COURSE SYLLABUS

Course Number:
Title:
Semester and School Year:
Cat No.

Sec

LS 127
STRATEGY IMPLEMENTATION
Second Semester SY 2015 2016

Schedule

Room

LS 127

T-TH 0800-0930

CTC 104

YU, SHERWIN G.

Instructor

goopyu@yahoo.com

Instructors Email

LS 127

T-TH 1100-1230

CTC 206

SABUG, FRUCTUOSO T., JR.

fsabug@ateneo.edu

LS 127

T-TH 1230-1400

SOM 102

MIRASOL, BENJAMIN N.

benjiemirasol@yahoo.com

LS 127

T 1700-2000

G-207

GARCIA, RENATO B.

tatobg@gmail.com

LS 127

F 1400-1700

SOM 105

MAYUGA, RAMON L.

monm5150@gmail.com

LS 127

T-TH 1530-1700

SOM 104

GUBALLA, HECTOR P.

hguballa@ateneo.edu

LS 127

T-TH 1100-1230

CTC 107

VALENCIA, ARTURO A.

artvalencia8@gmail.com

LS 127

T-TH 1530-1700

CTC 203

QUITORIANO, GEORGE OMER DENIS S.

gquitoriano@ateneo.edu

LS 127

T-TH 1400-1530

CTC 204

SABUG, FRUCTUOSO T., JR.

fsabug@ateneo.edu

LS 127

T-TH 1700-1830

SOM 102

GUBALLA, HECTOR P.

hguballa@ateneo.edu

LS 127

T-TH 0930-1100

SOM 105

VALENCIA, ARTURO A.

artvalencia8@gmail.com

LS 127

T-TH 1400-1530

SOM 211

MIRASOL, BENJAMIN N.

benjiemirasol@yahoo.com

LS 127

T-TH 0930-1100

CTC 104

YU, SHERWIN G.

goopyu@yahoo.com

LS 127

T-TH 1530-1700

CTC 205

SABUG, FRUCTUOSO T., JR.

fsabug@ateneo.edu

LS 127

M-F 0900-1030

SOM 103

PUEN, DAVID ALLEN Y.

dpuen@ateneo.edu

LS 127

SE1

W 1700-2000

SOM 104

CRUZ, JOSE GERARDO A.

josegerardocruz@gmail.com

LS 127

SE2

T 1700-2000

SOM 104

CRUZ, JOSE GERARDO A.

josegerardocruz@gmail.com

LS 127

M 0930-1230

SOM 104

ROA, KAREN LIZA M.

kroa01ph@gmail.com

A. COURSE DESCRIPTION

Strategy Formulation (LS 126) and Strategy Implementation (LS 127) serve as the capstone,
integrative courses for graduating seniors in management-oriented concentrations. Unlike other
business courses that concentrate narrowly on a particular function or a piece of the business
accounting, finance, marketing, production, human resources, or information systems, strategic
management is a big picture course. The center of attention is the total enterprise the industry and
competitive environment in which it operates its longterm direction and strategy, its resources
and competitive capabilities, and its prospects for success.

Students will use all the knowledge acquired from previous courses, coupled with strategic
management techniques to chart the future directions of different organizations.

The centerpiece is the group business project, which is a hands-on experience for students in
business planning and implementation, inclusive of strategy formulation, implementation, and
evaluation. In the first semester, students will craft a business plan to develop and start up a
business. In the second semester, they will actually implement their business plan for at least three
months, evaluate their performance and strategies, and show how they can make the business
grow.

Major topics covered are: The Strategic Management Process; Mapping the Business Landscape;
Creating Competitive Advantage; Strategy Analysis and Choice; Implementing Strategies:
Management and Functional Issues; Review, Evaluation and Control. Case studies and readings
complement conceptual content.

B. COURSE OBJECTIVES
By the end of the course, students will be able to:
1. Explain and apply the process of strategic management strategy formulation, strategy implementation,
and strategy evaluation as well as think strategically about an organization by:
a. conducting strategic analysis in a variety of industries and competitive situations whether small or
large, startup or ongoing, local or global;
b. demonstrating why and how the different parts of the business need to be managed in strategic
harmony for the organization to operate in a winning fashion, using the knowledge gained in earlier
management courses and;
c. assessing business risk, making sound decisions, and achieving effective outcomes.
2. Implement a business plan that demonstrates an entrepreneurial mindset and develops competencies in
crafting business strategy, weighing strategic options, developing scenarios to evaluate various
alternatives, and making focused strategic decisions.
3. Apply exemplary ethical principles, sound personal and company values, and socially responsible and
sustainable management practices.
C. COURSE OUTLINE, SCHEDULE, AND READINGS
WEEK
ACTIVITIES
Start of Classes: January 18, 2016
Welcome. Syllabus/Course Requirements. Review of Group Business Plan Implementation
2-6
Lecture/Quiz/ Case or Group Discussions or Consultations/Research/Fieldwork
Holidays: Feb 1 Presidents Day, Feb 8 Chinese New Year
7
Corporate Strategic Audit final report due week ending March 5, 2016
Individual Professors are free to set intermediate submission deadlines.
8-9
Lecture /Quiz/ Case or Group Discussions or Consultations/Research/Fieldwork1
10
Holy Week
11-14 Lecture/Long Test or Consultations or Case/Corp. Strategy Audit/Mock Presentations (Note 1)
*Business Project Final Management Report Submission due on or before 9:00am of
April 15, 2016 (Friday)
Individual Professors are free to set intermediate submission deadlines.
15
Panel Presentations on April 23, 2016 (Saturday)
17
Exam week for seniors May 9 14, 2016
Notes:
1/ At the option of the professor to be announced at the start of classes.
2/ The students are strongly encouraged to attend all six (6) LS127 Workshops organized by the
Department, 4:30 6:30 pm at the Leong Hall and must submit reflection papers for the sessions
attended. Tentative dates are as follows:
Workshop #
1
2
3
4
5
6

Tentative Date
Jan 26/16 *
Feb. 10/16
Feb. 23/16
March 9/16
March 22/16
April 5/16

Topic
Balanced Scorecard
International Business Opportunities; BPO/KPO Industry
Family Business
Social Entrepreneurship
Sustainability
Start up Financing

*Note: Final date and venue may be subject to change depending on guest lecturers availability.

D.

REQUIRED TEXTBOOK - as listed in LS 126/127

David, Fred R. Strategic Management: Concepts and Cases (14th Low Price Edition) 2011.
http://www.prenhall.com/david and http://www.strategyclub.com

E.

SUPPLEMENTARY REXTBOOKS/READINGS
1. Hill, Charles W. L. and Gareth R. Jones. Theory of Strategic Management with Cases. Canada.
South-Western (8th International Student Edition) 2009.
2. Pitts, Robert A and David Lei. Strategic Management: Building and Sustaining Competitive
Advantage. Thomson Asian (4th) Edition 2007. http://pitts.swlearning.com
3. Thompson, Strickland and Gamble. Crafting and Executing Strategy. McGraw Hill 16th Edition.
2007.
4. Zimmerer, Thomas W. and Norman M. Scarborough. Essentials of Entrepreneurship & Small
Business Management. Prentice-Hall 2008.
5. Kaplan, Robert S. and David P. Norton. The Balanced Scorecard: Measures that Drive
Performance. HBR Onpoint Enhanced Edition 2009.
6. Kaplan, Robert S. and David P. Norton. Using the Balanced Scorecard as a Strategic
Management System. HBR Classic 2009.
Required readings for the 2nd Semester to be announced by the professor.
F.

METHODOLOGY/COURSE REQUIREMENTS
Interactive lectures
Class discussions
Written Analysis of Cases (3)
Team presentation on case analysis (3)

Group Business Project (1)

Group Research (Corporate Strategic Audit) (2)
Experiential exercises
Outside readings on current strategic issues

Notes:
1. Group Business Project: Implementation of the business plan for at least three months during the
2nd semester, submission of periodic and final written reports (Appendix A) of operations, and
presentation of operational performance, lessons learned, and future plans to a departmental panel
at the end of the 2nd semester. For the Panel presentations, each presenting group is allocated only
one hour with the panel as follows: 10 minutes preparation time + 30 minutes presentation time +
20 minutes dialogue or oral defense. Panelists may ask the group to hurry up their presentation or
even cut them off if they exceed the maximum 30-minute presentation limit.
2. Group Research on a company (Corporate Strategy Audit continuation) during the 2nd semester
3. Written Analysis of Cases (WACs) / Team Presentations: Individual or group WACs to be
submitted; group class presentations may be required OR Successful participation in
international strategy competitions during the 2nd semester
4. Faculty mentoring: Advice and guidance provided by faculty during formulation and implementation
5. Long Tests, quizzes, WACs, experiential exercises, recitation at option of professor
6. Reports/reflection papers on extra readings
G.
GRADING SYSTEM
Semester
1st
2nd
45
30
Group Business Project
o Development/Written Submissions
30
20
o Panel Presentation
15
10
30
Group Research/Reports (Corporate Strategy Audit)
45
30
Long Tests, individual WACs and reports, reflection papers,
Quizzes, Participation in International Competitions
10
10
Class Participation/Recitation
TOTAL
100%
100%
Students are encouraged to participate in international business strategy competitions to enhance their
learning experience as well as benchmark the quality of our students against others schools in the region.

H.
CLASSROOM POLICIES as in previous syllabus distributed last semester.
1. Maximum allowable cuts:
a. 9 absences for 1-hour classes or
b. 6 absences for 1 -hours classes or
c. 3 absences for 3-hour classes
2. Intellectual honesty will not be compromised. Plagiarism (extensive cutting and pasting even if
there are footnotes and/or failure to cite appropriate sources) will be punished with an F for the
entire subject if done in an activity for which the grade makes up more than 15% of the final grade.
The availability of tools/webs such as www.turnitin.com , www.plagiarismchecker.com, etc. has
enabled the easier tracking of such acts.
Falsifying sales and documents for the business project will also be punished with an F for the whole
course.
3. The JGSOM Dress Code will be strictly enforced.
4. The use of laptops is STRONGLY DISCOURAGED during lectures to ensure the full attention of the students.
5. The respectful practice of turning off cellphones (or putting them in silent mode) is a professional
minimum in the classroom.
6. The Student Handbook will serve as the guide for all. Individual faculty can issue additional
classroom policies specific to their respective classes.
I.

CONSULTATION HOURS to be announced by professor.

APPENDIX A: Business Project Management Report/Presentation Guidelines

Suggested Outline for the Final Management Report
(Panel Presentation Date April 23, 2016)
1. EXECUTIVE SUMMARY
2. BUSINESS PLAN
a. HIGHLIGHTS OF BUSINESS PLAN (This is a concise summary of your original business plan.)
b. DEVIATIONS / PLAN REVISIONS (IF ANY) (If you practically changed your business, include a more detailed narration of why you did so and how you
came about with your new plan.)
c. KEY MILESTONES / TIMETABLE (what you set and used, whether based on original or revised plans)
d. KEY RESULTS AREAS (what you set and used, whether based on original or revised plans)
3. BUSINESS IMPLEMENTATION (Actual Operating Results for the required minimum period covering December 1, 2015 March 31, 2016
a. ACTUAL VS. PROJECTED KEY RESULTS/ACCOMPLISHMENTS (preferably in tabular form)
b. VARIANCE ANALYSIS (Explanation of significant deviations.)
c. MAJOR CHALLENGES / PROBLEMS ENCOUNTERED AND MANAGEMENT RESPONSE
d. ACTUAL FINANCIAL STATEMENTS (Income Statement, Cash Flow Statement, Balance Sheet covering December 1, 2015 March 31, 2016
4. STRATEGY EVALUATION: You are to use Fred Davids strategy evaluation framework as discussed in Chapter 9 (figure 9.2) of the textbook and
supplement it with either Rumelts Criteria for Strategy Evaluation (Table 9.1 - consonance, feasibility, consistency, advantage) OR the Balanced
Scorecard approach using four perspectives: financial performance, customer knowledge, internal business processes, and learning and growth including
the evaluation of your customers satisfaction and awareness, managers and employees, operations and processes, business ethics and the natural
environment, and financial issues.
a. Fred Davids Strategy Evaluation Framework with recommended corrective actions
b. Other Strategy Evaluation Tools (Rumelts criteria OR Balanced Scorecard approach) with additional recommendations
c. LESSONS LEARNED
5. PROSPECTS*
a. GROWING YOUR BUSINESS (How do you take your business project to the next level as a sustaining entrepreneurial venture?)
b. IMPROVED BUSINESS PLAN (covering balance Year 1, and Years 2 and 3 or up to the end of year 2015. Your improved Business Plan should cover all
essential sections. You do not need to write a totally new plan. You can highlight the new or different moves you will do over the next 3 years.)
c. PROJECTED FINANCIAL STATEMENTS (covering Years 1, 2, and 3; Income Statement, Cash Flow Statement, Balance Sheet)
d. FUNDING PLAN (Loan? Angel investors? Own money? Present your Statement of Sources and Uses of Funds)
* If your group has plans to continue the business project as an entrepreneurial venture after this school year, then you should be presenting your actual plans
and projections for the next 3 years in this section. If you have no intention of pursuing the business project, this part could be modified and presented as a
Livelihood Opportunity for adaptation by a depressed community. Identify the community and what they must do to benefit from this business. Show that it
can be feasible. You must inform your teacher beforehand if the project will be transformed to a socially oriented project.
The complete Management Report will be submitted by 9:00am of Friday, April 15, 2016. Reports are to be submitted in 4 hard copies plus 1 soft
copy on CD. All Reports should be bound with acetate covers, showing the PICS cover page. Panel Presentations are scheduled for Saturday, April
25, 2016.

Company Name: ______________________

Type of business: _____________________

Ateneo de Manila University

John Gokongwei School of Management
Department of Leadership and Strategy

Presentation Date: April 23, 2016

Venue: _________
Time: ________

GRADING SHEET FOR BUSINESS PROJECT (FOR LS 127: STRATEGY IMPLEMENTATION)

Possible panelists presentation grades: A (4.0), B+ (3.5), B (3.0), C+ (2.5), C (2.0), D (1.0), F (0.0)
COMPONENTS
1

BUSINESS CONCEPT & STRATEGIES

Was the business concept (as
implemented) sound?
Were the objectives & strategies
clear & consistent?
IMPLEMENTATION / RESULTS
How effective was organizational
and individual performance?
Were the results substantial
and/or meaningful?

Excellent (A = 4.00)

Good (B = 3.00)

Fair (C = 2.00)

Poor (F = 0.00)

GRADE

Bold & innovative concept w/

clearly sustainable competitive
advantage even in long run;
almost all critical assumptions,
objectives & strategies were
clearly identified, coherent &
highly consistent
Critical objectives attained or
even exceeded; highly
motivated, flexible, efficient &
effective team w excellent
coordination clearly shown.

Sound & viable concept w/

sufficient advantage at
least in short run; many
critical assumptions,
objectives & strategies
identified & generally
consistent w each other.
Critical objectives
sufficiently close to
attainment; good working
team organization w
adequate coordination
shown.
Sufficient knowledge and
understanding w correct
application of strategy
evaluation tools; some
good insights w team
learning

Understandable business
concept w just enough logic
& advantage to survive in
short run; basic
assumptions, objectives &
strategies identified but
not clear or consistent
Critical objectives still
likely to be attained given
time & improvements; little
team spirit or coordination
shown.

Incoherent business concept

w/ very poor strategic fit &
logic; survival doubtful even
in short run; vague or
inconsistent assumptions,
objectives & strategies.

10% ___

Elementary knowledge &

understanding of strategy
evaluation tools; minimal
insights w/ team learning.

Critical objectives unlikely or

impossible to attain even
with more time; lackluster
spirit & performance w
hardly any sign of a
functional team organization.
Poor knowledge &
understanding of strategy
evaluation tools; hardly and
good insights w/ team
learning

30% ___

EVALUATION & LEARNING

How comprehensive / valid was
the teams assessment of their
own performance?
Did they learn from their
experience & initiate proper
corrective actions?
FUTURE GROWTH
How bold, creative, clear &
credible are future plans? OR
Can the project be transformed
into a social business enterprise?

Thorough knowledge w deep

understanding & proper
application of strategy
evaluation tools; many excellent
insights w team learning
Very clear illustration of
scalability & feasibility of
project; bold & innovative
vision w highly challenging
goals.

Sufficient illustration of
scalability & feasibility of
project; credible vision w
sufficiently challenging
goals.

Scalability & feasibility not

that clearly illustrated but
project still viable w
sufficient improvements;
easy unambitious goals.

Clearly unscalable or
obviously not feasible;
project future too vague; poor
inconsistent goals

10% ___

PRESENTATION
Was the written report and oral
presentation clear, interesting and
convincing?

Excellent presentation,
communication skills, team
work; good visuals w strong
audience impact & defense

Sufficiently clear &

organized report &
presentation; good team
coordination & visuals;
adequate defense

Understandable w basic
presentation skills;
relatively weak defense but
open for improvement.

Not cohesive, unclear,

uncoordinated; very poor
defense

20% ___

Comments by panelist: ______________________________________________________________________

_________________________________________________________________________________________

30% ___

Name & signature:

__________________________
6