Business Strategy and Policy is an integrative senior course in strategic management building on functional area learning in management, accounting, finance, operations and marketing. The course focuses on the solution of specific business problems utilizing a corporate simulation which requires students to develop a strategy to lead their own company and implement the strategy through tactics for operations, management, marketing, and finance. Students are measured by a balanced scorecard estimating their performance in each area and their preparation for the future. Prerequisites: FIN 3010 and Senior Standing. Experiential Education and Learning (ExEL): Successful completion of this course satisfies 1 ExEL unit. Frequency: Every Fall and Winter.

( FIN 3010 )

1. Appraise and relate to each other the components of the strategic management planning process.
2. Assess the environmental and competitive forces that impact firms.
3. Demonstrate an understanding of internal resources leading to competitive advantage.
4. Select a specific competitive strategy and implement by using appropriate tactics and value chain activities.
5. Recognize the concepts of corporate growth strategies.
6. Demonstrate knowledge of firm motivation for international strategies in global markets.
7. Appraise organizational structure options for strategic implementation in specific scenarios.

1. Required Materials


1. Textbooks

Strategic Management: Creating Competitive Advantages - 7.Edition Dess & Lumpkin
McGraw-Hill
ISBN: 9781308491059



APA Manual
The APA Manual 6th Edition is recommended for all courses.

NSU Bookstore
Textbooks and Case Studies may be purchased from the NSU Bookstore (located in the University Park Plaza) by calling 1-800-509-2665 or online at http://www.nsubooks.bkstore.com.

The NSU Libraries comprise the Alvin Sherman Library, Research, and Information Technology Center, Health Professions Division Library, Law Library and Technology Center, University School Library Media Centers, and the William S. Richardson Ocean Science Library. Students are strongly encouraged to visit the Alvin Sherman Library and/or contact a librarian. Students should also take advantage of the vast electronic resources available through the NSU Libraries for their research needs. For more information, please visit http://www.nova.edu/library.

Please note that all required and recommended materials should be referenced in APA style.

A set of criteria outlining what percentage represents what grade and expectations for achieving these grades.

1.  Sample
   
   

   High to Low		Letter Grade
   100 - 90	=	A
   89 - 80	=	B
   79 - 70	=	C
   69 - 60	=	D
   59 - and below	=	F




2. Grade Expectations

Not all students can expect an A grade for this course! Being awarded an A indicates that the student has an excellent grasp of the various topics and has demonstrated an ability to apply them accurately, precisely, and with a clear understanding of their implications on the situation. Being awarded a B indicates proficiency in applying the topics, but not as clear an appreciation of the subtleties of the topics. Being awarded a C indicates that the student has a limited understanding of the topics, but has failed to apply them accurately or properly interpret their meaning. An F indicates that the student has not grasped the topics and has not demonstrated an ability to apply them to solving problems.

The following assignments are suggested only and do not reflect the exact assignments for this course. Your professor will communicate the expected assignment structure to you when this class begins and may change it as deemed appropriate during the term.

Grading Scale:
100 - 95 = A
94 - 90 = A-
89 - 87 = B+
86 - 84 = B
83 - 80 = B-
79 - 77 = C+
76 - 74 = C
73 - 70 = C-
69 - 67 = D+
66 - 60 = D
59 - 0 = F

Grade Components:
Assignments: 20%
Simulation Balanced Scorecard: 10%
Individual Simulation Participation: 10%                                    
Final Simulation Report: 10%
Discussion Questions: 10%
Mid-term Exam: 25%
Final Exam: 25%
Total: 100%

Weekly Assignments:
Week 1: Decision 1: due Sunday by noon         
Week 2: Decision 2: due Sunday by noon         
Week 3: Decision 3: due Sunday by noon, DQ 1: due by noon
Week 4: Decision 4: due Sunday by noon, Midterm
Week 5: Decision 5: due Sunday by noon         
Week 6: Decision 6: due Sunday by noon, DQ 2: due by noon
Week 7: Report: due Sunday by noon         
Week 8: Final Exam due by Wednesday at noon, Final


Details on Course Assignments:
1. Web-based Simulation Activities:
a. Strategy Simulation: Teams of students will work together on developing strategies and implementing them in this simulation. Your grade will be based on how well you do and how well you are able to follow your own strategy. Teams or groups of 4 or 5 are recommended. You will sign up for your groups on Blackboard. The number of your group will be the same one you will use for the simulation. Go ahead and purchase the license at Marketplace Live at www.marketplace-live.com using the correct game number and your license. Sign into your group and begin.
b. Balanced Scorecard Performance: The balanced scorecard (BS) of 9 dimensions measures the level of success for each team against the competition. The Strategic Management Simulation performance points are based on the BS.
c. Individual Performance: Each team member will be evaluated on his or her contribution to the simulation for each chosen role. The simulation requires that each team member take a role on the executive committee. Superior performance for the team requires that each team member participate fully in the simulation. Every member must work online on the simulation to receive credit; note that just signing on will not show as work. You must spend time analyzing and making decisions for all areas of the company.
d. Final Simulation Report:
Each team prepares a final report using these discussion dimensions:-
Team name and members - 1 Point        
Mission and goals - 1 Point
Competitive strategy of your team (cost or differentiation by brand) - 1 Point
Market share: 1 Point
Balanced scorecard strengths: 1 Point
Balanced scorecard weaknesses: 1 Point
Competitor analysis (including 5 forces analysis): 1 Point
Financial position of your team: 1 Point
Final BS score: 1 Point
Explanation of team position and future strategy for this company: 1 Point
Writing style and format is coherent and logical: 1 Point
Total: 10


Total Simulation Grade Points
Grade Points for Simulation Assignment:
Simulation Balanced Scorecard Performance: 20 Points
Individual Simulation Participation: 10 Points
Final Simulation Report: 10 Points
Total: 40


2. Exams:
All exams are given via Blackboard and grades will be available on this site. There are no make-up exams, except in exceptional circumstances. Exams will be located on the Course Website and will be timed.
a. Mid-term Exam: the mid-term exam covers the concepts of strategic management in chapters 1-5. The mid-term exam will be composed of multiple choice questions.
b. Final Exam: The final exam covers the concepts of strategic management in chapters 1-7, 9, 10 and includes questions on the work done in the simulation. The final exam will be composed of multiple choice questions.


Grade Points for Exams:
Mid-term Exam: 25 Points
Final Exam: 25 Points
Total: 50


3. Discussion questions are scheduled for 2 lecture topics. This requires students to keep up to date with the text readings and lectures.
Grade Points for Discussion Questions:
Discussion Questions (5pts x 2 assignments): 10 Points


Session Modules:
Week 1:
In support of course competency #1, the following are the learning objectives you should have an understanding of after week 1:-
CC#1 Appraise and relate to each other the components of the strategic management planning process
1. Class requirements and the group project for this course
2. The definition of strategic management and the process of strategic management
3. The vital role of corporate governance and stakeholder management as well as how "symbiosis" or "synergy" can be achieved among an organization's stakeholders
4. The importance of corporate governance and social responsibility
5. Knowledge of the hierarchy of strategic goals, vision and mission statements
Topics:
1. Introduction to the format of the class and assignments
2. Introduction to the simulation game and group formation
3. Overview of simulation activities and decision periods
4. Introduction to Strategic Management
Assignments: (to be done in week 1)
1. Read Chapter 1 in text
2. Marketplace Live Simulation Introduction;
3. Recommended: Review Simulation PowerPoints available on your Blackboard course website
Simulation
4. Sign up for the simulation! On www.marketplace-live.com; purchase the license your instructor gives to you in class, and use your group number to enter the simulation.
5. Go to BB9 and review the following files:
a. 4880 Marketplace Live sign up
b. 4880 Marketplace Game Scenario
c. 4880 Decisions by Quarter
6. Decision 1 for the simulation due by noon Sunday of week 1


Week 2:
In support of course competency #2, the following are the learning objectives you should have an understanding of after week 2:-
CC#2 Assess the environmental and competitive forces that impact firms
1. The importance of developing forecasts of the business environment
2. Why environmental scanning, environmental monitoring, and collecting competitive intelligence are critical inputs to forecasting
3. The impact of the general environment on a firm's strategies and performance
4. How forces in the competitive environment can affect profitability, and how a firm can improve its competitive position by increasing its power vis-à-vis these forces
5. How the internet and digitally based capabilities are affecting the five competitive forces and industry profitability
6. The concept of strategic groups and their strategy and performance implications
Topics
1. Analyzing the External Environment of the Firm
Assignments (to be done in week 2)
1. Read Chapter 2 in text
2. Decision 2 for the simulation due by noon Sunday of week 2


Week 3:
In support of course competency #3, the following are the learning objectives you should have an understanding of after week 3:
CC#3 Demonstrate an understanding of internal resources leading to competitive advantages
1. The benefits and limitations of SWOT analysis in conducting an internal analysis of the firm
2. The primary and support activities of a firm's value chain
3. How value chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers
4. The resource-based view of the firm and the different types of tangible and intangible resources, as well as organizational capabilities
5. The usefulness of financial ratio analysis, its inherent limitations, and how to make meaningful comparisons of performance across firms
6. The value of the balanced scorecard in recognizing how the interests of a variety of stakeholders can be interrelated
7. The importance of managing human capital in a knowledge society
8. The importance of social capital in leveraging human capital through networks
9. The vital role of technology in leveraging knowledge and human capital
10. The challenge of protecting intellectual property
Topics:
1. Assessing the Internal Environment of the Firm
2. Discussion question 1
Assignments:
1. Read Chapters 3 and 4 in text
2. Prepare written report on DQ1
3. Decision 3 for the simulation due by noon Sunday of week 3


Week 4:
In support of course competency #4, the following are the learning objectives you should have an understanding of after week 4:
CC#4 Select a specific competitive strategy and implement by using appropriate tactics and value chain activities
1. The central role of competitive advantage in strategic management
2. The three generic strategies: overall cost leadership, differentiation, and focus
3. The activities that support each of these competitive strategies
4. How firms can effectively combine cost leadership and differentiation
5. Generic strategy and the industry life cycle
Topics
1. Creating and Sustaining Competitive Advantage
Assignments
1. Read Chapter 5 in text
2. Decision 4 for the simulation due by noon Sunday of week 4
3. Midterm exam, Chapters 1-5 and all related coursework


Week 5:
In support of course competence #5, the following are the learning objectives you should have an understanding of after week 5:
CC#5 Recognize the concepts of corporate growth strategies
1. What businesses should a company be in and how should they manage these businesses
2. The different types of corporate growth strategies; related diversification, vertical integration, unrelated diversification
3. The performance of diversified firms
4. The synergies that companies can create between strategic business units
5. The means of diversification, how firms grow - through mergers and acquisitions, joint ventures, strategic alliances and internal development
6. How managerial behaviors can erode the creation of value
Topics:
1. Corporate Level Strategy: Diversification
2. Recoup and begin work on the simulation report
Assignments
1. Read Chapter 6 in text
2. Decision 5 for the simulation due by noon on Sunday of week 5


Week 6:
In support of course competence # 6, the following are the learning objectives you should have an understanding of after week 6:
CC#6 Demonstrate knowledge of firm motivation for international strategies in global markets
1. The importance of international strategy as a viable diversification strategy
2. The sources of national advantage
3. The benefits and risks associated with international expansion, including outsourcing and offshoring
4. The advantages and disadvantages associated with each of four basic strategies: international, global, multidomestic and transnational
5. Differences between regional and truly global companies
6. The stages theory of internationalization and "born global" firms
Topics:
1. International Strategy
2. Discussion question 2
Assignments:
1. Read Chapter 7 in text
2. Prepare written report on the DQ2
3. Decision 6 for the simulation due by noon Sunday of week 6


Week 7:
In support of course competence #7, the following are the learning objectives you should have an understanding of after week 7:
CC#7 Appraise organizational structure options for strategic implementation in specific scenarios
1. The value of effective strategic control systems in strategy implementation
2. The imperative for contemporary control systems in today's complex and rapidly changing competitive and general environments
3. Balancing culture, rewards and incentives within boundaries
4. Corporate governance in the US and internationally
5. The relationship between a firm's strategy and organizational structure
6. The traditional types of organizational structure: simple, functional, divisional and matrix
7. The potential for boundaryless organizations
8. Understand the imperative for organizations to change structures
Topics:
1. Strategic Implementation: Strategic Control and Corporate Governance
2. Discussion of final exam
Assignments:
1. Read Chapters 9 and 10 in text
2. Prepare the final team report Due Sunday of week 7 by noon


Week 8:
1. Read Chapters 11 and 12 in text
2. Final exam online open from Sunday at noon until Wednesday at noon

ACADEMIC MISCONDUCT

The H. Wayne Huizenga College of Business and Entrepreneurship (Huizenga College) is strongly committed to a policy of honesty in academic affairs. Students are awarded degrees in recognition of successful completion of academic coursework in their chosen fields of study. Each student, therefore, is expected to earn his or her degree on the basis of individual personal effort. Consequently, any form of cheating or plagiarism constitutes unacceptable academic dishonesty. Such academic misconduct will not be tolerated at the Huizenga College and will be penalized according to the seriousness of the infraction, in conformity with the standards, rules, and procedures of the Huizenga College and NSU.

First and foremost, it is the responsibility of each student to know what behavior is, and is not, permitted with respect to each assignment (e.g., homework, term paper, etc.) or assessment (e.g., exam or quiz). Academic misconduct can result in penalties that range from a grade of zero on the assignment or assessment to expulsion from NSU. In the absence of guidance from the professor, one should assume that an assessment is closed-book and to be completed individually (i.e., no assistance from other persons). Obviously, assignments such as homework or a term paper usually allow the use of reference materials; however, in the absence of guidance from the professor, one should assume that the assignment is to be completed individually.

Academic misconduct includes the following behaviors:

• Plagiarism. Plagiarism is "the presentation of someone else's ideas or words as your own. Whether deliberate or accidental, plagiarism is a serious and often punishable offense." (Aaron, J. (2001), The Little, Brown Compact Handbook (4th ed.), Needham Heights, Ma: Pearson/Longman.).


• Cheating on Assignments or Assessments. Cheating is the use of unauthorized sources during the completion of an assignment or assessment. There are too many examples of cheating to provide a comprehensive list, but consider the following to be illustrative.
  • Use of Unauthorized materials in preparation for or during an assessment. Use of Test Banks, copies of exams (old or current) or any reference materials during a closed-book assessment is cheating. Included in this category would be the classic use of "crib sheets" or copying answers from another student's exam.
  • Unauthorized contact with other persons during an assessment or assignment. If an assessment or assignment is to be completed individually, any consultation with another person, other than the professor, is cheating.
  
  A student may consult with others, by explicit permission of the instructor, when completing an individual assessment or assignment. However, the student is responsible for submitting his or her own work and assuring that the submission avoids any form of plagiarism.


• Disruption to Academic Process.

Again, it is the responsibility of each student to know what behavior is permitted during the completion of an assessment or assignment. Ignorance is not an acceptable excuse for academic misconduct.

No Meeting Times Scheduled