Companys Direction : Its Vision, Mission, Objectives, and Strategy (Ch 2) Terms Project Brief (Group Basis) Case-Teaching Method TSG Ch. 2; Robert E. Grant (RG) CILO 1, CILO 2 3 Case 07: Coach Inc. in 2012: Its strategy in the Accessible Luxury Goods Markets C-73 Evaluating a Companys External Environment (Ch 3) Case-Teaching Method TSG Ch. 3; RG CILO 1, CILO 2, CILO 4 GY010 - Strategic Management in Business Page 3 of 8 BINUS BUSINESS SCHOOL Version : 2 Revision : 3 Effective From : 09 December 2013 FM-BINUS-AA-FPA-13/R8 Revision Date : 07 November 2013 4 Case 10: Chipotle Mexican Grill in 2012: Can It Hit a Second Home Run? C-114 Evaluating a Companys Resources, Capabilities and Competitiveness (Ch 4) Case-Teaching Method TSG Ch. 4; RG CILO 1, CILO 2, CILO 4 5 Case 13: Googles Strategy in 2012 C-168 The Five Generic Competitive Strategies (Ch 5). Case-Teaching Method TSG Ch. 5; RG; Jay Barney (JB) CILO 1, CILO 2, CILO 4, CILO 5 6 Virtual Banking Channel in Consumer Banking through BNI Taplus or other Indonesian Cases Strengthening a Companys Competitive Position (Ch 6) BINUS BUSINESS SCHOOL Case- Study TSG Ch. 6; RG; JB CILO 2, CILO 3, CILO 4 7 Case 14: Apple Inc. in 2012: Can it Sustain its Growth and Defend against New Competitive Threats?C-187 Strategies for Competing in International Markets (Ch 7) Case-Teaching Method TSG Ch. 7; RG CILO 1, CILO 2, CILO 4, CILO 5 8 Case 18: Tata Motors: Can it Become a Global Contender in the Automobile Industry? C-240 Corporate Strategy (Ch 8) Case-Teaching Method TSG Ch. 8; RG; JB CILO 2, CILO 3, CILO 4 9 Case 19: 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments. C-250 Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy (Ch 9) Building an Organization Capable of Good Strategy Execution (Ch 10) Case-teaching Method TSG Ch. 9 and 10; RG; JB CILO 2, CILO 3, CILO 5 10 Case 24: Starbucks in 2012: Evolving into a Dynamic Global Organization C-305 Managing Internal (Ch 11) Term Project Due submit to lecturer Case-Teaching Method TSG Ch. 11; RG; JB CILO 2, CILO 4 11 Guest Lecturer Term Project Presentation (2 groups) Guest Lecturer CILO 1, CILO 2, CILO 4, CILO 5 GY010 - Strategic Management in Business Page 4 of 8 BINUS BUSINESS SCHOOL Version : 2 Revision : 3 Effective From : 09 December 2013 FM-BINUS-AA-FPA-13/R8 Revision Date : 07 November 2013 12 Term Project Presentation (2 groups) Corporate Culture and Leadership (Ch 12) Wrap-up Sessions TSG Ch. 12 ; RB; JB CILO 1, CILO 2, CILO 3, CILO 4, CILO 5 7.1 Component 7. Assesment Components NO Percentage CILO Case Presentation 25% 1 CILO 1, CILO 2, CILO 4 Final Exam 25% 2 CILO 1, CILO 2, CILO 3, CILO 4, CILO 5 MidTerm Exam 15% 3 CILO 1, CILO 2 Term Project 35% 4 CILO 1, CILO 3, CILO 4, CILO 5 7.2 Class Policies 7.3 Submission And Collection Of Assignment 7.4 Assessment Description GY010 - Strategic Management in Business Page 5 of 8 BINUS BUSINESS SCHOOL Version : 2 Revision : 3 Effective From : 09 December 2013 FM-BINUS-AA-FPA-13/R8 Revision Date : 07 November 2013 1. Assessment Task 1: Case Presentation Each group will have to present the assigned case in each class and discuss the concepts, explain why such organizational event takes place, and prescribe the remedy to ensure efficient business result and organizational growth. The assessment rubric for assessing the group presentation will be given later during the term. 2. Assessment Task 1: MidTerm Examination Individual Midterm examination is written in the form of case study analysis that students will have to take-home and submit by the due date. The exact schedule of submission time will be advised later. 3. Assessment Task 2: Final Examination Individual Final examination is written in the form of essays/case analysis that students will have to answer during the scheduled exam time. The exact schedule of exam time will be advised later. 4. Assessment Task 4 : Final Project Each group will have to look for strategic issues through using and analysing local, national and international companies in order to refinetune and reformulate Companys Strategy in order to make the company sustain and to grow the business. Each group is requried to make companys assessment using strategic tools and make a recommendation. The assessment rubric for assessing the group presentation will be given later during the term. Note: To successfully pass this course, the students must achieve a minimum score of C. However, please note that students have to maintain a minimum overall GPA of 3.0 to fulfill graduation requirements. The Grade Band Criteria are defined as follows. Grade Label Weight Score Grade Description BBS A 4 90 - 100 Student has completed all requirements of the course work outstandingly and exceptional additional work at the highest standard. A- 3.7 80 - 89 Student has completed all requirements of the course work and significant additional work to a high quality. B+ 3.3 70 - 79 Student has completed all requirements of the course work and considerable additional work at a good standard. B 3 65 - 69 Student has completed all requirements of the course work and considerable additional work at an average standard. B- 2.67 60 - 64 Student is unable to demonstrate the completion of the minimum requirements of the course work and the attainment of a minimum level of knowledge/ understanding/competencies/skills required to meet the specified learning outcomes. GY010 - Strategic Management in Business Page 6 of 8 BINUS BUSINESS SCHOOL Version : 2 Revision : 3 Effective From : 09 December 2013 FM-BINUS-AA-FPA-13/R8 Revision Date : 07 November 2013 C+ 2.33 55 - 59 Student has completed all requirements of the course work and demonstrated a satisfactory level of knowledge/ understanding/ competencies/skills as specified in the learning outcomes. C 2 50 - 54 Student has completed the minimum requirements of the course work and demonstrated a minimum level of knowledge/ understanding/competencies/skills required to meet the specified learning outcomes. D 1 0 - 49 Student is unable to demonstrate the completion of the minimum requirements of the course work and the attainment of a minimum level of knowledge/ understanding/competencies/skills required to meet the specified learning outcomes. 8. General Information Students are required to be familiar with the BINUS UNIVERSITY Code of Conduct, and to abide by its terms and conditions. 8.1 Copying of Copyright Material By Student 8.2 Academic Misconduct Please refer to the Code of Conduct for definitions and penalties for Academic Misconduct , plagiarism, collusion, and other specific acts of academic dishonesty. Academic honesty is crucial to a student's credibility and self-esteem, and ultimately reflects the values and morals of the University as a whole. A student may work together with one or a group of students discussing assignment content, identifying relevant references, and debating issues relevant to the subject. Academic investigation is not limited to the views and opinions of one individual, but is built by forming opinion based on past and present work in the field. It is legitimate and appropriate to synthesize the work of others, provided that such work is clearly and accurately referenced. Plagiarism occurs when the work (including such things as text, figures, ideas, or conceptual structure, whether verbatim or not) created by another person or persons is used and presented as ones own creation, unless the source of each quotation or piece of borrowed material is acknowledged with an appropriate citation. Encouraging or assisting another person to commit plagiarism is a form of improper collusion and may attract the same penalties. To prevent Academic Misconduct occurring, students are expected to familiarize themselves with the University policy, the Subject Outline statements, and specific assignment guidelines. Students should also seek advice from Subject Leaders on acceptable academic conduct. 8.2.1 Guidelines To Avoid Plagiarism GY010 - Strategic Management in Business Page 7 of 8 BINUS BUSINESS SCHOOL Version : 2 Revision : 3 Effective From : 09 December 2013 FM-BINUS-AA-FPA-13/R8 Revision Date : 07 November 2013 8.2.2 Referencing For Written Work 8.2.3 Referencing Standards APA style referencing. Research and Development Division Reviewed by Head of Development Tatum Syarifah Adiningrum, S.IP, M.Ed School of Business Management Checked by, Head of Program Dr. Pantri Heriyati, SE., M.Comm. Approved by, Dean, Faculty of Business Firdaus Alamsjah, Ph.D. GY010 - Strategic Management in Business Page 8 of 8 BINUS BUSINESS SCHOOL