GAD

DJAH MAD
DA UNIV
VERSITY
FA
ACULTY OF ECON
NOMIC AND
A
BUSIINESS
Magisster of Maanagementt Program
m
Jakartta Campuss

Syyllabus

Strrategic Manage
M
ement
Lecturer

: Dr. Syahhrial Mukhtarr

Mobile

: 0811148
8201

Email

: syahrial..mukhtar@gm
mail.com

Description
Course D
Unlike otther business courses thaat concentratte narrowly on a particular function or piece of
the businness accountiing, finance,, marketing, production, human resoources, or infformation
systems, strategic maanagement iss a big picturre course. It cuts across the whole sppectrum of
business and manageement. The center
c
of atteention is the total enterprrise, the induustry and
ment in whicch it operatess, its long-teerm directionn and strateggy, its
competitiive environm
resourcess and compeetitive capabiilities, and itts prospects for success.
Throughoout the coursse, the spotliight will be trained
t
on thhe foremost issue
i
in runnning a
business enterprise: What

must managers doo, and do weell, to make the company

y a winner inn
wer that emerrges, and whhich becomees the theme of the
the gamee of businesss? The answ
course, iss that good strategy-mak
s
king and goood strategy-eexecution aree the key inggredients of
companyy success and
d the most reeliable signs of good maanagement. T
The mission of the course
is to expllore why goo
od strategic managemennt leads to goood business performancce, to presentt
the basic concepts annd tools of sttrategic analyysis, and to drill you in tthe methods of crafting a
mpetently.
well-concceived strateegy and execcuting it com
Students will be calleed on to probbe, question, and evaluatte all aspectss of a compaanys externaal
n. Students will
w grapple with
w sizing up
u a compannys standing
g in the
and internnal situation
marketpllace and its ability
a
to go head-to-head with rivalss, learn to telll the differeence betweenn
a become m
more skilledd in spotting ways to
winning strategies annd mediocre strategies, and
improve a companys strategy orr its executioon.
1

In the midst of all this, another purpose is accomplished: to help you synthesize what students
have learned in prior business courses. Dealing with the grand sweep of how to manage all
the pieces of a business makes strategic management an integrative, capstone course in which
you reach back to use concepts and techniques covered in previous courses. For perhaps the
first time students will see how the various pieces of the business puzzle fi t together and why
the different parts of a business need to be managed in strategic harmony for the organization
to operate in winning fashion.

Course Objectives
1. To develop your capacity to think strategically about a company, its present business
position, its long-term direction, its resources and competitive capabilities, the caliber of
its strategy, and its opportunities for gaining sustainable competitive advantage.
2. To build your skills in conducting strategic analysis in a variety of industries and
competitive situations and especially, to provide you with a stronger understanding of the
competitive challenges of a global market environment.
3. To give you hands-on experience in crafting business strategy, reasoning carefully about
strategic options using what-if analysis to evaluate action alternatives, and making sound
strategic decisions.
4. To acquaint you with the managerial tasks associated with implementing and executing
company strategies drill you in the range of actions managers can take to promote
competent strategy execution, and give you some confidence in being able to function
effectively as part of a companys strategy-implementing team.
5. To integrate the knowledge gained in earlier core courses in the business school
curriculum, show you how the various pieces of the business puzzle fi t together, and
demonstrate why the different parts of a business need to be managed in strategic
harmony for the organization to operate in winning fashion.
6. To heighten your awareness of how and why ethical principles, core values, and socially
responsible management practices matter greatly in the conduct of a companys business.
7. To develop your powers of managerial judgment, help you learn how to assess business
risk, and improve your ability to make sound business decisions and achieve effective
outcomes.

Learning Method

This is a participant course and requires student to involve and being a center of learning
process under the student-centered learning or SCL paradigm.
Students are required to prepare their self before the class by invest their time in reading
the topic in text book and the other assigned reading.
Students are required to be active in class discussion and share their idea and comment
from different perspective of business they involve in practices.

Student will divided into several groups and each group will prepare case study analysis,
presentation and discussion.
Student must attend mid and final exam.
Each student must prepare final individual project in form of paper relate to company
decisions about growth strategy, competitive strategy, execution of strategy and using
resources.
Short assignment is assigned to student and will be collected before class start.
Plagiarism is not allowed and often results from careless note-taking from other resources
during writing process, with intentionally unwilling, or unintentionally forget to put
references around student original word.

Text books
1. Thompson, A.A., Peteraf, M.A., Gamble, J.E., and Strickland III, A.J. 2012. Crafting and
Executing Strategy: Concept and cases. 18E. New York. NY: McGraw-Hill-Irwin
(TPGS)
2. Barney.J.B. 2011. Gaining and Sustaining Competitive Advantage. 4th edition. Upper
Sadle River. NJ. Pearson Education. Inc.

Cases in TPGS :
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.

Afrigator: A Killer Start-up in Africa

Competition in Energy Drinks, Sports Drinks, and Vitamin-Enhanced Beverages
Competition in the Golf Equipment Industry in 2009 . . . . . . . . . . . . . . . . . 255
Dell Inc. in 2008: Can It Overtake Hewlett-Packard as the Worldwide Leader in Personal
Computers?
Atlassian: Supporting the World with Legendary Service
Nintendos Strategy in 2009: The Ongoing Battle with Microsoft and Sony
TomTom: New Competition Everywhere!
Apple Inc. in 2010
Googles Strategy in 2010
Research in Motion: Managing Explosive Growth
Problems at China Airlines
Canadian Solar
Cemexs Cost of Globalised GrowthThe Cash Crunch?
Corona Beer: Challenges of International Expansion
Globalization of Komatsu: Digging Out of Trouble
PepsiCos Diversifi cation Strategy in 2008
Adidas in 2009: Has Corporate Restructuring Increased Shareholder Value?
Robin Hood
Shangri-La Hotels
Toyota Motor Company: Losing its Quality Edge?
Starbucks Strategy and Internal Initiatives to Return to Profi table Growth
Rhino Capture in Kruger National Park
3

23. Coca-Cola Indias Corporate Social Responsibility Strategy

24. Detecting Unethical Practices at Supplier Factories: The Monitoring and Compliance Challenges

Course Schedule
No

Date

Discussion Topics

Sources

3 Mar 2014

What Is Strategy and Why Is It Important?

TPGS Ch. 1

4 Mar 2014

Charting a Companys Direction: Vision and

TPGS Ch. 2

Mission, Objectives, and Strategy

7 Apr 2014

Evaluating a Companys External Environment

TPGS Ch. 3
Case No. 2

8 Apr 2014

Evaluating a Companys Resources, Capabilities,

TPGS Ch. 4
Case No. 11

and Competitiveness

21 Apr 2014

The Five Generic Competitive Strategies Which

One to Employ?

22 Apr 2014

Strengthening a Companys Competitive Position,

TPGS Ch. 5
Case No. 1

Strategic Moves, Timing, and Scope of Operations

TPGS Ch. 6
Case No. 9

28 Apr 2014

Mid Exam

12 Mei 2014

Strategies for Competing in International Markets

TPGS Ch. 7
Case No. 15

13 Mei 2014

Corporate Strategy: Diversification and the Multi-

business Company

10

2 Jun 2014

Ethics, Corporate Social Responsibility,

Environmental Sustainability, and Strategy

11

3 Jun 2014

Building an Organization Capable of Good Strategic

Execution People, Capabilities, and Structure

12

16 Jun 2014

Managing Internal Operations: Actions that Promote

Good Strategic Execution

13

17 Jun 2014

Corporate Culture and Leadership: Keys to Good

Strategy Execution

14

25 Jun 2014

TPGS Ch. 8
Case No. 17
TPGS Ch. 9
Case No. 23
TPGS Ch. 10
Case No. 21
TPGS Ch. 11
Case No. 20
TPGS Ch. 12
Case No. 19

Final Exam

Grading Plan/Performance Evaluation

Your course grade will be based on the following components and percentage allocation:
Class Participation and Case
Discussion

15

Presentation of Case Analysis and

Quiz

15

Individual Project Paper

20

Midterm Exam

25

Final Exam

25

Class Participation and Case Discussion

Due to the fact that class participation and case discussion counts as a factor in determining
your overall grade in the course, each student MUST contribute significantly to in-class
analysis and discussion of the cases. Each student is expected to be an active participant in
topic delivered by lecturer and also in case discussions and to offer meaningful analysis and
convincing arguments for the position you stake out. Your grade on class participation is
something to be earned by contributing your assessments and judgments to the discussion.
Merely coming to class and listening to the discussion is not sufficient; attendance is not
participation. You should, therefore, make a conscientious effort to be sufficiently prepared
to make intelligent, timely comments regarding the managerial issues raised in the topics
delivered and the casesthis entails reading the topics delivered and the assigned cases
before the class started and preparing several pages of notes to the assignment questions for
topics delivered and the case.

Presentation of Case Analysis and Quiz

Student will divided into several groups and each group will prepare case study analysis,
presentation and discussion. Each group must prepare 2 to 5 pages of resume of cases that
consist of case background, main issues, theory related, and group analysis and suggestion.
The case will be presented by the group in front of class for maximum 30 minutes and then
followed by discussion for maximum 30 minutes. The printed resume of case and power
point presentation will be collected by lecturer before presentation start.

Individual Project Paper

Each student will evaluate the growth strategy of a private company they will select in the
first few weeks of the course. For each stage of the companys growth they will examine
company decision about strategy, execution, team, and capital. They will identify what the
company did well and what it could have done better. And they will make recommendations
on how company can sustain profitable growth.
Students may choose companies they work for, local private companies or well-known
growth companies where a great deal has been written about their early years of growth as
private companies. Students are expected to integrate appropriate framework and concepts
from the course into a document with up to 15 pages of written text plus exhibits. The paper
is submitted to academic officer on the last day of the final exam.
The paper can also be enriched by other articles from reputable management journal. All of
references must be recognized in the paper. List of references and tables are placed in
Exhibit.
Contents of the paper are consist of executive summary, company background, main issues,
theoretical findings, analysis, conclusion and suggestion.