UNIVERSITAS GADJAH MADA

FACULTY OF ECONOMICS AND BUSINESS

THE MASTER OF MANAGEMENT PROGRAM

Course Syllabus

STRATEGIC MANAGEMENT
Facilitator:
Office:
Phone:
E-mail:
Office Hours:

T. Hani Handoko, Ph.D

Faculty of Economics and Business UGM, South Building, 2nd Floor

(0274) 548510-5 (Ext. #151) (O); (0274) 880-490 (H)
hanihandoko@ugm.ac.id
Monday, 02.00-03.00 pm; Friday, 09.00-11.00 am; or by appointment

Course Description
The course of strategic management is intended to be a challenging, demanding, and
exciting (integrating) course for the curriculum of management education. It is first and
foremost a course about strategy and about managing strategy formulation and
implementation processes, especially in the pursuits of corporate growth through
sustainable development. As a big picture course, this class is also designed to assist
the student in integrating much of the knowledge and skills that have gained in the core
management curriculum. The problems or issues of strategy formulation, formation, and
implementation or execution cover the whole spectrum of business and management. The
main objective is to sharpen your abilities to think strategically, to make strategic
decisions, and to weigh things from the perspective of the total enterprise. It means
systematically exposing the student to the rigors of industry and competitive analysis, to
the characteristics of a global market environment, to the critical linkages between
competitive strategy and sustainable development issues to the important ingredients of
strategic moves and plans, and to the varied managerial tasks associated with
implementing and executing the chosen strategy.

Course Objectives
1. To develop your capability to think strategically about a company, its business
position, and how it can gain sustainable competitive advantage and sustainable
development.
2. To build your skills in conducting strategic analysis in a variety of industries and
competitive situations.
3. To improve your ability to manage the organization process by which strategies get
formulated, formed, and implemented or executed.
4. To integrate and synthesize the knowledge and skills learned in earlier courses (e.g.
marketing, finance and accounting, production/operations, human resources, and
organizational behavior).
5. To integrate environmental and social issues into the strategic management process.
6. To develop your power of managerial judgments, help you become familiar with the
problem of top management, and provide you with a stronger understanding of the

competitive challenges of a global business environment and stakeholder activisms

and pressures on sustainable development.
7. To apply the theory and technique of strategic management to actual business
situations by utilizing case methods.

Required Texts and Materials

Thompson, Jr., A. A., Peteraf, M. A., Gamble, J. E., & Strickland III, A. J. 2014. Crafting
and executing strategy-The quest for competitive advantage: Concepts and cases,
19th edition. New York, NY: McGraw-Hill.

Supplemental Text
Piasecki, B. W., Fletcher, K. A., & Mendelson, F. J. (Latest Edition). Environmental
Management and Business Strategy: Leadership Skills for the 21st Century. New
York: John Wiley & Sons. (PFM)
Porter, M. E. 1980. Competitive Strategy: Techniques for Analyzing Industries and
Competitors. New York: The Free Press. (Porter)

Class Requirements
1. Class attendance and participation in case discussion. Attendance at all class
sessions is expected, especially class discussion of assigned cases. Absence from
class is a serious matter and you should not violate the policy of the MM Program
regarding the class attendance.
Due the fact that participation in class discussion of cases counts 15% of your
grade, each student must contribute significantly to in-class analysis of the cases.
Each student is required to be an active participant and make meaningful comments
on cases being discussed. Your grade on class participation is something to be earned
via consistent contribution to class discussion. You should, therefore, make a
conscientious effort to be sufficiently prepared to contribute to the class discussions.
The responsibility for making the learning process succeed is yours. PARTICIPATE!
2. Case Reports. Each student is required to submit an executive summary (limited to
2-3 pages) for all cases. These written assignments are due on the day the case is
scheduled for class discussion (see the course outline) and should be turned in to your
instructor at the end of class period. Reports that are turned in after the scheduled
class period are eligible for a grade no higher than a C. No late reports will be
accepted if submitted more than 3 class days past the scheduled due date (except by
prearranged consent of the instructor).
3. Exams. Midterm and final examinations will be conducted to test your knowledge,
understanding, and ability to apply the course material in solving actual managerial
problems. The exams will contain short cases and short answer (easy-type) questions,
and they will not be cumulative.
4. Field project report. The purpose of this project is to focus thought, course material
and library research on a specific, strategic managerial problem. Students are required

to submit a report on the result of a careful thought and systematic analysis in

applying strategic management concepts and techniques at an actual managerial
situation in an organization that you are familiar with. The report is to be prepared on
an individual basis. Evaluation of the report will be conducted on the basis of such
factors as (a) clarity of problem presented, (b) adequacy and quality of analysis and
proposed actions, (c) form and technical detail, and (d) course material integration
and understanding.

Academic Integrity
The academic life prospers due to its adherence to honesty and integrity. Plagiarism,
cheating and other types of academic misconduct are not tolerated in the FEB-UGM. The
faculty together with students assumes responsibility to assure that learning integrity
works and is absorbed by the member. The assignment and exam the students submitted
must be the work of every student unless otherwise stated by facilitator that student must
collaborate with other student.

Student Evaluation
Your course grade will be based on the following components and point distribution.
Midterm exam
25 points
Final exam
25
Field project report ("big paper")
20
Presentation of case analysis
15
Class participation and case discussion
15

Course Outline
Session
1

Topic
Introduction to strategic management
Course overview
The concept of strategy
Strategic management process
Charting a companys direction
Developing a strategic vision: Mission, vision and
values
Setting goals and objectives
Crafting a strategy
Case #1: Costco Wholesale in 2012: Mission,
Business Model, and Strategy
External environment analysis
Analyzing political, economic, social-cultural,
technological, and ecological environments

Reading
Assignment

Teaching
Methods
Discussion
teaching

Chapter 1*

Chapter 2

Discussion
teaching
In-class
exercise
Case
discussion

Case 2**

Chapter 3
Porter: 1, 3, 4, 7, 8

Discussion
teaching
Critical

Industry Analysis: Porters (1980) Five Forces,

industry value-chain, and strategic groups
Competitive analysis
SWOT Analysis: Identifying opportunities and
threats
Identifying key success factors (KSFs)
Case #2: Competition in Energy Drinks, Sports
Drink, and Vitamin-Enhanced Beverages

Internal analysis
SWOT analysis: Identifying strengths and
weaknesses
Competitive advantage and core competence
concepts Resource-based view (RBV)
Assessing resources and capabilities as sources of
competitive advantage applying value-chain
analysis and VRIO approach
Case #3: Coach Inc. in 2012: Its Strategy in the
Accessible Luxury Goods Market?
Business-Level Strategy
Formulating business strategy
Porters generic strategies
Beyond competitive strategy
Case #4: Googles Strategy in 2012

Strengthening a companys competitive position

Strategic moves, timing, and scope of operations
to improve a companys competitive position
Competitive strategies in the fragmented industry
Competitive strategies and industry evolution
Case #5: Apple Inc. In 2012: Can it Sustain its
Growth and defend against New Competitive
Threats?
Strategies for competing in foreign markets
Multi-domestic strategy
Global strategy
Case #6: 7-Eleven in Taiwan: Adaptation of
Convinience Stores to New Market
Environments

thinking
Case
discussion

TBD

Chapter 4
Porter: 2, 5, 6

Discussion
teaching
In-class
exercise

Case 7

Chapter 5

Discussion
teaching
Critical
thinking
Case
discussion

Case 13

Chapter 6

Discussion
teaching

Critical
thinking

Case
discussion

Discussion
teaching
Case
discussion

Porter: 9-12

Case 14

Chapter 7;
Porter: 13

Case 19

Midterm Exam

Chapters 1-7

Corporate-level strategy
Formulating corporate strategies diversification
The concepts of corporate advantage and
parenting advantage

Chapter 8
Porter: 14, 15, 16

Discussion
teaching

Critical
thinking

10

11

12

13

14

Analyzing the strategies of diversified companies

applying growth-share matrices

Corporate-level strategy (cont)

Case #7: Adidas in 2009: Has Corporate
Restructuring Increased Shareholder Value?

TBD

Corporate-level strategy (cont...)

Case #8: The Walt Disney Company: Its
Diversification Strategy in 2012

Case 20

Strategy, Ethics, Social Responsibility, and

Environmental Sustainability
Linking strategy with ethics, corporate social
responsibility and environmental sustainability
Case #9: Coca-Cola Indias Corporate Social
Responsibility Strategy
Strategy implementation
Creating fits between strategy and organizational
factors: The 7S framework
Building organizational capabilities
The 8S integrated approach the 7S +
Sustainability
Case #10: Starbucks in 2012: Evolving into a
Dynamic Global Organization
Strategy implementation (cont)
Managing internal operations
Case discussion #11: Toyota Motor Company:
Losing Its Quality Edge?

Strategic evaluation and control

Corporate culture and leadership
Case #12: Southwest Airlines in 2008: Culture,
Values, and Operating Practices
Final Exam

Case
discussion

Discussion
teaching
Case
Discussion

Chapter 9

Discussion
teaching
Case
Discussion

TBD

Chapter 10

Case 24

Chapter 12

TBD

TBD

Discussion
teaching
Case
discussion
Discussion
teaching
Case
discussion

Chapters 8-12

Notes:
*
Chapters refer to Thompson, Peteraf, Gamble, and Strickland (2014).
**
Case in Thompson, Peteraf, Gamble, and Strickland (2014)
TBD To be distributed
HH/feb ugm