TEMPLE UNIVERSITY

THE FOX SCHOOL OF BUSINESS AND MANAGEMENT

BA 4101: GLOBAL BUSINESS POLICIES
SECTION XXX, Sprin !014
M""#in D$%& ' Ti(":
M""#in P)$*":
In&#r+*#,r: PROFESSOR RAJESWARARAO CHAGANTI
O--i*"./,+r&: ALTER HALL A539
ONE HOUR BEFORE CLASS MEETING ON
WEDNESDAY OR BY APPOINTMENT
C,n#$*# in-,: chagantitemple.edu
215 204 5675
C,+r&" pr"0
r"1+i&i#"&
All lower and upper division core requirements must be
successIully completed beIore registering Ior BA 4101.
BA4101: GLOBAL BUSINESS POLICIES
COURSE SYLLABUS
COURSE DESCRIPTION
Welcome to the capstone course oI the undergraduate curriculum!
The Un2"rr$2+$#" BBA PROGRAM LEARNING GOALS are as Iollows:
1. Understand critical business concepts
2. Apply critical thinking to business problems
3. Demonstrate eIIective oral and written communication
4. Understand the ethical, legal, and social responsibilities oI individuals and organizations.
COURSE OB3ECTIVES
The Business Policies course culminates your BBA program learning experience beIore graduation. The
objective oI this course is to introduce you to the role oI the 'strategic manager, someone, such as a
CEO, who is concerned with the problems oI and responsible Ior the overall and long-term well-being oI
the organization, both business and not-Ior-proIit.
Provide you with the critical thinking skills necessary to Iunction as a strategic manager or to
perIorm the tasks comprising the strategic management process #/i& i& #/" pri($r%
,45"*#i6" ,- #/" *,+r&"
Integrate and apply the knowledge accumulated in Iunctional areas, such as marketing,
human resource management, operations, accounting and Iinance
Prepare you Ior management careers by providing in-class opportunities Ior you to
communicate orally and in written Iormats, to lead and to work with others in realistic work
settings
Expose you to the ethical and societal issues raised in operating an enterprise
To provide you with experience in dealing with real strategic decision issues Iacing managers
in all types oI organizations: business and not-Ior-proIit; large and small; and domestic and
multinational, primarily through the use oI the case method
Prepare you Ior the 'real world oI work in all its settings
DESIRED OUTCOMES
By the end oI the semester, you can answer the Iollowing questions concerning a Iirm:
1. Based on the Iacts presented in a case and independent research, how well is the Iirm doing
over time and relative to its peers?
2. Describe the Iirm`s strategy
3. Based on the analysis oI the Iirm and its industry, is the strategy appropriate? Explain the
answer in detail.
4. Recommend changes to the strategy to enhance, maintain or turnaround the perIormance oI
the Iirm
2
5. Based on the analysis oI the Iirm`s organizational structure, culture, systems and processes,
examine in detail the way the strategy is implemented.
6. Recommend changes to the implementation oI the strategy to enhance, maintain or
turnaround the perIormance oI the Iirm
A)&,, %,+ (+&# 4" $4)" #,:
Prepare clear and concise written business reports with appropriate content, substance and
documentation;
Deliver polished multi-media business presentations to executives in a proIessional manner;
Articulate, discuss and deIend your ideas and proposals in a proIessional manner;
Develop teamwork, leadership and diversity skills through group projects and class
discussions.
RE7UIRED COURSE MATERIAL
[HBSP] Cases and some speciIic readings are available online at a discount Irom Harvard
Business School Publishing:
C,+r&"p$*8 )in8: https://cb.hbsp.harvard.edu/cbmp/access/24460542
9BB: Black Board Readings: Any other readings assigned by your instructor will be posted at
the Blackboard oI the section in which you are enrolled.
U&"-+) ,n)in" r"&,+r*"&: quickmba.com, netmba.com, and investopedia.com.
S+"&#"2 R"$2in&:
It is strongly recommended, but not required, that you read and subscribe to at least one business
publication. The Iollowing business publications are available at the Temple libraries or via short-
term subscription (see your instructor):
The Wall Street Journal
Business Week
Fortune
Forbes
The New York Times
The Economist
GRADING
A student`s grade in the course will be based on perIormance in several activities and eIIorts. The weight
Ior each is given in below:
Attendance, preparation, class participation, and attitude 25
Assignment and event participation on EMC Case 5
In-class Iinance test: 5
Individual conceptual test 5
One memo to management (individual written memo): 20
Two in-class group presentations 20
Final memo (TBA) to management (individual written memo): 20
ALL 100
3
TENTATIVE COURSE SCHEDULE
Un)"&& ,#/"r;i&" n,#"2, $)) r"$2in& $r" in #/" r"1+ir"2 *,+r&" p$*8 ,r $r" ,n #/" *,+r&" ;"4&i#" -,r
#/" &"("&#"r< E$*/ ;""8 %,+ n""2 #, 4" pr"p$r"2 #, 2i&*+&& #/" $&&in"2 r"$2in&
Week 1 Jan 20 C,+r&" In#r,2+*#i,n $n2 O6"r6i";
F,r Gr,+p& -,r C$&" Pr"&"n#$#i,n&

Week 2 Jan 27 S#r$#"%, R"&,+r*"&, $n2 P"r-,r($n*"
R"$2:
'What is strategy? Porter |BB|
'Learning by the Case Method [HBSP] 1
Unstructured Case: CoolBurst |BB|
A&&in("n#:
Be prepared to discuss the Iollowing questions:
1. How is the Iirm doing relative to its perIormance over time and in relation to
its peers?
2. What aspects oI the industry in which the Iirm is doing business are helping
and hurting the Iirm perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people, management
systems, and culture are helping and hurting the Iirm perIormance?
5. All things considered internal and external aspects oI the Iirm what are
key issues Iacing the management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the management.
And, examine each option keeping in mind the Iollowing: the changes that are
occurring in the industry; internal conditions oI the Iirm; any other Iactors that
you consider as relevant; and pros and cons oI each in terms oI the extent oI
changes and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may roll out the
recommendation
Week 3 Feb 3 Or$ni=$#i,n P"r-,r($n*"
R"$2:
'An Overview oI Iinancial statement analysis Darden Allen and Simko [HBSP]
2
'The Balanced Scorecard: Measures that Drive PerIormance Kaplan and Norton
|BB|
'How to Read a Financial Report Merrill Lynch |BB|
R"$2:
'Types oI strategy: Which strategy Iits your business? HBSP Chapter [HBSP] 3
'Creating competitive advantage Ghemawat and Rivkin [HBSP] 4
'Core competence oI the corporation Prahalad and Hamel |BB|
'Competing on Resources Collis and Montgomery |BB|
4
A&&in("n#:
S")"*# ,n" ,- #/" -,)),;in -ir(&: C,*$0C,)$, P"p&i C,)$, ,r M*D,n$)2<
R"&"$r*/ p"r-,r($n*" ,- #/" -ir( ;i#/ -,*+& ,n: H,; i& #/" -ir( 2,in ,6"r #i("
>)$&# -i6" %"$r&?@

Be prepared to discuss core Iinancial concepts
And, Iindings oI you research
Week 4 Feb 10 S#r$#"% $n2 P"r-,r($n*"
R"$2: 'The Five Competitive Forces That Shape Strategy - Porter |BB|
R"$2: Samsung Electronics [HBSP] 5
Focus on the Iollowing question:
1. How is the Iirm doing relative to its perIormance over time and in relation to
its peers?
2. What aspects oI the industry in which the Iirm is doing business are helping
and hurting the Iirm perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. All things considered internal and external aspects oI the Iirm what are
key issues Iacing the management oI the Iirm?
Remember to bring your calculator to the class.
You are allowed to bring a one sheet (two sides) oI notes to the test
Week 5 Feb 17 S#r$#"% $n2 P"r-,r($n*"
R"0R"$2: Samsung [HBSP] 5
A&&in("n#:
Focus on the Iollowing questions:
1. What aspects oI the Iirm itselI its strategy, structure, people, management
systems, and culture are helping and hurting the Iirm perIormance?
2. All things considered internal and external aspects oI the Iirm what are
key issues Iacing the management oI the Iirm?
AAA In0*)$&& #"&# ,n -ir( p"r-,r($n*"
Week 6 Feb 24 S#r$#"% $n2 P"r-,r($n*"

R"$2 $n2 Pr"p$r": EMC pr,5"*#< D"#$i)& ;i)) -,)),;
R"$2:
'From competitive advantage to corporate strategy Porter |BB|
'Creating corporate advantage Collis and Montgomery |BB|
'Note on organization structure Nohria [HBSP] 6
'What is an organization`s culture Christensen [HBSP] 7
'When to Ally & When to Acquire Dyer, Kale, Singh |BB|
5
R"$2: Apple Inc. in 2010 [HBSP] 8
Questions case analysis:
1. How is the Iirm doing relative to its perIormance over time and in relation to
its peers?
2. What aspects oI the industry in which the Iirm is doing business are helping
and hurting the Iirm perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people, management
systems, and culture are helping and hurting the Iirm perIormance?
5. All things considered internal and external aspects oI the Iirm what are
key issues Iacing the management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the management.
And, examine each option keeping in mind the Iollowing: the changes that are
occurring in the industry; internal conditions oI the Iirm; any other Iactors that
you consider as relevant; and pros and cons oI each in terms oI the extent oI
changes and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may roll out the
recommendation
Mar 3 Sprin Br"$8 B En5,%C
Week 7 Mar 10 S#r$#"% I(p)"("n#$#i,n
IN PREPARATION FOR TODAYDS CLASS, REVIEE TEO VIDEOS ON
BLOOMBERG AND COME PREPARED TO DISCUSS THE 7UESTIONS IN
CLASS< LINFS TO THE VIDEOS AND 7UESTIONS EILL BE POSTED AT
BB IN TIME< BE ON THE LOOF OUT FOR THE POSTINGSC

AAA In0*)$&& *,n*"p#+$) #"&#
Week 8 Mar 17 S#r$#"% F,r(+)$#i,n
R"$2: Dollar General [HBSP] 9
Questions Ior case analysis:
1. How is the Iirm doing relative to its perIormance over time and in relation to
its peers?
6
2. What aspects oI the industry in which the Iirm is doing business are helping
and hurting the Iirm perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people, management
systems, and culture are helping and hurting the Iirm perIormance?
5. All things considered internal and external aspects oI the Iirm what are
key issues Iacing the management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the management.
And, examine each option keeping in mind the Iollowing: the changes that are
occurring in the industry; internal conditions oI the Iirm; any other Iactors that
you consider as relevant; and pros and cons oI each in terms oI the extent oI
changes and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may roll out the
recommendation
Pr"&"n#$#i,n& 4% #"$(& 1 $n2 !
Week 9 Mar 24 S#r$#"% F,r(+)$#i,n $n2 I(p)"("n#$#i,n
R"$2: Edward Jones in 2006 [HBSP] 10
Questions case analysis:
1. How is the Iirm doing relative to its perIormance over time and in relation to
its peers?
1. What aspects oI the industry in which the Iirm is doing business are helping
and hurting the Iirm perIormance?
2. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
3. What aspects oI the Iirm itselI its strategy, structure, people, management
systems, and culture are helping and hurting the Iirm perIormance?
4. All things considered internal and external aspects oI the Iirm what are
key issues Iacing the management oI the Iirm?
5. Outline two or three options to resolve the issues Iacing the management.
And, examine each option keeping in mind the Iollowing: the changes that are
occurring in the industry; internal conditions oI the Iirm; any other Iactors that
you consider as relevant; and pros and cons oI each in terms oI the extent oI
changes and risks involved vs. pay-oIIs
6. Finally, make a recommendation with comments on how you may roll out the
recommendation
Pr"&"n#$#i,n& 4% #"$(& G $n2 4
M"(,& -r,( #"$(& H, I $n2 J
Week 10 Mar 31 S#r$#"% F,r(+)$#i,n $n2 I(p)"("n#$#i,n
R"$2: Best Buy in Crisis [HBSP] 11
Questions Ior cases analysis:
1. How is the Iirm doing relative to its perIormance over time and in relation to
its peers?
2. What aspects oI the industry in which the Iirm is doing business are helping
and hurting the Iirm perIormance?
7
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people, management
systems, and culture are helping and hurting the Iirm perIormance?
5. All things considered internal and external aspects oI the Iirm what are
key issues Iacing the management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the management.
And, examine each option keeping in mind the Iollowing: the changes that are
occurring in the industry; internal conditions oI the Iirm; any other Iactors that
you consider as relevant; and pros and cons oI each in terms oI the extent oI
changes and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may roll out the
recommendation
Pr"&"n#$#i,n& 4% #"$(& H $n2 K
M"(,& -r,( #"$(& G $n2 4
Week 11 Apr 7 S#r$#"% I(p)"("n#$#i,n
Read: HTC Corp in 2012 12
Questions Ior cases analysis:
1. How is the Iirm doing relative to its perIormance over time and in
relation to its peers?
2. What aspects oI the industry in which the Iirm is doing business are
helping and hurting the Iirm perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people,
management systems, and culture are helping and hurting the Iirm
perIormance?
5. All things considered internal and external aspects oI the Iirm
what are key issues Iacing the management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the
management. And, examine each option keeping in mind the
Iollowing: the changes that are occurring in the industry; internal
conditions oI the Iirm; any other Iactors that you consider as
relevant; and pros and cons oI each in terms oI the extent oI changes
and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may
roll out the recommendation
Pr"&"n#$#i,n& 4% #"$(& I $n2 J
M"(,& -r,( #"$(& 1, !, $n2 K
8
Week 12 Apr 14 S#r$#"% I(p)"("n#$#i,n
R"$2: Lincoln Electric [HBSP] 13
Questions Ior cases analysis:
1. How is the Iirm doing relative to its perIormance over time and in
relation to its peers?
2. What aspects oI the industry in which the Iirm is doing business are
helping and hurting the Iirm perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people,
management systems, and culture are helping and hurting the Iirm
perIormance?
5. All things considered internal and external aspects oI the Iirm
what are key issues Iacing the management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the
management. And, examine each option keeping in mind the
Iollowing: the changes that are occurring in the industry; internal
conditions oI the Iirm; any other Iactors that you consider as
relevant; and pros and cons oI each in terms oI the extent oI changes
and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may
roll out the recommendation
Pr"&"n#$#i,n& 4% #"$(& 1, ! $n2 G
Week 13 Apr 21 S#r$#"% I(p)"("n#$#i,n
R"$2: Renault-Nissan [HBSP] 14
Questions Ior cases analysis:
1. How is the Iirm doing relative to its perIormance over time and in
relation to its peers?
2. What aspects oI the industry in which the Iirm is doing business are
helping and hurting the Iirm perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people,
management systems, and culture are helping and hurting the Iirm
perIormance?
5. All things considered internal and external aspects oI the Iirm what
are key issues Iacing the management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the
management. And, examine each option keeping in mind the Iollowing:
the changes that are occurring in the industry; internal conditions oI the
Iirm; any other Iactors that you consider as relevant; and pros and cons
oI each in terms oI the extent oI changes and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may roll
out the recommendation
Pr"&"n#$#i,n& 4% #"$(& 4, H, $n2 K
9
Week 14 Apr 28 S#r$#"% I(p)"("n#$#i,n
R"$2: Dansko, Inc. [HBSP] 15
Questions Ior cases analysis:
1. How is the Iirm doing relative to its perIormance over time and in
relation to its peers?
2. What aspects oI the industry in which the Iirm is doing business are
helping and hurting the Iirm perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm
perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people,
management systems, and culture are helping and hurting the Iirm
perIormance?
5. All things considered internal and external aspects oI the Iirm
what are key issues Iacing the management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the
management. And, examine each option keeping in mind the
Iollowing: the changes that are occurring in the industry; internal
conditions oI the Iirm; any other Iactors that you consider as
relevant; and pros and cons oI each in terms oI the extent oI changes
and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may
roll out the recommendation
Pr"&"n#$#i,n& 4% #"$(& I $n2 J
ALL TEAM EVALUATIONS ARE DUE IN CLASS see Attachment C
May 5
(Mon)
Classes End/Study days
C,(p)"#"2 -in$) ;ri##"n ("(, ;i)) 4" 2+" M$% H, 4% H p<(< L $n
")"*#r,ni* 6"r&i,n p,&#"2 $# BB p$" -,r %,+r &"*#i,n AND ,n S$-"
A&&in ,n #/" BA4101 C,((+ni#% &i#"<
NOTE: T/" BA4101 MC,((+ni#%N &i#" ,n B)$*84,$r2 i& 2i--"r"n# -r,(
#/" r"+)$r &i#" -,r %,+r *)$&&C
The Iinal exam will be an 'individual memo. Further details will be
announced in class and on the Blackboard.
10
S"("&#"r C$)"n2$r
Tue, January 21 Spring 2014 classes begin
Mon, February 3 Last Day to Drop a Course
Sun, March 2 to
Sun, March 9
Spring recess
Tue, March 25 Last Day to Withdraw Irom a Course
Wed, March 26 Registration Begins (Summer 2014 sessions)
Thurs, April 3 Registration Begins (Fall 2014 session)
Mon, May 6 Classes End
Tues, May 6 Wed, May 7 Study Days
Thurs, May 8 -
Wed, May 14
Final Examinations
11
GRADING
There is a deadline Ior course withdrawal to which the Dean`s OIIice strictly adheres (See calendar
above). Absolutely, no "makeup" work will be permitted. It is unIair to classmates who meet their
responsibilities on time.

A student`s grade in the course will be based on perIormance in several activities and eIIorts. The
approximate weight Ior each is given in below. However, these weight ranges are only guidelines; your
instructor may want to deviate somewhat Irom them, depending upon class circumstances:
1< C)$&& $##"n2$n*", pr"p$r$#i,n, p$r#i*ip$#i,n, $n2 $##i#+2" 9!H p"r*"n#:< Class attendance,
class preparation, and class participation are essential, just as in your Iuture jobs and work
careers. You will be called on in class occasionally to assure that everyone is given an opportunity
to participate. Come prepared to discuss your assignments. Treat attendance at class as a
proIessional responsibility: be prompt, prepared, attentive, and positive in attitude! A& ,n #/" 5,4,
$##"n2$n*" i& ($n2$#,r%C Missing ten percent oI class sessions is considered excessive; so iI
your section meets once a week, this translates into two absences, the number suIIicient Ior you to
be dropped. Remember, your instructor has the Iinal authority to drop you Irom the course iI you
do not IulIill her/his course attendance requirements.
Excessive lateness may be counted as absences, at the instructor`s discretion.
AIter giving due notice, your instructor will begin grading class participation Irom about the third
week. During each class session, you can earn a maximum oI 10 class participation points. You
may also earn bonus points Ior highly original or pertinent contribution (at the discretion oI the
instructor). The total points you earn during the term, relative to the highest points total in class,
will determine your Iinal class participation grade/score. Both the quality and Irequency oI your
participation will count towards your grade. Note, however, that high-quality or relevant
contribution will earn you a higher participation grade than Irequent but insigniIicant
contribution. I# i& %,+r r"&p,n&i4i)i#% #, */"*8 p"ri,2i*$))% ;i#/ %,+r in&#r+*#,r ,n /,; %,+
$r" *,n2+*#in %,+r&")- ;i#/ r"$r2 #, *)$&& p$r#i*ip$#i,n<
Reading the popular business press, speciIically the WSJ, is encouraged and can help your class
participation grade iI it helps you contribute something relevant to the issues and cases at hand.
Not participating in class will aIIect your class participation grade (and thereby, your Iinal grade)
signiIicantly, even iI your perIormance is exceptional otherwise. MN,# ;$n#inN ,r Mn,# )i8inN
#, p$r#i*ip$#" 2+rin *)$&& i& $ 2")i4"r$#" */,i*" #/$# %,+ ($8", 4"in -+))% $;$r" ,- i#&
"--"*# ,n %,+r r$2"< A)&,, %,+ ;i)) n,# "# *)$&& p$r#i*ip$#i,n p,in#& -,r 5+&# 4"in pr"&"n#
in *)$&&<
Note that class participation is likely to be a highly competitive exercise. It is up to you to attract
the attention oI the instructor without, oI course, disturbing/distracting the class session. II you
Ieel that you are being passed over despite making attempts to participate, please bring this issue
to the instructor`s notice at the end oI that class session. Also, iI you have any other problem on
this count, discuss the issue with your instructor immediately instead oI waiting till the end oI the
term.
Your instructor may ask you to write the answer to questions oI the case to be collected
(randomly) Ior participation points
!< On" ("(, ,n $ *$&" 9!0 p"r*"n#:. Each oI you, in2i6i2+$))%, is required to write analyses oI a
case and answer speciIic questions Ior the case.
12
The paper is due on the date the case is due Ior discussion in class.
The page limit Ior this paper is 6-8 double-spaced pages (not including the cover page and
exhibits) using Times New Roman 12 point Iont. Do not add another double space between
paragraphs.
This is an individual assignment and n,# a team assignment. Your instructor will assign the case.
This written submission will be due on the day the case is scheduled Ior presentation by other
groups and Ior discussion in the class. A E,r2 -i)" *,p% ,- $)) ("(,& (+&# 4" -i)"2 in #/"
B)$*84,$r2 ,- %,+r *)$&& &"*#i,n L ,n" /,+r 4"-,r" *)$&& >n, "O*"p#i,n&C?.
Please make sure that your entire memo including the cover page, body, and appendices are
included in one document.
Please see Temple University`s plagiarism policies that apply to the submission. You may be
given additional instructions in this regard.
G< TEO C$&" pr"&"n#$#i,n& 4% #"$(& ,- 4 &#+2"n#& 910P10 Q !0 p"r*"n#:< Teams oI students will
be Iormed by the instructor with the objective oI achieving diversity among team members in
disciplines, race, gender, and ethnicity, as might be expected in the workplace. Broad guidelines
Ior case presentations are presented on the community Blackboard site in the Iorm oI an
evaluation sheet. Your instructor will provide Iurther guidelines in this regard.
Each team will analyze cases (on diIIerent dates) and present the analyses in class presentations
on the days when the cases are scheduled Ior discussion<
I# i& i(p,r#$n# #, n,#" #/$# i# i& $&&+("2 #/$# #/"&" pr"&"n#$#i,n& $r" #, 4" i6"n #, #/" *$&"
*,(p$n%D& #,p ($n$"("n#, n,# #, $ *,))"" *)$&&< Each presentation will be approximately
18-20 minutes, Iollowed by a question and answer period, with the class playing the role oI the
company`s top management< No written reports are required oI the teams making the
presentation.
Your instructor will assign the cases to your team.
Good teamwork is essential iI your team is to perIorm eIIectively. Since it is inevitable that
sooner or later you will have to participate in a team project while on the job, this is a great
opportunity to practice your interpersonal skills beIore the consequences oI your actions can
aIIect you proIessionally.
4< In0*)$&& -in$n*" #"&# 9H p"r*"n#:<
H< In0*)$&& *,n*"p#+$) #"&# 9H p"r*"n#:<
K< A&&in("n# $n2 "6"n# p$r#i*ip$#i,n ,n EMC *$&" 9H p"r*"n#:<
I< Fin$) "O$(in$#i,n 9!0 p"r*"n#:< There will be a Iinal written memo Ior the course and details
on the Iinal will Iollow in due course. It will be case based.
13
TEMPLE UNIVERSITY PLAGIARISM POLICY
I# i& #/" p,)i*% ,- #/" Uni6"r&i#% #/$# p)$i$ri&( ,- $n% &,r# i& #,#$))% +n$**"p#$4)" $n2 &+45"*# #,
&"6"r" $n2 i(("2i$#" 2i&*ip)in$r% $*#i,n< Acts oI plagiarism include copying in part or whole Irom
previously submitted reports, using as one`s own without acknowledgement or citation or quotation
material Irom previously published matter in any medium (i.e., printed or web-based or audio/visual),
purchasing commissioned 'research, or providing common submissions oI the same material in diIIerent
sections, being the major ones. II you have any doubts as to whether something that you will submit as
your work will be questioned, be sure to discuss this matter with your instructor 4"-,r" any Iormal Iinal
submissions, not aIterwards! An $*# ,- p)$i$ri&( i& r,+n2& -,r i(("2i$#" -$i)+r" in #/" *,+r&".
The University Disciplinary Committee to which most plagiarism charges will be Iorwarded may assess
additional penalties.
http://www.temple.edu/bulletin/responsibilitiesrights/responsibilities/responsibilities.shtm
DISABILITY DISCLOSURE STATEMENT
Any student who has a need Ior accommodation based on the impact oI a disability should contact the
instructor privately to discuss the speciIic situation as soon as possible. Contact Disability Resources and
Services at 215 204-1280 in 100 Ritter Annex to coordinate reasonable accommodations Ior students with
documented disabilities.
ON THE USE OF CELL PHONES AND OTHER PORTABLE DEVICES
Students must switch their cell phones oII during the class session. Students may bring laptop computers
or other portable devices to class sessions Ior taking down notes. They, however, must shut or switch
these devices oII during in-class exercises or mini-tests.
Furthermore, students with laptops or other portable devices must disable wired or wireless connections
to the Internet during class sessions. This requirement is to prevent such students Irom browsing the
Internet in real-time Ior inIormation on topics/cases being presented or discussed. Thereby, it ensures that
they do not gain an unIair advantage over their Iellow-students who are not required to bring such devices
to the class room.
An% 6i,)$#i,n ,- #/" $4,6" p,)i*% ;i)) r"&+)#, $# #/" )"$&#, in #/" &#+2"n#>&? 4"in $&8"2 #, )"$6" #/"
r,,( -,r #/" r"($in2"r ,- #/" &"&&i,n. Note, however, that students participating in a case presentation
may connect to the Internet to display pertinent content as part oI their presentation.
STUDENT AND FACULTY RIGHTS AND RESPONSIBILITIES
Freedom to teach and learn are inseparable Iacets oI academic Ireedom. The University has a policy on
Student and Faculty and Academic Rights and Responsibilities (Policy #03.70.02) which can be accessed
through the Iollowing link: http://policies.temple.edu/getdoc.asp?policyno03.70.02.
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SOME OTHER IMPORTANT INFORMATIONB
All assignments must be turned in on time unless written permission Irom the instructor is obtained in
$26$n*" oI the due date time (your instructor may give you more speciIic instructions as to exactly
where, when and how s/he wants assignments submitted). Please do not ask to be an exception to this
policy, since it would be unIair to your classmates. II you have a serious problem in meeting any deadline,
see the instructor about it 4"-,r" the assignment due date, not aIterwards.
Copies oI all major written assignments and presentations need to be deposited in the appropriate box on
your section`s Blackboard.
Your instructor may submit selected written submissions Ior evaluation by the S$-"A&&in system Ior
originality. Any identical wording between your paper and that oI any other paper currently or previously
submitted virtually anywhere else can be detected easily and that constitutes plagiarism. Prior
semesters, several students Iailed the course because oI this practice.
B)$*84,$r2 Si#"&:
It is your responsibility to visit oIten the Blackboard site oI your section and Iollow the guidelines and
policies. Additional resources will be available at the BA4101 Community Blackboard site.
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ATTACHMENT A: G+i2")in"& -,r C$&" M"(,
The page limit Ior this paper is 6-8 2,+4)"0&p$*"2 p$"& (not including cover page, exhibits, and
bibliography) using Times New Roman 12 point Iont. Do not add another double space between
paragraphs.
The cover page near the top should provide DATE/TO/FROM/RE on separate lines appropriately spaced.
A Iew lines below include an Executive Summary (ES), &in)"0&p$*"2 oI 150 words or less. The ES
essentially is a synopsis oI the most important elements oI your report. Think oI it as something to be read
by someone that doesn`t have time to (or won`t) read your entire memo. Hence, the ES should deIinitely
include (but not necessarily limited to) your key results, conclusions, recommendations, and expectations
oI results derived Irom implementation.
R"("(4"r, %,+ $r" ;ri#in $ r"p,r# #, #/" *,(p$n%D& ($n$"("n#C It`s not supposed to be an
academic exercise prepared Ior a course instructor. In other words, don`t regurgitate case material unless
it is in support and relevant Ior some point that you are trying to make. Don`t recopy a case exhibit
verbatim into your report (or presentation). OI course, you can introduce such material iI it has been
reinterpreted or employed in Iurther analyses or computations.

A suggested general outline Ior an appropriate case analysis is provided below (your instructor may give
you additional instructions). Here is an outline:
1. How is the Iirm doing relative to its perIormance over time and in relation to its peers? Base this
on Iacts presented in the case and any Iacts that you may researched Irom outside research.
2. What aspects oI the industry in which the Iirm is doing business are helping and hurting the Iirm
perIormance?
3. Going Iorward, what aspects oI the industry might help or hurt Iirm perIormance?
4. What aspects oI the Iirm itselI its strategy, structure, people, management systems, and culture
are helping and hurting the Iirm perIormance?
5. All things considered internal and external aspects oI the Iirm what are key issues Iacing the
management oI the Iirm?
6. Outline two or three options to resolve the issues Iacing the management. And, examine each
option keeping in mind the Iollowing: the changes that are occurring in the industry; internal
conditions oI the Iirm; any other Iactors that you consider as relevant; and pros and cons oI each
in terms oI the extent oI changes and risks involved vs. pay-oIIs
7. Finally, make a recommendation with comments on how you may roll out the recommendation
When answering the above questions, demonstrate clearly that you can work with case Iacts and also
relevant concepts and Irameworks discussed in class and in readings. The write-up must be clearly written
and must logical.
Also, see instructions Ior the in-class presentations and work relevant parts when writing this submission.
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ATTACHMENT B:
G+i2")in"& -,r Pr"&"n#$#i,n ,- #/" C$&" Si#+$#i,n in $ Pr,-"&&i,n$) M$nn"r
1. The group should make the assumption that it is a strategic analysis team that has been assembled
by the case company`s top management to conIront the situation presented in the case. When
you`ve completed your strategic assessment, you will present your results to the company`s top
management (in eIIect, the class listening to your presentation or the reader oI your report is the
company top management). Think oI the 'case as material/data given to you by the top
management to kick oII your assignment.
2. Students thereIore should assume that the audience, the listeners or reader, is thoroughly Iamiliar
with the case organization in question and the speciIic data presented in the case (remember, it is
the company management that provided you with the case material). As such, do not rehash case
material; only cite or repeat such material in support oI an argument or position.
3. Interpret the Iacts according to the theoretical Irameworks covered in class, and take a position on
whether the company's actions will lead to positive results or not; vague generalizations that no
one would disagree with are worthless. Y,+ /$6" 4""n "Op,&"2 #, $ &"ri"& ,- &#r$#"i* $n$)%&i&
#,,)& $n2 #"*/ni1+"&< U&" #/"&" in %,+r $n$)%&i&CCC
4. Even iI the Iirm is perIorming well and there is general agreement with management's strategy,
you must evaluate this in relation oI alternative courses oI action (there always are alternatives,
some oI which likely are being Iollowed by the company`s competitors). There are Iew business
strategies that do not present some risks or obstacles Ior management. R"("(4"r, #/i&
pr"&"n#$#i,n >,r r"p,r#? i& ,in #, #/" ,r$ni=$#i,nR& #,p ($n$"("n#, n,# #, #/" *,+r&"
in&#r+*#,r<
5. Unless otherwise indicated, students are encouraged to do outside research on the case situation,
but within certain parameters: (1) you should not investigate any aspect oI the case company
subsequent to the date at which the case takes place (this date should be evident Irom a reading oI
the case); (2) any changes in the case company`s external environment a new competitive
situation, technological advances, government regulations, upturn or downturn in the economy,
etc. that occurred between the date oI the case and the current date (that is, the date during this
semester when you are conducting your analysis) may be considered as part oI your external
environmental assessment/Iorecasts. Instructors will provide additional guidance on the sources
and approaches that might be used in data collection. The analyses should be treated as a major
strategic document Ior the organization in question.
6. SpeciIically, instructors will be looking at the Iollowing Iactors in evaluating both the
presentations and written assignments:
a. Depth and soundness oI the analysis, including Iinancial analysis;
b. Proper grammar, sentence structure and overall usage oI English;
c. Conciseness and clarity;
d. Use oI strategic management tools and techniques oI analysis;
e. Creativity and originality; and
I. ProIessional use oI visual aids
7. E6"r% ("(4"r ,- #/" r,+p (+&# #$8" p$r# in #/" pr"&"n#$#i,n. Presenters are required to use
visual aids (i.e., Power Point or a similar package) Ior the in-class presentations.
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8. The class, acting as a company executive committee, will question the group immediately aIter
the presentation. One or more groups Irom the class may be assigned the primary responsibility
Ior leading the questioning oI each presentation; their eIIectiveness in critically questioning the
presenters will also be evaluated |and constitute a signiIicant proportion oI their class work
grade|. Your instructor may organize the discussion diIIerently.
9. The presenting group's ability to respond to questions is an important part oI the presentation
experience. It provides students with an opportunity to develop skills in "thinking-on-your-Ieet,"
to deIend ideas and to articulate one`s position extemporaneously -- skills necessary in any
management situation! The rest oI the class, thereIore, must come prepared to question critically
the presenting groups.
10. Students should be able to discern the logic and responsiveness oI the presented material to the
issues raised by the case -- and the weaknesses as well. The questions that the students raise will
Iorm the basis oI the ensuing discussion.
ATTACHMENT C
Guidelines Ior SelI-Evaluation oI Team Members
At the end oI the term, each team is required to submit one team assessment sheet on which the signature
oI each member is placed on a separate line. Cumulatively, the team will have 100 points available Ior
each member. Thus, a three-person team will have 300 points available; a Iour-person team will have 400
points, etc. The total score Ior all members in a team should equal the points available.
H,; #/" &*,r" i& #, 4" 2"#"r(in"2< The team as a whole will meet and decide the grade Ior each
member. II all members have contributed more or less equally, then assignment oI the same score (i.e.,
100 points) Ior each member is all that is needed. II one individual, in the team`s assessment, contributed
signiIicantly more, then that individual can receive a higher score (i.e., more than 100 points) than the
other members. Keep in mind that any higher score Ior one individual comes at the expense oI others in
the team. The instructor may adjust a member`s Iinal presentation scores up or down depending on this
team evaluation.
T/" T"$( *$n M-ir"N $ ("(4"r ;/, 2,"& n,# *,n#ri4+#"C A team may ask a member who is not
contributing to leave. The 'Iired student then will have to complete assignments as determined by the
instructor. The team must inIorm the instructor and the student oI the decision $# )"$&# ,n" ;""8 pri,r #,
#/" 2+" 2$#" ,- $n $&&in("n#. This action should not be taken casually because the 'Iired student will
have a very heavy burden placed upon him/her to complete the course. BeIore the team takes this step, the
oIIending student should be made Iully aware oI the team`s dissatisIaction with his/her perIormance and
given suIIicient opportunity to make amends. The instructor will not interIere with this decision.
T/" in&#r+*#,r ;i)) p)$% n, r,)" in #/" #"$( "6$)+$#i,n< The peer evaluation process is just that! It`s
the estimation oI your contribution by your teammates and you. It should be a team decision. You will
Iind that this team selI-evaluation protocol is very similar to that employed in many businesses and other
types oI organization. Do not try to involve your instructor in this task. More oIten than not, the team
evaluation process proceeds easily and uneventIully. II the team reaches a total impasse in its
deliberations, it may approach the instructor Ior assistance in mediating the problem. However, any
approach to the instructor should be made by the team as a whole. The instructor will not discuss an
individual student`s complaint against a teammate without all members present.
IMPORTANT!!!! GO TO NEXT PAGE.
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YOUR INSTRUCTOR WILL COLLECT THIS ATTESTATION BY THE THIRD CLASS SESSION.
HOWEVER, DO NOT SUBMIT THIS SIGNED FORM UNLESS YOU ARE FULLY IN ACCORD
WITH THE STATEMENTS BELOW. IF YOU NEED MORE TIME BEFORE YOU CAN HONESTLY
SIGN THE FORM, YOUR INSTRUCTOR WILL GLADLY PROVIDE IT.
I acknowledge that I have read and Iully comprehend the Ioregoing course description. I understand the
course requirements, my obligations and work responsibilities Ior the course and towards my project
team. Any questions that I have had concerning the Business Policies course objectives, course
administration, required attendance, student perIormance expectations, TU`s plagiarism policy and
grading policies either have been Iully answered by the material provided to me or by my instructor.
(Signature)
(Printed name)
(Date)
BA 4101 Spring 2014 (Class)
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