View Course Syllabus - Fisher College of Business

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Professor Nilesh Khare, BUSM HR 4490 Recitation Sy llabus
Fisher Co llege of Business, the Ohio State University
BUSMHR 4490 Strategic Management
Spring, 2015
Recitation: Thursday
(3797) 12:45 pm – 2:05pm, 315, SB Hall
(3801) 2:20pm – 3:40 pm, 319, SB Hall
Professor: Nilesh Khare
email: khare.11@osu.edu
Office hours: Wednesday 1:00 pm to 3:00 pm, or by appointment
Office: 307, Fisher Hall
Phone : (614) 688-1047
Course Prerequisites
Strategy courses rely on the knowledge of all of the major areas of business studies such as
finance, accounting, marketing, operations management, HR etc. Two most important
components of this course— case analysis and formulation of strategic recommendations— will
require you to draw on all of your knowledge accumulated during your business studies. If you
have any concerns about the prerequisites for this course, please contact the instructor. In
addition, you are expected to demonstrate a high level of sophistication in analytical and
communication skills.
Required Materials
 Textbook: Strategic Management, by Frank T. Rothaermel, McGraw- Hill 2013 (as
instructed in the lecture section selected chapters are available in a special book for
the course).
 Course Pack: All assigned cases are available for online purchase from Harvard
Publishing at: https://cb.hbsp.harvard.edu/cbmp/access/32265272 From this page you
must first register and then you will be provided the opportunity to purchase the
readings.
 Additional Readings: are available for free download via the Business Source
Complete research database, which is accessible through the OSU Thompson Library
website. Appendix A to the syllabus provides instructions on how to download these
articles.
Assume that all readings mentioned above and additionally distributed in class or made available
via Carmen are required readings unless otherwise specified. You will be expected to draw on all
material in your class discussion and assignments.
Course Introduction & Objectives
This course covers two big topics: business strategy (strategic management of individual
businesses) and corporate strategy (strategic management of issues specific to the multi-business
firm). We specifically examine the following topics:
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Business Strategy:
 What is strategy?
 External Analysis and Porter’s 5 Forces
 Value Added and Competitor Analysis
 Internal Analysis and the Resource Based View
 Generic strategies, and strategy formulation
Corporate Strategy:
 Why do we have firms?
 What determines firm boundaries?
 When should firms expand into new markets?
 How should firms expand into new markets?
In strategy, we take integrated view of the business, the viewpoint of a CEO, entrepreneur, or
division general manager with responsibility for the overall business performance—usually P&L,
profitability and growth relative to other competing firms over a per iod of time. From this
perspective, we are faced with numerous choices that will directly impact revenue, cost,
subsequent profitability and growth. Underlying this approach is the assumption that performance
is influenced by the active management and guidance of the firm.
This course is mainly targeted to help students
 understand and analyze the strategic issues, tradeoffs and performance targets
 develop strategies to help achieve performance targets.
This course is pertinent for students who intend to pursue careers in general management, equity
and fixed income research, investment banking, and venture capital etc.
Notice that these are objectives, and are not guaranteed outcomes. Instructors can only facilitate
your learning through lectures, and through discussions and exercises via recitation. It is up to
you to take it upon yourself to accomplish your learning goals.
You and your classmates must actively participate for this course to be a true learning
experience!!!
To achieve learning objectives, you are expected to come to class prepared to discuss each case on
the scheduled date. This requires a thorough reading of each case prior to class. The instructor
reserves the right to call on any student or group to answer questions regarding each case.
EVERYONE is expected to prepare for ALL classes. It is an integral part of this course. You
will have a chance to formulate coherent and systematic comments on strategic business issues,
which will also be an integral part of your future job. IF YOU ARE NOT PREPARED, THE
CLASS
DISCUSSIONS WILL NOT BE VERY INTERESTING.
Just reading a case is certainly a good start, but it is often not enough. Most cases have
quantitative data, which can offer significant insight and add substantially to your understanding
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of what is going on. Often, from looking at the empirical data, the reader finds out that all is not
as it seems. ALWAYS LOOK AT THE ‘NUMBERS’ AND OTHER SUPPORTING
MATERIALS.
Work load:
The University and College expectation is that students spend two hours outside of class for
every hour spent in class. Since this course meets 3 hours per week, you should expect to spend
6 hours per week outside of class on course-related work.
Course Structure
The course consists of two distinct but related sections—a big lecture section and a recitation
section.
Lecture Section (40% of the final grade): Lecture sections are big sections delivered by
Professor Ashton Hawk. Lecture section covers 40% of your grade and will be evaluated based
on the content covered in the lectures. There will be no questions from the recitation. All
concerns about the lecture should be addressed to Prof. Ashton Hawk.
Recitation Section (60% of the final grade): The discussion section is run by Prof. Nilesh
Khare. The recitation sections are small (usually around 40 students).
 You will be actively applying the ideas/concepts of the course to cases and will be
actively engaged in case discussions.
 I am solely responsible for 60% of the course grade related to the recitation section.
I will determine and assign the final grades in the course. Note that questions about your final
grades in the course should be directed to me as your recitation leader.
Grading Components:
Percent
From Lecture Section
40%
From Recitation Section
Three group written cases
Individual written assignment
Individual Class Participation
presentation)
60%
30%
10%
Total
20% (including 5% for
100%
Final course grades will be assigned according to the following scale:
Inte rval
100 – 93
92.99 – 90
89.99 – 87
86.99 – 83
82.99 – 80
Letter Grade
A
AB+
B
B-
3
79.99 – 77
76.99 – 73
72.99 – 70
69.99 – 67
66.99 – 60
59.99 – Below
C+
C
CD+
D
F
Group Formation
Students will form groups of 4-5 membe rs (exceptionally 6 if needed). Group membership is
voluntary; however, each group must reflect diversity in students’ declared major. If necessary
the professor will make changes between groups to ensure that all have a balance across
disciplines (e.g., finance, accounting, marketing, etc.). This requirement will help to ensure that
each group is well rounded and best prepared for case assignments. The deadline for joining a
group is Thursday, January 22, 2015. Please email the names of each member to the
instructor before the class begins on January 22nd .
Group Written Cases
Each group will submit three written case assignments. Cases will be graded based on the
quality and the extent to which you answer all of the assigned questions. Guidelines for Writing
Cases presented in Appendix B to the syllabus.
Style Requirements
 The body of the written cases may be up to 5 pages in length excluding a cover
page and exhibits (limit up to additional 5 pages).
 Use a 12 point font and have one inch margins.
 Cases must be typed and double-spaced.
Submitting your work: Write ups
The printout of a case write-up is due at the beginning of the class the case is scheduled for
discussion. P lease ALSO upload the electronic version into the CARMEN DropBox. Please
staple all your work and include a cover sheet as the first page (not counted) with the section
time/day, and the list of team members. Failing to follow these instructions will impact
negatively your perceived professionalism.
No make-up is available. Late case-write ups are not accepted.
Team Peer Evaluation1 : All group members will receive the same grade that is assigned to
the group; however, if a group member is not fulfilling his/her responsibilities on the written
case, his/her grade will be downgraded using the average score. Please refer to Appendix C for
peer evaluation form to rate the efficiency, productivity and contribution of the team members.
These forms will be kept confidential and will not be shared with anyone else either in class or
with the administration. Make sure your comments are honest and your criticisms are
constructive. Peer evaluation form will be made available on Carmen. A drop box will also be
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I may decide to use College of Business Peer Evaluation Survey results to assess your team contributions. You are required to
provide explanations/comments when you choose to rate any of your team members on either extremes.
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provided for you to upload your peer evaluation forms. Please upload these forms by April 21 st ,
2015.
College of Business’s Peer Evaluation Survey: An additional survey for your teamwork has been
added to Carmen. You are required to complete this survey. These responses are collected
anonymously. The responses to survey questions are available for all users, but the system does
not report who made what response. You will find the survey under Activities > Survey >
Undergraduate Teamwork Peer Evaluation. You are required to complete the survey for e ach
team member. The survey will be open and available to you only between midnight Monday
4/20 through midnight Monday 4/27 (8 days).
Group Case Presentation
Each group will present one of the three written case assignments of your choice. No more than
four groups may present a given case assignment. Presentations will be graded based on each
group’s analysis, recommendations and the extent to which you adequately answer questions
during the question and answer session. Standard oral presentation rubric is available on
Carmen. Each group will have 15-20 (will be specified later) minutes for their presentation.
Every member of a group must participate in the presentation and Q&A. Students will be
individually graded for their presentation out of 5 points.
Individual Written Assignment
Each individual will be asked to select a firm with good performance but in an unattractive
industry. Write a two page (double spaced, 12 font size, times new roman, 1” margins all around)
explanation for its superior performance despite its unfavorable industry. Please do not select any
firm that has been discussed in class as a case study. You are encouraged to include exhibits in
support of your explanation (not more than 5 pages). Please include exhibits only if you refer to
them in your explanation. Detailed guidelines are available on the recitation website on Carmen.
Individual Participation Evaluation
Most of your learning will occur in preparation for and participating via in class discussions of
theory and cases. To enhance your preparation and learning, I strongly encourage you to use
study groups to discuss the cases prior to class. To guide you in your preparation, this
syllabus includes preparation questions for each case.
Cold Calling: To provide strong incentives to prepare before class, I WILL COLD CALL
STUDENTS
FREQUENTLY, AND AT RANDOM. It’s a key part of the class.
Cold call is not to embarrass, humiliate, catch off guard, or try to lower participation grades.
Simply it is an adaptation of real- life work environment. You will most often than not be asked
to provide your thoughts and comments during the course of a work-day. Cold calls provide you
with opportunities to develop skills that would make you comfortable and confident in stating
your perspective in a professional, concise, and qualified manner. I should also point out
that most students typically tend to unde restimate -rather than overestimate-the worth of
what they have to say. Thus, if you are ever in doubt, I encourage you to speak up instead of
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staying quiet. If you are inadequately prepared to contribute to the discussion you may:
1. ask before class not to be called on,
2. pass when you are called, or
3. “wing it.”
The above actions are listed in the order of increasing negative evaluation.
Participation and Attendance
You must be present to participate. However, I must stress the fact that being in class does not
mean that you are also participating in the class. Checking email, texting, being active on social
networking or surfing other websites during the class will result in a loss to your participation
grade for that class session. Please utilize your technology accordingly. Sleeping as well as
chatting away in class is equivalent to being absent.
I will make notes to myself on your attendance. It helps me to learn your name faster if you sit
in the same place every class period throughout the entire semester. Of course, name tags are
welcome.
Participation Evaluation Guidelines
Each student will be evaluated by the professor and select group of students for his or her
participation in each class. I will make notes to myself on your participation after each class.
Your participation will be graded on the basis of both frequency and the level and quality of your
contributions after each class I use a 0-4 point system to assign a value to your input for each
class.
Guidelines of assessing the quality of your participation : This course is as much about listening,
learning to present and support your position as it is about learning tools and techniques of
analysis. Therefore, there is a premium on active, enthusiastic, and informed participation based
on the following broad indicators:
 Are the points made relevant to the discussion?
 Are the points made drawn from the theories, concepts, framework learnt in the course
and clearly refer to them.
 Do they go beyond a mere recitation of case facts and are implications clearly drawn?
 Is there evidence of analysis rather than expression of opinions?
 Are the comments linked to those of others?
 Did the contribution further the class' understanding of the issues?
 Is the participant a good listener?
What happens when your comment is not “correct”?
Given that Strategic Management has its theories, concepts, tools and frameworks not all
alternatives are equally appropriate or in other words “correct”. The accuracy of the strategic
analysis is improved when the context is taken into account while applying the frameworks,
which we will stress throughout the recitation portion of the course.
As a business manager, it is important for us to learn to handle criticism and/or counterarguments with professionalism as it is to make valid points. Following tips often help in
handling such a situation with professionalism.
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


Remember that it is not personal.
Concentrate on understanding why your point of view was not the right / appropriate /
accurate one.
Follow up with questions and comments to enhance your understanding of the correct
explanation.
Your participation will also be judged based on your ability to handle criticism/counter
arguments/additional clarifications.
The following broad indicators will be used:
 Is the participant non-combative when a counter-argument is made?
 Can the participant handle himself/herself with professionalism when he/she realizes that
the comment was not correct? Or is the person adamant about it and tries to rationalize
his/her way out of it?
Remember, even if your comment turns out to be not so ‘right on the money’ it surely helps
tremendously the whole class to learn from it and know why it was not the right way to go.
Therefore, you would still get your participation points conditional on the degree of
professionalism with which you handle being incorrect.
Kindly note that repeated comments that are irrelevant and behavior that are distractive will
count toward negative participation points.
Because participation is a major component of your grade, I encourage you to come and talk
with me at any time regarding your participation to date.
Your over all participation score in the semester will be assessed based on the following criteria:
15 – Excellent participation – The student consistently attends class and consistently contributes
to class discussions with unusually insightful comments in these discussions. The student
participates actively within the group and performs assigned tasks in a timely manner.
12 – Good participation – The student consistently attends class and consistently contributes to
class discussions. The student participates actively within the group and performs assigned tasks
in a timely manner.
10 – Average participation – The student consistently attends class and inconsistently
contributes to class discussions. The student participates actively within the group and performs
assigned tasks in a timely manner.
5– Below Average participation – The student consistently attends class and inconsistently
contributes to class discussions. The student inconsistently participates actively within the group
and performs assigned tasks in a timely manner.
0 – Poor participation – The student inconsistently attends class and inconsistently contributes
to class discussions. The student inconsistently participates actively within the group and
performs assigned tasks in a timely manner.
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Absences/Make-ups
There are no excused absences from your assigned case work without a written excuse from a
doctor or the academic dean. If there is a serious scheduling conflict, please let me know well in
advance. If you miss class for any reason you should contact me via voice mail or e-mail prior
to the absence. However, merely contacting me does not mean that your absence will be excused.
Absenteeism will affect your course grade adversely.
Attendance Policy
There is no make up for days missed. If you are absent or late for the class 10 minutes or more,
you are counted as absent for that day. You can be absent for 2 days without incurring a penalty.
If you are absent for 3 days, your participation grade will be lowered by 20%. If you are absent
for more days, the following grade reduction will apply: 4 day absence, 30% to your participation
grade and 20% to your case assignment score; 5 day absence, 50% to your participation score and
30% to your case assignment score. If you are absent from class for more than 5 days, you will
earn a 0 participation score, and your case assignment write up grade will be lowered by 50%.
Course Communication
I use e- mail as the primary contact to enhance communication. Please feel free to contact me at
my e- mail address (khare.11@osu.edu). A Carmen website has been created for recitation
section. Please check Carmen on a regular basis. I post updates and comments on the course
website. This course website will also contain the course syllabus, discussion questions,
assignment information, and other announcements. When appropriate, this information will also
be sent to you via email.
Grade Appeal Policy
I am responsive to student concerns regarding grading; you may appeal a grading decision for an
assignment. Appeals must be submitted within one week of the day the assignment was returned.
All appeals must be in writing, and must contain the following: (a) clear identification of the
part(s) of the assignment you are appealing; (b) an explanation for why you believe your answer
was graded inappropriately; and (c) support for your position. The instructor will respond in
writing within one week of receiving each appeal.
There will be no grading appeals after the one-week deadline has passed.
Students who are concerned about their class performance should contact me as soon as possible.
I will work with you to improve your grade. I find it difficult to be sympathetic to students who
approach me during the last week of the semester looking for extra points to enhance their grades.
Fisher Student Standards of Conduct
According to the Standards of Conduct of the Fisher College of Business, students are expected
to:
 Represent themselves truthfully in all situations;
 Conduct themselves in a manner that does not seek to gain an unfair advantage over other
members of the Fisher community;
 Demonstrate respect for all property that does not belong to them;
 Be personally accountable for one’s own actions.
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Students are expected to be acquainted with the Standards, to adhere to the letter and spirit of the
Standards, and to take action when witnessing a breach of the Standards. In this course, a
violation of these standards includes but is not necessarily limited to (it is your responsibility to
seek clarification of any “gray” areas):



Discussing, reviewing, or receiving notes/papers on any assignment with
students who have taken the class previously (either in another section or in a
prior year).
Submitting papers that do not exclusively include individual or group work.
Using any assignment in this course in fulfillment of an assignment in another
course without prior written consent of both professors.
Disability Policy
Students with disabilities or requiring special accommodations must notify me of such needs at
the beginning of the quarter. You should work directly with The Ohio State University Office of
Disability Services (ODS). ODS is expert at working with individual students to provide the
appropriate assistance. Should you require special instruction for the course, please provide a
written request from the ODS. We will then work with ODS to develop a plan for how you will
meet the requirements of the course.
Look forward to your participation in making it a fun filled learning expe rience for all!
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About the Instructor
Professor Nilesh Khare teaches, conducts research, consults corporate and delivers management
development programs.
He earned a PhD in Business Administration with a focus on Strategic Management at the Ohio
State University, in May 2010. He holds an MBA in Finance & Marketing, and CFA from
ICFAI Business School, Hyderabad, India, and BE in Electronics and Telecommunication from
National Institute of Engineering from Jaipur, India. Professor Khare worked primarily with
consulting majors such as PwC, KPMG, and the Henley Center for a decade before starting his
Ph D in 2004. He also ran a dotcom for two years.
Professor Khare’s research focuses on the issues related to firm boundaries. He also researches in
the areas related to business as an agent for social benefits such as microfinance, CSR, and
poverty alleviation.
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List of Required Cases and Additional Readings
Course pack cases and readings are available
https://cb.hbsp.harvard.edu/cbmp/access/32265272
for
online
purchase
at:
Course Pack Cases
Cola Wars Continue: Coke vs. Pepsi in 2010. David B. Yoffie and Renee Kim, Harvard
Business School Publishing: No. 9-711-462
Apple Inc. in 2012. David B. Yoffie and Renee Kim, Harvard Business School Publishing: No.
9-712-490
Ducati: In Pursuit of Magic (A). Jordan Mitchell and Bruno Cassiman, IESE Business School,
University of Navarra. No. IES168
Samsung Electronics. Jordan I. Siegel and James Jinho Chang. Harvard Business School
Publishing. No. 9-705-508
Walt Disney: The Entertainment King. Michael G. Rukstad and David Collis. Harvard Business
School Publishing. No. 9-701-035
Honda-Rover (A): Crafting an Alliance. Ashish Nanda, James K. Sebenius, and Ron S.
Fortgang. Harvard Business School Publishing. No. 9-899-223
Newell Co.: Corporate Strategy. Cynthia A. Montgomery and Elizabeth J. Gordon, Harvard
Business School Publishing: No. 9-799-139
eBay’s Strategy in China: Alliance or Acquisition. Jiangyong Lu, Zhigang Tao. Asia Case
Research Center. No. HKU701
Course Pack: Readings
Robert F. Bruner. “Note to the Students: How to Study and Discuss Cases”. Darden Business
Publishing, UV0116.
Joan Magretta. “Understanding Michael Porter: The Essential Guide to Competition and
Strategy Ch. 3-- Competitive Advantage: The Value Chain and Your P&L”. Boston, MA:
Harvard Business Review Press.
Additional Readings:
Kindly refer to Appendix A. These readings are available for download for free from
Business Source Complete research database via Thompson Library.
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Course Outline at a Glance
Recitation Course Schedule Summary Table Sp 2015
Week Date
1
Th 1/15
2
Th 1/22
3
4
Th 1/29
Th 2/5
5
Th 2/12
6
Th 2/19
7
8
Th 2/26
Th 3/5
9
10
Th 3/12
Th 3/19
11
Th 3/26
12
Th 4/2
13
Th 4/9
14
Th 4/16
15
Th 4/23
Discussion Section Reading
Assignments/ Due dates/ Reference
articles
Prior preparation: Review core functional (Finance, Operation, Marketing etc.)
concepts. And read “What is strategy?” by Michael Porter. And “Perils of Bad
Strategy” by Richard Rumelt
Read Case Analysis Handout for
Section Introduction and Overview
Week 2. Form Groups
Due: Email on group me mbers
Intro to Case Analysis (Rothaermel – How and
preference
for
CA
to conduct a case analysis)
presentation
Case: Cola Wars Continue: Coke and Pepsi
in 2010 (Focus: External Analysis)
Five Forces that Shape Strategy
Coke and Pepsi Continued, and group work
Looking Inside for Competitive
Advantage
The Value Chain and Your P&L
Case Assignment 1 Due: Apple in 2012 What Leaders Really Do
(Focus: External and internal Analysis)
Due: CA1
The Questions Every Entrepreneur
Case: Apple in 2012
Must Answer
Joan Magretta: What executives can
Case: Ducati: In Pursuit of Magic (Focus: learn from revisiting Michael Porter.
Business Strategy)
End of Rational Economics
Ducati Continued, and group work
Case Assignment 2 Due: Samsung
Electronics (Focus: Business Strategy)
Due: CA2
SPRING BREAK!
Case: Walt Disney: The Entertainment King
(Focus: VI)
Walt
Disney
Continued
(Focus: Due:
Individual
Writing
Diversification)
Assignment
Case: Honda-Rover (A): Crafting anCollaborate with your competitor
Alliance (Focus: Alliance)
and win.
Are you paying too much for that
Case: Newell Company: Corporate Strategy acquisition?
(Focus: Corp Strategy)
When to Ally and When to Acquire?
Case Assignment 3 Due: eBay’s Strategy in
China (Focus: International context)
Course Wrap Up Comments
Due: CA3
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Detailed Course Outline
Prior preparation: Review core functional (Finance, Operation, Marketing etc.) concepts.
Handouts on case Analysis (Available on Carmen under module “Tool Kit”)
“What is strategy?” by Michael Porter. (Available for free download)
“Perils of Bad Strategy” by Richard Rumelt (Available for free Download)
“Notes to Students on How to Study and Discuss Cases” by Robert Bruner (Course Pack)
Session 1 – Thursday, January 15, 2015
Section introduction and overview
Session 2 - Thursday, January 22, 2015
DUE: Group membership and case selections— kindly email the names of each group member
before the start of the class with a list of preferred case assignment for presentation.
How to Conduct Case Analysis
Readings:
 Handouts on case Analysis (Available on Carmen)
 Live Case (Available on Carmen)
 Rothaermel – How to conduct a case analysis
 Appendix B Guidelines for Case Analysis in the syllabus
 “Notes to Students on How to Study and Discuss Cases” by Robert Bruner (Course Pack)
 Review OSU Library online database resources (see link to Library in Carmen)
Session 3 - Thursday, January 29, 2015
Prior reading: Five Forces that Shape Strategy
Case – Cola Wars Continue: Coke & Pepsi in 2010
Discussion Questions:
1. Using Porter’s competitive forces analysis, compare the economics of the concentrate
business to that of the bottling business: Why is the profitability so different between
the two industry segments?
2. How has the competition between Coke and Pepsi affected the industry’s
profits?
3. What should Coke and Pepsi do to sustain their performance in the wake of
declining demand for carbonated beverages?
Session 4 – Thursday, February 5, 2015
Cola Wars Continue: Coke & Pepsi in 2010
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Prior reading: Looking Inside for Competitive Advantage
Competitive Advantage: The Value Chain and Your P&L
What Leaders Really Do
DUE: Case Assignment 1– Apple Inc. 2012
Case Assignment 1 write up due before the beginning of the clas s— Kindly bring a hard copy
to the class and upload a soft copy to Carmen drop-box for Case Assignment. Teams presenting
today should also bring a hard copy of their presentations and upload the same on Carmen.
Discussion questions:
1. How have the competitive dynamics of the PC industry changed over the past 20 years?
a. To answer this question, examine industry structure (i.e., competitive forces)
before and after the advent of the Internet.
2. What historically have been Apple’s major competitive advantages? What are the firm’s
current competitive advantages (i.e., in what products and markets)? Justify your answer
using information from the case or external sources.
3. How sustainable are Apple’s current competitive advantages in different product groups?
4. What should Apple do to exploit these advantages in the future? Quantify your
recommendation using information from the case or external sources. Identify the
risks/challenges to implementing your recommendation and explain how Apple can
overcome these challenges.
Case discussion on Apple Inc. 2012 Continues.
Readings: The Questions Every Entrepreneur Must Answer
Prior readings:
Joan Magretta: What executives can learn from revisiting Michael Porter.
End of Rational Economics
Case – Ducati: in Pursuit of Magic
1. Over last 10 years how has Ducati created and captured value?
2. What are the options/strategic choices facing Ducati to fix its immediate problems and
build position for future?
3. What should Minoli do?
Session 8 – Thursday, March 5, 2015
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Ducati: in Pursuit of Magic continues
DUE: Case Assignment 2: Samsung Electronics
Case Assignment 2 write up due before the beginning of the class— Kindly bring a hard copy to
the class and upload a soft copy to Carmen drop-box for Case Assignment. Teams presenting
Prior readings:
The Right Game: Use Game Theory to Shape Strategy
1. What are the sources of Advantage for Samsung Electronics?
2. What strategy has Samsung been following? What risk does it entail?
3. How should Samsung respond to the threat of large scale Chinese entry into
DRAM market?
Session 10 – Thursday, March 19, 2015: Spring Break
Case – The Walt Disney Company: The Entertainment King
1. What is Walt Disney’s business strategy? How effective is Disney in implementing this
strategy? Justify your answer by identifying the sources of Disney’s competitive
advantages (or disadvantages).
2. Identify all corporate strategies that Walt Disney employs. Evaluate the benefits and
costs of each strategy. From this analysis state and justify whether Disney over
diversified and in which areas.
3. What should be Disney’s corporate strategy going forward? Quantify your
recommendation using information from the case or external sources. Identify the
risks/challenges to implementing your recommendation and explain how Disney can
overcome these challenges.
Session 12 – Thursday, April 2, 2015
The Walt Disney Company: The Entertainment King continues
DUE: Individual Writing Assignment— Kindly bring a hard copy to the class and upload a
soft copy to Carmen drop-box for Individual Writing Assignment.
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Prior Reading: Collaborate with your competitor and win.
Case— Honda-Rover: Crafting an alliance
1. What were the motivations behind forming Honda-Rover alliance? What are the
motivations behind allying in general?
2. Was Honda-Rover alliance structured appropriately? Why or why not?
3. Has Honda-Rover alliance been a success? How should we measure success of an
alliance in general?
Case— Newell Corporation: Corporate Strategy
1. Does Newell have a successful corporate strategy? Does the company add value to
the businesses within its portfolio? Justify your answer using evidence from the
case.
2. What are Newell’s distinctive competencies/resources?
3. What challenges faced the company in the late 1990s? Given these challenges, does
the acquisition of Calphalon (Rubbermaid) make sense?
4. What should Newell do to achieve a sustainable competitive advantage in the future?
Quantify your recommendation using information from the case or external
sources. Identify the risks/challenges to implementing your recommendation and
explain how Apple can overcome these challenges.
DUE: Case Assignment: eBay’s Strategy in China
Case Assignment 3 write up due before the beginning of the class— Kindly bring a hard copy to
the class and upload a soft copy to Carmen drop-box for Case Assignment. Teams presenting
1.
Critically assess eBay’s entry mode choice in China listing advantages and
disadvantage of its chosen entry mode choice.
2. Critically assess eBay’s JV with Tom Online from both company’s perspective.
3. What other strategic alternatives could eBay may have pursued to achieve its objectives
in China? How do these alternatives compare against its choice?
Course Wrap Up.
16
Appendix A: How to download papers from Business Source Complete
Following is a link to the Business Source Complete database available through the OSU library.
http://library.ohio-state.edu/search/y?SEARCH=business+source+complete
If you are on campus, click on Business Source Complete [Selected Articles in Full Text] to
conduct a search.
If you are off campus, you must first sign in by clicking on Off campus sign in. After you have
entered the database, click on Advanced Search Options. Below is a sample search for one of our
first readings.
Find:
Harvard Business Review
Rational Economic s
in
in
SO Public ati
and
Arioenly Name
in
and
The End of
AU Author
TI Tit le
Additional Readings
Porter, Michael, 1996. “What is Strategy?” Harvard Business Review, vol. 74, issue 6: 61-78.
Rumelt, R. 2011. “The Perils of Bad Strategy”. McKinsey Quarterly.
Porter, Michael, 2008. “The Five Competitive Forces that Shape Strategy?” Harvard Business Review,
vol. 86, issue 1.
Barney, Jay B., 1995. “Looking Inside for Competitive Advantage”, Academy of Management Executive,
Vol. 9, No, 4.
Robert J Allio, and Liam Fahey. 2012. “Joan Magretta: What Executives can Learn from Revisiting
Michael Porter”. Strategy and Leadership. (Download from http://osu.worldcat.org.proxy.lib.ohiostate.edu/search? )
Ariely, Dan, 2009. “The End of Rational Economics”. Harvard Business Review, Jul/Aug. 2009,Vol. 87,
Issue 7/8: p. 78-84.
Brandenburger and Nalebuff, “The Right Game: Use Game Theory to Shape Strategy,” Harvard
Business Review, Jul-Aug, 1995.
Eccles, Robert G., Kersten L. Lanes, and Thomas C. Wilson, 1999. “Are You Paying Too Much for that
Acquisition?” Harvard Business Review, Vol. 77 Issue 4, p136-146.
Hamel, Gary, Yves L. Doz, and C. K. Prahalad, 1989. “Collaborate with Your Competitors—and Win”
Harvard Business Review, Vol. 67 Issue 1, p133-139.
Dyer, Jeffrey H., Prashant Kale, and Harbir Singh, 2004. “When to Ally and When to Acquire”, Harvard
Business Review, Vol. 82 Issue 7/8, p108-115.
Kotter, “What Leaders Really Do,” Harvard Business Review, May/June 1990
Amar Bhide, “The Questions Every Entrepreneur Must Answer,” Harvard Business Review,
Nov-Dec, 1996.
17
Appendix B: Guidelines for Case Analysis
The following guidelines may apply to any of the case assignments. However, note that if we
have not yet covered a particular topic for a specific case assignment, you will not be graded
on that specific content in the case assignment.
Strategic Analysis
In order to address the strategic problems or challenges facing a firm, a business analyst
must conduct a thorough analysis of the external and internal environment of the firm.
Analysis of Industry and the Macro Environment
 Assess conditions in the macro environment (economic, technological, social/cultural,
demographic, political and legal) that influence strategic positioning within the
industry.
 Apply the Porter’s competitive forces model to analyze industry structure and
performance. Summarize your analysis by stating how industry structure
explains whether the industry has low, moderate or high profitability.
 Discuss how the stage of the industry life cycle (embryonic, growth, stabilization
or shakeout, maturity, and decline) influences industry competition.
Firm Analysis (as it applies to a given case)
 Evaluate corporate and business strategies by addressing the following:
o Is the firm in a strong competitive position relative to other firms in the industry?
o Identify sources of competitive advantage (or disadvantage).
o Evaluate the value chain to identify valuable resources and capabilities. Identify
the firm’s core competencies and the extent to which they facilitate
sustainable
competitive advantage.
o Can the firm continue to pursue current corporate and business level
strategies profitably?
o What can the firm do to turn weaknesses and threats into strengths
and opportunities?
Recommendations
 Recommendations should directly address the assigned questions in the case and
follow logically from findings in the strategic analysis phase.
 Identify specific actions for changing the firm’s corporate or business strategy to improve
business performance.
 Quantify the financial impact of your recommendations (i.e., costs, timing, and
ultimate impact on profitability).
 Do not simply state that the firm should explore or consider taking an action or
making a change, but support your recommendations with a critical evaluation of the
risks and challenges to implementation as well as an explanation of why the company
should implement your suggested changes despite the potential pitfalls.
18
Appendix C: Peer Evaluation Form
Group :
Peer Evaluation Form
Divide 100 points among all team me mbers in accordance with your perception of their relative
effort and contribution to the team project. When giving an individual higher or lower points than
the average, provide an explanation for that difference (what specific behaviors did you witness
that resulted in your point allocation). In addition, when giving lower points also provide a brief
description of the steps that were taken by your team to remedy the discrepancy in
effort/contribution. This form must be submitted to CARMEN drop-box no later than 9:45
p.m. on April 21st 2015. Please add additional members if your team is more than 5 people.
Your Name:
Explanation:
Points:
Team Member Name:
Explanation
Points:
Team Member Name:
Explanation
Points:
Team Member Name:
Explanation
Points:
Team Member Name:
Explanation
Points:
Total Point
100
19

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