Syllabus B189 — Spring 2018

Room	BBC 003
Day	Monday
Time	6pm-8:45pm

Instructor:	Simon Rodan
Office:	BT 457
Office Hours:	Monday 5:15-5:45pm Thursday 4:30-5:45pm

Skype:	simonrodan
Email:	simon.rodan@sjsu.edu

Course Description

Integrative capstone seminar analyzing inter-relationships of managerial decisions/actions within and between the firm and its environment. Applies multi-disciplinary techniques to diagnose and recommend actions appropriate to specific company situations, using case method.

Prerequisites: COMM 100W or ENGL 100WB or LLD 100WB. The course is restricted to graduating seniors only.

Program Level Learning Objectives

To sharpen students' ability to think critically, logically and strategically.
To diagnose business situations from a strategic perspective.

Course Learning Objectives

By the end of the course students should be able to demonstrate an ability to:

Apply the following strategic analyitical perspectives to unfamiliar business situations
- Value-price-cost framework
- Industry and competitive analysis (Porter’s 5 forces model)
- The Resource Based View of the firm
- Generic strategies
- Economies of scale, experience and learning
- Diversification
- Acquisition
- Transaction costs economics and vertical integration
- Network externalities
Apply the knowledge, tools and techniques you have studied in your courses in economics (ECON 1A, 1B), accounting (BUS 20, BUS 21), marketing (BUS 130), operations management (BUS 140), management and organizational behaviour (BUS 160), finance (BUS 170), and QBA (BUS 190) in the context of a business simulation.

Required Reading

There are two required readings for this course.

The first is Rothaermel, Frank, Strategic Management: Concepts and Cases, 3rd Edition. This is a version of the book customized for this class. It is significantly cheaper than buying the complete book (we will be using only a small proportion of the cases in the complete book and removing them from the custome text reduces the costs significantly).

Follow this link to buy the book

The second is a collection of handouts, “Supplemental Readings in Strategy” which you can download here.

Evaluation

Class contribution (5%) At the end of the semseter, I make an assessment of the contribution you have made to the plenary class discussions. I tend to ask questions of the class as a whole and will rarely call on you individually to answer a question; so it is up to you to volunteer information. At a minimum, you must show that you have prepared for the class. Beyond knowing basic facts about the case, I will look for your ability to think logically and to connect the different theories we look at to the case material.

Exams (35%) There is one mid-term exam and a final which will respectively count for 15% and 20% of your course grade. The exams will generally require either short answers or a single short essay based on a 3-4 page fictional case. Spelling and grammatical errors will reduce your grade.

Simulation (35%) Your grade in the simulation exercise will be based on:

The quality of your business plan, in partucular its logic, coherence and the clarity of the writing (10%)
Your end of semester presntation (10%)
Your company’s financial performance in the simulation based on 13 ‘Z-score’ metrics (10%)
Your company’s achievement in the simulation against the goals you select (the ‘P-score’ metrics) (5%)

In your business plan you should explain:

the strategy you are adopting (Cost leadership or Differentiation)
the metrics you see as the important measures of your team’s performance and why
the targets you have set yourselves on each of those metrics and how you arrved at them
how you propose to translate your strategy into your operational (pricing, advertising, training, R&D, line scheuling and construction, and financing) decisions

Similarly, in your presentation you should explain:

the strategy you adopted
how your team performed on each against the targets you have set yourselves on each of your chosen metrics
What worked and what didn’t and why
What you will take away from the simulation

In your written reports and oral presentation clarity and straight-forwardness is infinitely preferable to spin and BS.

Typically teams should be three or four - larger than that leads to coordination problems which generally lead to poor finanical performance. The roles / functions that need to be undertaken are:

Sales and marketing, including unit forecasting
Production scheduling and capacity planning
Accounting, finance and cash-flow management

The price of the simulation software is $100 per team or between $25 and $20 per person (for teams of 4 and 5 respectively). In the interests of full discuosure, I have a financial interest in the use of the software as a junior partner in the develpment of the web version of the BPG simulation. However, my interest in, and use of, this particular simulation preceeded, and indeed was a factor in my joining the BPG development partnership.

Peer 360 evaluation (15%) 4 times during the semester you will be asked to make an assessment of your team members’ contributions. Each assessment counts for 5% and the best 3 out ot 4 will be used in calculating your grade. You must complete your evaluation for your team’s assessment of your performance to be counted towards you grade.

Quizes and other exercises (10%) There will be occasional pop quizzes and in-class (or occasionally take-home) exercises.

Grading scheme

I do not use a fixed scale to assign final letter grades. Since exams may vary in difficulty from semester to semester and I often introduce new ones, a fixed scale would be unfair. My approach is to determine the grading scale approximately based on the highest and lowest total scores for the semester’s work. This means you are not penalized if I set a particularly hard exam. This is not a forced curve, but the ends of the scale are determined by the range in perfomance across all the evaluation dimensions mentioned above. Differently abled students should contact me if these evaluation procedures are not appropriate.

If you want to keep track of your scores during the semester do not use Canvas. Instead, use "Score View" to view your scores in the course.

Following a recent change in university policy, there are no extra credit assignments.

Class schedule

Jan 29^th, 2018 (Monday)	1. Introduction to the Course and the Simulation
To prepare:	Buy the book - “Strategic Management 3rd edition Concepts and Cases” Download - “Supplemental Readings in Strategy” Download - Business Policy Game manual
Class agenda:	Purpose and learing goals Information you will need Text book - On-line, customized version of Frank Rothaermel’s book “Strategic Management 3rd edition Concepts and Cases” Other required reading - accumulated handouts in “Supplemental Readings in Strategy” Cases Culminating Experience: The Business Policy Game Simulation Assignments and Exams Sumitting assignments using Canavas (not for score summary) Grading Teams Introdution to the Business Policy Game Key functions Sales & marketing, demand forcasting Production and operations management, scheduling and capacity planning Accounting, financing and cash flow management Software interface Marketing mix Demand forecasting Four ‘quick fire’ quarters Decision Schedule
Feb 5^th, 2018 (Monday)	2. Generic Strategies, Scale and Learning
To prepare:	Rothaermel, Chapter 6 "Business Strategy: Differentiation, Cost Leadership, and Blue Oceans" Supplemental Readings, Chapter 7, "Generic Strategies" Rothaermel, Chapter 1 "What Is Strategy, and Why Is It Important? Mini case - Threadless: Leveraging Crowdsourcing to Design Cool T-Shirts
Class agenda:	Lecture / discussion – Generic strategies Video – Fiat Chrysler Warren Plant Press ~ 00:10-01:00. 02:11-02:22 Lecture / discussion – Profitability, Scale and Learning If time permits... Discussion – Mini case - Threadless: Leveraging Crowdsourcing to Design Cool T-Shirts Questions: What are the key features of Threadless’ business model? How does each contributed to Threadless’ profitability? Is this a source of sustained competative advantage? Why (or why not)?
Presentation slides:	Generic strategies Profitability, Scale and Learning
Feb 12^th, 2018 (Monday)	3. Foundational Corner-stones
To prepare:	Financial Measures handout Supplemental Readings, Chapter 2, "Value Creation and Appropriation" Frank Rothaermel, Chapter 5, pages 117-122 "Economc Value Creation" Bertrand and Cournot - Two models of oligopolostic competition. THIS READING IS OPTIONAL
Class agenda:	The Income ( ‘P & L’ ) Statement Lecture / discussion – Economic Value Creation Value, Price, Cost Value creation and appropriation Prifot and consumer surplus Lecture / discussion – Bertrand and Cournot The Demand Curve Bertrand’s model Cournot’s model
Presentation slides:	Economic Value Creation Bertrand and Cournot
Feb 19^th, 2018 (Monday)	4. Organizational Structure, Change, and Control
To prepare:	Rothaermel, Chapter 11 "Organizational Design, Structure, Culture and Control" Forecasting model spreadhseet
Class agenda:	Lecture / discussion – Organizational Structure, Change, Culture and Control Mechanistic vs. organic U-form, M-form, conglomerates and matrix Adaptation and change Principals, agents and incentives Sales forecasting – download the Forecasting model spreadhseet here
Presentation slides:	Organizational Structure, Change, Culture and Control
Feb 26^th, 2018 (Monday)	5. Industry and External Analysis
To prepare:	Frank Rothaermel, Chapter 3 "External Analysis: Industry Structure, Competitive Forces, and Strategic Groups" Chapter 1, “Competitive Strategy”, Porter, M. E. (1980), Free Press Supplemental Readings in Strategy: Chapter 4 "Porter's 5 forces" Supplemental Readings in Strategy: Chapter 5 "More on Bargaining Power of Buyers" Exide case (up to "Manufacturing, Employees, and Facilities") Accounting exercise
Class agenda:	External Analysis Lecture / discussion – Industry Analysis Negotiation exercise Case discussion – Exide case (up to "Manufacturing, Employees, and Facilities") In-class exercise – Accounting exercise ( download the questions here: Accounting exercise )
Presentation slides:	Industry Analysis
Assignments due:	Accounting exercise
Mar 5^th, 2018 (Monday)	6. Internal Firm Analysis - The Resource Based View
To prepare:	Frank Rothaermel, Chapter 4 "Internal Analysis: Resources, Capabilities, and Core Competencies" Supplemental Readings in Strategy, Chapter 6, "The Resource Based View" TeleDanmark in 1995 The Air Express Industry Airborne Express in 2002 Frank Rothaermel, Mini-case 13 "From Good to Great to Gone: The Rise and Fall of Circuit City"
Class agenda:	Internal Analysis Lecture / discussion – The Resource Based View of the Firm Anecdotal evidence – TeleDanmark in 1995 Please read The Air Express Industry for the industry background to Airborne Express case Case discussion – Airborne Express in 2002 Case discussion – Frank Rothaermel, Mini-case 13 "From Good to Great to Gone: The Rise and Fall of Circuit City"
Presentation slides:	The Resource Based View of the Firm
Assignments due:	P-score weights 360 Evaluation #1
Mar 12^th, 2018 (Monday)	7. Internal Firm Analysis - The Resource Based View Continued
To prepare:	Nucor in 2001 Frank Rothaermel, Mini-case 8 "From Circuit City to CarMax"
Class agenda:	Case discussion – Nucor in 2001 If time permits... Case discussion – Frank Rothaermel, Mini-case 8 "From Circuit City to CarMax"
Mar 19^th, 2018 (Monday)	8. Mid-tem Exam
Class agenda:	2 ½ hours, open book Use the link below to submit your answer.
Assignments due:	Mid-term exam Business plan
Apr 2^nd, 2018 (Monday)	9. Exam review and Business Models
To prepare:	Frank Rothaermel, Chapter 5, page 129 "Popular Business Models" Frank Rothaermel, Case: "Barnes & Noble vs Amazon" Dixons - Dealing with on-line retailing Stihl Chain Saws - Thriving Outside the Big Box
Class agenda:	Team exercise / peer feedback on mid-term Lecture / discussion – Business models Case discussion – Frank Rothaermel, Case: "Barnes & Noble vs Amazon" Case discussion – Dixons - Dealing with on-line retailing Focus on what Dixons did to combat the threat from on-line retailing. What were the key components of its strategy? What is the key to Dixons' new business model? Case discussion – Stihl Chain Saws - Thriving Outside the Big Box
Presentation slides:	Business models
Assignments due:	360 Evaluation #2
Apr 9^th, 2018 (Monday)	10. Diversification
To prepare:	Frank Rothaermel, Chapter 8.4 "Corporate Diversification: Expanding Beyond a Single Market" First Grayhound, Then Grayhound Dial, Then Dial... Case "Sony vs. Apple: Whatever Happened to Sony?"
Class agenda:	Lecture / discussion – Diversification Case discussion – First Grayhound, Then Grayhound Dial, Then Dial... If time permits... Case discussion – Case "Sony vs. Apple: Whatever Happened to Sony?"
Presentation slides:	Diversification
Apr 16^th, 2018 (Monday)	11. Acquisition and Vertical Integration
To prepare:	Frank Rothaermel, Chapter 9 "Corporate Strategy: Mergers and Acquisitions, Strategic Alliances" The Hanson Trust Honda and Triumph (pt 1) Frank Rothaermel, Chapter 8.2 "8.2 The Boundaries of the Firm" Frank Rothaermel, Chapter 8.2 "8.3 Vertical Integration along the Industry Value Chain" Supplemental Readings, Chapter 8, "Transaction Cost Economics" Swiss watchmakers - Time is money
Class agenda:	Lecture / discussion – Acquisitions Case discussion – The Hanson Trust Case discussion – Honda and Triumph (pt 1) Lecture / discussion – Vertical Integration and Transaction Cost Economics (TCE) Case discussion – Swiss watchmakers - Time is money
Presentation slides:	Acquisitions Vertical Integration and Transaction Cost Economics (TCE)
Apr 23^rd, 2018 (Monday)	12. Network Externalities
To prepare:	The Home Video Game Industry: From Pong to X-box
Class agenda:	Case discussion – The Home Video Game Industry: From Pong to X-box Lecture / discussion – Network Externalities
Presentation slides:	Network Externalities
Assignments due:	A.I. report assignment 360 Evaluation #3
Apr 30^th, 2018 (Monday)	13. Corporate Social Responsibility and Final Review
To prepare:	Case "Google Inc.: Figuring Out What to do with China"
Class agenda:	Case discussion – Case "Google Inc.: Figuring Out What to do with China" Review of key ideas from this course The Demand Curve, Monopoly and Oligopoly Profit Maximization Value Creation and Appropriation (VPC), Consumer and Producer Surplus Industry Analysis - Porter's model The Resrouce Based View Generic Strategies Diversification Corporate Acquisitions Cash flow valuation Vertical Integration and TCE Financial accounting (P&L, Balance sheet) Present value calculation Network effects
Assignments due:	Decision tree exercies exercise
May 7^th, 2018 (Monday)	14. Artificial Intelliegence
Class agenda:	Guest speaker – Harlan Findley, Director of Strategy Planning and Analysis, People Operations, Google
May 14^th, 2018 (Monday)	15. Presentations
Class agenda:	Presentation of year 7 results Imagine this to be a presentation to your board of directors. These are the poeple who hire (or fire) you as the company's managers. Their job is to ensure that you are doing the best possible job for the company's shareholders. Keep this in mind as you put your presentation together. Each team has 30 minutes including time for questions Each team member must present for rougly the same amount of time Bring a hard copy of the slides (for the instructor)
Assignments due:	Final presentation slides - due the day before the presentation 360 Evaluation #4
May 21^st, 2018 (Monday)	16. Final Exam
Class agenda:	Part 1 - 5:15pm - 6:15pm 1 hour, open book Part 2 - 6:15pm - 7:45pm 1 ½ hours, open book Use the links below for access to the questions and to to submit your answers.
Assignments due:	Final exam - part 1 (~60 minutes) Final exam - part 2 (~90 minutes)