GBA 490 -- Course Syllabus

Strategic Management
Spring 2015
INSTRUCTOR

STRATEGY GAME ADMINISTRATOR

Ronald Dulek rdulek@cba.ua.edu

Office:
151 Alston
Office Hrs: T-TH 8:30-9:30 and by
Appt.
Phone: 348-8930 Office
454-3705 Cell

STRATEGY GAME ADMINISTRATOR

Brandon Poley
bcpoley@cba.ua.edu
Office Hours: BD229
Tuesday/Thursday: 12:20 3:20
Wednesday 12:30 - 4:30
Friday By appointment

REQUIRED TEXTS AND MATERIALS

1. Thompson, Peteraf, Gamble, and Strickland. Crafting and Executing Strategy, The
Quest for Competitive Advantage, Concepts & Cases, 19th Edition. New York: McGraw-Hill.
The textbook Online Learning Center can be found at the publishers website:
http://mhhe.com/irwin/thompson_gamble/web/. Click on Student Edition. Course-wide content
includes a Guide to Case Analysis, key point review, practice quizzes, PowerPoint slides, and
case videos.
This is a custom text for this class, and is presented in loose-leaf bundle form. Included are
instructions with a code to acquire the cases in an eBook that has been created for your section.
Each instructor has selected a different set of cases. The Supe Store price for this custom text is
$132. The ISBN at the Supe Store 1-3080-0109-6.
2. Thompson, A., Stappenbeck, G., Reidenbach, M., Thrasher, I., & Harms, C. The Business
Strategy Game. Register to participate at www.bsg-online.com after the demonstration on
Thursday, September 4. The cost for BSG-Online is $42.95 per person and can be purchased
online using a credit card.
PREREQUISITES
Senior standing and completion of or enrollment in all 300-level C&BA functional field courses.
Students must be admitted to the upper division of C&BA before enrolling in 300 or 400 level
courses, and they must have earned 61 or more semester credit hours. Any exceptions to these
requirements must be approved by the Director of Undergraduate Programs.

COURSE DESCRIPTION

GBA 490 - Strategic Management - is the legendary capstone course in UAs undergraduate
business school curriculum. It is primarily an examination of the managerial tasks of crafting and
implementing strategic plans and the tools of strategic analysis. Students gain hands-on
experience with tools and concepts of strategic management by participating in a business
strategy simulation exercise and by analyzing actual companies.
The course teaches you to integrate and apply the collective knowledge youve learned
previously from the core business curriculum at C&BA. GBA 490 is the big picture course in
the undergraduate business program that is truly different from all other C&BA courses. This
course instills the role and tasks of strategic management, to lead you through the ins and outs of
formulating and implementing effective strategies, teaches you the tools and techniques of
situational analysis for complex decision making, and gives you practice in making and
supporting such strategic decisions.
The objectives of the course are to develop and sharpen your ability to think strategically and to
weigh things from the perspective of the total enterprise operating in a globally competitive
environment under conditions of high uncertainty. We seek to accomplish these objectives
through learning how to analyze and apply strategies to position organizations to create and
attempt to capture value, in a variety of competitive environments.
Writing proficiency within this discipline is required for a passing grade in this course.

GBA 490 COURSE OBJECTIVES

To develop your capacity to think strategically about a company, its business position, and how it
can gain sustainable competitive advantage.
To build your skills in conducting strategic analysis in a variety of industries and competitive
situations.
To give you hands-on experience in crafting business strategy, reasoning carefully about strategic
options, using what-if analysis to evaluate action alternatives, and initiating the changes
necessary to keep the strategy responsive to newly emerging market conditions.
To improve your ability to manage the organization process by which strategies get formed and
executed.
To integrate the knowledge gained in earlier C&BA courses.
To develop your powers of managerial judgment, help you learn how to assess business risk, and
provide you with a stronger understanding of the competitive challenges of a global market
environment.
To make you more conscious about the importance of ethical principles, personal and company
values, and socially responsible management practices.
COURSE REQUIREMENTS
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Your course grade will be based on the following components and point distribution:
Company performance on simulation, quizzes, and peer evaluations.
Exam #1
Exam #2
Exam #3
Participation in class discussion of cases
Written Case #1
Written Case #2
In-class written case, 4 hours
Alston 10//30/40

15.0 %
10.0
10.0
10.0
15.0
10.0
10.0
20.0
100%

TOTAL

COURSE POLICY REGARDING WRITTEN CASES

The ability to write clear, cogent, cohesive prose is a mandatory requirement of any college
graduate, especially one who carries the label The University of Alabama on his or her
diploma. Hence, writing ability is a fundamental skill emphasized and expected in this class.
Your instructor is able and willing to assist you in meeting the writing requirements of GBA 490.
Although class enrollments may at times seem a bit large, individual attention from your
instructor is always available in this class. This attention relates both to discussions of strategy,
career alternatives, and suggestions as to ways to improve your writing ability.
Because of our belief that the writing ability is an important part of this class, we will adhere to
the following principles with a religious-like fervor:
1. Writing proficiency is required for a passing grade in this course. Proficiency will be
judged on the basis of literacyi.e., grammar, punctuation, spelling, etc.as well as
other criteria listed below. The quality of the written documents must be appropriate for
the discipline of business.
2. To demonstrate writing proficiency, students must create written documents that are
coherent, logical, cohesive, and have carefully edited prose. The documents should also
demonstrate higher-level critical thinking skills such as analysis and synthesis. Rote
repetition will not be sufficient.
3. To receive a passing grade in the class, you must write with the skill required of an upper
division student in C&BA. Students unable to perform at this level of proficiency will
not pass the class no matter what grades are received on other assignments.
4. To assist students in evaluating their written performance, cases will be graded,
commented upon, and become part of the final grade assigned. At least two individually
created writing assignments will be completed out of class. One of these assignments
will be graded and returned prior to mid-term. Students are required to complete these

assignments on their own and are not to seek outside assistance from classmates, peers, or
other individuals.
Specific writing criteria upon which the papers will be evaluated include:
Structure: Is the paper organized in an appropriate bottom-line fashion? Additionally,
are guiding sentences used throughout the paper to help readers recognize the flow, logic,
and internal structure of the report?
Stickiness: Are the words clear and precise. Is the vocabulary disciplinarily appropriate?
Is the sentence structure readable and easy to interpret? Is the visual display appealing?
Style: Is the tone of the paper professional?
INSTRUCTOR POLICIES REGARDING WRITTEN CASES
The written case assignments are due on the day the case is scheduled for class discussion (see
course schedule) and should be turned in to your instructor at the end of the class period. Cases
turned in after the scheduled class period, with pre-arranged permission, are eligible for a grade
no higher than a C (that is only if the paper is otherwise an A or B+ paper). Emailed cases will
not be accepted.
All written cases are to be printed (double spaced) using 12 point type with a serif font for the
body (Times New Roman) and sans serif font for headings (Calibri). The report should follow
this form: Cover page/table of contents/four page body with recommendations supported with
your strategic interpretation of your industry and competitive analysis/appendix (tables, graphs,
etc.). Number the pages. Include labels and captions on every page in the appendix. The
appendix must be integrated into the body of the report. Hand-drawn or hand-colored charts or
tables are unacceptable. Do not bind; staple the top left corner. Do not go outside of the case for
information; you may only use information provided within the given case.
The reader of the report is your instructor; therefore, this is a non-sensitive document since the
reader is not sensitive to the information. The bottom line for the document and for individual
sections or paragraphs must be easy to find. Provide small chunks of information, with clear
logical examples.
All cases that you would like to have re-graded, due only to possible grading errors, must be
submitted within two class days from the day the case is returned. The case must be the original
case along with the grading sheet and a written explanation of the possible grading errors.
Cases are individual and should reflect your thoughts and analysis rather than the work of others.
Cases #1 and #2 will be written out of class. Case #3, known as the 4-hour case, will be written
on Friday, April 17 from 2 6 pm, in Alston 10, 30 & 40. You have sufficient notice to clear
your calendar for this event.
The criteria for grading written cases include:

Evidence of ability to size-up the organization's situation and to identify key

problems/issues.
Use of appropriate analytical techniques, sound logic, and well-supported arguments in
evaluating the organization's present condition and future prospects.
Evidence of ability to formulate realistic and workable recommendations for action.
Thoroughness -- both (a) scope and coverage and (b) depth of analysis.
Evidence of ability to use good communication skills (including the use of computer
generated charts, tables, graphs, and figures).
Evidence of adequate preparation, pride of workmanship, and display of professional
attitude and approach.

POLICIES REGARDING CLASS PARTICIPATION, PROFESSIONALISM AND

ATTENDANCE
GBA 490 is a case-oriented class. As such, you are expected to be prepared for class each day by
having read and analyzed the assigned case. Fifteen percent of your final grade depends upon
class participationhence, you are well advised to participate fully in each class discussion.
While class attendance has never been a problem in GBA 490 you should be reminded that we
make every effort to follow norms in class that are common in all major corporations. Each
student is expected to be an active participant and to make meaningful comments on cases being
discussed. Your grade on class participation is something to be earned via consistent, daily
contribution to class discussions. You should, therefore, make a conscientious effort to attend
class discussions of cases and to be sufficiently prepared to contribute to the case discussions.
Merely coming to class is not sufficient; attendance is not participation. GBA 490 is your job;
you cannot simply elect not to go to work. During the term events may conspire to keep you
from missing class (job interviews, illness, etc.) but in our experience events never conspire in
such a fashion as to prevent you from contacting your instructor before missing a day of work.
Such actions are a matter of courtesynot excuse. Failure to contact the instructor will be
treated as absenteeism and is the equivalent of being unprepared when called on to participate. It
is the organizational equivalent of being unprepared for a major meeting and thus even a single
absence is a serious matter.
The following procedures will be used to determine your class participation grade:
Students begin the course with a class participation grade of 65. Students lose five points
from this grade every time they miss a class--both case discussion and regular lecture days.
There are no excused absencesyou are either here or you are not!
Students have an opportunity to accumulate points through case discussions. Students who
participate fully in class discussions and make meaningful, highly insightful comments to
the discussion will have five points added to their class participation grade for that day.

Others who are found to be ill or unprepared will have five points deducted from their class
participation grade.
Because of the class size and the difficulty of always getting involved in the discussion,
students have a second option for gaining class discussion points. In essence, students can
submit typed analyses for each case. These analyses are either detailed answers to the case
preparation questions or answers to questions posed by your instructor. If completed
appropriately, these analyses will receive five class participation points.
A few points of clarification.
1stThese analyses are optional. You do not have to turn in typed comments for any case
unless you desire to do so.
2ndThese analyses are not a substitute for missing class. You may not turn in a typed
analysis if you miss the class discussion on that day.
3rdThese analyses must be turned in at the end of classno late and no email versions
are accepted.
These papers will be reviewed but not graded thoroughly. If the answers are appropriate
and well-reasoned, you will receive five participation points for your efforts. Since you
begin the participation portion with a 65, and since we plan to do 9 cases in the course,
you can actually accumulate more than 100 participation points. However, the total
number of participation points in the class will not exceed 100 points.
If, in the judgment of the professor, the student is not making satisfactory progress in the course,
the student will be invited to drop GBA 490 and try again at a later date.
THE GBA 490 APPROACH TO TEACHING/LEARNING
Lectures by instructor

25% of in-class hrs.

Practicing the task of managerial analysis and decisionmaking via use of actual case studies. Analysis/discussion by
the class (students do most of the talking).

70% of in-class hrs.

Practicing the task of managing via use of the management

simulation. Teams of students must run their own company
under conditions of a vigorously competitive industry
environment (grade based on results achieved and degree of
company success).

Out-of-class team meetings

On rare occasions an individuals consistent poor performance

or lack of preparation may raise questions concerning team

assignment.
Exams

5% of in-class hrs.

TIME REQUIREMENTS
Anyway you look at it, the workload in this course is above average (this part of the local
folklore about the course is accurate!).
* Expect to spend 2-3 hours weekly playing The Business Strategy Game and doing all the
analysis and calculations needed to win the competitive battle. A few more hours will be
needed the first week to get over the start-up hump.
* Expect to spend 1 1/2 to 3 hours preparing a case for class discussion (you will need 2-3 pages
of notes/answers to the assignment questions in front of you each day to sparkle and shine in
the class discussions!). Trying to wing it is ill advised!
* Expect to spend 8 to 15 hours (this varies according to your own personal efficiency and skills)
doing the written cases.
* Then there are 12 chapters of text material (about 410 pages) to master.
* And there are assorted quizzes and exams.
But don't let the hours/time intimidate you. We sincerely believe the workout will be well worth
it in terms of what you learn that you can take with you out into the real world. You will find
very little busywork involved; we have earnestly striven to make each assignment productive and
worthwhile.
THE SIMULATION
The Business Strategy Game provides an opportunity for student teams to formulate and
implement a strategy for a simulated athletic shoe company. Teams must decide the companys
primary competitive weapon(s) (e.g., low cost, advertising, or quality) as well as its product line
(broad or narrow) and geographic (one or multiple countries) scope. Decisions will be made
weekly, and the quality of these decisions will be gauged based on their efficacy relative to those
by other teams. Teams that understand class concepts AND read the Players Guide invariably
do better than those teams that just wing it. Specific grading criteria will be explained during
the in-class demonstration.
ELECTRONIC MAIL

The primary method of communication with the class outside of our classroom time will be
through electronic mail. Electronic mail will also be used to announce any change in the
Schedule of Class Activities. For example, from time to time, we might change the case that we
are going to discuss.
POLICY REGARDING CELL PHONES & TEXT MESSAGING
Cell phones, texts, and other forms of electronic communication may not be used at any time
during examinations. If a student has a potential emergency situation, which may require being
contacted during an exam, s/he should notify the professor before the exam begins. In all other
cases, using such devices may be considered academic misconduct.
Other Required Information:
Severe Weather Guidelines
The guiding principle at The University of Alabama is to promote the personal safety of our
students, faculty and staff during severe weather events. It is impossible to develop policies
which anticipate every weather-related emergency. These guidelines are intended to provide
additional assistance for responding to severe weather on campus.
UA is a residential campus with many students living on or near campus. In general classes will
remain in session until the National Weather Service issues safety warnings for the city of
Tuscaloosa. Clearly, some students and faculty commute from adjacent counties. These counties
may experience weather related problems not encountered in Tuscaloosa. Individuals should
follow the advice of the National Weather Service for that area taking the necessary precautions
to ensure personal safety. Whenever the National Weather Service and the Emergency
Management Agency issue a warning, people in the path of the storm (tornado or severe
thunderstorm) should take immediate life saving actions.
When West Alabama is under a severe weather advisory, conditions can change rapidly. It is
imperative to get to where you can receive information from the National Weather Service and to
follow the instructions provided. Personal safety should dictate the actions that faculty, staff and
students take.
The Office of University Relations will disseminate the latest information regarding conditions on campus in
the following ways:

Weather advisory posted on the UA homepage

Weather advisory sent out through UA Alerts to faculty, staff and students
Weather advisory broadcast over WVUA at 90.7 FM

Weather advisory broadcast over Alabama Public Radio (WUAL) at 91.5 FM

Weather advisory broadcast over WVUA-TV/WUOA-TV, and on the website
at http://wvuatv.com/content/weather. WVUA-TV Home Team Weather provides a free service
you can subscribe to which allows you to receive weather warnings for Tuscaloosa via e-mail
or cell phone. Check http://wvuatv.com/content/free-email-weather-alerts for more details and
to sign up for weather alerts.
In the case of a tornado warning (tornado has been sighted or detected by radar; sirens activated),
all university activities are automatically suspended, including all classes and laboratories. If you
are in a building, please move immediately to the lowest level and toward the center of the
building away from windows (interior classrooms, offices, or corridors) and remain there until
the tornado warning has expired. Classes in session when the tornado warning is issued can
resume immediately after the warning has expired at the discretion of the instructor. Classes that
have not yet begun will resume 30 minutes after the tornado warning has expired provided at
least half of the class period remains.
Disability Statement
If you are registered with the Office of Disability Services, please make an appointment with me
as soon as possible to discuss any course accommodations that may be necessary.
If you have a disability, but have not contacted the Office of Disability Services, please call (205)
348-4285 (Voice) or (205) 348-3081 (TTY) or visit 133-B Martha Parham Hall East to register
for services. Students who may need course adaptations because of a disability are welcome to
make an appointment to see me during office hours. Students with disabilities must be registered
with the Office of Disability Services, 133-B Martha Parham Hall East, before receiving
academic adjustments.
Policy on Academic Misconduct
All students in attendance at The University of Alabama are expected to be honorable and to
observe standards of conduct appropriate to a community of scholars. The University of Alabama
expects from its students a higher standard of conduct than the minimum required to avoid
discipline. At the beginning of each semester and on examinations and projects, the professor,
department, or division may require that each student sign the following Academic Honor
Pledge: I promise or affirm that I will not at any time be involved with cheating, plagiarism,
fabrication, or misrepresentation while enrolled as a student at The University of Alabama. I
have read the Academic Honor Code, which explains disciplinary procedure resulting from the
aforementioned. I understand that violation of this code will result in penalties as severe as
indefinite suspension from the University.
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See the Code of Student Conduct for more information.

Th

Jan

Coverage by Caitlin Jennings

Orientation and Course Preview
Case Keys
Course/Case/and BSG Hints

Tu

Jan

1
3

Course Themes
Chapter 1: What is Strategy and Why is it Important?

Th

Tu

Jan

Jan

1
5
2
0

Chapter 2: Leading the Process of Crafting and Executing Strategy

Introduction to THE BUSINESS STRATEGY GAME

In-class demonstration of the game

Finalize teamsinstructions for the first decision

Case Discussion: Mystic Monk Coffee

Assignment Questions
1.

Has Father Daniel Mary established a future direction for the Carmelite
Monks of Wyoming? What is his vision for the monastery? What is his vision
for Mystic Monk Coffee? What is the mission of the Carmelite Monks of
Wyoming?

2.

Does it appear that Father Daniel Mary has set definite objectives and
performance targets for achieving his vision?

3.

What is Father Priors strategy for achieving his vision? What competitive
advantage might Mystic Monk Coffees strategy produce?

4.

Is Mystic Monk Coffees strategy a money-maker? What is MMCs business

model? What is your assessment of Mystic Monk Coffees customer value
proposition? its profit formula? its resources that enable it to create and

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deliver value to customers?

Th

Jan

Tu

Jan

2
2
2
7

5.

Does the strategy qualify as a winning strategy? Why or why not?

6.

What recommendations would you make to Father Daniel Mary in terms of

crafting and executing strategy for the monasterys coffee operations? Are
changed needed in its long-term direction? its objectives? its strategy? its
approach to strategy execution? Explain.

Chapter 3: Evaluating a Companys External Environment

Case Discussion: Costco Wholesale in 2012
Assignment Questions:
1. What is Costcos business model? Is the companys business model
appealing? Why or why not?
2. What are the chief elements of Costcos strategy? How good is the strategy?
3. Do you think Jim Sinegal has been an effective CEO? What grades would you
give him in leading the process of crafting and executing Costcos strategy?
What support can you offer for these grades? Refer to Figure 2.1 in Chapter 2
in developing your answers.
4. What core values or business principles has Jim Sinegal stressed at Costco?
5. (In the event you have covered Chapter 3) What is competition like in the
North American wholesale club industry? Which of the five competitive
forces is strongest and why? Use the information in Figures 3.4, 3.5, 3.6, 3.7,
and 3.8 (and the related discussions in Chapter 3) to do a complete five-forces
analysis of competition in the North American wholesale club industry.
6. How well is Costco performing from a financial perspective?
7. Based on the data in case Exhibits 1, 5, and 6, is Costcos financial
performance superior to that at Sams Club and BJs Wholesale?
8. How well is Costco performing from a strategic perspective? Does Costco
enjoy a competitive advantage over Sams Club? Over BJs Wholesale? If so,
what is the nature of its competitive advantage? Does Costco have a winning
strategy? Why or why not?
9. Are Costcos prices too low? Why or why not?
10. What do you think of Costcos compensation practices? Does it surprise you
that Costco employees apparently are rather well-compensated? Better

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compensated than employees at Sams Club or BJs?

11. What recommendations would you make to Costco top executives regarding
how best to sustain the companys growth and improve its financial
performance?

Th

Jan

Tu

Feb

2
9
3

Chapter 4: Evaluating a Companys Resources and Competitive Position

Case Discussion: Under Armour
Assignment Questions
1. How strong are the competitive forces confronting Under Armour, Nike, and
The Adidas Group? Do a five- forces analysis to support your answer.
2. Does Under Armour have any core competencies and, if so, what are they?
3. Does Under Armour have any resource strengths or competitive capabilities
that qualify as a distinctive competence?
4. What does a SWOT analysis reveal about the overall attractiveness of Under
Armours situation?
5. What are the key elements of Under Armours strategy?
6. Which one of the five generic competitive strategies discussed in Chapter 5
most closely approximates the competitive approach that Under Armour is
employing?
7. What is impressive about Under Armours financial performance during the
2006-2011 period (as shown in case Exhibit 1)?
8. How does Under Armours competitive strength compare against that of Nike
and The Adidas Group? Do a weighted competitive strength assessment using
the methodology presented in Table 4.4 in Chapter 4 to support your answer.
Based on your assessment and calculations, does Under Armour have a net
competitive advantage or disadvantage in competing against Nike and The
Adidas Group?
9. What 3-4 top priority issues do Kevin Plank and Under Armour management
need to address?
10. What recommendations would you make to Under Armour CEO Kevin
Plank? At a minimum, your recommendations should cover what to do about
each of the top priority issues identified in question 9.

12

Th

Feb

Chapter 5: The Five Generic Competitive Strategies: Which One to Employ?

Tu

Feb

Th

Feb

Written Case #1 Due Briefly discuss in class; Prep for Test #1; finish
value added.
Test: Chapters 1- 5 Multiple Choice

Tu

Feb

1
0
1
2
1
7

Th

Feb

1
9

Case Discussion: Coach in 2012

Chapter 6: Supplementing the Chosen Competitive Strategy: Other Important

Business Strategy Choices

Assignment Questions
1. What are the defining characteristics of the luxury goods industry? What is
the industry like?
2. What is competition like in the luxury goods industry? What competitive
forces seem to have the greatest effect on industry attractiveness? What are
the competitive weapons that rivals are using to try to outmaneuver one
another in the marketplace? Is the pace of rivalry quickening and becoming
more intense? Why or why not?
3. How is the market for luxury handbags and leather accessories changing?
What are the underlying drivers of change and how might those driving forces
change the industry?
4. What key factors determine the success of makers of fine ladies handbags and
leather accessories?
5. What is Coachs strategy to compete in the ladies handbag and leather
accessories industry? Has the companys competitive strategy yielded a
sustainable competitive advantage? If so, has that advantage translated into
superior financial and market performance?
6. What are the strengths and weaknesses of Coach Inc.? What competencies and
capabilities does it have that its chief rivals dont have? What new market
opportunities does Coach have? What threats do you see to the companys
future well being?
7. What recommendations would you make to Lew Frankfort to improve the
companys competitive position in the industry and its financial and market
performance?

13

Tu

Feb

Th

Feb

2
4
2
6

Chapter 7: Strategies for Competing in Foreign Markets

Case Discussion: Apple
Assignment Questions

1. What are the chief elements of Apples overall competitive strategy? How
well do the pieces fit together? Is the strategy evolving?
2. What are the key elements of Apples strategy in computers, personal media
players, tablet computers, and smartphones? Have its strategies in its core
businesses yielded success? Explain.
3. What does a competitive strength assessment reveal about Apples computer
business, as compared to the leaders in the computer industry? Use the
methodology in Table 4.4 to support your answer. Does it appear that the
companys competitive positions in personal media players, tablet computers,
and smartphones are stronger or weaker than its position in computers?
4. Does it make good strategic sense for Apple to be a competitor in the
computer, personal media player, smartphone, and tablet computer industries?
Are the value chain activities that Apple performs in computers, personal
media players, tablet computers and smartphones very similar and
compatible or are there very important differences from product to product?
Which of the four products lines computers, tablet computers, personal
media players, or smartphones do you think is most important to Apples
future growth and profitability? Why?
5. What is your assessment of Apple Computers financial performance the past
three years? (Use the financial ratios in the Appendix of the text as a guide in
doing your financial analysis.)
6. What recommendations would you make to allow Apple to strengthen its
position in its most important markets? What steps should it take to ensure
that the iPad becomes a major contributor to the companys overall
performance?

Written Case #1 Returned

Tu
Th

Marc
h
Marc
h

Chapter 8: Diversification: Strategies for Managing a Group of Businesses

Assign Written Case #2Due March 26

Test #2: Chapters 6-8

14

Tu

Marc
h

1
0

Case Discussion: The Walt Disney Company

Assignment Questions:
1. What is Walt Disney Companys corporate strategy?
2. What is your assessment of the long-term attractiveness of the industries
represented in Walt Disney Companys business portfolio?
3. What is your assessment of the competitive strength of Walt Disney
Companys different business units?
4. What does a 9-cell industry attractiveness/business strength matrix displaying
Walt Disney Companys business units look like?
5. Does Walt Disneys portfolio exhibit good strategic fit? What value chain
match-ups do you see? What opportunities for skills transfer, cost sharing, or
brand sharing do you see?
6. What is your assessment of Walt Disney Companys financial and operating
performance in fiscal years 2010-2011? What is your assessment of the
relative contribution of the Disney SBUs to the financial strength of Disney,
based on the 2011 fiscal year financial data?
7. What actions do you recommend that Walt Disney Companys management
take to improve the company and increase shareholder value? Your
recommended actions must be supported with a convincing, analysis- based
argument.

Th

Marc
h

1
2

Chapter 9: Ethical Business Strategies, Social Responsibility, and

Environmental Sustainability

Tu

Marc
h

2
4

Case Discussion: Eastman Kodak in 2012

Assignment Questions:

Th

Marc
h

2
6

Tu

Marc
h
April

3
1
2

Th

To be determined
Written Case #2 Due
Chapter 10: Building an Organization Capable of Good Strategy Execution
Case Discussion: Starbucks in 2012
Assignment Questions:

15

To be determined
Tu

April

Chapter 11: Managing Internal Operations: Actions That Promote Good

Strategy Execution
Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy
Execution

Th

April

Case Discussion: Panera Bread

Assignment Questions:
To be determined

Tu

April

Th

April

1
4
1
6

Test #3: Chapters 9, 10, 11 &12

Prepare for 4-Hour Departmental Exam

Fr

April

1
7

4-Hour Departmental Exam: 2 - 6 p.m., Alston 10/20/30/40

Tu

April

Final Lecture: Never Let the Bastards Get to You

Th

April

Fr

April

2
1
2
3
2
4

No classprepare for tomorrows picnic

How to Make a Million Dollars
College Picnic for Graduating Seniors!!

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