Date June 2017 Credits 3 Credits

Course Name Strategic Management Number of course MAN 3072

Prerrequisito (s) Ninguno Correquisito (s) Ninguno
Horas 45 Horas

Place and Time

Universidad San Ignacio de Loyola
Av. La Fontana 550, La Molina, Lima12 Per

Name and Contact Information Instructor

Patricia Viacava Paredes
Coordinator
eMail: pviacava@usil.edu.pe

Required Text Book

(The institution recognizes the use of the textbook in the classroom as part of the methodology
and educational strategy applied to various materials. The textbook is part of the curriculum
and is used to reach students effectively in the classroom. It is expected each student to acquire
and use the textbook).

Strategic Management: Theories and cases. A comprehensive approach 11 Edition.

Charles W. L. Hill; Gareth R. Jones and Melissa A. Stilling
2015 | South-Western learning | Published: n / a

Strategic Management: An Integrated Approach 8th Edition

Charles W. L. Hill and Gareth R. Jones
2008 | South-Western learning | Published: n / a

Expected behavior regarding Attendance and tardiness, assessments and state of the courses:

Chapter III: Assistance

Article 26: Attendance at lectures, practical, laboratories and workshops that are part of the regular
course schedule is compulsory and each time is recorded.
The attendance of students to courses in virtual mode is supported through the implementation of
learning activities assigned.

Scheduled classes are taught on the dates and times provided in the regular schedule. If for any eventuality
scheduled class can not develop in the schedule, the teacher, under its responsibility, you should
reschedule the class or replace it with activities virtual study, in agreement with the students and with the
approval of the Academic Coordination of the course. In a class rescheduling, no assessments or control
of assistance must be performed.

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Article 27: The student who accumulates thirty percent (30%) or more absences from classes, the total
hours of the course, is unable to take the final exam or final equivalent to the same assessment, which is
defined by the coordination of the course, corresponding in this evaluation zero (0) note. In English
language courses, students who earn 20% or more of absences on the total hours of the course, it is unable
to take the final exam. Other courses, which by their nature require a lower percentage, shall indicate in
their respective syllabi prior approval of the Academic Vice President. No justification is accepted faults.

Article 28: The student must permanently review its record attendance in INFOSIL. If you find discrepancy
has a maximum of 72 hours of recorded it in the INFOSIL to request review.

Chapter IV: Evaluations

Article 39: A student who does not perform one or more components of the Permanent Evaluation may
linger only one of these, as long as so indicated in the syllabus.
The Academic Calendar indicates the deadline for application for assessment laggard, the date of payment
of the lag and the dates surrenders. This assessment covers all topics covered in the course syllabus and
replace the evaluation not rendered.

Article 40: A student who does not perform partial or final exam on the date scheduled in the academic
calendar may yield a laggard test, which will replace the latter exam not given up. Will within 2 calendar
days from the day of absence to request, via INFOSIL, its lagged examination, fulfilling the payment.

Article 41: Assessments surrender in person and obligatorily within the Campus of the University or at the
offices authorized by the Academic Vice President for that purpose, after notifying students if that place
be not where usually study. Virtual Campus assessments are excepted.

Partial and final exams of e-learning courses surrender in person at the location designated by the
university.

Chapter V: State of the Courses:

Article 67. To request the review and reconsideration of an assessment must perform the following
procedures:

a. For Permanent evaluation (practices, controls, laboratories, etc.) and Partial Tests:
Complete the application F-405 (Review and Reconsideration of Notes) at the time of the return by the
teacher. Only the date, time and scheduled, the student may formally review and reconsideration process,
with valid support. This procedure must be completed without leaving the classroom. If appropriate, the
teacher will request the corresponding rectification. The response of the review is unappealable.

b. For Final Exams: Finished final exams and final exams stragglers, Office of Academic Services program
returning them through a role Returns. Only during the date, time and scheduled, the student may
formally process review and reconsideration if there is occasion to do so, filling the Request for Review
and Reconsideration of Notes (F-405) provided by those responsible for the return, in the classroom and
with valid support. This form must be filled with the appropriate support to take account of the claim. The
response of the review is unappealable.

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 COURSE DESCRIPTION

This course will allow understand the importance of Strategic Management (SM) and how the company's
top managers formulate and implement the major goals and initiatives, based on consideration of
resources and an assessment of the internal and external environments in which the organization
competes. It will describe the important role of the managers leading the strategy-making process.
It will also show how to identify and describe the strategies that a companys managers pursue may have
big impact on its performance in comparison with the competitors in order to obtain competitive
advantage. And it will provide a clear understanding about analytical techniques and skills necessary to
identify and implement strategies successfully.
Students will understand that SM is not static in nature; the models often include a feedback loop to
monitor execution and inform the next round of planning.

It will be studied how the corporate performance, governance and ethics are instrumental to create value
and competitive advantage.

LEARNING OBJECTIVES

At the end of this course, the student will be able to:

Discuss briefly and give an introduction of strategic management.

Understand the importance of the strategy on the performance of the company over its
competitors.
Explain the strategic leadership and management describe the process of forming strategies to
create competitive advantage.
Analyze externally identifying opportunities and threats and internal strengths and weaknesses.
Describe and analyze the internal distinctive competencies, competitive advantage and
profitability.
Understand and evaluate the nature of competitive advantage.
Talk about building competitive advantage through function-level strategies.
Summarize and evaluate building a competitive advantage through business level strategy.
Describe the strategy level of trade and industrial environment.
Identify and technology strategy, and evaluate the technical standard and format wars.
Explain the strategy in the global and national environment acclimates.
Analyze the strategy at the corporate level and discuss the horizontal and vertical integration
and strategic external supply.
Describe the strategy at the corporate level and compare related diversification and unrelated
Evaluate corporate performance, governance and business ethics.
Evaluate and identify the implementation strategy in competing companies in a single industry.
Discuss and describe the implementation strategy in companies that compete in industries and
countries.
Develop a project using the concepts and knowledge.

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 DESCRIPTION OF THEME AND PROGRAM
ITEM WEEK 1
Understand the process model of strategic management.
Explain what "competitive advantage".
Discuss the strategic role of managers at different levels within an organization.
SPECIFIC Identify the primary steps in a strategic planning process.
OBJECTIVES Analyze on common planning mistakes and how they can be avoided.
Delineate cognitive deviations that could lead to poor strategic decisions and explain
how these deviations can be overcome.
Discuss the role that strategic leaders have in the process of strategic formulation
Strategic Leadership: Process Management Strategies for Creating a competitive
advantage.
Explain strategic leadership, competitive advantage and superior performance.
Process of creating strategies.
TOPICS Strategic and prepare a list of the various components management.
The main goals, external analysis, internal, SWOT and explain the strategy as an
emergent process.
Describe the strategic planning practice and strategic decision making.
Strategic leadership.
Talk about the syllabus.
LEARNING
Explain Case Closure week.
ACTIVITIES
Class discussions.
Review of syllabus
Explanation of the Project by Professor.
NOTE: (In Week 02 class will indicate the student's Chosen Project).
TASK AND
Homework: Read Chapter 1 - pages 3-37
ASSIGNED
Closing Case - General Electric, page 36-37
READINGS
Questions for discussion - Page 37 5/1
Small group exercises - page 36 Ethical Dilemma.
Registration strategy - page 33 preg.1-6
ITEM WEEK 2
Describe and assess the external analysis and discuss the identification of
opportunities and threats.
Review the primary techniques to analyze competition in an industrial
environment: models of the 5 forces competitive.
SPECIFIC Explore the concept of strategic groups and their role in the external analysis.
OBJECTIVES Illustrate the implications of industrial analysis.
Discuss how industries evolve over time, taking into account the life cycle model
industry.
Show how trends in the macro-environment environment can shape the nature of
competition in an industry.
Defining and compare industry sector.
Explain the model of competitive forces and the risk of entry of potential
TOPICS
competitors.
Bargaining power of suppliers and buyers.
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 Discuss strategic groups within industries.
Life-cycle assessment of the industry, limitations of the analysis models.
Describe the limitations of models for industry analysis.
Macroenvironment forces.
The instructor leads the group discussion.
LEARNING
Analysis of reading and Cold Case
ACTIVITIES
Check reading and ethical dilemma
Deliver Name and Structure of the Final Project chosen by the student
Homework: Read Chapter 2 - pages 43-77
TASK AND
Closing Case - Aviation Industry in USA page 76-77
ASSIGNED
Questions for discussion - Page 77 1-4
READINGS
Small group exercises - page 76 Ethical Dilemma.
Registration strategy - Page 74 1-4
ITEM WEEK 3
PRACTICE 1
Understand the Internal Analysis, distinctive competencies, competitive
advantage and profitability.
Talk about the source of competitive advantage.
SPECIFIC Identify and explore the role of efficiency, quality, innovation and customer
OBJECTIVES responsiveness in the construction and maintenance of competitive advantage.
Understand Anzoff Matrix.
Understand the concept of value chain.
Describe the link between competitive advantage and profitability.
Explain what affects the durability of the competitive advantage of a company.
Describe the roots of competitive advantage.
Competitive advantage, creating value and profitability.
Describe the building blocks of competitive advantage.
Explain the value chain, primary activities, and strategic support.
TOPICS The constituent elements of competitive advantage.
Illustrate business models, value chain and generic distinctive competencies.
Evaluate and analyze the competitive advantage and profitability.
Analyze the durability of competitive advantage.
Discuss avoid failures and sustain competitive advantage.
Opening Case
LEARNING
Group discussion
ACTIVITIES
Participate in a forum
Further research and work in the Final Project
Library research. Develop tentative bibliography.
TASK AND Homework: Read Chapter 3 - pages 80-114
ASSIGNED Closing Case - Starbucks page 113
READINGS Questions for discussion: page 114 preg. 1-4
Small group exercises - Page 112 Ethical Dilemma
Registration strategy - page 111 preg. 1-5
ITEM WEEK 4

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 Explain how a company may improve efficiency through functional-level strategies.
Explain how a company may improve quality through functional-level strategies.
Explain how a company may improve innovation through functional-level
SPECIFIC
strategies.
OBJECTIVES
Explain how a company may use functional-level strategies to improve the response
to customers.
Matrix EFE and Matrix EFI Analysis.
Building Competitive advantage through Functional-Level Strategy.
Achieving Superior Efficiency.
Achieving Superior Quality.
TOPICS Achieving Superior Innovation.
Achieving Superior Responsiveness to Customers.
Focusing on the Customers.
Satisfying Customers Needs and Response Time.
Strategy in action.
LEARNING
Case discussion.
ACTIVITIES
Ethics exercise.
Advance Delivery 1 Final Project
Homework: Read Chapter 4 - pages 109-148 - Strategic Management: An Integrated
TASK AND Approach by Charles Hill and Gareth Jones (English).
ASSIGNED Closing Case: Verizon Wireless page 147-148
READINGS Case Discussion Questions - page 148 1-4
Small Group Exercise - page 147 Ethics Exercise.
Summary of Chapter - pages 145-146 1-4
ITEM WEEK 5
Differentiate low-cost strategy and differentiation.
Explain why companies gain competitive advantage when placed in a position of
differentiation or low cost.
Understand a company's actions to implement the business strategy through
SPECIFIC
functional strategies and organizational scheme.
OBJECTIVES
Understand the value of innovation.
Exposing the concept of blue ocean strategy and explain why, with the business
strategy, innovations change the competition in an industry and provide the
innovative sustained competitive advantage.
Explain the low costs and differentiation.
Market segmentation and who are our customers.
options business strategies.
TOPICS
The business strategy, industry and competitive advantage.
Implementation of business strategy.
Blue Ocean Strategy, a different way of competing.
To review the literature
LEARNING
Check reading
ACTIVITIES
Group discussion

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 Homework: Read Chapter 5 - pages 153-185
TASK AND Closing Case - Lululemon page 175-177
ASSIGNED Questions for discussion - Page 177 1-4
READINGS Small group exercises - Page 175 Ethical Dilemma
Registration strategy - Page 174 1-5
FECHA SEMANA 6
Identify strategies that managers could develop to increase profitability in
fragmented industries.
Understand the specific problems that exist in embryonic industries and growth and
SPECIFIC how companies develop strategies to compete effectively.
OBJECTIVES Describe the dynamics of competition in mature industries and discuss the strategies
that managers apply to increase profitability even with intense competition.
Delineate the different strategies that companies in declining industries may use to
support their business and profitability models.
Business strategy and industry environment.
strategy in fragmented industries.
TOPICS Strategies in embryonic industries and growing.
Strategy in mature industries.
Strategy in declining industries.
Strategy in action.
LEARNING
The instructor leads the group discussion
ACTIVITIES
Ethical Dilemma
Chapter 6 - pages 178-208
TASK AND Closing Case - Consolidation Dry Cleaners
ASSIGNED Questions for discussion - Page 207-208 preg. 1-4
READINGS Small group exercises - Page 204 Ethical Dilemma
Registration strategy - Page 205 Questions 1-5
FECHA SEMANA 7
MIDTERM EXAM

Explain the trend towards standardization in many high-technology markets.

Describe the strategies that companies can use to establish its technology as the
standard in the market.
SPECIFIC
Explain the cost structure of many high-tech companies, and articulate the strategic
OBJECTIVES
implications of this structure.
Explain the nature of changes in the technological paradigm and its implications for
company strategy.
Explain the essence of changes in the technological paradigm and its implications for
business strategy.
Technical standard and format wars.
Explain strategies to win a format war.
TOPICS Describe the costs in high-tech industries.
Analyze and identify the advantages of the first to act ..
Changes technological paradigms.

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 Group discussion
LEARNING
Conduct a microclase
ACTIVITIES
Review: Summary of Chapter
Homework: Read Chapter 7 - pages 210-244
TASK AND Closing Case - Page 259 1-6
ASSIGNED Questions for discussion - pgina244 preg.1-4
READINGS Small group exercises - Page 240 Ethical Dilemma.
Registration strategy - Page 241 preg. 1-6
FECHA SEMANA 8
Understand the globalization process and how it works with the company strategy.
Study the reasons of a company to expand internationally.
SPECIFIC
Review the different strategies that the companies use to compete in the global
OBJECTIVES
market.
Explain the cons and pros of the different ways to enter into foreign markets.
Strategy in the global environment.
Global and national environment.
Increasing profitability and profit growth through global expansion.
TOPICS Cost pressures and pressures for local responsiveness.
Choosing a global strategy.
The choice of entry mode.
Global strategic alliances.
Strategy in action.
LEARNING
Case discussion.
ACTIVITIES
Ethics exercise
Continuar la investigacin y trabajo en el Proyecto Final
Homework: Read Chapter 8 - pages 262-301 - Strategic Management: An Integrated
TASK AND Approach by Charles Hill and Gareth Jones (English).
ASSIGNED Closing Case: The evolution of strategy at Procter & Gamble pages 300-301
READINGS Case Discussion Questions - page 301 1-3
Small Group Exercise - page 300 Ethics Exercise.
Summary of Chapter - pages 298-299 1-5
FECHA SEMANA 9
Understand how a company uses corporate strategy to strengthen the business model
and business strategies.
Define horizontal integration and discuss the advantages and disadvantages
SPECIFIC associated with this corporate strategy.
OBJECTIVES Explain the difference between the internal value chain of a company and the
industrial value chain.
Describe why and under what conditions such as cooperative relations and strategic
outsourcing can become a substitute for vertical integration alliances.
Corporate Strategy: Horizontal Integration, Vertical and strategic outsourcing.
Corporate Strategy and multibusiness model.
TOPICS
Horizontal integration: Corporate Strategy an industry ..
Vertical integration: enter other industries to strengthen the core business model.

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 Alternative to Vertical Integration: Cooperative Relations.
Strategic Outosurcing.
Analysis of examples and case.
LEARNING
The instructor leads the group discussion
ACTIVITIES
Review: Key Terms / ethical dilemma
Homework: Read Chapter 9 - pages 286-316
TASK AND Closing Case - Consolidation of the US Space Industry p. 315-316
ASSIGNED Questions for discussion - Page 316 preg. 1-3
READINGS Small group exercises - Page 313 Ethical Dilemma.
Registration strategy - Page 314 preg. 1-5
FECHA SEMANA 10
Differentiate between multi-business model based on related and unrelated
diversification.
Explain the five main ways in which diversification can increase the profitability of
the company.
SPECIFIC
Discuss the conditions that lead leaders to pursue a related or unrelated
OBJECTIVES
diversification and explain one why some companies pursue both strategies.
Describe the three methods that companies use to enter other industries: internal
new business initiatives, acquisitions, Joint Ventures, and explain the advantages and
disadvantages associated with each of these methods.
Corporate Strategy related and unrelated diversification.
Increase profitability through diversification.
Describe the two types of diversification and define the related and unrelated
diversification.
TOPICS
Explain the limitations and disadvantages of diversification.
Identify and describe the choice of strategy.
Describe entry into new industries: internal new business initiatives.
Enter into new industries: Acquisitions and Joint Ventures.
Debate.
LEARNING
Participate in forum.
ACTIVITIES
Analysis of the assigned reading.
Delivery Advance 2 Final Project
Further research and work in the Final Project
TASK AND Homework: Read Chapter 10 - pages 318-356
ASSIGNED Closing Case - VF Corp. acquires Timberland page 354-356
READINGS Questions for discussion - Page 356 preg. 1-4
Small group exercises - page 351 ethical dilemma.
Registration strategy - page 353 preg. 1-5
FECHA SEMANA 11
Practical 2
Explain the relationship between stakeholder management and performance of the
company.
SPECIFIC
Understand the use of BSC and its importance in the company.
OBJECTIVES
Explain why maximizing shareholder returns is often considered a preeminent goal
in many corporations.
Describe the various corporate governance mechanisms companies use to align the

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 interests of shareholders and managers.
Explain why these governance mechanisms do not always work as expected.
Identify key ethical problems that arise in business and the causes of unethical
behavior.
Identify what can managers do to improve the ethical climate of your organization
and ensure that the decision does not violate good business ethics.
Performance, corporate governance and business ethics.
Corporate Performance and stakeholders.
TOPICS The agency theory.
Mechanisms government.
Ethics and Strategy. unethical behavior.
Debate.
LEARNING
Study: Key Terms / Strategy in action.
ACTIVITIES
The instructor leads the group discussion.
4Homework: Read Chapter 11 - pages 359-392
TASK AND Closing Case - Goldman Sachs page 391-392
ASSIGNED Questions for discussion - Page 392 preg.1-4
READINGS Small group exercises - Page 388 Ethical Dilemma.
Registration strategy - Page 388 preg.1-6
FECHA SEMANA 12
Understand why the company design requires managers choose the right
combination of structure, control and organizational culture.
Understand how the effective organizational design makes possible that a company
increases the products differentiation, reduces costs and develops competitive
advantages.
SPECIFIC Explain why is important that managers must follow a basic organizing principle:
OBJECTIVES Minimum Chain of Command. Organization as flat as possible and what factors
determine the centralization or decentralization of authority.
Explain the functional structure advantages and why and when it will be necessary
to use a more complex organizational structure.
Differentiate among the most complex organizational structures that managers
adopt to implement specific business strategies.
Implementing strategy in companies that compete in a single industry.
Implementing strategy through organizational design.
Building blocks of organizational structures.
Strategic control systems.
TOPICS
Organizational culture.
Building distinctive competencies at the functional level.
Implementing strategy in a single industry.
Restructuring and reengineering.
Strategy in action.
LEARNING
Case discussion.
ACTIVITIES
Ethics exercise

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 Delivery of Final Project
Homework: Read Chapter 12 - pages 401-441 - Strategic Management: An Integrated
TASK AND Approach by Charles Hill and Gareth Jones (English).
ASSIGNED Closing Case: Nokias New Product Structure pages 440-441
READINGS Case Discussion Questions - page 441 1-3
Small Group Exercise - page 439 Ethics Exercise.
Summary of Chapter - pages 437-438 1-5
FECHA SEMANA 13
FINAL EXAM
Discuss the reasons why companies pursue different corporate strategies need to
implement different combinations of structure, control and organizational culture.
Describe the advantages and disadvantages of a multidivisional structure.
SPECIFIC
Explain why companies pursuing global expansion different classes choose different
OBJECTIVES
types of structures and systems of control to implement global strategies.
Explain strategies problems associated with the three methods used to enter other
industries to implement: Internal initiatives for new businesses, Joint Ventures and
Mergers.
Implementation of strategies in companies competing in various industries and
countries.
Corporate strategy and multidivisional structure.
TOPICS
Implement strategies in different countries.
Entry Mode and implementation: Internal Initiatives, Joint Ventures and Mergers
and Acquisitions.
The instructor leads the group discussion.
LEARNING
Case study.
ACTIVITIES
Conduct a micro-class.
Homework: Read Chapter 13 - pages 439-466
TASK AND Closing Case - UNILEVER Organizational Change pg.464-465
ASSIGNED Questions for discussion - Page 466 preg.1-3
READINGS Small group exercises - Page 462 Ethical Dilemma.
Registration strategy - page 463 preg. 1-5
FECHA SEMANA 14
SPECIFIC Students during exhibitions of their projects demonstrated what they learned in
OBJECTIVES class in a practical way.
TOPICS PRESENTATION OF PROJECT - FINAL
LEARNING The instructor leads the group discussion through questions and answers from the
ACTIVITIES other groups.

TEACHING METHODS
In developing methodological strategies, it is better to talk about them between teachers and students in
an atmosphere of freedom and mutual agreement in order to ensure that all students do own and take
responsibility for their implementation and achievement of goals of this course.
You can use the following strategies in the classroom:
1. Review of the literature.
2. Verification of the readings.
3. Analysis of the assigned readings.
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4. Conversations group.
5. Individual and group conversations.
6. Preparation of reports.
7. Preparation of the training plan.
8. Running a microclass.

TEACHING MATERIALS AND REFERENCES

Mandatory course Bibliography
Supplementary material indicated by the teacher during the cycle

EVALUATION CRITERIA AND METHOD FOR STUDENTS

TABLA DE CONVERSION
Vigesimal Letter Percentage
Grade Grade Grade
20 A+ 100%
19 A+ 96-99%
18 A+ 90-95%
17 A- 87-89%
16 B+ 83-86%
15 B 80-82%
14 B- 77-79%
13 C+ 74-76%
12 C 72-73%
11 C- 70-71%
10 D+ 67-69%
9 D 63-66%
8 D- 60-62%
7 or less F Below 59%

IMPORTANT NOTES:
It will not bend to weigh notes.
Do not qualify curved!
General n, grades "A" to "C" are considered approving. Ratings "W" and "I" indicate that a grade
for the course was not granted. A grade of "W" indicates that the student withdrew from the
course. A grade of "I" indicates that the student passed the course, but did not complete all the
course work required.
The instructor, in its discretion may award a grade of "I" instead of "F", waiting for the student to
complete course work in a agreed by the instructor and the student indicated period.
It is the student's responsibility to follow up with the instructor to complete course work. If
course work within the agreed time is not completed, the rating
"I" becomes an "F".

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 DISTRIBUTION OF ELEMENTS OF QUALIFICATION

Permanent evaluation: (Total 60%)

Evaluation: (35%)
Evaluation 1 (50%) Rezagable. You can only linger one of the two assessments during
the period.
Evaluation 2 (50%) Rezagable. You can only linger one of the two assessments during
the period.
Project deliverables: (15%)
Deliverable 1 (50%)
Deliverable 2 (50%)
Project final document: (20%)
Final presentation: (20%)
Class participation: (10%)
Partial Review: (Total 20%)
Final Exam: (Total 20%)

Date of last revision of the Syllabus: June 2017

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