Business Administration 190 Ver.

201501
STRATEGIC MANAGEMENT

Sem 2, SY 2014-2015

Arturo Ilano
artilano@gmail.com
Room 215-E, College of Business Administration
Mobile No. +63 917 5284028
Consultation Hours:
TTh 8:30am-1:00pm, 5:30-7:00pm
References:
Theory of Strategic Management. Jones, Hill
Crafting & Executing Strategy: Concepts & Cases. Thompson,
Strickland, Gamble
The Management of Strategy: Concepts and Cases. Ireland,
Hoskisson, Hitt
Strategic Management: Concepts. Fred R. David
Corporate strategy. Business policy. Strategic planning. Running a business. Or
simply, Strategic management.
Strategic Management encompasses issues of vision, values, entrepreneurship, survival, goal setting,
planning, execution and policy-making. All the exciting things that go into keeping a business alive for
the long term.
At the heart of the planning process is the Chief Executive Officer (CEO). So Strategic Management is
very much about the CEO, because much of what makes a firm what it is comes from the nature of
the CEO position.
If you have always wanted to know what it takes to build a business, what it takes to be a CEO, and
how to best manage an enterprise from the top, then this course is indispensable as a capstone to
your management education.

Objectives of This Course

The primary objective of this course is to teach the fundamentals of strategy from the top level of a
firm. This means that by the end of this course, the student should have the basic skills required to
achieve the following:

Know how to think and behave as a CEO

Be able to analyze the competitive potential of businesses and organizations
Develop efficient strategies based on the resources and capabilities of organizations vis--vis
environmental variables
Develop effective teamwork skills
Meet lots of interesting people

Grading
The following will be the graded requirements for this course:
Midterm paper Interview of a CEO
Final paper Business case [optional]
Group report
Cases
Class participation (attendance)

(individual)
(up to 2)
(group)
(group)
(individual)

30%
15%
15%
30%
10%

Your grade will be a composite of your performance in individual reports, group reports and, to some
extent, class participation.
There will be SIX groups in this class.
Late Submissions
Students do have the option of submitting late for any reason. However, there will be corresponding
deductions.
For Midterm and Final papers, deductions are 2 points for the first day and 3 points per day after that
(on grade scale of 100). So do the math and cost-benefit analysis to see whether or not its worth it to
submit late. Maximum penalty points for Midterm/Final is 13 points.
For group works, late submission deductions are at a rate of 3 points per day on a scale of 100.
Maximum penalty points for group works is 15 points.
There are no extra points for submitting earlier than required.
Crowdsourced grading
A percentage of your grade for the Midterm Paper and the Cases shall be based on peer-to-peer
evaluation.

MIDTERM PAPER
The Midterm Paper is a report on an in-depth interview that you will conduct with the CEO of a small
or medium enterprise. (Feel like interviewing the CEO of a large organization? Do so at your own risk
as these people tend to be really busy.)
The objective of the CEO interview is for you to get insights on the following:

What motivates a person into running or building an organization;

Is the CEO entrepreneurial or managerial? Whatever the case, identify patterns from the
past in the CEOs life;
The visioning process;
Examples of strategy at work.

Make sure to ask your selected CEO questions about his or her background, early years, and patterns
from the past: did he or she lead organizations before, was there an entrepreneurial streak, risktaking behavior, etc.
And then make sure to ask about the company that is being run, as well as the biggest challenges
faced, both in the past as well as at present. Given these challenges, what were/are the solutions that
the CEO has implemented or proposed? Based on these, what patterns do you see about the CEOs
strategy process and decision-making? Can you predict future behavior based on these patterns?
And of course ask about the future. What does the CEO plan for the company? What is his or her big,
audacious goal if any?

No minimum or maximum pages. Its all up to how you decide to present your findings. Just
remember that your output is being compared with that of everyone else.

Crowdsourced Checking of Midterms

Each student shall check three (3) Midterm Papers. These shall comprise the peer factor of the
midterm grade. A students midterm grade will not be released until the student has graded and
submitted the assigned midterm papers.
Peer review of midterms shall be done according to an evaluation guideline that will be given
beforehand.

FINAL PAPER
The final paper is optional. If you choose not to do the final paper, then your grade for this component will be
computed as your midterm paper grade minus 2, or MIDTERM - 2 (on scale of 100).
So if you do not want to come up with a final paper, then make sure that your midterm paper is really good so
that you get a decent final paper grade too! Want a 96 for your final paper but you dont want to submit a paper?
Then try to go for a 98 with your midterm!
On the other hand, should you choose to do the final paper, then you better make it as good as you can. Your
final paper grade will not be lower than (MIDTERM - 2). On the other hand, whats the point of submitting a final
paper if you cant make it > MIDTERM?
In short, you wont lose anything from submitting a final paper, except possibly your time if your papers grade
doesnt exceed your midterm grade.

Your final paper will be your legacy to future generations of BA 190 students. You are to write an indepth case about a Philippine business, plus your solution to your own case.
The good news: Final papers can be done by one to two students each. The bad news: Its an in-depth
case!
Cases can be business unit level or corporate level. Either way, they must show a strategic issue that
has to be addressed, while at the same time providing the reader with sufficient and in-depth
understanding of the business being described, as well as the environment it is working in.
There will be two parts to your paper:

Part 1 The case proper, structured like a business case, laying out the company
background, case facts and a comprehensible discussion of the strategic problem that the
company is facing.

Part 2 The case solution, from your perspective. Answer the case the way you would
answer cases in your classes, providing reasonable analysis of the case facts and an
analytically derived solution.

CASE PROPER
Typical cases are structured as follows:

Opening/teaser A quick overview of the company and the problem that it is facing

Industry An overview of the industry that the company belongs to. The more depth,
the better

History A look into the history of the company, including its origins, initial strategy,
initial challenges, and motives of its key personnel

Company A discussion about the different processes of the firm, as well as where they
stand to date

Competitive environment A discussion of who the competitors and substitutes (and

general competitive environment), as well as how the company fares versus these other
players

Challenge An in-depth discussion of the problem currently faced by the firm, providing
sufficient information to give the reader sufficient grounding on the issue at hand.

CASE SOLUTION
Your case solution will have the following format:

Problem statement A more in-depth analysis of the problem as presented in your case

Analysis A discussion of the information presented in the case, analyzed using tools
such as SWOT analysis etc.

Recommendation Your solution, which should (1) directly answer your problem
statement, and (2) directly make use of your analysis.

There are no minimum or maximum pages for this paper. However, papers shall be graded according
to the depth of information presented. So make sure that you find a firm that allows you to gather as
much information as possible. This includes financial information, since financial analysis will have to
be performed in order to make this a thorough assessment.
Best grades go to cases that give readers a comprehensive picture of the company, plus a very clear
understanding of what the roots of the problem might be; and case solutions that are very clear and
logical in their presentation of facts and arguments.
Rule of thumb: ratio of length of case to length of solution is roughly
3:1.

Grading
Score

GROUP REPORTS
Each group will host one lecture. Translation: on its assigned day,
the host group shall deliver its take on the days topic by giving a talk
of around 30 minutes. The talk should directly (and even indirectly)
answer the question that is posted for the day. It should do so by
introducing the class to essential knowledge that is relevant to
answering the question.
The key here is to try to tackle all the possible touch points of the
days question, anticipating what your classmates may ask and

97-100
93-96
89-92
85-88
80-84
75-79
70-74
65-69
60-64
The rest

Final
Grade
1.00
1.25
1.50
1.75
2.00
2.25
2.50
2.75
3.00
5.00

addressing these along the course of the lecture.

Presenting groups need not submit anything and will be graded on the merits of their presentation
content, team work, and (most importantly) audience engagement (see grading below).
Grading: non-presenting groups will evaluate the presenting group based on a Feedback Form that
shall be provided ahead of time.

New learning (40%), Resolution of Question (20%), Team work (20%), Audience
engagement (20%)

CASES
Each group presents two cases, critiques two others, and checks two other cases. There will also be
one class case that will serve as a warm-up to the case marathon.

PRESENTATION CASES:
Presenting groups do not submit papers. Instead, presenting groups will be graded purely on the
merits of their presentations. This includes the groups ability to deliver an effective presentation,
think on the spot, answer challenging questions, change their answers right there and then, and
organize their ideas in the face of the unexpected. The idea is to quickly absorb class feedback and
derive adjusted analysis and recommendations right there.
Critique groups submit a full
case write-up. They are also
obligated to lead class
comments and reactions to the
presenting groups
presentation. Note that
critique doesnt necessarily
mean criticize (i.e. it doesnt
mean you have to be mean to
the presenting group, okay?).
Think of your job as that of
bringing out the best from the
presenting group!

CASE

PRESENTING
GROUP
1
2
3
4
5
6
1
2
3
4
5
6

1
2
3
4
5
6
7
8
9
10
11
12

CRITIQUE
GROUPS
3
4
5
6
1
2
3
4
5
6
1
2

CHECKER
GROUP
5
6
1
2
3
4
5
6
1
2
3
4

The Checker group shall

evaluate the presenting group, along with the submissions of the critique groups, according to a
provided checklist. This shall be submitted via email on the following day (and NOT on the following
session).

GROUP OVERRIDE
If (and only if) necessary, groups can submit a confidential report about member non-performance.
The report should be signed by at least three (3) of the group members in order to be valid. Overrides
can directly override the stated members Group Report or Cases grade, replacing it with a different
grade based on teacher discretion after a review of the facts.

Submission of Papers
ALL group reports are to be submitted VIA EMAIL to the instructor in PDF, DOC, or DOCX format only.
Midterm and Final papers, however, should only be submitted in DOC or DOCX (Word) format.
Email papers to ba190papers@gmail.com.
There are no minimum or maximum numbers of pages. You are expected to apply your tactical skills
in assessing what an optimal number of pages ought to be per submission.

IMPORTANT: SUBJECT LINES AND FILE NAMES

When submitting papers via email, make sure that your emails subject line, as well as your
attachments file name, follows the following format. Failure to do so may result to your

email not being considered.

MIDTERM <lastname, firstname>
FINAL <lastname, firstname>;<lastname,firstname>
CASE-A <group no.>
CASE-<case no.> <group no.>
CASECHK-<case no.> <group no.>
Examples:

For midterm submissions

For final paper submissions
For submission of class case
For submission of cases (presenting
or critique)
For submissions of case checkers

SUBJECT: EXERCISE-2 5
For submission by Group 5 for its paper for the second exercise.
Filename would be Exercise-2 5.doc
SUBJECT: MIDTERM Cruz, John
For submission of final paper by John Cruz.
Filename would be MIDTERM Cruz, John.doc
SUBJECT: FINAL Cruz, Martin; Smith, John
For submission of final paper by students with names of Martin Cruz and
John Smith.
SUBJECT: CASECHK-3 1
For submission of Checker group 1 for Case 3.

1. For all your course materials, head to our class site at

https://sites.google.com/site/ba19020142/
2. Join our email group at
http://groups.google.com/group/ba190-2014-2

Business Administration 190

Second Semester 2014-2015

Class Schedule
1

Jan 20

Overview of Strategic Management course

Jan 22

The Roles of the CEO

Readings
Seven Surprises for New CEOs (HBR Oct 2004)
The Quick Wins Paradox (HBR Jan 2009)
The Seven Habits of Spectacularly Unsuccessful Executives (IBJ Jan 2004)
The Founders Dilemma (HBR Feb 2008)
The Global Entrepreneur (HBR Dec 2008)

Jan 27

Small enterprise dynamics and entrepreneurship

The Nature of Strategy

Jan 29

Environmental Analysis / Value chain and business modeling

Readings
How Strategists Really Think (HBR Apr 2005)
How to Thrive in Turbulent Markets (HBR Feb 2009)
The Ways CEOs Lead (HBR May 1996)
Shaping Strategy in a World of Constant Disruption (HBR Oct 2008)
Strategy as Active Waiting (HBR Sep 2005)

Feb 3

DISCUSSION CASE: East Orchids

(Note: nothing to submit for class discussion only)

Feb 5

Competing by resources / SWOT Analysis

Readings
The Five Competitive Forces that Shape Strategy (HBR Jan 2008)
Survival Strategies in a Hostile Environment (HBR Sep 1980)
All Strategy is Local (HBR Sep 2005)
Strategy Follows Structure (CMR 1984)
Sustainable Competitive Analysis (BH 1986)

Feb 10

How Can You Compete in a Competitive Market? (GROUP 4)

Readings
Blue Ocean Strategy (HBR Oct 2004)
Value Innovation: A Leap into the Blue Ocean (JBS 2005)
Strategic Options of Least Cost, Differentiation and Niche (BH 1986)
The Right Game: Use Game Theory (HBR Jul 1995)

Feb 12

What Makes a Great Leader? (GROUP 5)

Readings
7 Transformations of Leadership (HBR April 2005)
A Leaders Framework for Decision-Making (HBR November 2007)
Putting Leadership Back into Strategy (HBR January 2008)
Why Great Leaders Make Bad Decisions (HBR February 2009)

Class Schedule (contd)

9

Feb 17

Missions, Visions and the Strategic Plan

Readings
Building Your Companys Vision HBR Sep 1996)
Can you Say What Your Strategy Is (HBR Apr 2008)
Walking the Talk (Really!): Why Visions Fail (IBJ Jan 2004)
Women and the Vision Thing (HBR Jan 2009)

10

Feb 24

Types of Organizational Structures

Readings
Changing the Role of Top Management (HBR Jan 1995)
Insights from the New Conglomerates (BH Jul 2005)
The Multiunit Enterprise (HBR Jun 2008)
Simplicity-Minded Management (HBR Dec 2007)

11

Feb 26

Why Should We Care About Others? (GROUP 6)

Readings
Stakeholders first not so fast (HBR July 2009)
The Ethics Commitment Process (BSR December 2004)
Up to Code (HBR December 2005)
Competing Responsibly (BEQ April 2005)

12

Mar 3

How Can We Become Innovative? (GROUP 1)

Readings
Breakthrough Thinking from Inside the Box (HBR December 2007)
Building Breakthrough Businesses Within (HBR May 2005)
Creativity and the Role of the Leader (HBR October 2008)

13

Mar 5

What is a Board of Directors for? (GROUP 2)

Readings
Building Better Boards (HBR May 2004)
Leading from the Boardroom (HBR Apr 2008)

14

Mar 10

Whats the Best Way to Grow? (Group 3)

Readings
Creating New Growth Platforms (HBR May 2006)
Growth as a Process (HBR June 2006)
Is Your Growth Strategy Flying Blind (HBR May 2009)
The Relative Value of Growth (HBR April 2005)

15

Mar 12

Strategy mapping
Readings
Having Trouble with Strategy? Map It (HBR Sep 2000)
Market Busting Strategies (HBR Mar 2005)
Mastering the Management System (HBR Jan 2008)

16

Mar 17

SUBMISSION OF MIDTERM PAPER

17

Mar 24

Class Case A (all groups submit their analysis beforehand)

18

Mar 26

Presentation Case 1

19

Apr 7

Presentation Case 2

20

Apr 14

Presentation Case 3

21

Apr 16

Presentation Case 4

Class Schedule (contd)

22

Apr 21

Presentation Case 5

23

Apr 23

Presentation Case 6

24

Apr 28

Presentation Case 7

25

Apr 30

Presentation Case 8

26

May 5

Presentation Case 9

27

May 7

Presentation Case 10

28

May 12

Presentation Case 11

29

May 14

Presentation Case 12

June 1

Submission of FINAL PAPER