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FloridaInternationalUniversityHonorsCollege

COURSESYLLABUS

Strategy,MarketingandTactics:

GrowingSmartly

FallSemester2015HortensiaE.Sampedro,MBA

Office:N/A OfficeHours:Afterclass

Phone:305742‐8221 E‐mail:Hortensiaes@gmail.comMondays1:00pm–3:45pm ModestoMaidiqueCampus

COURSEDESCRIPTION

Strategy,MarketingandTacticsexplorestheinter‐relationshipbetweenthreebusinessdisciplines‐‐strategy,marketingandmanagement.ThecourseusesHBScases,selectedreadingsandacourseprojecttodevelopamorepracticalunderstandingoftheapplicationofkeyconceptsfromeachofthesethreedisciplines.Studentsareencouragedtousethecasestotesttheorylearnedinpreviouscoursesagainsttherealitiesofeachcasesetting.Thefurtherdevelopmentofskillsincreativity,criticalthinkingandproblem‐solvingareplannedforandexpected.Thecourseprojectwouldbeforeachteamofstudents(3‐4students)toanalyzeaproblemcompany,suchasBlackberry,proposeanewstrategyandmanagementstructureanddiscusswhatthekeyobjectivesforseniormanagementwouldbe.COURSEOBJECTIVES

1. Todevelopanunderstandingofhowthesethreedisciplinesinterrelateinapracticalmanner.2. Todevelopapplicationsofcriticalthinkingtomulti‐disciplinarycases.3. Todevelopapproachestocreativityinproblemsolving.

LEARNINGOUTCOMES

1. Todeveloptheskillsnecessarytodrawuponeachdisciplinetoapplytheminacase.2. Tofurtherexpandanalyticaltoolstosolvingtheproblem.3. Toself‐assessone’scapabilitiestoapplythekeyconceptsfromeachdisciplinetotheproblem.

COURSEPRE‐REQUISITES/CO‐REQUISITESNone,althoughitisexpectedthatstudentshavetakenbasiccoursesinwriting,strategy,marketing,andmanagement.TEXTBOOKS&OTHERMATERIALREQUIRED

1. THELITTLEREDWRITINGBOOK,byBrandonRoyal2. HBSCases–Casesmaybedownloadedforafeeathttp://hbsp.harvard.edu/product/cases.3. Requiredpaperstoreadarelistedintheschedulebelow.4. Courseproject‐oneproject,(3–5studentsperteam).

RECOMMENDED

1. THEESSENTIALDRUCKER,byPeterF.Drucker2. FROMCOMPETITIVEADVANTAGETOCORPORATESTRATEGY,byMichaelE.Porter3. THEINNOVATOR’SDILEMMA:WHENNEWTECHNOLOGIESCAUSEGREATFIRMSTOFAIL,byClaytonM.

Christensen

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COURSEPROCEDURES/METHODOLOGY/SCHEDULEThefirsthalfofeachclassisdevotedtoareadingorbook.Thesecondhalfisdevotedtocasestudiesorthesemesterproject.Readingsandcasesmustbereadandpreparedinadvanceofeachclass.CLASS TOPIC HBSCase Reading

1 Introduction–definitionofstrategy,marketing,management

http://hbswk.hbs.edu/item/3588.htmlhttp://www.hbs.edu/faculty/Publication%20Files/10‐036.pdfhttps://en.wikipedia.org/?title=ManagementDruckerhttps://en.wikipedia.org/wiki/Peter_Drucker2001:TheEssentialDrucker(NewYork:HarperBusiness)https://hbr.org/2014/02/the‐art‐of‐crafting‐a‐15‐word‐strategy‐statement/

2 CompetitiveStrategy

AppleInc.in2015

715456‐PDF‐ENG

MichaelPorter,Porter,M.E.(1987)"FromCompetitiveAdvantagetoCorporateStrategy",HarvardBusinessReview,May/June1987,pp43–59.https://hbr.org/1987/05/from‐competitive‐advantage‐to‐corporate‐strategy

3 EmergentStrategies

SustainableTourism:HeritanceKandalamaResortofSriLanka

NTU003‐PDF‐ENG

HenryMintzbergofMcGillUniversity;PattiPatrizihttp://www.ssireview.org/up_for_debate/article/strategic_philanthropy

4 ValueCreationValueCapture

IntelCorp.

703427‐PDF‐ENG

BowmanandAmbrosiniintheir2002paper“ValueCreationVersusValueCapture:TowardsaCoherentDefinitionofValueinStrategy”.../BowmanandAmbrosini.pdf

5 CustomerValue

Proposition

Groupon

511094‐PDF‐ENG

http://www.forbes.com/sites/michaelskok/2013/06/14/4‐steps‐to‐building‐a‐compelling‐value‐proposition/

6 CustomerExperienceandCustomerMapping–ValueStreamMapping

ApolloHospitals:DifferentiationthroughHospitality

IMB425‐PDF‐ENG

../2012iasummitexperiencemapping‐120325111811‐phpapp01.pdfhttp://uxmag.com/articles/the‐power‐of‐value‐stream‐maps

7 ValueStreamMap

http://uxmag.com/articles/the‐power‐of‐value‐stream‐mapshttps://en.wikipedia.org/wiki/Gantt_charthttps://en.wikipedia.org/wiki/Program_evaluation_and_review_technique

8 TargetCustomer

FormPrintOrtho500915535‐PDF‐ENG

http://firstround.com/review/The‐30‐Best‐Pieces‐of‐Advice‐for‐Entrepreneurs‐in‐2014/

9 Innovation

LEGO

613004‐PDF‐ENG

http://www.amazon.com/Innovators‐Solution‐Creating‐Sustaining‐Successful/dp/1578518520/ref=sr_1_8?s=books&ie=UTF8&qid=1324225131&sr=1‐8ClaytonM.Christensenhttp://video.mit.edu/watch/the‐innovators‐prescription‐a‐disruptive‐solution‐to‐the‐healthcare‐crisis‐9380/

10 BusinessModel

AxelSpringerin2014:StrategicLeadershipoftheDigital

Transformation

E522‐PDF‐ENG

BusinessModelGeneration,AlexanderOsterwalder,YvesPigneur,AlanSmithhttps://hbr.org/2015/01/what‐is‐a‐business‐model/?utm_source=newsletter_strategy&utm_medium=email&utm_campaign=strategy091611&cm_lm=rhhfla@gmail.com&cm_mmc=email‐_‐newsletter‐_‐strategy‐_‐strategy091611&referral=00210&cm_ven=spop‐email&cm_ite=strategy‐021915+(1)

11 InboundOutbound

Hubspot:InboundMarketingandWeb2

509049‐PDF‐ENG

http://www.hubspot.com/inbound‐marketing

12 Distribution

AllstateCorporation2007–2013

715426‐PDF‐ENG

http://www.smallbusiness.wa.gov.au/business‐in‐wa/about‐sbdc/corporate‐publications/business‐guides/marketing‐place‐distribution‐strategy/

13 Pricing

KindleFire:Amazon’’sHeatedBattlefortheTabletMarket

KEL770‐PDF‐ENG

../pricing.pdf

14 Courseprojectpresentation

15 Courseprojectpresentation

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CLASSORPROFESSORPOLICIESVeryactiveroleinclassdiscussionisexpectedandrequired.Cellphonesandbeepersareprohibitedduringclass.GRADINGSTANDARDS/PERFORMANCEMEASURESGradingwillbeonacurve.Gradewillbedeterminedbasedonin‐classpresentationsorbooksandreadings,qualityofclassroomparticipationandacourseproject.Studentswilldeterminetheprojecttheywanttodo,whichwillrelatetoathemefromthecourse,andwillworkinteamsof3–5students.Grading

1. Classparticipation 15%2. Reviewpapers 15%3. Casestudies 40%4. Courseproject 30%

ATTENDANCESTANDARDS&PROCEDURESAttendanceatclassisexpectedandmorethantwoabsenceswillresultinaloweringofonefullgradeinastudent’sfinalgrade.FIU/HCPOLICIESReligiousholidaysEveryeffortwillbemade,wherefeasibleandpractical,toaccommodatestudentswhosereligiouspracticescoincidewithclassrequirementsscheduling.Pleasemakesuretonotifyyourinstructoratthebeginningofthesemesterofwhichdatesyouwillbeabsentoranyanticipatedproblemswithcompletingcoursework.Physical,mentalandsensorychallengesEveryeffortwillbemade,wherefeasibleandpractical,toaccommodatestudentswhoaresochallenged.Shouldyourequireaccommodations,contacttheDisabilityResourceCenter(DRC),ifyouhavenotdonesoalready.HonorsCollegeRequirementsRegistrationinthiscourseimpliesanacceptanceofandcompliancewiththeHonorsCollegepoliciesforstudentsandtheFIUCodeofAcademicIntegrity.HonorsCitizenshipRequirementsBeginninginFall2014,HonorsCollegestudentsarerequiredtoaccumulateatleast20citizenshippointseachacademicyear(FallandSpring)byattendingHonorsCollegeactivities.Studentsattendingonlyonesemester(FallorSpring)arerequiredtoaccumulate10citizenshippoints.Seehttp://honors.fiu.edu/academics/policies/citizenship/.StudentPortfoliosTheHonorsCollegewillbeusingaportfoliomethodtoassessstudents’learningoutcomes.Theportfolioallowsformaximumflexibilityingaugingstudentlearning.Studentsdecide(withinstructorconsultation)what“artifacts”orassignmentstoincludeforconsiderationintheirportfoliostodemonstratesuccessfulachievementofeachoffivekeystudentlearningoutcomesoverthe4‐yearHonorsexperience.Seewww.honors.fiu.edu/portfolios.HonorsCollegeAcademicMisconductStatementInTheHonorsCollege,theterm“honor”refersbothtoacademicaccomplishmentandcharacter.StudentsinHonorsshouldthereforeadheretoandbeheldtothehigheststandardsofpersonalacademicaccountability.Academicdishonestyinanyform,includingplagiarism,isantitheticaltotheverydefinitionofbeinganHonorsstudentatFIU.Consequently,anHonorsCollegestudentfoundresponsibleforacademicmisconductwillbedismissedfromtheCollege.ProceduresandPenaltiesAnHonorsfacultymembermaybringchargesofacademicmisconductagainstanHonorsstudentifthefacultymembersuspectsplagiarismorotherformsofacademicmisconduct.Thefacultymemberwilldecidewhethertopursueinformalresolution,fileformalresolutioncharges,ortakenofurtheraction,andwillfollowtheproceduresoutlinedintheHonorsCollegewebsite(http://honors.fiu.edu/academics/policies/),andtheAcademicMisconductProcedures,availableathttp://www.fiu.edu/~oabp/misconductweb/1acmisconductproc.htm.FIUCodeofAcademicIntegrity–http://www.fiu.edu/~dwyere/academicintegrity.html.FIUHonorsCollegeStudentHandbook–http://honors.fiu.edu/handbook0910.htmlFIUHonorsCollegePlagiarismPolicy–http://honors.fiu.edu/current_policy_plagiarism.htmlCoursesdesignatedasGlobalLearningcourses(IDH2003‐2004,IDH3034‐3035)mustlistspecificGlobalLearningoutcomes.Assignmentsmustbeabletoassessthestudents’abilitytodemonstratetheseoutcomes.QuestionsonGlobalLearningshouldbeaddressedtoJoseRodriguez,rodrigej@fiu.edu.GlobalLearningOutcomesSecondyearandUpperDivisionclasseshavebeendesignatedasGlobalLearningcourses.ForquestionsregardingGLrequirements,pleasecontactJoseRodriguezattheHonorsCollege.GLLearningOutcomesforIDH2003‐4

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·GlobalAwareness:Studentswillbeabletodemonstrateknowledgeoftheinterrelatednessoflocal,global,international,andinterculturalissues,trends,andsystems.·CourseLearningOutcome:Studentswilldemonstrateknowledgeoftheinterrelateddynamics(social‐cultural,political,economic,etc.)thatshapetheactionsofmultiplefiguresindiverseculturalcontexts.·GlobalPerspectives:Studentswillbeabletodevelopamulti‐perspectiveanalysisoflocal,global,international,andinterculturalproblems.·CourseLearningOutcome:Studentswillbeabletoanalyzethemultiplecausalforcesthatshapetheperspectivesofhistoricalindividuals/persons—economic,political,sociological,technological,cultural,etc.·GlobalEngagement:Studentswillbeabletodemonstrateawillingnesstoengageinlocal,global,international,andinterculturalproblemsolving.·CourseLearningOutcome:Studentswilldemonstrateawillingnesstoengageinnegotiationregardingactionsofglobalimportwithinthecontextoftheclasssimulation.GLLearningOutcomesforIDH3034‐5·GlobalAwareness:Studentswillbeabletodemonstrateknowledgeoftheinterrelatednessoflocal,global,international,andinterculturalissues,trends,andsystems.·CourseLearningOutcome:Studentswilldemonstrateknowledgeoftheinterrelatedglobaldynamics(social‐cultural,political,economic,etc.)thatshapeaesthetics,values,andauthorityindiverseculturalcontexts.·GlobalPerspectives:Studentswillbeabletodevelopamulti‐perspectiveanalysisoflocal,global,international,andinterculturalproblems.·CourseLearningOutcome:Studentswillbeabletoanalyzethemultipleglobalforcesthatshapetheirunderstandingofaesthetics,values,andauthority—economic,political,sociological,technological,cultural,etc.·GlobalEngagement:Studentswillbeabletodemonstrateawillingnesstoengageinlocal,global,international,andinterculturalproblemsolving.·CourseLearningOutcome:Studentswillbeabletodevelopsolutionstolocal,global,international,and/orinterculturalproblemsrelatedtoaesthetics,values,andauthority.