bmgt 495 syllabus_spring 2014 v.1

ROBERT H. SMITHSCHOOL OF BUSINESS BMGT 495 Business Policies Spring 2014

Sections: 1101, 1401, 1501Instructor: Rafael CorredoiraOffice: VMH 4558Phone: 301 405 9712 Email: [email protected] Hours: MW 2:00-3:00

Required Materials:

Cases All cases can be obtained from the Harvard website: https://cb.hbsp.harvard.edu/cbmp/access/23386209

Recommended Text:

Strategic Management, Concepts by Frank T. Rothaermel, 1st edition (Textbook)ISBN: 9780077324452

Students can purchase the book from the University Book Store or online.

Suggested Readings:

It is strongly recommended, but not required, that you read and subscribe to at least one business publication. The following business publications are available at the University libraries or via short-term subscription (see your instructor): The Wall Street JournalBusiness WeekFortuneForbesThe New York TimesThe Economist

Course Overview:

Welcome to the capstone course of the undergraduate curriculum! The Business Policies course culminates your learning experience before graduation. The objective of this course is to introduce you to the role of the strategic manager, someone (like a CEO) who is concerned with the problems of and/or responsible for the overall and long-term well-being of the organization, including both business and not-for-profit. Implicitly or explicitly, every firm must define the scope of its business operations and, within the chosen scope, how the firm will compete against rivals. Decisions about the scope of business (i.e. in what markets or industries a firm wants to compete) constitute the firms corporate strategy. Decisions about how to compete (e.g. cost leadership or differentiation) within the chosen market(s) reflect the firms business-level strategy. This course focuses on how a firm can both formulate and implement effective business-level and corporate-level strategies to achieve competitive advantage and earn above average profits. If business can be seen as a game then strategy is about making choices that increase your firms chance of winning. In essence, strategy is about making consistently better decisions than your competitors and taking the necessary actions to implement them effectively.

The course is also about top management and the total organization. As such, it is an integrative course emphasizing a general management or total organizational perspective as opposed to a functional viewpoint (accounting, finance, marketing, etc.). A general management perspective is necessary because the formulation and implementation of effective strategies requires a precise understanding of the interrelationships among the different functions of the organization and the relationships of these functions to the business environment.

While this course takes a broader perspective than other classes, it is critical that you understand and be able to apply the knowledge you have developed throughout your core classes. An effective top executive or general manager must understand and be able to use analytic tools from a wide variety of business disciplines. Integration of information from different functional areas is critical to business success. If your grasp of basic concepts from other areas (e.g. accounting, finance, marketing, etc.) is rusty you will need to refresh your understanding of these in order to excel in this class.

Course Purpose and Objectives:

The course is designed to: Provide you with the critical thinking skills necessary to function as a strategic manager and/or to perform the tasks comprising the strategic management process this is the primary objective of the course Help you to integrate and apply the knowledge accumulated in various functional areas, such as marketing, human resource management, operations, accounting and finance Prepare you for management careers by providing in-class opportunities for you to enhance your ability to communicate orally and in written formats, as well as to lead and to work with others in realistic work settings Expose you to the ethical and societal issues raised in operating an enterprise Provide you with experience in dealing with real strategic decision issues facing managers in all types of organizations: business and not-for-profit; large and small; and domestic and multinational, primarily through the use of the case method Prepare you for the "real world of work" in all its settings

What is critical thinking? (Source: www.criticalthinking.org)When thinking about a problem and arriving at a solution, you must check the quality of your reasoning. The following standards may help you improve your reasoning: Clarity: Could you elaborate further on that point? Could you express that point in another way? Could you give me an illustration? Accuracy: Is that really true? How could we check that? How could we find out if that is true? Precision: Could you give more details? Could you be more specific? Relevance: How is that connected to the question? How does that bear on the issue? Depth: How does your answer address the complexities in the question? How are you taking into account the problems in the question? Is that dealing with the most significant factors? Breadth: Do we need to consider another point of view? Is there another way to look at this question? What would this look like from a conservative standpoint? What would this look like from the point of view of . . .? Logic: Does this really make sense? Does that follow from what you said? How does that follow? But before you implied this, and now you are saying that; how can both be true? Fairness: Do I have a vested interest in this issue? Am I sympathetically representing the viewpoints of others?

Learning Outcomes

By the end of the semester, you should be able answer the following questions concerning any firm:1. Based on the facts presented in a case and independent research, how well is the firm doing over time and relative to its peers?2. Describe the firms strategy. Based on the analysis of the firm and its industry, is the strategy appropriate? Explain the answer in detail.3. Using specific analytic tools or frameworks useful for organizing, understanding and presenting data what changes to the strategy and changes to the implementation of the strategy would you recommend to enhance, maintain or turnaround the performance of the firm?By the end of the semester, you should be able to:1. Critically think and analyze a problem including the critical evaluation of data; testing of assumptions; and the synthesis of multiple perspectives and data points2. Transform research and analysis into strategy and strategy into detailed plans for implementation 3. Build and present business cases, including organizing the case, writingthe case, and organizing and making the presentation.

Grading:

Individual Components (52.5% of final grade):

Class Contribution and Homework Assignments 225 points Midterm Exam 30 pointsIntegrative Case Based Exam 150 points

Extra Credit Cupid Cup 8 pointsResearch Study 15 points

Team Component (47.5% of final grade)Case Presentations and Memo220 pointsReal World Project Analysis **160 points

** Details about this project will be announced in class.

The Robert H. Smith School of Business is a top 25 institution. As such a grade of A should reflect work that could be described as outstanding, exceptional, or excellent. Good work will receive a grade of B. Work that is considered adequate or average will receive a C. While we believe that no student in this college should do work that is below that level, if your performance is not up to standard your class grade will reflect that (i.e. you can fail this class).

Smith School target GPA average for this course = 3.25

Note: Students need a C- or better in this course in order to graduate.

Many things in life are open to negotiationhowever; the course grading policies are not among them. Although I recognize that contract renegotiation is part of business life and believe is an important skill you have to develop, I cannot open this courses policies to negotiation with individual students. It would be unfair to other students and would violate the syllabuss contractual nature. If you feel that your grade on an assignment was unfair, you may contest it using the procedures outlined below.

Course Grievance Procedures. If you feel you have been graded unfairly on an assignment, you may use the following procedure to voice your complaint:

Within five days of receiving the grade, provide me with a written appeal. After five days, I will consider the grade to be final.

To file an appeal, prepare a written statement detailing why you think the grade is unfair. Be sure to document your reasons by referring to inconsistency in grading standards, misinterpreted meaning, etc. Stating simply that you feel you deserve a higher grade because you worked hard is not sufficient grounds for an appeal. Performance is a combination of hard work and ability.

Submit the written statement and (if available) the graded assignment. I will consider your complaint and make a decision. You will be notified in writing of my decision.

If you are not satisfied with my decision, you may use university procedures as your appeal. Note that I will document fully my rationale for all grades.

Class Attendance

Attendance at all class sessions is expected. Absences, late arrivals, and early departures necessarily limit your class contribution - hence may influence your grade.

If you are even mildly sick with flu-like symptoms, please stay home and seek medical attention. You should return to class only after your fever and symptoms have abated for 24 hours. You will be responsible for the materials and topics cover in class, but as stated below, I am setting up mechanisms so you can get credit for class participation, assignment and quizzes even when you are absent for medical reasons.

Class Contribution:

This is not a traditional lecture-based course. Conceptual material will be illustrated and applied to the real world through rigorous class discussion of current business events and current reading assignments. Students can contribute to the collective learning in many ways. Your classmates and I expect all students to attend and be well prepared for each class and team meeting, having read the required materials and analyzed any assigned articles or cases before class. We also expect all class members to play an active role in class discussion and in your teams. If all class members prepare for and actively participate in each class discussion, we will all learn more from each other and enjoy the course more.

Those that make consistent, meaningful contributions to class discussions will receive higher class contribution grades. Other activities that may be assigned (depends upon the instructor), such as questionnaires or surveys through Canvas, other case assignments, readings, articles or current event research, etc., will also be considered in determining final contribution grades.

We realize that people become ill, have job interviews and other obligations that may require a student to miss a class session or a team meeting from time to time. It is the obligation of every student to act as a professional in these cases and take the necessary actions (e.g. inform others of your need to miss, arrange for a classmate to take notes in your absence and to bring you up to date on any materials or decisions you missed; take on additional responsibilities to substitute for the missed obligations, etc) to fulfill your responsibilities in the class. An excessive number of missed classes or extreme tardiness will ultimately affect your contribution grade adversely as you cannot contribute to the class when you are not present. Regular attendance is necessary but not sufficient for a good or excellent grade on this component. Regular attendance without meaningful contributions to the class discussions and/or team assignments will merit a grade of D at best.

Homework assignments:

As a way to help you understand the challenges and rewards of being on a top management team, there will be several individual homework assignments. These are designed to help you understand what makes for an effective top management team as well as to advance the important research goals of the college and the university. These assignments will be completed in electronic form and the due dates are provided in the proposed class schedule.

Integrative Case-Based Assessment and Midterm Exam:

There will be a multiple choice Midterm Exam in Week 9 for all sections of 495. The exam will assess your understanding of the basic concepts of strategy as presented in the PowerPoint slides posted in Canvas and discussed in class. This will test your critical thinking skills rather than memorization skills.

There will be an integrative case-based exam in Week 13. This exam will be cumulative. There will be a similar case-based exam for all sections of BMGT495 and the case will be announced in Week 11. The exam will be administered in class and no make-ups will be considered. There will be no final exam during Finals Week.

Cases (Team assignments):

Teams of 5-6 students will be formed with the objective of achieving diversity among team members in disciplines, race, gender, and ethnicity as might be expected in the workplace. Broad guidelines for case presentations can be found in Attachment A in this syllabus. Your instructor will provide further guidelines in this regard.

Each team will analyze two cases and present the analyses in class presentations on the days when the cases are scheduled for discussion. It is important to note that it is assumed that these presentations are to be given to the case companys top management, not to a college class. Each presentation will be approximately 15-20 minutes, followed by a question and answer period, with the class playing the role of the companys top management.

Each team presenting the case will also hand in a written memo on one case as indicated in the schedule. Broad guidelines for case memos are presented in Attachment B in this syllabus. Please make sure that your entire memo including the cover page, body, and appendices are included in one document. Universitys plagiarism policies will apply to the submission. You may be given additional instructions in this regard.

Your instructor will assign the cases to your team. Also, please note that your grade on the cases, in part, will depend on the evaluation of your contribution by other members of your team. Further guidelines for team self-evaluation are provided below.

Good teamwork is essential if your team is to perform effectively. Since it is inevitable that sooner or later you will have to participate in a team project while on the job, this is a great opportunity to practice your interpersonal skills before the consequences of your actions can affect you professionally.

All teams will be responsible for reading and discussing the case in advance of the class discussion. This analysis will include answering a set of questions that will be provided by your instructor.

Peer Evaluations:

Students will have the opportunity to complete two peer evaluations during the semester to identify both high and low contributors and to give low performers an opportunity to correct their behavior. The peer evaluation will be evaluative in that it will affect each team members grade. If your peer evaluations are not satisfactory, a penalty will be assessed on all the team elements of the grade.

Research Study:During the Spring 2014 semester, you will have the opportunity to earn 2% of credit for participating in two hours of research offered by the Management and Organization department for BMGT 495.Faculty in the Management and Organization department conduct experimental research that is aimed at exploring different organizational dynamics and phenomena that relate to effective leadership, employee motivation, team competition and coordination, team performance and effective decision making at the workplace, to name just a few. Through participation in those studies you will be able to experience firsthand and to learn about the kind of research conducted at Smith, and to reflect upon ideas you discussed in your business and management classes during your undergraduate studies at Smith. In addition,the research conducted in the behavioral lab is published in top academic journals and plays a crucial role in enhancing the reputation of the Smith School of Business as a leading research school worldwide. So this is a great opportunity for you to contribute to this research endeavor and to enhance the reputation of your school!To earn the 2 percent of credit, you must participate in two hours (Round 1 for one hour in the beginning of the semester and Round 2 for one hour in the middle of the semester) of research offered for BMGT 495. Please note that if you participate in fewer than 2 hours of research, you will not earn the 2% (extra) of your course grade no partial credit. You should therefore complete both Rounds. The studies offered may involve work online and/or at a site in Van Munching Hall.If you are unwilling to participate in any of the available studies but wish to earn the credit, you will be given an alternate assignment of comparable duration by the research team in charge of the studies and you will never be forced to participate in any specific research study.Information about the available studies and procedures for enrolling in them will be sent to you via email by the Influence in Teams Research Group running the studies within the Management and Organization Department. If you have at any point any question about research participation please email directly:[email protected] Credit - Cupids Cup:During the Spring 2014 semester, you will have the opportunity to earn 1% of extra credit for attending the Cupids Cup Competition organized by the Dingman Center. Cupid's Cup is a national business competition chaired by Under Armour Founder & CEO Kevin Plank. On April 4, five finalists from across the country will pitch their businesses to Plank and a panel of judges in front over 1000 attendees. The audience will text-to-vote for their favorite company to award them a $5,000 audience choice award.Showcase & Competition: Friday, April 4 from noon to 4 p.m at the Clarice Smith Performing Arts Center, University of Maryland

Academic Integrity:

Assignments and presentations must be your own work, in your own words. Using outside materials is generally acceptable as long as you clearly identify the source. The key point is to make clear which ideas and text were developed by you or your team members, and which came from others. False or fabricated information is unacceptable. The integrity of your reports and presentations should meet the highest standards, whether as a student, consultant, or manager. Singular and isolated lapses of ethics, integrity, or professionalism are unacceptable and as recent events have demonstrated can have devastating consequences on careers.

Students are encouraged to discuss cases, exchange ideas, collaborate and cooperate with others in the class where appropriate. New ideas often arise from such interactions. While collaboration and brainstorming are thus encouraged, you need to always keep clear what value you have added, separate from the ideas of others. Academic dishonesty, as defined by university policy, will not be tolerated in any form. Activities that constitute academic dishonesty in this course include: (1) copying text passages verbatim or paraphrasing those passages in your paper without referencing the original source (including from the Internet); (2) consulting those who have already taken BMGT 495 about assignments before they are due; and (3) working with others on individual assignments or working with non-team members on team assignments. You are not allowed to share written or electronic notes, outlines or "key points" in anticipation of completing written assignments. Papers that are judged to be substantially similar in content will be submitted to University procedures.

The Robert H. Smith School of Business fosters an environment of academic integrity and development of thoughtful and sound analysis. Faculty and students will hold each other accountable to meeting intellectual standards including demonstrating clarity of thought, articulating statements based on evidence, presenting relevant arguments, and engaging in logical reasoning. By adhering to these standards, students will develop essential critical thinking skills to be demonstrated in both their oral and written work.

The University's Code of Academic Integrityis designed to ensure that the principles of academic honesty and integrity are upheld. All students are expected to adhere to this Code. The Smith School does not tolerate academic dishonesty. All acts of academic dishonesty will be dealt with in accordance with the provisions of this code. Please visit the following website for more information on the University's Code of Academic Integrity:

http://www.inform.umd.edu/CampusInfo/Departments/JPO/AcInteg/code_acinteg2a.html

You will be asked to certify compliance with the Code of Academic Integrity by signing and turning in the first day of class the following pledge:

I pledge on my honor that I will not give or receive any unauthorized assistance on any exam or assignment during this course.

And by signing and turning in with your midterm and final exams the following pledge:

I pledge on my honor that I have not given or received any unauthorized assistance on any exam or assignment during this course.

Specific activities that constitute academic dishonesty in this course include:

Copying text passages verbatim from other sources (whether written by you in a prior paper or by someone else) or paraphrasing those passages in your paper without referencing the original source. All non-original material cited in written papers must include references to the original source.

Using unauthorized materials on quizzes.

Providing false information to an instructor, for example giving a false excuse for missing a deadline or falsely claiming to have submitted work.

Cheating (forbidden sharing of information between students regarding an exam or exercise) or deliberate negligence towards cheating or assistance in cheating.

Plagiarism (see code above for definition) is not condoned or allowed in any way.

All sources used must be properly referenced using Smith School approved citation style. See link below for citation style guidance and examples. Click on the links to Business and the NetLibrary e-version of the AMA Style manual.

http://www.lib.umd.edu/guides/style_manuals.html

Accommodations for Students with Disabilities:

The University has a legal obligation to provide appropriate accommodations for students with documented disabilities. In order to ascertain what accommodations may need to be provided, I ask that students with disabilities inform me of their needs within two weeks of the start of the semester.

Inclement Weather Policy or National/State/City Emergencies

In the event of inclement weather (snow, ice, tornadoes) or other emergencies (security), you should check the campus web site http://www.umd.edu to learn whether the campus is open or closed. You can also listen to the radio or TV for University of Maryland at College Park closing announcements. Classes will always be held unless the university has cancelled classes. Check the course Canvas website for any announcements about inclement weather and class cancellations. If you feel the weather poses too much of a threat for you to attend class, use your best and safest judgment. If you are unable to attend class, please inform the professor (by email) that you will not be in class. Similarly, in the event of a city/state/national emergency, please follow the same instructions.

Student Evaluations of the Instructor and Course:In addition to the required in-class written evaluation, you are encouraged to complete the online version as well. The following information is provided by the Provost office:

CourseEvalUM Spring 2014

Your participation in the evaluation of courses through CourseEvalUM is a responsibility you hold as a student member of our academic community. Your feedback is confidential and important to the improvement of teaching and learning at the University as well as to the tenure and promotion process. CourseEvalUM will be open for you to complete your evaluations for the Spring term near the end of the semester. As soon as we know the specific dates we will inform you in class. Once the evaluation process opens, please go directly to the website (www.courseevalum.umd.edu) to complete your evaluations. By completing all of your evaluations each semester, you will have the privilege of accessing online, at Testudo, the evaluation reports for the thousands of courses for which 70% or more students submitted their evaluations.

PROPOSED CLASS SCHEDULE (Tentative may change):

SessionTopicAssignment

Week 11/27 & 1/29

Introduction/What is Strategy/Strategic Management Process (SMP)

Readings:Slides on Canvas

Week 22/3 & 2/5External Analysis

Individual homework assignment on Progressive due on Monday/TuesdayReadings:1) Case from case pack: Progressive2) Slides on Canvas

Progressive Case Homework Assignment (max 2 pages): Analyze the industry using the Porters five forces model and make recommendations based on your analysis

Week 32/10 & 2/12Internal Analysis (Resource-based View)

Individual homework assignment on the Disney Case due on MondayReadings:1) Case from case pack: Disney2) Slides on Canvas

Disney Case Homework Assignment (max 2 pages): Analyze Disneys resources and capabilities (Value Chain Analysis) and make recommendations based on your analysis

Week 42/17 & 2/19How to Present?How to write a memo for management?

Pitch Yourself/Career Strategies

Week 52/24 & 2/26Project: Best Buy AnalysisAnalyze the external environment for the company: Industry (P5F) Macro-environment (PEST)Bring your preliminary analysis to class and we will work on the project together.

Week 63/3 & 3/5Business-Level Strategy Cost Leadership

Case Evaluation/Discussion lead by Teams 1 & 2 your instructor will provide further instructions about the presentation

Teams 1&2 will submit memos on the case. All presentation slides and memos are due on Monday/Tuesday. Please provide a hard copy of your slides for the instructor. Detailed instructions about the memo are provided at the end of this syllabus.

Readings:1. Case from case pack: Walmart2. Slides on Canvas

Walmart Case Questions (to help you get started):1. What is Walmarts strategy?2. What are the sources of Walmarts competitive advantage and how is it related to their strategy?3. How sustainable is their position in discount retailing?4. Do you think that the diversification into the food industry will be effective?

Week 73/10 & 3/12Project: Best Buy Analysis

First Peer Evaluation Due!!

Analyze the internal environment for the company: Value Chain FinancialsBring your preliminary analysis to class and we will work on the project together.

3/16-3/22SPRING BREAK

Week 83/24 & 3/26Business-Level Strategy Differentiation


Teams 3&4 will submit memos on the case. All presentation slides and memos are due on Monday. Please provide a hard copy of your slides for the instructor. Detailed instructions about the memo are provided at the end of this syllabus.

Readings:1) Case from case pack: Samsung Electronics2) Slides on Canvas

Samsung Case Questions (to help you get started):1. What is Samsungs strategy? 2. Use financial analysis to support your answer to the previous question3. What is your recommendation to deal with the Chinese threat?


MIDTERM EXAM (multiple choice)Analyze the internal & external environment for the company: Value Proposition Competitors/Competitive advantageBring your preliminary analysis to class and we will work on the project together.

Week 104/7 & 4/9Corporate Strategy: M&A


Teams 5&6 will submit memos on the case. All presentation slides and memos are due on Monday. Please provide a hard copy of your slides for the instructor. Detailed instructions about the memo are provided at the end of this syllabus.

Readings:1. Case from case pack: HNA2. Slides on Canvas

HNA Case Questions (to help you get started):1. What is H&As role in the Chinese airline industry?2. What are the key elements of its strategy?3. What are your recommendations for Chairman Feng?

Week 114/14 & 4/16Cooperative Strategy: AlliancesInternational Strategy and Mode of Entry

Case Evaluation/Discussion lead by Teams 1,2 & 3 your instructor will provide further instructions about the presentation

All presentation slides are due on Monday. Please provide a hard copy of your slides for the instructor.

DETAILS ABOUT THE INTEGRATIVE CASE-BASED EXAM WILL BE RELEASED!!

Readings:1) Case from case pack: EBAY2) Slides on Canvas

EBAY Case Questions (to help you get started):1. Critically assess EBAYs strategy for entry into the Chinese market2. Assess the potential risks of its joint venture with Tom Online3. What are the advantages/disadvantages for EBAY and the advantages/disadvantages for Tom Online.

Week 124/21 & 4/23Innovation and Competitive Dynamics

Case Evaluation/Discussion lead by Teams 4,5 & 6 your instructor will provide further instructions about the presentation

Readings:1) Case from case pack: Wii Encore2) Slides on Canvas

Wii Encore Case Questions (to help you get started):1. What are some possible factors that could explain why the leader in one generation did not become the leader in the next generation? Why Sony was an exception? 2. Do you think the launch strategy of Wii was adequate? During the product life cycle, what would you have done to minimize the effects of potential responses from competitors? Given the current pressures from competitors and substitutes, what should Nintendo do?

Week 134/28 & 4/30Integrative Case-based Exam on Monday Exam will be cumulative.

Project Analysis


Final peer evaluations due!!

Final project slides and memos are due on 5/7 by midnight.

The class will select the top 2 teams based on presentation slides. Voting will occur between 5/8 and 5/10. Students are not allowed to vote for their own team.

Analyze the options available to the company, the pros and cons of each option and your final recommendation.

Bring your preliminary analysis to class and we will work on the project together.

Week 155/12. Project: Best Buy Analysis

Top 2 project teams chosen by the class will present.

Note: As we progress through the course, it may prove necessary to make adjustments to the schedule. You will be notified in advance of any changes.

YOUR INSTRUCTOR WILL COLLECT THIS ATTESTATION BY THE THIRD CLASS SESSION. HOWEVER, DO NOT SUBMIT THIS SIGNED FORM UNLESS YOU ARE FULLY IN ACCORD WITH THE STATEMENTS BELOW. IF YOU NEED MORE TIME BEFORE YOU CAN HONESTLY SIGN THE FORM, YOUR INSTRUCTOR WILL GLADLY PROVIDE IT.

I acknowledge that I have read and fully comprehend the foregoing course description. I understand the course requirements, my obligations and work responsibilities for the course and towards my project team. Any questions that I have had concerning the Business Policies course objectives, course administration, required attendance, student performance expectations, UMs plagiarism policy and grading policies either have been fully answered by the material provided to me or by my instructor.

__________________________ (Signature)

__________________________ (Printed name)

__________________________ (Date)

BMGT 495 Spring 2014 (Class)

ATTACHMENT A:Guidelines for Presentation of the Case Situation in a Professional Manner

The group should make the assumption that it is a strategic analysis team that has been assembled by the case companys top management to confront the situation presented in the case. When youve completed your strategic assessment, you will present your results to the companys top management (in effect, the class listening to your presentation or the reader of your report) is the company top management. Think of the case as material/data given to you by the top management to kick off your assignment. Students therefore should assume that the audience, the listeners or reader, is thoroughly familiar with the case organization in question and the specific data presented in the case (remember, it is the company management that provided you with the case material). As such, do not simply rehash case material; only cite or repeat such material in support of an argument or position.

Interpret the facts according to the theoretical framework covered in class, and take a position on whether the company's actions will lead to positive results or not; vague generalizations that no one would disagree with are worthless. You have been exposed to a series of strategic analysis tools and techniques. Use these in your analysis!!!

Even if the firm is performing well and there is general agreement with management's strategy, you must evaluate this in relation of alternative courses of action (there are always alternatives, some of which likely are being followed by the companys competitors). There are few business strategies that do not present some risks or obstacles for management. Remember, this presentation (or report) is going to the organization's top management, not to the course instructor.

Outside research on the case situation may be conducted, but within certain parameters: (1) you should not investigate any aspect of the case company subsequent to the date at which the case takes place (this date should be evident from a reading of the case); (2) any changes in the case companys external environment a new competitive situation, technological advances, government regulations, upturn or downturn in the economy, etc. that occurred between the date of the case and the current date (that is, the date during the Spring 2014 semester when you are conducting your analysis) may be considered as part of your external environmental assessment forecasts. Instructors will provide additional guidance on the sources and approaches that might be used in data collection. The analyses should be treated as a major strategic document for the organization in question.

Specifically, instructors will be looking at the following factors in evaluating both the presentations and written assignments: o Depth and soundness of the analysis, including financial analysis; o Proper grammar, sentence structure and overall usage of English; o Conciseness and clarity; o Use of strategic management tools and techniques of analysis; o Creativity and originality; and o Professional use of visual aids

Every member of the group must take part in the presentation. Presenters are required to use visual aids (i.e., Power Point or a similar package) for the in-class presentations.

The class, acting as a company executive committee, will question the group immediately after the presentation. One or more groups from the class may be assigned the primary responsibility for leading the questioning of each presentation; their effectiveness in critically questioning the presenters will also be evaluated [and constitute a significant proportion of their class work grade]. Your instructor may organize the discussion differently.

The presenting group's ability to respond to questions is an important part of the presentation experience. It provides students with an opportunity to develop skills in "thinking-on-your-feet," to defend ideas and to articulate ones position extemporaneously -- skills necessary in any management situation! The rest of the class, therefore, must come prepared to question critically the presenting groups.

Students should be able to discern the logic and responsiveness of the presented material to the issues raised by the case -- and the weaknesses as well. The questions that the students raise will form the basis of the ensuing discussion.

ATTACHMENT B: Guidelines for Case Memo

The page limit for this paper is 6-8 double-spaced pages (not including cover page, exhibits, and bibliography) using Times New Roman 12 point font. Do not add another double space between paragraphs. The cover page near the top should provide DATE/TO/FROM/RE on separate lines appropriately spaced. A few lines below include an Executive Summary (ES), single-spaced of 150 words or less. The ES essentially is a synopsis of the most important elements of your report. Think of it as something to be read by someone that doesnt have time to (or wont) read your entire memo. Hence, the ES should definitely include (but not necessarily limited to) your key results, conclusions, recommendations and expectations of results derived from implementation. Remember, you are writing a report to the companys management! Its not supposed to be an academic exercise prepared for a course instructor. In other words, dont regurgitate case material unless it is in support and relevant for some point that you are trying to make. Dont recopy a case exhibit verbatim into your report (or presentation). Of course, you can introduce such material if it has been reinterpreted or employed in further analyses or computations. A suggested general outline for an appropriate case analysis is provided below (your instructor may give you additional instructions). However, remember that these are only guidelines. There is no "one best way" to analyze cases or real world business situations. The case memos should have the following components:

o The introduction section should provide the reader with a clear sense of the purpose and content of the memo (or report). Present a clear and concise statement of the problems that suggest themselves by the case material provided. Describe briefly what the reader is going to find in the memo. o Based on the analysis, what are major findings of the external environment and internal condition of the firm? What is the firm strategy? Present a concise and relevant analysis of the internal and external environments of the firm, including financial and economic analyses, graphs and spreadsheets of relevant data and trends. Internal and external analysis should not be limited to a SWOT analysis. It includes Industry, competitor, Porters 5 forces, financial ratios, value chain, PEST and SWOT analysis. It is important that you attempt to identify as explicitly as possible the relevance (or implications) of these current and prospective environmental findings for your subject company. Your position in time (i.e., when you are conducting your analysis) is when the case material ends (this is evident for all cases that you will be assigned). You are encouraged to use the extensive library resources offered at the University of Maryland in the conduct of your environmental assessment. Actual events, trends, economic activity, etc. all relevant matters external to the subject company that have taken place from the end of the case up to the present time may be taken as forecasts that youve made as part of your environmental assessment. o What are the possible options for the firm? Identify clear, concise and appropriate alternatives to resolve the problems (if this is appropriate for the case in question). Once youve identified alternative options, you must comparatively evaluate these. You cant just pick one and say thats the best. o What are the recommendations? Include your recommendations to the management. If you havent laid the ground work (i.e., rationale) for your recommendations as yet, you should return to your analysis and do so before you state your conclusions and recommendations. Once the recommendations are stated you should consider the feasibility of implementing them. Your implementation plan is the best justification and defense of your recommendations. o What are the suggestions for implementing the recommendations? Present a clear, concise and appropriate analysis of relevant implementation, evaluation and control issues (the extent to which this step is necessary will vary from one case situation to the next). o Include an appropriate bibliography. References/bibliography should be included at the end of the memo. Citations of references should be included within the body of the memo.

15

bmgt 495 syllabus_spring 2014 v.1

Documents