PONTIFICIA UNIVERSIDAD JAVERIANA FACULTAD DE CIENCIAS ECONOMICAS Y ADMINISTRATIVAS DEPARTAMENTO DE ADMINISTRACIN REA DE ESTRATEGIA EN ACCION

PROGRAMA DE ASIGNATURA / SYLLABUS Asignatura: Strategy In Action Periodo Acadmico: III -2012 DESCRIPCIN GENERAL Fecha de Actualizacin de Programa: Julio 14 de 2012 Crditos: 3 Horas Presenciales: 3 Horas de Estudio Autnomo: 6 Pre-requisitos: Estrategia Gerencia Mercadeo, Gerencia Financiera, Desarrollo Humano, Gerencia de Operaciones, Gerencia de Negocios Internacionales. COORDINATORS Coordinador: Tatiana Galindo Coordinador de Asignatura: Sandra Jennina Snchez Email: ssanchezp@javeriana.edu.co Telfono: 3208320 Ext. 3137 PROFESSORS

Mauricio Guerrero, guerrero.mauricio@javeriana.edu.co Fernando Restrepo, restrepof@javeriana.edu.co Sandra Jennina Snchez, ssanchezp@javeriana.edu.co JUSTIFICACIN/ JUSTIFICATIN
The global economic turmoil has shaped a business world today that is more complex and changes at an increasing fast rate. It has created new issues and opportunities for those responsible for organizational strategy. The unpredictability of the current environment requires leaders to analyze their surroundings, adopt new and critical perspectives, assume ethical and responsible positions, and develop and execute organizational strategies. There is less room for error in the strategy formulation and implementation process. The organizational leaders must conduct the organizational change, the continuous improvement of the business resources, processes, and operations, and the promotion of a culture that supports the strategies, pursuing and surpassing the proposed objectives committed with business ethics. This course provides students knowledge and skills of integrated strategic analysis, allows students to analyze business issues, evaluate alternatives, formulate recommendations and make decisions, develop creative and strategic thinking and oral and written communication skills. It uses live case studies and extensive class interaction to provide you with the opportunity to apply lessons from real business situations understanding the link between strategy and the business model, analyze social and ethical issues in strategic analysis, and develop innovative approaches to strategic planning designed to accomplish sustainability and competitive advantages.

OBJETIVO GENERAL / GENERAL PURPOSE

The general objective of this class is to develop in the student the capacity of thinking strategically, through the study, application, and contrast of the main concepts, tools, and techniques referred to the transformation of the strategy in action within the organizations.

OBJETIVOS ESPECIFICOS / SPECIFIC PURPOSES

After successfully completing this course, the student should be able to: 1. Develop the capacity of applying the case method methodology to analyze and disseminate real organizational cases. 2. Understand new concepts such as integrated strategic formulation, strategic implementation, business models and strategic leadership. 3. Adopt innovative and creative approaches to strategic formulation and execution that drives sustained growth and competitive advantage. 4. Improve team work, oral and written communication skills. 5. Develop the capacity of identify relevant issues and facts, propose alternatives and solve problems.

DESCRIPCIN DE CONTENIDO / DESCRIPTION OF CONTENTS

Strategic Analysis, Case Analysis, Competitive Advantage and sustainability, Competitive Strategies, Innovation, Corporate Strategy, Growth & International Expansion, Diversification strategic leadership, business ethics and social responsibility.

METODOLOGA / METHODOLOGY
This course utilizes pedagogies with increasing experiential learning potential such as group case assignments, simulation games, experiential exercises, case discussions, study group discussions and individual write-ups. Participation and interaction are key elements during the classes. The case method methodology is the one used to analyze and discuss the case studies. The student must be involved in the process. Analyzing and discussing business case studies, the students will gain a better understanding about real business practices. They will develop analytical and critical thinking skills. Through the debate and discussions the students are encouraged to assume and implement innovative and creative approaches. Some guest speakers will be invited to the class to share their business experiences with the students. It is an important approach that allows students to hear, understand, and learn from real business situations. Students are expected to participate and do role plays, make decisions though the simulation game and case study discussions and perform an analysis of a firms problems through the study of cases. Students are expected to interact with each other and develop team work and oral communication skills through the preparation of the business case presentations, group decision-making in the business simulation game and group case discussions. Students will write individual essays in English according to the topics assigned by the professor. This allows students to enlarge their written communication skills.

EVALUACIN / GRADING CRITERIA

According to the University and Business School directions, the grading of the class is cumulative through several partial evaluations and a final exam. The grading is considered as an instrument for assessing and stimulating the teaching-learning process, and for the evaluation of the results obtained by the student through the study of the contents. The active participation in class is highly recommended. The first exam is individual. The use of internet, communication devices, cellular phones, notes, and Excel exercises developed previously in class are prohibited. All evaluations are cumulative, non-curved, and non-substitutable. During the evaluations, the students must have their electronic devices turned off and their bags and cases placed in front of the classroom. The final exam is in groups. Each group prepares a case study presentation based on the case study assigned by the Professor. This course will include a simulation strategy game that allows students to analyze data, formulate alternatives and made strategic decisions.

MECANISMO DE EVALUACIN
First Exam Second Exam Participation, Essays, Quices, Workshops, Work in Class Simulation and Presentations Final Exam TOTAL

PORCENTAJE
15% 15% 25% 20% 25%

100%

CRONOGRAMA/SCHEDULE
SESSION Week 1 Jul. 23 TOPIC Introduction Case Method Evaluation Criteria Overview Strategy in Action BIBLIOGRAPHY/ INDIVIDUAL WORK Students and Professor introductions Syllabus presentation Evaluation Criteria Learning by the Case Method BIBLIOGRAPHY/ CLASS WORK Richard Ivey School of Business. The University of Western Ontario. Learning with cases. 4e. Ivey Publishing.

Week 2 Jul. 30 Strategic Management and Strategic Analysis

Individual Reading: Chapter 1 and Chapter 3 from David F. (2011). Strategic Management. Concepts and Cases. 13 e. Prentice Hall. Chapter 4 from David F. (2011). Strategic Management. Individual Reading: SWOT I: Looking outside for threats and Opportunities Individual Reading: SWOT II: Looking inside for strengths and weaknesses Individual Reading and Case Study: Williams Coffee Pub Submit homework: Essay #1 Analyzing cases using the Case Method and Financial Tools

Lecture: David F. (2011). Strategic Management. Concepts and Cases. 13 e. Prentice Hall. Chapter 1 and 3 from David.

Week 3 Aug. 6 Strategic Management and Strategy Formulation

Lecture: David F. (2011). Strategic Management. Concepts and Cases. 13 e. Prentice Hall. Chapter 4 from David. Special attention to Financial Ratios

Week 4 Aug. 13 Case Method and Financial Analysis Monday, August 20th is a Holiday. Week 5 Aug. 27 Competitive Advantage, Competitive Strategies

Group Discussion: Williams Coffee Pub Analyzing cases using the Case Method and Financial Tools

Individual Reading and Case Study: Crafting Winning Strategies Readings: Creating Blue Oceans Readings: Understanding Industry Structure Porter (Five Forces) Team Work: Preparation Case Presentation

Group Discussion and lecture: Creating Blue Oceans Group Discussion: Crafting Winning Strategies Lecture: Understanding Industry Structure-Porter (five Forces) Grant, Robert M. (2010) Cotemporary Strategy Analysis. Chapter 8. Seventh Edition. Ed. John Wiley & Sons Ltd.

Week 6 Sept. 1 Week 7 Sept 3 Creating Corporate Strategy

First Test, Saturday, September 1st, 2011 First Test Review Individual Reading and Case Study: Coca-Cola in 2011: In Search of a New Model Individual Readings: Types of Strategies Team Work: Preparation Case Presentation Case Study: Microsoft's Diversification Strategy Group Presentations Team Work: Preparation Case Presentation Group Discussion: Coca-Cola in 2011: In Search of a New Model First Test Results

Week 8 Sept 10 Corporate StrategyDiversification

Guest Speaker: Competitive strategies Group Discussion: Microsoft's Diversification Strategy Simulation Business Strategy Game Introduction Thompson, A, (2012). Crafting and Executing Strategy. 18 e. McGraw Hill. Chapter97: Corporate Strategy: Diversification

Week 9 Sept 17 Week 10 Sept 24

Students Break Corporate Strategy Growth & International Expansion Corporate StrategyInternational strategies Strategy Implementation Case Study: ZARA Fast Fashion Group Presentations Team Work: Preparation Case Presentation Individual Reading and Case Study: Simulation Registration and Business Strategy Game First Try Group Discussion: ZARA Fast Fashion

Week 11 Oct. 1

Week 12 Oct. 8

Readings: Using the Balanced Scorecard as a Strategic Management System (HBR Classic). Submit Simulation First Decision

Simulation Business Strategy Game Registration and first try Thompson, A, (2012). Crafting and Executing Strategy. 18 e. McGraw Hill. Chapter 7: Strategies Competing in International Markets Lecture: Using the Balanced Scorecard as a Strategic Management System (HBR Classic).

Monday, October 15th is a Holiday. Week 13 Saturday Oct. 20

Second Test, ALL GROUPS Saturday October 20th, 2012 Submit Simulation Second Decision

Week 14 Oct. 22

Strategy Implementation

Individual Reading and Case Study: Volkswagen do Brazil: Driving Strategy with the Balanced Scorecard. Submit Simulation Third Decision Team Work: Preparation Case Presentation

Group Discussion: Case Study Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard Thompson, A, (2012). Crafting and Executing Strategy. 18 e. McGraw Hill. Chapter 10: Building an organization capable of good strategy execution Simulation Business Strategy Game Results Third decision Thompson, A, (2012). Crafting and Executing Strategy. 18 e. McGraw Hill. Chapter 9: Ethics, Corporate Social Responsibility, environmental sustainability and strategy Multimedia Case: GEs Two Decade Transformation: Jack Welchs leadership Reading: Paying by the rules: Why ethics are profitable?

Week 15 Oct. 29 Ethics / Responsible Competitiveness

Submit Simulation Fourth Decision Case Study: CEMEX in Mexico: The path to responsible competitiveness Team Work: Preparation Case Presentation Submit homework: Essay # 2 Submit Simulation Fifth Decision Individual Reading and Case Study: GEs Two Decade Transformation: Jack Welchs leadership Team Work: Preparation Case Presentation Individual Reading and Case Study: Reading: Paying by the rules: Why ethics are profitable? Guest Speaker Top Management Director Conference Submit homework: Essay # 3

Week 16 Nov. 5

Ethics / Strategic Leadership

Week 17 Nov. 12 Week 18 Nov. 19

Top Management Director Conference

Guest Speaker Top Management Director Conference

Final Case Exam Monday, November 19th, 2012

BIBLIOGRAFIA / BIBLIOGRAPHY
Books: David F. (2011). Strategic Management Concepts and Cases. 13 e. Prentice Hall. Grant, Robert M. (2010) Cotemporary Strategy Analysis. Seventh Edition. Ed. John Wiley & Sons Ltd. Thompson, A. Strickland, A. & Gamble, J. (2012) Crafting and Executing Strategy. Text and Readings. 18th Edition. Ed. McGraw Hill.

Complementary Readings: Chan, W & Mauborgne, R. (2005) Creating Blue Oceans. Harvard Bussiness School Publishing. HBP 1626BC Porter, M. (2007). Understanding Industry Structure. Harvard Bussiness School Publishing. HBP 9-707-493 Tobler, Adam (s.f) How to take a Strategic Approach to Implementation. Harvard Management. Article Reprint No. U9802B Mauffette, L. Erskine, J. & Leenders, M. (2007) Learning with Cases. Richard Ivey School of Business. The University of Western Ontario. Fourth Edition. Ivey Publishing. (p. 1-7; 18-28). Jones, G & Hill, C. (2000) Strategic Management, An Integrated Approach. Fifth Edition. Houghton Mifflin Company. (p. 15-17). Johnson, G. Scholes, K & Whittington, R. (2008) Exploring Corporate Strategy; Text & Cases. 8th Edition. Prentice Hall.

Case Study Zhang, H & Zaric, G. (2007) Williams Coffee Pub: The franchising opportunity. Richard Ivey School of Business. The University of Western Ontario. Ivey Publishing. HBP 907E20. Yoffie, D. and Kim, R. (2012). Coca-Cola in 2011: In Search of a New Model. Harvard Business School Publishing. HBP 711504 Kaplan, R. and Reisen, R. (2010) Volkswagen do Brazil: Driving Strategy with the Balanced Scorecard. Harvard Business School Publishing. HBP 111049 Kaplan, R. and Norton, D. (2010). Using the Balanced Scorecard as a Strategic Management System. Harvard Business School Publishing. HBP R0707M Hunter, Marks & Mortensen (2009) Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001. Blue Ocean Strategy Institute. INSEAD. BOS018. Ghemawat, P & Nueno, J (2006) ZARA: Fast Fashion. Harvard Business School Publishing. HBP 9703497 Farhoomand, Ali. (s.f) Microsofts Diversification Strategy. Asia Case Research Centre. HKU617 Serrano, L and Diaz-Saenz, H. (2006. CEMEX in Mexico: The path to responsible competitiveness. Harvard Business School Publishing. HBP SKE083 Bartlett, C. (2005). GEs Two Decade Transformation: Jack Welchs leadership . Harvard Business School Publishing. HBP 399150

CLASS POLICIES
Late Assignment Policy: Assignments will be due at the start of class. Late assignments are not accepted unless they are authorized by the proper authority such as the Director of the Students at the Business Administration Program. If approval has not been given for late work, the student will receive a zero.

Policy on Academic Integrity: As a professional and as a student of Javeriana University, you are subject to the strictest standards of academic honesty. All students are responsible for familiarizing themselves with the Students Regulations published by Javeriana University at the following URL: http://pujportal.javeriana.edu.co/portal/page/portal/PORTAL_VERSION_2009_2010/es_estatutos_reglamentos Ethical Considerations: Plagiarism and cheating are extremely serious offenses and are not tolerated in Javeriana University. The use of internet, communication devices, cellular phones, notes, and Excel exercises developed previously in class are prohibited during the presentation of the exams. Sharing cases or information about the development of the cases is considered a misuse of the information provided in this course. It is considered misconduct and it is subject to disciplinary actions. After completion of this course, students must destroy the cases and articles provided by the professor. Reproduction of those cases is considered a misuse of the information provided in this course. It is considered misconduct and it is subject to disciplinary action.