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Table of Contents
                            Syllabus
BSM 495: Business Strategy
Spring – 2015
	Session
	Thompson, Chapter 2
	Thompson, Chapters 3 & 4
	DUE: Discussion question/topic posting & responses
	Thompson, Chapters 5 & 6
	DUE: Discussion question/topic posting & responses
	Comp-XM Exam Week
                        
Document Text Contents
Page 2

FACULTY

Faculty Name: Pantelis Voniatis

Contact Information: [email protected]

[email protected]

COURSE DESCRIPTION

This is a capstone course that provides the student an opportunity to integrate discrete skills gained from
prior coursework in general business, accounting, marketing, management, business law,
communications, operations, human relations, and information systems. Students address business
finance, growth and management issues, and problems, viewing them from multiple perspectives.

COURSE RESOURCES

Required and recommended resources to complete coursework and assignments are available from the
Course Document Lookup.

Required Course Resources

Capsim Management Simulations, Inc. Capstone Foundation business simulation student guide with
PKG Capsim Business Simulation. Retrieved from http://www.capsim.com/

Capsim Management Simulations, Inc. COMP-XM Exam.. Retrieved from http://www.capsim.com/

Thompson, A. A., Strickland, A. J., & Gamble, J. E. (2005). Crafting and executing strategy, the quest for
competitive advantage: Concepts and cases (14th ed.). Boston: Irwin/McGraw Hill, Thompson.

Whitaker, A. (2010). Research and APA style guide. Bratislava, Slovakia: City University of Seattle.
Available online at http://www.vsm.sk/en/students/academic-support/

BLACKBOARD

Blackboard is a MUST component of this course and will be used for, announcements, posting of your
answers to weekly discussion questions, grades and source material. You must visit, review it, and use it
regularly.

Recommended Resources

Books:

Charles W. L. Hill, Gareth R. Jones, (2013) Strategic Management: An Integrated Approach (10th ed.),
South-Western, Cengage Learning

Johnson, G., Scholes, K., & Whittington, R.. (2008). Exploring corporate strategy with MyStrategyLab:
Text and cases (8th ed.). Harlow, Essex: Pearson Education Limited.

BSM 495 Page 2 Effective: Summer 2014/2015

http://www.vsm.sk/en/students/academic-support/
http://www.capsim.com/
http://www.capsim.com/
https://documents.cityu.edu/coursedocumentlookup.aspx
mailto:[email protected]
mailto:[email protected]

Page 6

CAPSIM Foundation Business Simulation Rounds 1-5

Capsim Foundation Business Simulation: This assignment requires your participation in Foundation
Business Simulation - a strategic management simulation - as a company team. Students work as a team -
there will be other student and computer-generated teams that your team will be competing against in the
sensor industry. Foundation simulations offer students the opportunity to come as close as possible to
managing a real company and thereby develop an understanding of the challenges encountered when
managing a business.

The simulation provides students with the opportunity to gain hands-on experience in running a business
as a member of a senior management team. Management teams are required to evaluate situations and
make decisions, evaluate outcomes, and compete with other management teams for resources,
opportunities, and markets. Your team will have the opportunity to set corporate strategies, and apply
strategic concepts and techniques within a practical decision-making framework. In this way you have the
opportunity to see how a firm's production, marketing, R&D and financial operations interact and observe
the impact of key decisions on business performance within a competitive market.

Team members assume the role of the top management team of one of the companies in the industry.
Over the five-year time-frame of the simulation, your team will encounter a range of strategic issues that
will allow you to integrate your knowledge of accounting, finance, marketing, operations, and strategic
management.

Complete details of the simulation are included in the Team Member Guide available online at
www.capsim.com. Your grade for Capstone will be based on: (1), your team's performance in the
simulation based on the Balanced Scorecard, (2), how well the team met the performance objectives set
by the team, and (3), completion of the 5 simulation rounds. The team will earn one grade.

Components % of Grade
Completion of assigned rounds 40%
Team performance compared to team objectives 45%
CAPSIM Analyst team score compared to class 10%
result Classic 10 scores compared to peer teams (world-wide) 5%
TOTAL 100%

International Case Analysis

The purpose of a case analysis assignment is to provide students with an opportunity to apply concepts
from class to real-world situations. Your instructor will assign an international case. The case analysis
should be brief and concise, no more than four to ten pages, double spaced, plus a title page and a
reference page. Please be sure to incorporate theories or concepts from class or other readings and
reference them appropriately.

Components % of Grade
Appropriate analysis, evaluation, synthesis for the specific industry
identified: There was complete data on which to base a thorough
analysis. Key change drivers underlying the issues were identified.
Synthesis, analysis, and evaluations were clearly presented and
supported in a literate and effective manner.

20%

Conclusions and recommendations are congruent with strategic
analysis: Specific recommendations and/or plans of action
provided. Specific data or facts were referred to when necessary to

20%

BSM 495 Page 6 Effective: Summer 2014/2015

Page 7

support the analysis and conclusions. Recommendations and
conclusions were presented and supported in a literate and effective
manner.
Proper organization, professional writing, and logical flow of
analysis. APA formatting. Logically organized, key points, key
arguments, and important criteria for evaluating the business logic
easily identified. Key points were supported with a well thought out
rationale based on applying specific concepts or analytical
frameworks to the data provided in the case. Proper grammar,
spelling, punctuation, 3rd person objective view, professional
writing, and syntax.

20%

Clear explanation of key strategic issues: The problems, scope, and
seriousness was clearly identified in the discussions. There was a
well focused diagnosis of strategic issues and key problems that
demonstrated a good grasp of the company’s present situation and
strategic issues. Effective Executive Summary. Did not waste space
summarizing information already found in the case.

20%

Valid arguments; analysis of financial performance with relevant
supportive detail: Logically organized, key points, key arguments,
and important criteria for evaluating business strategies were easily
identified. Critical issues and key problems that supported the Case
Analysis were identified and clearly analyzed and supported.

20%

TOTAL 100%

CAPISM Team Decision-Making Report

As a team competition, Foundation teams operate a company and compete head-to-head with other
student teams and against five computer-generated companies. Foundation companies operate in two
market segments: "Low Tech" and "High tech." Students begin the simulation with one product, but can
develop a portfolio of up to five products. Each simulated year teams will make decisions in Research and
Development, Marketing, Finance, Human Resources, Production and Total Quality Management.

Students are required to select the benchmarks that will measure success. They choose from two or more
measures including Return on Equity (ROE), Return on Investment (ROI), Market Capitalization, Market
Share (in Dollars), Cumulative Profit, Return on Assets (ROA), Asset Turnover, and Stock Price.
The teams simulate the challenges faced by real life executive leadership teams in defining problems and
making decisions. Effective team performance is often critical to business success and bottom line results.
The program involves practicing high level executive decision-making as a member of a management
leadership team. As a team member, you will have the opportunity to rationally evaluate errors of
judgment and make corrections. Your team will prepare a report that summarizes the company’s
management decisions made during each of the 5 competition rounds.

The team should indicate how their decisions supported their strategic objectives. They should analyze
performance results from years 1 - 5 and evaluate the competitive strategy’s progress in regard to
achieving forecasted results. There is no specific format requirement for this report.

Components % of Grade
Goals 20%
Analysis and adjustment 20%
Integration of course concepts 20%
Recommendations 20%

BSM 495 Page 7 Effective: Summer 2014/2015

Page 12

Week One

Apr. 20 -
26

Chapter 1: What Is Strategy and Why Is It Important?

DUE: Student Introductory Assignment (SIA)
DUE: Discussion question/topic posting & responses

Thompson, Chapter 1

CAPSIM Foundation
Student Guide

Week Two

Apr. 27 –

May 03

Chapter 2: Leading the Process of Crafting and Executing
Strategy

CAPSIM Teams

DUE: Company Team Charter
DUE: Discussion question/topic posting & responses

Thompson, Chapter 2

CAPSIM Foundation
Review

Week
Three

May 04 -
10

Chapter 3: Evaluating a Company’s External Environment
Chapter 4: Evaluating a Company’s Resources and
Competitive Position

Instructions on International Case Study

DUE: Individual Practice of Capsim – complete:

 Online Situation Analysis
 Introductory Lesson Quiz
 Rehearsal Rounds

DUE: Discussion question/topic posting & responses

Thompson, Chapters 3 & 4

Capsim Foundation:

 Online Situation
Analysis

 Introductory Lesson
Quiz

 Rehearsal Rounds

Week Four

May 11-17

Chapter 5: The Five Generic Competitive Strategies: Which
One to Employ?
Chapter 6: Supplementing the Chosen Strategy: Other
Important Business Strategy Choices
DUE: CAPSIM Team Practice Round completed
DUE: Foundation Round 1 Decisions to be Submitted

DUE: Discussion question/topic posting &
responses

Thompson, Chapters 5 & 6

Week Five

May 18 -
24

Chapter 7: Strategies for Competing in Foreign Markets

DUE: Foundation Round 2 Decisions to be Submitted

DUE: Discussion question/topic posting & responses

Thompson, Chapter 7

Week Six

May 25 -
31

Chapter 8: Tailoring Strategy to Fit Specific Industry and
Company Situations

Chapter 9: Diversification: Strategies for Managing a Group
of Businesses

DUE: Foundation Round 3 Decisions to be Submitted

DUE: Discussion question/topic posting & responses

Thompson, Chapters 8 & 9

BSM 495 Page 12 Effective: Summer 2014/2015

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