MAKSI FEB UGM

Course Syllabus
STRATEGIC MANAGEMENT
Semester Genap, 2017-2018

Instructor: Dr C. Budi Santoso, M.Bus

Room: South Wing Building, 3rd floor, Faculty of Economics and Business, Universitas Gadjah Mada
Phone: (0274) 513109-548516-548510 ext 152
Mobile Phone: 08112500128 (by texts)
E-mail: bsantoso@ugm.ac.id
Consultation Time: Monday and Friday, 01.30-03.00 pm or by appointment

1. Course Description
The course of strategic management is aimed at building skills of managing strategy formulation and implementation processes, especially
in the contexts of global business environment. The course is focused on the comprehensive enterprise –the industry and competitive
environment in which the enterprise operates its long-term direction and strategy, its resources and competitive capabilities, and its prospects
for success. Hence, the main objective is to sharpen the students’ ability to think strategically, to make strategic decisions, and to weigh
things from the perspective of the total enterprise. It means systematically exposing the students to the rigors of industry and competitive
analysis, to characteristics of a global market environment, to the critical linkages between competitive strategy and sustainable development
issues to the important ingredients of strategic moves and plans and to the varied managerial tasks associated with implementing and
executing the chosen strategy.

2. Course Objectives
a) To develop your capability to think strategically in respect with the strategy formulation processes and the search of sustainable
competitive advantage;
b) To develop your power of managerial judgments and to let you being familiar with the problems faced by top management in dealing
with the competitive challenges of the global business environment;
c) To develop competence in applying the theory and technique of strategic management in actual business in terms of utilizing case
methods.
d) To build managerial skill in relation with integrating environmental and social issues into strategy-making

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3. Required Texts
Thompson, Jr., A.A, Peteraf, M.A, Gamble, J.E., and Strickland III, A.J. 2016. Crafting and Executing Strategy-the Quest for Competitive
Advantage: Concepts and Cases, Global edition, 20th edition, New York: McGraw-Hill/Irwin (TPSG)

The Articles selected:

1. Collins, D.J., and Rukstad, M.G., 2008. Can You Say What Your Strategy Is? Harvard Business Review, April (Collins &
Rukstad)

2. Porter, M.E., 2008. The Five Competitive Forces that Shape Strategy. Harvard Business Review, Januari (PorterE)

3. Collis, DJ and Montgomery, C.A, 2008. Competing on Resources. Harvard Business Review, July-August (CollisMontgomery)

4. Gold, M. and Campbell, A. (1998) ‘Desperately Seeking Synergy’, Harvard Business Review, September-October, pp.131-143
(Gold & Campbell)

5. Campbell, A, Goold, M, and Alexander, M. (1995) ‘Corporate Strategy: the Quest on Parenting Advantage’, Harvard Business
Review, pp.121-132 (Campbell et al)

6. Key, S., Popkin, S.J., 1998. Integrating ethics into the strategic management process: doing well by doing good. Management
Decision, vol.36, no.5, pp331-338 (KeyPopkin)

7. McManus, J., 2011. Revisiting ethics in strategic management. Corporate Governance, vol.11, no.2, pp214-223 (McManus)

8. Hart, S.L. (1996) ‘Beyond Greening: Strategies for a Sustainable World’, Harvard Business Review, January-February, 1997
(Hart)

9. Porter, M.E and Kramer, M.R. (2006) ‘Strategy and Society: the Link between Competitive Advantage and Corporate Social
Responsibility, Harvard Business Review, December, pp. 78-92 (Porter & Kramer)

10. Stewart, T.A and Raman, A.P. (2007) ‘Lessons from Toyota’s Long Drive’, Harvard Business Review, July-August, pp74-83
(Stewart & Raman)

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11. Barney, JB. 1986. Organizational Culture Can It be a Source of Sustained Competitive Advantage. Academy of Management
Review, vol. 11, no. 3 (June) (Barney)

12. Spear, S. and Bowen, H.K. (1999) ‘Decoding the DNA of the Toyota Production System’, Harvard Business Review, pp. 97-106
(Spear & Bowen)

4. Class Requirement
a) Attendance. Attendance at all cases is required as is in line with the policy of the MAKSI UGM program.
b) Midterm and final examination. These exams will be conducted to test students’ knowledge, understanding, and ability to apply
the course material in solving actual managerial problems.
c) Readiness in class discussion. Individual students have to demonstrate their readiness in class discussion. It means that students are
asked to read textbooks and articles as mentioned above and also the selected cases. There is assessment of students’ readiness in
the class discussion.
d) Oral case presentation and written case assignments. While one group is doing a presentation, other groups are required to submit
an “executive summary” (approximately 500-1000 words) for each case. These written case assignments are due on the day the case
is scheduled for class discussion (see the course outline) and should be handed in to your instructor at the beginning of the class
period. Cases turned in the middle of and after the scheduled class periods are eligible for a grade no higher than a C.

5. Components to Evaluating Students’Performance

 Midterm exam 25 Points

 Final exam 25
 Oral Presentation/Written and Cases Assignments 20
 Participation in class discussion 15
 Field Projects with Selected Topics and Industries 15

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6. Topics

Session Topics Readings

Assignment
1  Course Preview Syllabus
 The Concept of Strategy TPSG 1
2  Establishing Company Direction: Linking with Vision, Mission, Objectives and Strategy TPSG 2
 Can You Say What Your Strategy Is? (HBR, 2008) (Collins & Rukstad)
 Case Exercise: Costco Wholesale in 2012: Mission, Business Model, and Strategy TPSG Case 2
3  Analysis Company’s Environment TPSG 3 & 4
 Competing on Resources (Resource-based View) (PorterE)
(CollisMontgomery)
4 Case Study : Analysis of External Environment
 Case #1: Papa John’s International Inc.: Its Strategy in the Pizza Restaurant Industry TPSG Case 4
 Case #2: Sony Music Entertainment and the Execution of the Music Industry TPSG Case 12
5 Business-Level Strategies
 Generic strategies (Porter) TSG 5, 6, & 7
 Strategic alliance, merger & acquisition, vertical integration, outsourcing
 Approaches in building strategies for competing in international market
6 Case Study: Business-Level Strategy TPSG Case 17
 Case #3: Tesla Motors’ Strategy to Revolutionize the Global Automotive Industry TPSG Case 18
 Case #4: Tata Motors in 2014: Competing in the Global Automobile Industry
7 Review Topics: sessions
to Mid-term exam
Midterm Exam
8  Corporate Diversification Strategy TPSG 8
 Parenting Advantage and Creating Synergy (Gold & Campbell)
Campbell, et all)
9 Case Study: Corporate Diversification Strategy

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 Case #5: The Walt Disney Company: Its Diversification Strategy in 2014 TPSG Case 22
 Case #6: PepsiCo’s Diversification Strategy in 2014 TPSG Case 21
10  Ethical Business and Sustainable Development TPSG 9,
 Revisiting Ethics in Strategic Management (CG, 2011) Hosmer T, McManus,
 Strategy and Society: the Link between Competitive Advantage and Corporate Social Responsibility Porter &Krammer, &
KeyPopkin
11 Case Study: Ethical Business and Sustainable Development: Their Impact on Strategic Management
 Case #7: NCAA Athletic TPSG Case 28
 Case #8: to be announced later
12 Executing Strategies:
 Building Capabilities and Structure TPSG 10, 11,& 12
 Managing Quality Internal Operation (Stewart & Raman)
 Corporate Culture and Leadership (Spear & Bowen)
(Barney)
13 Case Study: Executing Strategy
 Case #9: Amazon’s Big Data Strategy TPSG Case 26
 Case #10: Nordstrom: Focusing on a Culture of Service TPSG Case 28
14 Reviews Topics: sessions to final-term exam
Final exam

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