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BADM 482: Business Policy & Strategy Syllabus  Fall Semester 2003 AgHall 139

Dr. Carol J. Cumber
Economics Department
Scobey Hall Room 144, Box 504
South Dakota State University
Brookings, SD  57007
Phone:  (605) 688-4849
Email:  Carol_Cumber@sdstate.edu
Dr. Cumber's homepage:  http://learn.sdstate.edu/cumberc
Textbook homepage: http://www.mhhe.com/pearce

Business Strategy Game Computer Simulation homepage: http://www.mhhe.com/bsg
 

COURSE OBJECTIVES:

This course emphasizes sharpening your analytical and decision-making skills.  The purpose of this class is to be the  senior capstone business-economics course, where you get a chance to take the skills and knowledge obtained in your other business courses, and apply it to some in-depth strategic decision making.  In a nutshell, the premise of this course is to assist you in developing your skills in determining how businesses deal with challenges and opportunities, and how good strategic planning helps them not only survive but thrive in the long-run (in other words, how not to be an Enron)! With this in mind, the primary objectives of this course are to:

1. Assist the student in acquiring understanding of the role of the general manager in strategy formulation and implementation.
2. Provide the student with a course that facilitates both conceptual and experiential integration of functional concepts and techniques from foundation courses in the business-economics major curriculum.

3. Provide the student with a course that emphasizes communication proficiency through oral presentations and group discussion, written strategic plans, stockholders reports and performance summaries, and use of computers and the internet as a business simulation, business analysis, research and study assistance tool.

To realize these objectives, one of the first things you'll notice is that this will not be a "typical" class, not only in presentation style, but also in expected commitment of time. In addition to lecture, expect videos,  supplemental materials, group work and discussion, use of  BusinessWeek magazine to keep us current on business issues, exams and quizzes, a  presentation skills seminar, and a business computer simulation. That's a lot!  It's also varied enough so that it can tempt each one of you  to enjoy the course to the extent that you will want to work hard, knowing that the outcome is not only that you leave at the end of the semester having learned a great deal, but also had an exciting, fun time doing it! Assignments are noted in this syllabus and detailed on the course web site, and become your  responsibility.

COURSE OUTLINE:

This course provides both conceptual and experiential learning opportunities. You will become familiar with the strategic management process, utilizing the components of the strategic management model as a focal point for analysis. It is here that the business skills of planning and managing strategic activities will be emphasized.  

In addition to the review guides that will be distributed prior to exams,  additional information and practice quizzes can be acquired through the textbook website at http://www.mhhe.com/pearce. Quizzes will be distributed at the beginning of class.

DATE:	ASSIGNMENT:  (Simulation Assignments noted in italics)
Thur.   9/4/03	Introduction to class and The Business Strategy Game Order free subscription of BusinessWeek magazine
Tues. 9/9/03	Pearce & Robinson (P&R) Ch. 1, Ch. 5 pp. 134-137 Complete before lab:  Read BSG Student Manual QUIZ on simulation materials
Thur. 9/11/03	Complete before lab: Review of BSG Student Manual and software Company Team assignment, designation of CEO's Name Company & Organize team Trial Run Decisions
Tues. 9/16/03	P&R Ch. 2  CEO turns in Trial Run Decisions
Thur. 9/18/03	Review Trial Run Decisions Work on Year 11 Decisions
Tues. 9/23/03	P&R Ch. 3 CEO turns in Year 11 decisions
Thur. 9/25/03	Year 11 results returned, work on Year 12
Tues. 9/30/03	P&R Ch. 4 CEO turns in Year 12 Decisions
Thur. 10/02/03	Year 12 results returned, work on Year 13
Tues. 10/7/03	EXAM 1 CEO turns in Year 13 Decisions
Thur. 10/9/03	Year 13 results returned, work on Year 14 Work on Strategic Plan
Tues. 10/14/03	P&R Ch. 5 CEO turns in Year 14 decisions
Thur. 10/16/03	Year 14 results returned, work on Year 15 Strategic Plan Due
Tues. 10/21/03	P&R Ch. 6 CEO turns in Year 15 decisions
Thur. 10/23/03	Year 15 results returned, work on Year 16 Discuss Stockholder’s Report Determine Stockholder's Report Presentation Order
Tues. 10/28/03	P&R Ch. 7 CEO turns in Year 16 decisions
Thur. 10/30/03	Year 16 results returned Presentation Techniques Seminar Work on Stockholder's Report (Year 17 decisions are due Tues. November 18.  Decide as a group when you will complete them)
Tues. 11/04/03	P&R Ch 8
Thur. 11/06/03	Work on Stockholder’s Reports
Tues. 11/11/03	Holiday - Veteran's Day
Thur. 11/13/03	Stockholders Report Presentations (submit written report)   Years 11-16 (AgHall 139) CEO turns in Year 17 decisions
Tues. 11/18/03	Stockholders Report Presentations (submit written report)  Years 11-16 (AgHall 139)
Thur. 11/20/03	Year 17 results returned, work on Year 18
Tues. 11/25/03	EXAM 2   CEO turns in Year 18 decisions
Thur. 11/27/03	Holiday -Thanksgiving Day
Tues. 12/02/03	Strategy in Action BusinessWeek Discussion
Thur. 12/04/03	BusinessWeek Discussion Year 18 decisions returned, work on Year 19
Tues. 12/9/03	BusinessWeek Discussion CEO turns in Year 19 decisions
Thur. 12/11/03	Year 19 decisions returned, work on Year 20 Discussion of Corporation Simulation. Attendance required.   Receive Peer Evaluation Form Discuss  Final Management Audit/Performance Summary Results of Year 20 made available after 4 p.m. today.
Final Exam Period: Weds 12/17/03 2:00 p.m.	Deadline to turn in: Peer Evaluation Form & Company Management Audit/Performance

 

GRADING PROCEDURE:
 

CEO Bonus:  10 points

Letter Grade Breakdown:

Cumulative Points:

450 - 500	A
400 - 449	B
350 - 399	C
300 - 349	D
Below	F

Exams and Quizzes

The exams are non-cumulative. An exam review guide will be distributed before each exam. You are expected to take the exams at the scheduled time.  Make-ups will be considered only with prior approval, and may be essay in nature. The quizzes are over your required reading and will be given at the beginning of the class period. The top five quiz scores will be used to determine your final quiz points; there are no make-ups given.

BusinessWeek Discussion

One of the items with gives our text a "competitive edge" is its close association with BusinessWeek.  Through their partnering, we are able to receive BusinessWeek magazine, have on-line access to updates, etc.  We'll take advantage of this link to current information about what real businesses are facing by reading articles and discussing them in class.  Your opinion is important, and will be actively solicited.  You'll be expected to come to class with the articles read, a brief reaction paper written and ready to hand in, ready to engage in meaningful discussion of the issues with your classmates.

SIMULATION COMPONENTS

Through use of the Business Strategy Game, you will have the opportunity to become active strategic thinkers and planners.  Your company team will use the tools and concepts of strategic analysis to assess the industry environment, evaluate the strength of competitive forces, and monitor the actions of rival companies.  You will be challenged to form a strategic vision and to chart a basic direction for your company.  Plus, it's fun to kick corporate butt!

Strategic Plan

Through use of the trial run and review, and after a few year's decisions have been made, your team should be comfortable with how the simulation and your company works.  At that time, you'll be asked to plot a long-term strategy by constructing a five-year strategic plan.  Using your student manual and guides found in your software for direction, you'll develop objectives for your company, plan your strategic direction,  and identify  and analyze issues within your own company and those of your competition. 

Strategic Performance Report

For a strategic plan to be useful, it's critical for strategic managers to set objectives that are challenging but achievable.  This is the category where you will be rewarded based upon how your company's performance compares to what you projected in your performance targets laid out in the strategic plan. The report will be evaluated based upon 1) the accuracy of the situation analysis, 2) whether the financial performance objectives are challenging, 3) how close the company came to achieving its financial performance objectives, and 4) if the plan resulted in the company improving its standing in the industry.

Company Performance

This component will be evaluated based upon the relative success of your company, and will be determined by performance scores. Performance scores are based upon sales revenue, EPS, ROI, Market capitalization, bond rating, and strategic rating.  

Stockholders Report

Each team will prepare and present a stockholders report covering a six-year period of Years 11-16. There will be annual reports from real businesses and from simulated businesses from previous semesters on reserve in the Economics Department main office for you to review to get an idea concerning what might be included.  Adequate preparation and keeping up to date financial records are essential for successful completion of this component. Discussion of your strategy will strengthen your presentation.  Professional attire and the use of multi-media techniques are required. Presentation time of 15 minutes (including questions) will be strictly enforced.  A copy of your presentation will be given to the instructor and the other teams at the time of presentation.

Peer Evaluation

At the end of the semester, there will be a peer performance evaluation. The evaluation will be individually completed and submitted to assure confidentiality.

Management Audit & Performance

During the final exam period, all companies will turn in a completed management audit and performance review.     

PENALTIES TO AVOID:

Due to the class structure and inflexibility of deadlines that are an unavoidable component of a computer simulation experience, there have to be a few "ground rules" to prevent chaos.

1. Failure to complete the simulation quiz will result in a 10 point deduction.

2. Failure to attend on any required day (noted in syllabus and/or announced in class) will result in a  5 point deduction for each absence.
3. Turning in materials late will result in a letter grade reduction  per day. The Peer Evaluation form is due no later than the beginning of the final exam period. No late Peer evaluation forms will be accepted, resulting in a zero for that portion of the course.
4. If a student does not contribute to a simulation component, their team reserves the option of leaving that student's name off the submitted materials. That student would then receive a zero for that portion of the simulation.  In other words, You can be fired.

ADDITIONAL INFORMATION:

Attendance/Assignments: Regular attendance is necessary in both the lecture and lab sections. Due dates on assignments refer to the beginning of the class period. If you must be absent on a day when an assignment is due, turn it in before that class period.  No late assignments will be accepted. 

Academic Honesty: Students are expected to do their own work.  Failure to do so will result in, at minimum, a zero grade for the material in question, with the possibility of an "F" in the course.   Please refer to the official SDSU academic honesty policy for more information.

Disability Policy: If you feel that you may need an accommodation for any sort of disability to make this a successful learning experience, please come and talk to me as soon as possible and make the appropriate arrangements with the Office of Disability Services (ODS).  The ODS office is located in 110 West Hall.  To schedule an appointment call 605-688-4504 and request to speak with Nancy L. Schade, the Coordinator of Disability Services.

Website managed by Carol J. Cumber

Email: carol.cumber@sdstate.edu