Chapman University Argyros School of Business and Economics COURSE SYLLABUS BUS 475 BUSINESS POLICY: AN INTERNATIONAL PERSPECTIVE

Spring, 2012 Catalog Description: Prerequisites: senior standing, completion of lower and upper-division core requirements. This course examines the relationships between policy-making, strategy, tactics, and organizational control. Policy formulation and execution are of primary importance. Issues surrounding corporate ethics and social responsibility are investigated. (Offered every semester.) 3 credits. Course Objectives: This course presents you with your first opportunity to be CEO and/or advisor to the CEO of a major corporation. This is an awesome responsibility: thousands of jobs are at stake, the media will be watching everything you do, millions of stockholders and investors will scrutinize every step you take (or dont take), the most important Federal, state, and local regulators will weigh all decisions you make, and Congress, the Supreme Court, and the President of the United States will avail themselves of the opportunity to commend and criticize your actions. So, be thoughtful, thorough, and incisive; make data-based decisions; and, make no little plans for they lack the power to stir mens souls. This course relies heavily on case studies to apply strategic analysis techniques. Students focus on the requirements for sustaining competitive advantage and the implication of these requirements for market positioning, diversification, acquisitions, joint ventures, corporate restructuring, and other decisions that can significantly affect firm value. Specific pedagogic aims include being able to: master the craft of problem/issue identification; analyze the competitive situation facing a firm and isolate the potential sources of competitive advantage and disadvantage; explore corporate wide problems from the perspective of top management, in contrast to a departmental or functional view; apply analytical techniques from finance, marketing, accounting, economics, organization theory, organization behavior, management science, and related disciplines; and, communicate analytical conclusions persuasively, both orally and in writing.

Sections: BUS 475-04 T-Th 11:30 12:45 room BK 102 BUS 475-06 T-Th 5:30 6:45 room BK 104 Instructor: Dr. Francis D. (Doug) Tuggle Room BK 308J 714-997-6537 (office) 714-287-8591 (cell) tuggle@chapman.edu Office Hours: T-Th 1:00 5:00 p.m. Required Textbook: Charles W. L. Hill and Gareth R. Jones, Strategic Management: An Integrated Approach, South-Western, Cengage Learning, Mason, OH, 2010. ISBN-13: 9780538748568. Please note that this book is the 9th edition and has 936 pages and thirty (30) casesother versions of this book are not the correct ones. All lecture notes and additional readings will be posted on Blackboard. Please note that it is critical that you secure the version of the textbook with cases in it as we will be drawing extensively upon the set of cases. Many (most? all?) of the e-book versions do NOT have cases, so beware! Other Required Readings I am indifferent whether or not you subscribe to these business periodicals, but you ARE expected to read The Wall Street Journal on a daily basis, and you ARE expected to read these magazines (or similar ones) when new issues appear: Bloombergs Business Week Fortune Forbes There are others you may wish to follow (e.g., Inc. or Entrepreneur). And I do suggest that you track the Economist and The Financial Times if you have any interest in European companies (VW, Nokia, Royal Dutch Shell, Unilever, etc.). Similarly, look at Japan Times, Asahi Shimbun, Far Eastern Economic Review, and NHK World for news about Japanese, Chinese, and East Asian companies (Mitsui, Samsung, Baidu, Tencent, etc.). Academic Integrity: Chapman University is a community of scholars which emphasizes the mutual responsibility of all members to seek knowledge honestly and in good faith. Students are responsible for doing their own work, and academic dishonesty of any kind (such as copying on examinations or giving assistance on examinations; plagiarism of material) will not be tolerated anywhere in the university. Violations of academic integrity include, but are not limited to, the following: cheating on an exam; plagiarism on any paper or report; copying another persons individual assignment for submission. Violations will be dealt with severely by the instructor, the associate dean, and the standards committee. Please cite or

give a reference to all material you use which does not originate with your own creativity. See the Chapman University Undergraduate Catalog, pp. 65ff, for further information. By way of full disclosure, many of the PowerPoints used in the class originated with the SouthWestern publishing company, though I have edited them and added some of my own material. Chapman Universitys Students with Disabilities Policy: In compliance with ADA guidelines, students who have any condition, either permanent or temporary, that might affect their ability to perform in this class are encouraged to inform the instructor at the beginning of the term. The University, through the Disability Services Office, will work with the appropriate faculty member who is asked to provide the accommodations for a student in determining what accommodations are suitable based on the documentation and the individual student needs. The granting of any accommodation will not be retroactive and cannot jeopardize the academic standards or integrity of the course. Important Addresses and Contact Information Disabilities Services: Tutoring, Learning, and Testing Center: 410 N. Glassell Cecil B. DeMille Hall 130 Phone: (714) 997-6778 Phone: (714) 997-6828 Method of Evaluation: Your final grade in the course will be determined by your performance on three written case analyses, a midterm examination, a final examination, quizzes over cases, your blog, and class participation, according to the following weighting: Written case analyses 3 @ 10% each Midterm examination Quizzes over cases Final examination Team case presentation and written analysis Individual participation and your blog TOTAL 30% 10% 10% 20% 10% 20% 100%

There is a separate document posted on Blackboard that describes the grading rubrics I use for case analyses, for written versions of case analyses, and for oral presentations of case analyses. I also urge you to readASAPthe section in the textbook called Analyzing a Case Study and Writing a Case Study Analysis on pp. C1-C12. To ensure that you read and prepare cases for in class discussion, I will randomly distribute short quizzes for a number of the casesbut not all of them. Lecture Material: The PowerPoints that summarize chapter material will have sprinkled throughout them

information in boldface red ink. It will behoove you to learn that material deeply, to apply that material broadly, and to weave that material into your daily business reports, your blogs, your case analyses, your examinations, and your team presentations. Blogging: Here is what you will need to do: as quickly as possible, begin posting a blog (for software, I urge you to use http://wordpress.com/). Once you have set it up, send me the URL ASAP. The content of your blog should have two aims. First, you are expected to follow one organization over time (see below); you will be asked to speak about that company in class (what are they doing right, and what are they doing wrong) and you should also post updates on your blog: whats the news about your company, and whats important about that news? Second, your blog should give an intelligent critique of each class days events whether it is a lecture, an exam, a demo, or an outside speaker. I am not looking for praise, nor am I seeking unnecessary criticismI am looking for your honest reaction to each class day. So, you will need to post new musings once or twice a week. You will need to give me your URL so I can read your blog, and you will need to enable me to post comments on your blog postings. Your blog will be graded on its frequency, its content, your passion, and your wit! I expect at least a paragraph after each class session. For each class day, have you been bored, confused, enlightened, excited, and why? How does the class material relate to organizations you have seen or your other experiences? How does this class relate to others you are taking or have taken? What are you reading about strategy, management, and business? Can you correctly and aptly apply the material from the lectures to the company you are following? I will respond to your blog postings about once a week. Participation, Attendance, and Distractions: Yes, I do take attendance, and yes, attendance is a component of your final participation score (20% of your course grade). Even excused absences dont do you any favors. If youre not attending, youre not learning from me or from your classmates. Participation is also calculated based upon whether or not you ask good questions of me (and, if I have confused you in a major way, asking for clarification or examples counts), and whether or not you contribute usefully to ongoing discussions of cases and lecture material. Good, high-quality participation adds to our understanding of a company, evaluates in a sound manner a companys strategic successes and shortcomings, and in general provides useful insights benefitting the class. Its OK to take risks and to venture opinions. Daily News Reports A portion of your Participation grade also hinges on your presentation of news reports. Each class day, roughly 5 people will be randomly called upon (if you are NOT present to report that day or if you are unprepared to give a report, those constitute major participation demerits) to give an oral report on their companysee belowor any other major business news of the dayanyone else may choose to volunteer to report (you will receive additional participation credit for doing this). Just doing the required news reporting will only earn you an average grade for the news reports. Try to use the lecture content in covering your company.

Team Cases Analysis and Presentation You will be asked to form teams of 3-5 people; give me your team rosters no later than Tuesday, March 27. On Tuesday, April 10, I will announce which company your team is to report onit will be one of the companies that someone in your group has been following. You will be expected to produce a roughly 30 page written report, and your team will be expected to deliver a roughly 20-30 minute oral presentation, with each person on the team expected to contribute equally to the written report and each person on the team expected to speak for roughly the same amount of time. Companies to Follow From the following list of companies, give me by the end of the first week of classes a priority ordered list of 3-5 companies that you would like to follow over the semester (you may add ONE company not on this list to your set of preferencesit MUST be a publicly traded firm in the US or elsewhere). I cannot guarantee you will get your top choice, or even one of your 3-5 preferences, but I will make an effort to do so: Salesforce.com eBay Unilever Kraft Foods Estee Lauder LOreal Exxon Mobil Clorox Delta Air Lines Radio Shack J. P. Morgan Chase Wells Fargo Visa MasterCard Nintendo Activision Blizzard Altria Hershey USAA Allstate Amazon.com Kroger Johnson & Johnson PepsiCo Home Depot Lowes Office Depot Staples VW Monsanto Danone H. J. Heinz Campbell Soup Hormel Foods Foot Locker FedEx Sprint Mattel Netflix Yahoo! Target Alcoa Electronic Arts Caterpillar Whole Foods Hasbro Qualcomm Cisco Coming to Class You are strongly encouraged, especially on days in which a case is to be discussed, to bring your textbook to class with you. You are permitted to bring to class (but NOT to examinations) PDAs, laptops, tablets, and/or mobile phones. You would be well-advised to leave them all at home. If your mobile phone, etc., audibly rings during class, you will be required to stand and sing a song (Im fond of Aerosmith, George Strait, and Giacomo

Puccini, among others). However, if the rest of the class has a strong desire to hear another song, I will defer to their tastes. I have lyrics that I can give you to sing from.. Taking Notes I don't care how you take notes. Use a laptop or tablet. Use paper and ink. Take photographs. The main thing is, if you want to learn, take notes. Learning is not a passive act; it is an act of engagement, where you involve yourself physically and mentally, where you struggle to understand and integrate the material. Note-taking is your contribution to what is a two-way communication with the source of the learning. Maybe you'll review them again, maybe not. Keep your notes in good order, just in case. But the main thing is that you take them. (David Gurteen, The Gurteen Knowledge Letter, October, 2008) Daily Schedule: 1. Tuesday, Jan. 31 2. Thursday, Feb. 2 3. Tuesday, Feb. 7 4. Thursday, Feb. 9 5. Tuesday, Feb. 14 6. Thursday, Feb. 16 7. Tuesday, Feb. 21 8. Thursday, Feb. 23 9. Tuesday, Feb. 28 (Wednesday, Feb. 29) 10. Thursday, March 1 11. Tuesday, March 6 12. Thursday, March 8 13. Tuesday, March 13 14. Thursday, March 15 Introduction and overview of the course (read Chapter 1: Managing the Strategy-Making Process pp. 1-37) More of Chapter 1 Bally Total Fitness (pp. C27-C40) Chapter 2: External Analysis (pp. 38-71) Wynn Resorts, Ltd. (pp. C13-C26) Chapter 3: Internal Analysis (pp. 72-105) The Comeback of Harley Davidson, 1985-2008 (pp. C41C58) Chapter 4: Functional Level Strategy (pp. 106-141) Charles Schwab (pp. C131-C145) Paper #1 due: Toyota in 2009 (pp. C238-C251) Chapter 5: Business Level Strategy (pp. 142-175) Apple in 2008 (pp. C59-C74) Chapter 6: Strategy & Industry Environment (pp. 176208) Intel Corporation: 1968-2008 (pp. C92-C104) Chapter 7: Strategy and Technology (pp. 209-241)

15. Tuesday, March 20 16. Thursday, March 22 17. Tuesday, March 27 18. Thursday, March 29

TiVo, Inc.: TiVo versus Cable and Satellite DVRCan TiVo Survive? (pp. C211-C225) Chapter 8: Strategy in the Global Environment (pp. 242282) Midterm examination (Chapters 1-8) McDonalds and Its Critics: 1973-2009 (pp. C146-C158)

(April 3 and April 5 occur during Spring Break) 19. Tuesday, April 10 20. Thursday, April 12 (Friday, April 13) 21. Tuesday, April 17 22. Thursday, April 19 23. Tuesday, April 24 24. Thursday, April 26 25. Tuesday, May 1 (Wednesday, May 2) 26. Thursday, May 3 27. Tuesday, May 8 28. Thursday, May 10 29. Tuesday, May 15 30. Thursday, May 17 Chapter 9: Horizontal & Vertical Integration (pp. 283-310) Chapter 10: Diversification (pp. 311-344) Paper #2 due: General Motors: From Birth to Bankruptcy (pp. C252-C263) Nucor in 2009 (pp. C159-C181) Chapter 11: Performance and Governance (pp. 345-377) The Rise of IBM (pp. C389-399) Chapter 12: Implementation in Single Industries (pp. 378420) The Fall of IBM (pp. C400-412) Paper #3 due: Tata Motors Acquisition of Jaguar and Land Rover (pp. C264-C276) Chapter 13: Implementation in Multiple Industries (pp. 421-455) IBM in 2009 (pp. C413-C424) Team presentations Team presentations Team presentations

Wednesday, May 16 Thursday, May 17

Final Exam Section 04: 1:30 pm 4:00 pm Final Exam Section 06: 4:15 pm 6:45 pm