Business STRATEGY & INTERNATIONAL

BUSINESS 660
Last updated 3 April 2009

Trimester 2, 2009
Unit Index No 306052
Credits 50 - This is the Capstone unit for the MBA.
A significant portion of the MBA must be completed before
Pre-Requisites
commencing this unit.
Unit Coordinator & Lecturer
Philip Hirschberg
(Perth)
Email p.hirschberg@curtin.edu.au
Phone +61 8 9266 3389
Unit Coordinator & Lecturer
Dr. Nazatul Shima Abdul Rani
(Miri)
Email shimarani@curtin.edu.my
Time Various
Textbook Information
Hill, C., Jones, G., Galvin, P. and Hadir, A. (2007) Strategic Management: An
Integrated Approach (2nd ed.), John Wiley and Sons: Milton, Australia.
Online supplementation in FLECS http://www.lms.curtin.edu.au/ will start in Week 1;
login/password are the same as for OASIS. If you have not activated your OASIS logon, please
go to http://www.oasis.curtin.edu.au and follow the prompts.
Method of Assessment – please see inside for details of these assessments
Outcome Type of Mark Submission
Assessment
Assessed Assessment s Dates
Assessment 1: Attendance &
1 and 4 15% Ongoing
Attendance & Participation Participation
Assessment 2:
Monday, 25th
Individual Reflective 1, 2 and 3 Written report 30%
October 2010
Learning Journal
Assessment 3: Saturday, 4th
Group Presentation, Case 1, 2, 3, 4 and 9 Written report 55% December
Study and Strategic Plan 2010

This unit outline is subject to change up until 10 days prior to the commencement of the
unit. Any changes made to the unit within that 10 day period and after the unit commences
will be communicated to you directly by your Unit Controller and/or Lecturer via OASIS. This
unit outline should be read in conjunction with information found in the Current Students
section of the GSB website.
Business Strategy & International Business 660 306052

Contents
Introduction to the Unit............................................1
Lecturer...................................................................1
Aims, Outcomes and Attributes.................................2
Text Book.................................................................2
Assessment Details...................................................3
Assessment 1: Attendance and Participation (15%).............................3
Assessment 2: Individual Reflective Learning Journal (30%)................3
Assessment 3 – Group Assignment (55%)............................................4
Unit Planner and Study Guide ...................................6
Tutorial Sessions....................................................11
Textbooks and Resources........................................12
Other Readings...................................................................................12
Session 1............................................................................................12
Session 2............................................................................................12
Session 3............................................................................................12
Session 4............................................................................................13
Session 5............................................................................................13
Session 6............................................................................................13
Session 7............................................................................................13
Session 8............................................................................................13
Session 9............................................................................................14
Session 10..........................................................................................14
Relevant Journals................................................................................14
Assessment 3 (Group Assignment) Marketing Guide. 16

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Introduction to the Unit

The Goal of the Unit
The most important outcome of this unit is that you are able to think more strategically
by improving your practice of strategic management - your ability to manage a variety of
strategic situations.
These situations may be complex and you should be able to cope with a considerable
amount of ambiguity. This unit draws on your learning from virtually all of the other MBA
units. The overriding theme of the course is strategic transformation. The aim of the
course is to introduce students to:

• The ‘Total’ view of the organization - stakeholders, mission, values, strategic

objectives, long term prospects etc - and how it relates and interacts with various
factors and forces in its environment.

• Concepts and practices of strategic analysis and strategy formulation, both informal
and explicitly planned.

• Analysis of the business environment and identification of long-term trends and any
need for change.

• Competitive positioning with respect to rivals and substitute organizations.

• Aspects of implementing strategies.

• Aspects of strategic leadership at top levels of the organization.

• Aspects of business strategy in Asian and other economies.

Our perspective is that of the total organization, where possible as seen by the Board of
Directors or from the position of Chief Executive Officer. Notwithstanding our focus, the
topics discussed throughout the unit are nevertheless relevant to all levels.
Strategic management is not just the domain of ‘for profit’ business organizations or multi-
business corporations – the concepts are useful also to not-for-profit organizations as well as
for organizational sub-units and career strategies of individuals.

Lecturer
Mr Philip A Hirschberg
BBus Marketing (ECU), Executive MBA (UWA), GAICD, SA Fin

Mr Hirschberg is founder and Chief Executive Officer of, and Responsible

Manager for, Octani Capital. Across his career, Mr Hirschberg has held
executive and senior management positions with Deloitte, Ernst & Young,
and LogicaCMG among others, and was a Non-executive Director of a
Sumitomo Corporation subsidiary until joining Deloitte.
Mr Hirschberg has over 16 years of experience in establishing, building,
improving, investing in, raising capital for and divesting public and private
companies across multiple sectors. Mr Hirschberg is an experienced
director of public and private companies, and has been engaged
extensively at board level in the areas of corporate strategy and business planning, mergers
and acquisitions, and capital raisings, among other things.

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Business Strategy & International Business 660 306052

Mr Hirschberg holds an Executive Master of Business Administration from the University of

Western Australia Business School, where he is also an Adjunct Lecturer of Strategic
Management, and also a Diploma (Company Directors Course) from the Australian Institute
of Company Directors. Mr Hirschberg is also currently completing a Master of Applied
Finance (Corporate Finance) with Kaplan.
Mr Hirschberg is a Senior Associate of the Financial Services Institute of Australasia (FINSIA),
and a Member of the Australian Institute of Company Directors (AICD) and the Graduate
Management Association (GMA).

Aims, Outcomes and Attributes

Attributes Learning Outcomes Assessment
• Students obtain an understanding of selected models
that underlie the field
• Students have an appreciation of the complexity of
the business environment and can integrate theory
1 from a variety of different perspectives to help make
sense of strategy
Assignments 1, 3 &
4

• Students are able to understand the conceptual basis

for the key principles of strategy and international
business
• Students explore new paradigms within the field

2 • Students discriminate and determine the value of

new and alternative paradigms drawing on sound
Assignments 1, 3 &
4
theory
• Students are able to appropriately analyse strategy
decisions utilising a variety of theory
• Students are able to identify key concepts and how
3 they influence strategy decisions in a variety of
scenarios
Assignments 1, 3 &
4

• Students are able to apply the theory to a practical

business environment
• Students understand principles and theories

7 •
underlying international strategy
Students acquire relevant knowledge and skills to
Assignments 3 & 4

develop international strategies

• Students gain practical experience in developing

9 •
strategies in a team environment
Students are aware of ethical considerations in a
Assignments 2 & 4

global business environment

Text Book
Hill, C., Jones, G., Galvin, P. and Hadir, A. (2007) Strategic Management: An
Integrated Approach (2nd ed.), John Wiley and Sons: Milton, Australia.
As well as the text, there are a series of readings for various sessions. Most readings are
available through the FECS as well as the e-Reserve section of the library homepage. It is
essential that you read the appropriate sections of the text and the book of readings before
coming to class.

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Assessment Details
Assessment 1: Attendance and Participation (15%)
Strategic management is as much about perspective, judgment, analysis and leadership
as it is knowledge of content. Attendance and participation in class activities and
discussions are important to developing these abilities. Marks will be awarded after
considering the following.

Attendance means arriving and leaving the class on time. Attendance will be
recorded at every session. Please inform us if you have a valid reason for missing a class.
If you must miss a session, we require you to prepare notes to show that you did the
preparation.

Participation in class, whether it is listening to a lecture or getting involved in other

activities, is an important part of the learning process. For this reason the UWA Business
School has decided not to move to on-line teaching. It is, therefore, important that you
attend classes (and be on time). Participation in discussions is harder to measure but
essential to Strategic Management. While a minimum participation in discussion is
required, we have a broad view of participation, including evidence of prior preparation,
alertness and following the flow of class discussions, active and naturally, effective
participation in syndicates and class discussions (a thoughtful comment based on good
preparation and judgment is worth much more than superficial remarks).

More formally, the University regulations state that ‘to complete a course or unit a
student shall attend prescribed classes, lectures seminars and tutorials. Students whose
attendance at MBA units has been unsatisfactory will not be granted a pass grade. Two
or more missed classes/sessions without prior permission from the
lecturer/tutor is classified as unsatisfactory. Students should not expect to obtain
approval to miss more than two classes per unit, unless there are exceptional
circumstances.

Assessment 2: Individual Reflective Learning Journal (30%)

Word Limit: 3000 words

The purpose of a personal reflective learning journal is to encourage you to review, reflect
and build on your knowledge of the course material and to put this knowledge into practice.
The brief Learning Journal should be typed and handed in one week after the Perth-lecturer
has departed (ie the absolute cut-off date is Monday 18th October). Obviously, it will not
cover the entire unit, but it will cover the majority of the unit. The Learning Journal
submitted should be self contained, concise and has a word limit of 3,000 words. You
have a margin of plus or minus 10%, that is the assignment may not be longer than 3,300
words. A true and accurate word count should be placed on the front cover.
Your learning journal should reflect the application of course material to your own
organization, a past organization you worked for, your future career or to your personal life.
You do not have to cover every session, but you should aim to cover at least ten issues in
the unit. This may be a combination of classes, readings or other activities. The focus of
your journal should be on outlining the connections you make between theory and practice;
concepts and observations; readings and experience; old and new knowledge, etc. That is,
you should apply the strategic management and international business concepts and theory
we discuss in the seminars to your reflections on, response to, or analysis of, an event,
experience or concept. What has been a revelation and why? What would you do
differently in future, or how would you think about certain phenomena differently? As well as

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highlighting the links you make between the theory and your experiences, your journal also
needs to analyze your experiences and record any shifts in your views. This may involve
identifying and challenging your underlying assumptions and emerging beliefs and views. It
should be more than a simple diary. Some of the following questions may help you with this
writing:
What did I learn? What insights did I gain? How or why was this significant for me?
How can I apply this theoretical knowledge to my situation?
Have my assumptions and perspectives changed as a result of this experience? How?
How can I apply what I have learned to my life or future career?
While the majority of the learning journal should apply to your own work or personal
situation, it is also worthwhile looking for linkages between different sections of the course
(and the materials) and discussing how the different theories integrate. For example, how
does reading one of the supplementary readings challenge you to think about the theory in
a different way, and what does this mean for you. Looking at these sorts of learning
outcomes may be particularly pertinent for members of the class that work in organizations
where some of the traditional strategy concepts may have limited applicability.

Assessment 3 – Group Assignment (55%)

(Presentation – 15%; Group Written Report – 40%)

Strategy Case Study and Strategic Plan

Students will form groups of ~6 students for this two-part assignment. Groups are
required to select an organization with multiple business units and have a significant
presence in two or more Asian countries. Organizations should be well known (for
example, past groups have selected organizations such as Shell and Pfizer). Groups
should discuss proposed organizations with the lecturer on Friday 8th October 2010.

The Group Written Report must have the following two parts:

• Part A – Strategy Case Study: Part A requires your group to prepare an original
Strategy Case Study on your selected organization. The Strategy Case Study should follow
a similar format to the organizational case studies discussed during the teaching sessions
(e.g. DELL, Intel and Nissan). Content should align with the Strategy Case Study Marking
Guide. The Strategy Case Study must cover a period of at least 5 years to allow groups to
identify and discuss a range of critical strategic issues encountered by the
organization as well to identify the strategies selected by the organization during
the selected period. Furthermore, the Strategy Case Study must end at a point in time
when the organization must make at least one critical strategic decision, which will be
addressed in Part B. Groups are expected to source case information directly from the
organization (by making direct contact) as well as indirectly by collecting publicly
available information. The case should be prepared from the perspective of the board of
directors’. Strategy Case Studies should be no more than 2,500 words (excluding
exhibits and annexes/appendices).

• Part B – Strategic Plan: Part B requires your group to prepare a Strategic Plan
based on the information in the Strategy Case Study (prepared in Part A). Part B should
deal with all of the key topics discussed during the teach sessions – i.e. stakeholder
analysis, core foundation, strategic intent, strategic analysis (external, internal, and
competitive advantage), strategy formulation (strategic posture, strategic choices, and
strategic action plan), and managing strategic transformation. The Strategic Plan should
be a forward-looking document (rather than an analysis of the past), should address the
critical strategic decisions identified at the end of the Strategy Case Study, and should be
prepared from the perspective of the board of directors’. Core to this Strategic Plan is the

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identification and application of relevant academic theory and frameworks covered during
the unit (both teaching blocks). Groups should include references to the textbook, the
various readings and case studies covered during the unit. The Strategic Plan must also
include an Executive Summary, shall not be more than 2,500 words (excluding
executive summary, exhibits and annexes/appendices), and should be typed using 1.5 or
double spacing with reasonable side margins. As always, quality is more important
than quantity. Furthermore, the report should reflect a pragmatic analysis distilled
to an executive level (i.e. succinct).

Groups are required to present an overview of their organization on Sunday 10 th October

2010. See Assessment 3 Marking Guide below for details. All members of the group
are to participate in the presentation.

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Unit Planner and Study Guide

Session / Topic/s Relevant Cases & Required Readings
Date & Case Questions
(Hill et al 2007) & Other Readings
Time
Unit Overview, Learning Relevant Cases Hill et al 2007
through Cases, Strategy
Overview & Stakeholder • Nil • Chapter 1 (pp. 2-25)
Analysis

• Introduction Case Questions Other Readings

• Discussion of Course
Outline/Assessments • Nil • An Introduction to Cases (Shapiro 1988)
18 • Role of Lecturer and Tutor • Learning by the Case Method (Hammond 1987)
1
September • Analyzing a Case • Developing a Teaching Case (Roberts 2001)
• What is Strategy? • What is Strategy? (Porter 1996)
• Levels of Strategy • Crafting Strategy (Mintzberg 1996)
• Strategic Transformation and • Developing Skills in Strategic Transformation
the S-Curve (Stockport 2000)
• How Does Strategy Occur • Shaping Strategy from the Boardroom (Carey &
• Stakeholder Analysis Patsalos-Fox 2006)
• Turnaround Management (Slatter & Lovett 1999)
• What’s Wrong with Strategy (Campbell & Alexander
1997)
2 25 Core Foundation & Strategic Relevant Cases Hill et al 2007
September Intent
• Bundy Asia Pacific – China • Chapter 2 (pp. 30-55)
• Core Foundation (Mission & Strategy (Wang & Zuo 1998)
Values)
• Strategic Intent (Vision & Other Readings
Strategic Objectives) Case Questions
• Building Your Company’s Vision (Collins & Porras
• What are the 3 key strategic 1996)
themes of the case? • Demystifying the Development of an Organisational
• Who are the key stakeholders? Vision (Lipton 1996)
• What is/are the mission, values, • The Vision Thing (Welch & Bryce 2001)
vision and strategic objectives • Putting the Balanced Scorecard to Work (Kaplan &
of Bundy? Norton 1993)

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Session / Topic/s Relevant Cases &
Date & Case Questions
Time
External Analysis Relevant Cases
• PEST Analysis • BMG Entertainment (Meier
• Industry Value Chain 2000)
• 5 Forces Analysis
• Industry Lifecycle
• Competitor Analysis Case Questions
25
September
3 • Why have a handful of major
record companies dominated
the industry through much of
the last century?
• How does the advent of the
internet change the structure
and the economics of the music
industry?
• What should Zelnick and
Conroy do?
Internal Analysis Relevant Cases
• Organizational Lifecycle • Sharp Technology: Technology
• Strategic Resources Strategy (Noda 1993)
• Internal Value Chain
4 2 October Case Questions
• Why has Sharp been so
successful for so long?
• How was Sharp able to
coordinate and integrate
activities across the
corporation?
Copyright © 2010 Graduate School of Business Curtin University of Technology
306052
Required Readings
(Hill et al 2007) & Other Readings
• Strategic Intent (Hamel & Prahalad 1989)
• Charting Your Company’s Future (Kim & Mauborgne
2002)
• Skate to Where the Money Will Be (Christensen et al
2001)
Hill et al 2007
• Chapter 3 (pp. 62-89)
Other Readings
• The Right Game: Use Game Theory to Shape Strategy
(Brandenburger & Nalebuff 1995)
• Industry Structure and Competitive Strategy: Keys to
Profitability (Porter 1980)
• The Value Chain and Competitive Advantage (Porter
1985)
• Integrating Southeast Asia’s Economies (Schwartz &
Villinger 2004)
Hill et al 2007
• Chapter 4 (pp. 94-111)
Other Readings
• The Core Competence of the Corporation (Prahalad &
Hamel 1980)
• The Resource Based Theory of Competitive
Advantage: Implications for Strategy Formulation
(Grant 1991)
• Capitalizing on Capabilities (Ulrich & Smallwood 2004)
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Session / Topic/s Relevant Cases & Required Readings
Date & Case Questions
(Hill et al 2007) & Other Readings
Time
Competitive Advantage Relevant Cases Hill et al 2007
Analysis
• Matching Dell (Rivkin & Porter • Chapter 4 (pp. 111-123)
• Generic Competitive Strategies 1999)

Other Readings
Case Questions
2 October • Competitive Strategy: The Core Concepts (Porter
5 • How and why did the personal 1985)
computer industry come to • Converting Global Presence in Competitive Advantage
have such low average (Gupta & Govindarajan 2001)
profitability?
• Why has Dell been so
successful?
• How effective have competitors
been in responding to the
challenge posed by Dell’s
competitive advantage?
Strategic Posture Relevant Cases

• Understanding Uncertainty • Intel Corporation: 1997-2000 Hill et al 2007

• Strategic Posture (Casadesus-Masanell & Rukstad
2001) • Nil

8 October
6 Case Questions Other Readings
11am-1pm
• What level of certainty existed • Strategy Under Uncertainty (Courtney et al 1997)
in the industry in 1997? What • Right Away and all at Once: How We Saved
about in 2000? Continental (Brenneman 1998)
• How valid was Barrett’s
strategic posture during the
period 1997 to 2000? From
2000?
7 Saturday, 9 Strategy Choices and Relevant Cases Hill et al 2007
October Selection (Part 1 of 2)
• Lenzig AG: Expanding in • Chapter 7 (pp. 194-224)
• Integration Strategies Indonesia (Ricciardi & Bures

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Session / Topic/s Relevant Cases &
Date & Case Questions
Time
1995)
Case Questions
• How attractive is Indonesia as a
site for rayon production?
2pm-6pm
• Is Indonesia a good place to
invest?
• What integration strategies
should Mikel Dodd suggest to
Lenzig’s Board of Directors?
8 Sunday, 10 Strategy Choices and Relevant Cases
October Selection (Part 2 of 2)
• Intel Corporation: 1997-2000
9am-1pm • Expansion Strategies (Casadesus-Masanell & Rukstad
• Business Improvement 2001)
Strategies • Nissan Motor Co., Ltd., 2002
• Rationalisation Strategies (Yoshino & Egawa 2002)
Case Questions
• Intel Case: Which expansion
strategies were selected by
Barrett? Were they
appropriate?
• Nissan Case: Why did Ghosn
emphasize alliances over
acquisitions?
• Nissan Case: Which business
improvement strategy was the
focus for Ghosn? Was it
appropriate?
Copyright © 2010 Graduate School of Business Curtin University of Technology
306052
Required Readings
(Hill et al 2007) & Other Readings
Other Readings
• The Right Way to Restructure Conglomerates in
Emerging Markets (Khanna & Palepu 1999)
• Creating New Market Space (Kim & Mauborgne 1999)
• Blue Ocean Strategy (Kim & Mauborgne 2004)
• Strategic Management: Thinking, Analysis and Action
– Chapter 9: International Strategy (Hubbard ?)
• The International Transferability of the Firm’s
Advantages (Yao-Su Hu 1995)
• Global Strategy … In a World of Nations (Yip 1989)
• Why Focused Strategies May be Wrong in Emerging
Markets (Khanna & Palepu 1997)
Hill et al 2007
• Chapter 7 (pp. 194-224)
Other Readings
• The Basics of Mergers and Acquisitions (Investopedia
2002)
• Growth Through Acquisitions: A Fresh Look (Anslinger
& Copeland 1996)
• The Fine Art of Friendly Acquisitions (Aiello & Watkins
2000)
• The 5-Cs: A Modern Framework for Consolidation of
Fragmented Industries (Briesemeister & Fisher 1998)
• Betting the Bank (Ward 2005)
• Breakups Build Profits (Sadtler et al 1998)
• Why ICI Chose to Demerge (Owen & Harrison 1995)
• Managing International Alliances: Conceptual
Framework (Ohmae & Porter 1993)
• Strategic Alliances and Joint Ventures: Making them
Work (Walters et al 1994)
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Session / Topic/s Relevant Cases & Required Readings
Date & Case Questions
(Hill et al 2007) & Other Readings
Time

• When to Ally and When to Acquire (Dyer et al 2004)

• Joint Ventures and Competitive Strategy (Harrigan
1988)
Strategic Action Plan Relevant Cases Hill et al 2007

• Strategic Plan on a Page • Nil • Nil

• Business Planning in Context

Sunday, 10 Case Questions Other Readings

October
9
• Nil • Turning Great Strategy into Great Performance
2pm-3pm (Mankins & Steele 2005)
• Strategy as Simple Rules (Eisenhardt & Sull 2001)
• Darwin and the Demon (Moore 2004)
• Strategy as Stretch (Hamel & Prahalad 1994)
• Strategy as Leverage (Hamel & Prahalad 1994)
• Outline for a Business Plan: A Proven Approach for
Entrepreneurs Only (Ernst & Young 1997)
10 Sunday, 10 Managing Strategic Change Relevant Cases Hill et al 2007
October
• Successful Change • Nil • Chapters 9-12 (pp. 264-385)
3pm-4pm Management

Case Questions Other Readings

• Nil • A Lot of Changes But Nothing Changes!: A Powerful

Model for Successful Change Management (Cacioppe)
• Leading Change: Why Transformation Efforts Fail
(Kotter 1995)
• McKinsey Global Survey: Organizing for Successful
Change Management (Vinson et al 2006)
• Mastering the Art of Value-Capture in M&A
(Chanmugan et al 2005)
• Making the Deal Real: How GE Capital Integrates
Acquisitions (Ashkenas et al 1998)
• Integration Managers: Special Times for Special
Leaders (Ashkenas & Francis 2000)

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Session / Topic/s Relevant Cases & Required Readings
Date & Case Questions
(Hill et al 2007) & Other Readings
Time
• Post Merger Organizational Design (Shill 2005)
• What Makes your Stock Price Go Up and Down (Coyne
& Witter 2002)
Group Presentations + Relevant Cases Hill et al 2007
Review
Sunday, 10
• Nil • Nil
October
11 • Group Project Presentation
• Group Project Report
4pm-6pm Case Questions Other Readings
• Topics Covered and Key
Lessons
• Conclusions • Nil • Nil

Tutorial Sessions
Tutorial session form an important opportunity for students to study the conceptual component of the course and to work in groups analyzing the
strategy of a prominent company of your country or on an Asian Company. Students are expected to come prepared and participate actively in
the tutorials. The Tutor is a facilitator of the tutorial proceedings. While the Tutor will be a knowledgeable and able teacher the emphasis is
strongly on participative student learning, not passive listening to lectures. The Tutor will chair activities, ask questions and, where appropriate,
teach via short lecturettes.

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Textbooks and Resources

Other Readings
Some recent books and journal articles on Strategic Management to reinforce class discussion and to
obtain alternative perspectives:

Session 1
Shapiro, B.P. 1984, An Introduction to Cases, Harvard Business School, Boston, MA.
Hammond, J. 1990, Learning by the Case Method, Harvard Business School, Boston, MA.
Roberts, M. 2001, Developing a Teaching Case (Abridged), Harvard Business School, Boston, MA.
Porter, M. 1996, ‘What is Strategy?’, Harvard Business Review, Nov-Dec 1996, pp. 61-78.
Mintzberg, H. 1987, ‘Crafting Strategy’, Harvard Business Review, Jul-Aug 1987, pp. 66-75.
Stockport, G. 2000, ‘Developing Skills in Strategic Transformation’, European Journal of Innovation
Management, vol. 3, no. 1, pp. 45-52.
Carey, D. & Patsalos-Fox, M. 2006, ‘Shaping Strategy from the Boardroom’, The McKinsey Quarterly,
2006 no. 3, pp. 111-115.
Slatter, S. & Lovett, D. 1999, Corporate Turnaround: Managing Companies in Distress, Penguin Books,
London.
Campbell, A. & Alexander, M. 1997, ‘What’s Wrong with Strategy’, Harvard Business Review, Nov-Dec
1997, pp. 42-51.

Session 2
Collins J.C. & Porras J.I. 1996, ‘Building Your Company’s Vision’, Harvard Business Review, Sep-Oct
1996, pp. 65-76.
Lipton, M. 1996, ‘Demystifying the Development of Organizational Vision’, Sloan Management Review,
Summer 1996, pp. 83-92.
Welch J. & Bryne J.A. 2001, JACK: What I’ve learned leading a great company with great people,
Headline.
Kaplan, R.S. & Norton, D.P. 1993, ‘Putting the Balanced Scorecard to Work’, Harvard Business Review,
Sep-Oct 1993, pp. 134-147.
Hamel, G. & Prahalad, C.K. 1989, ‘Strategic Intent’, Harvard Business Review, May-Jun 1989, pp. 63-76.
Kim, W.C. & Mauborgne, R. 2002, ‘Charting Your Company’s Future’, Harvard Business Review, Jun
2002.
Christensen, C.M., Raynor, M. & Verlinden, M. 2001, ‘Skate to Where the Money Will Be’, Harvard
Business Review, Nov 2001, pp. 72-81.

Session 3
Brandenburger, A.M. & Nalebuff, B.J. 1995, ‘The Right Game: Use Game Theory to Shape Strategy’,
Harvard Business Review, Jul-Aug 1995, pp. 52-71.
Porter, M. 1980, ‘Industry Structure and Competitive Strategy: Keys to Profitability’, Financial Analysts
Journal, Jul-Aug 1980, pp. 30-41.

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Porter, M. 1985, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, NY.
Schwartz, A. & Villinger, R. 2004, ‘Integrating Southeast Asia’s Economies’, The McKinsey Quarterly,
2004 No. 1, pp. 37-47.

Session 4
Prahalad, C.K. & Hamel, G. 1990, ‘The Core Competence of the Corporation’, Harvard Business Review,
May-Jun 1990.
Grant, R.M. 1991, ‘The Resource-Based Theory of Competitive Advantage: Implications for Strategy
Formulation’, California Management Review, Spring 1991.
Ulrich, D. & Smallwood, N. 2004, ‘Capitalizing on Capabilities’, Harvard Business Review, June 2004, pp.
119-127.

Session 5
Porter, M. 1985, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, NY.
Gupta, A.K. & Govindarajan, V. 2001, ‘Converting Global Presence into Global Competitive Advantage’,
Academy of Management Executive, vol. 15, no. 2, pp. 45-58.

Session 6
Courtney, H., Kirkland, J. & Viguerie, P. 1997, ‘Strategy Under Uncertainty’, Harvard Business Review,
Nov-Dec 1997, pp. 67-79.
Brenneman, G., 1998, ‘Right Away and all at Once: How We Saved Continental’, Harvard Business
Review, Sep-Oct 1998, pp. 162-179.

Session 7
Khanna, T. & Palepu, K. 1999, ‘The Rigth Way to Restructure Conglomerates in Emerging Markets’,
Harvard Business Review, Jul-Aug 1999, pp. 125-134.
Kim, W.C. & Mauborgne, R. 1999, ‘Creating New Market Space’, Harvard Business Review, Jan-Feb
1999, pp. 83-93.
Kim, W.C. & Mauborgne, R. 2004, ‘Blue Ocean Strategy’, Harvard Business Review, Oct 2004, pp. 76-
84.
Hubbard, G. ?, Strategic Management: Thinking, Analysis and Action, Prentice Hall.
Hu, Yao-Su. 1995, ‘The International Transferability of the Firm’s Advantages’, California Management
Review, vol. 37, no. 4, pp. 73-88.
Yip, G.S. 1989, ‘Global Strategy … In a World of Nations’, Sloan Management Review, Fall 1989, pp. 29-
41.
Khanna, T. & Palepu, K. 1997, ‘Why Focused Strategies May be Wrong for Emerging Markets’, Harvard
Business Review, Jul-Aug 1997, pp. 41-51.

Session 8
Investopedia.com (“Investopedia”). (2002), The Basics of Mergers and Acquisitions, [Online],
Investopedia, Available from http://www.investopedia.com/university/m&a/default.asp [1 July 2006].
Anslinger, P.L. & Copeland, T.E. 1996, ‘Growth Through Acquisitions: A Fresh Look’, The McKinsey
Quarterly, 1996 No. 2, pp. 96-109.
Aiello, R.J. & Watkins, M.D. 2000, ‘The Fine Art of Friendly Acquisitions’, Harvard Business Review, Nov-
Dec 2000, pp. 101-107.

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Business Strategy & International 306052
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Briesemeister, D. & Fisher, N. 1998, The 5-Cs: A Modern Framework for Consolidation of Fragmented
Industries, Tuck School of Business, Dartmouth.
Ward, V. 2005, ‘Betting the Bank’, Vanity Fair, Sep, pp. 348-390.
Sadtler, D., Campbell, A. & Koch, R. 1998, ‘Breakups Build Profits’, World Executive Digest, pp. 24-27.
Owen, G. & Harrison, T, 1995, ‘Why ICI Chose to Demerge’, Harvard Business Review, Mar-Apr 1995,
pp. 133-142.
Ohmae, K. & Porter, M. 1993, Managing International Alliances: Conceptual Framework, Harvard
Business School, Boston, MA.
Walters, B.A, Peters, S. & Dess, G.G. 1994, ‘Strategic Alliances and Joint Ventures: Making them Work’,
Business Horizons, vol. 37, no. 4, pp. 308-315.
Dyer, J.H., Kale, P. & Singh, H. 2004, ‘When to Ally and When to Acquire’, Harvard Business Review, Jul-
Aug 2004, pp. 108-115.
Harrigan, K.R. 1988, ‘Joint Ventures and Competitive Strategy’, Strategic Management Journal, vol. 9,
no. 2, pp.141-158.

Session 9
Mankins, M.C. & Steele, R. 2005, ‘Turning Great Strategy into Great Performance’, Harvard Business
Review, Jul-Aug 2005, pp. 1-12.
Eisenhardt, K.M. & Sull, D.N. 2001, ‘Strategy as Simple Rules’, Harvard Business Review, Jan 2001, pp.
107-116.
Moore, G.A. 2004, ‘Darwin and the Demon: Innovating within Established Enterprises’, Harvard
Business Review, Jul-Aug 2004, pp. 86-92.
Hamel, G. & Prahalad, C.K. 1994, Competing for the Future, Harvard Business School Press, Boston, MA.
Ernst & Young. 1997, Outline for a Business Plan: A Proven Approach for Entrepreneurs Only, Ernst &
Young, New York.

Session 10
Cacioppe, R. ?, A Lot of Changes But Nothing Changes? A Clear and Powerful Way to Implement
Successful Change, Integral Leadership Centre, Perth, Australia.
Lewis, G., Morkel, A., Hubbard, G., Davenport, S., & Stockport, G. 1999, Australian and New Zealand
Strategic Management: Concepts, Context and Cases, 2nd edn, Prentice Hall, Sydney, Australia.
Vinson, M., Pung, C. & González-Blanch, J.M. 2006, ‘McKinsey Global Survey: Organizing for Successful
Change Management’, The McKinsey Quarterly, June 2006, pp. 1-8.
Chanmugan, R., Shill, W.E. & Mann, D. 2005, ‘Mastering the Art of Value-capture in M&A’, Accenture
Outlook, no. 1, pp. 45-53.
Ashkenas, R.N., DeMonaco, L.J. & Francis, S.C. 1998, ‘Making the Deal Real: How GE Capital Integrates
Acquisitions’, Harvard Business Review, Jan-Feb 1998, pp. 165-178.
Ashkenas, R.N. & Francis, S.C. 2000, ‘Integration Managers: Special Leaders for Special Times’, Harvard
Business Review, Nov-Dec 2000, pp. 108-116.
Shill, W. 2005, Post Merger Organizational Design, Accenture, NY.
Coyne, K.P. & Witter, J.W. 2002, ‘What Makes Your Stock Price Go Up and Down’, The McKinsey
Quarterly, 2002 No. 2, pp. 29-39.

Relevant Journals

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You may wish to browse through a range of relevant journals such as:

• Harvard Business Review

• International Journal of Strategic Management: Long Range Planning

• Strategic Management Journal

• Sloan Management Review

• Academy of Management Journal

• Journal of International Business Studies

• California Management Review

• The McKinsey Quarterly

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Assessment 3 (Group Assignment) Marketing

Guide

High Low Result

Part A – Strategy Case Study (35 marks)

• Choice of Organization (10 marks)
• Organizational Overview and Background (2
marks)
• Overview of Business Activities (including
business units) (2 marks)
• Industry Structure (2 marks)
• Industry Trends (financial and non-financial) (2
marks)
• Competitive Landscape and Position (2 marks)
• High-level Financials (2 marks)
• Critical Strategic Issues Encountered (6 marks)
• Strategies Used (strategic choices) by the
Organization (7 marks)

Part B – Strategic Plan (50 marks)

• Succinct Business Overview (2 marks)
• Background (eg. Stakeholder Analysis, Need
for Strategic Transformation, Mission, Values, Vision,
Strategic Objectives etc) (3 marks)
• External Analysis (4 marks)
• Internal Analysis (4 marks)
• Competitive Advantage Analysis (4 marks)
• Strategic Posture (3 marks)
• Strategic Choices (18 marks)
• Strategic Actions (6 marks)
• Strategic Change Management (4 marks)
• Conclusion (2 marks)

Grammar/Spelling, Format, Structure etc for Part

A & B (15 marks)
• Fluent and Succinct Piece of Writing (4 marks)
• Layout (headings, sub-headings, table of
contents etc) (4 marks)
• Citations (in-text referencing) (2 marks)
• Reference List (2 marks)
• Grammar and Spelling (3 marks)

TOTAL /100 marks

/40%

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