MGMT 619

Business Policy in high-tech firms

Spring 2013

Prof. Sanjay Jain

Agenda

Introductions Experiential exercise Course overview Capstone project introduction Next class

Course overview

Average returns (profits) among industries vary

Returns among companies within industries also vary

Returns for individual companies vary over time

Why are some firms more successful than others?

Recent Business Headlines

The netbook is dead, the I-Pad killed it Zipcar acquired by Avis for $500 M Hostess files for bankruptcy Why $4.5 B doesn’t get BP off the hook Web classes grow, no profit in sight What does all this mean?

Course Objectives

Develop knowledge and skills needed to:Evaluate a firm’s strategy

○ role of AnalystRecommend future strategic actions

○ role of ConsultantManage the strategic direction of a firm

○ role of Manager

Learning Objectives

Learn basic strategic analysis frameworks and concepts

Integrate and extend knowledge and skills acquired in other MBA courses

Gain competence in identifying critical strategic issues and then apply appropriate frameworks to develop action plans

Course Emphasis

Analysis and prescriptionFrom a generalist perspective

○ across functions○ integrative/capstone course

Using strategic thinking ○ uncertain, dynamic, complex○ no “one best way”

Course Design

Business-Level Strategy Corporate-Level Strategy

Introduction to Strategy

External Environment

Internal Environment

Competitive Positioning

Competitive Dynamics (Rivalry)

Diversification

Mergers & Acquisitions

Ecosystems

Entrepreneurship & Innovation

Teaching Philosophy:Course as community (of strategists)

Learning within a community○ learning is a matter of engaging in and contributing to

the practices of a community○ role of instructor

“old-timer” who helps newcomers understand and learn practices of community

instructor as facilitator, teacher, student

○ role of studentnewcomer wishing to become a competent member of

communitystudent as learner, challenger, facilitator, teacher

Course overview: Format

Mini-lectures / Article discussion Case analyses Capstone project

Course overview: Grading

Class participation + Reflection papers

35%

Team written case analyses 20%

Capstone project 45%

Behaviors that positively influence class discussion

Quality over quantity

Analysis supported by logic & evidence

Analysis over opinion

Distinguishing critical issues from peripheral issues

Contribution -- further understanding for the class?

Listening to others

Being unprepared for class

Rarely contributing unless called on

Giving 1 - 2 word answers without support

Creating a negative climate in the classroom (such asgroup chatting)

Being an airbag

Using your laptop in class for activities other then taking notes/viewing your notes or viewing the session’s powerpoint slides.

Checking phones/Texting during class

Behaviors that negatively influence class discussion

Case discussion preparation

Read the case Read the case questions Examine all exhibits carefully Crunch the numbers Read the case a second time and answer the case

questions applying the analytical tools/frameworks Define recommendations

Team Assignment : The Capstone PaperTeam Assignment : The Capstone Paper

PARTS 1 & 2: Proposal & Team Contract - Due: Apr 23

PART 3: Written analysis due: 10JUN13, 5:00 PM

Guidelines for the paper & bibliography will be posted on CAMINO.

Deliverables:

Turn in hard copy to Dukes Center and send electronic copy to me.

○ Format: not to exceed 45 pages, 1.5 spaced (12 point font, 1 in. margins) + a 3-5 page exec summary.

Submit a copy of the paper to turnitin.com (instructions will be posted on CAMINO)

Firms that cannot be used for Capstone Project

Firms covered in cases. Refer to list posted on CAMINO.

Make sure you have: Syllabus, name card

Submit information sheet Visit course web site on CAMINO Obtain course readings Form teams for capstone project Prepare for Session 2 (readings)

To do