RENCANA PEMBELAJARAN SEMESTER (RPS)

Mata Kuliah
Industry Analisys

Kode mata kuliah EKM 410 ( 3 sks)

Semester VII/Int.M

Pengampu Mata Kuliah

Dr. Yulihasri, SE.MBA

Program Studi Manajemen

Fakultas Ekonomi
Universitas Andalas
Padang, Tahun 2018
RENCANA PROGRAM DAN KEGIATAN PEMBELAJARAN SEMESTER (RPKPS)

Nama Mata Kuliah : Industry Analysis

Kode/SKS : EKM410/3 SKS

Semester : VII

Status Mata Kuliah : Wajib

Dosen Pengampu : Dr. Yulihasri. SE, MBA

A. Course Description
This course extends and integrates the foundational knowledge of competitive
strategy covered in the core strategy courses. It fosters an understanding of the dynamics
of competition and industry evolution as a critical part of developing an effective
competitive strategy. It emphasizes the ceative element in evaluating strategies and in
laying the groundwork for change. It encourages a multi-faced approach for addressing
complex business problems. Topics are covered in this class include complementaries
and strategic fit, rugged business landscapes, strategic commitment and industriy
transformation via healthy competition.

A critical aspect of the competitives of any firm is the degree of internal and
external alignment of the various components as well as environmental factors. In accord
with this principle, we view the strategist as an integrator, with the responsibility for
seeing that strategic choices are well aligned, that actions are consistent and that
appropriate tradeoffs are made when there are confliting objectives or needs. Tight and
consistent alignment across functions, products and regions does not happen by itself.
Indeed, it does not even appear to happen very often. Many of you have witnessed
poor alignment in your work experience prior to business school – instances in which
production marketing personnel worked at cross-purposes, operations managers cursed
product designers, sales people made promises that production could not keep, a
company’s product competed with another destructively. Such conflict often reflect a
strategy that is ill conceived, poorly commubicated or not embedded in company’s
organizational structure.

A key goal of this course is to help you become a better integrator. Toward
this end, the course offers three things. First, the cases are designed to give you practice
with integraton. Most of them focus on decisions courses introduces tools that enable
you to break a company into discrete parts, analyze the whose ramifications span
functional,.product and geographic boundaries. Second the pieces, see how they fit
together and envision how they might come together differently. The tools should
enhance the judgement you build up through practice (but never replace the judgement). Third,
the course offers a point of view on how strategists can best serve their roles as
integrators.

B. Teaching Approach :

The predominant classroom activity will be the discussion, presentation and

analysis of the cases, in terms of the frameworks introduced by the readings and mini-lectures.
The case discussions offer opportunities to apply strategic concepts and frameworks, to
explore the limits of the frameworks and to hone analytical skills. These discussions
will be supplemented by short lecturers, video/films and presentations. For the class to work
well and for you to benefit from it, through preparation for each class meeting is
essential. All students are expected to arrive at class prepared to discuss the cases
assigned for that day, in light of the readings and any lecture materials previously
provided. You will be asked to prepare the assignment question for each case (to be
found on the syllabus).

C. Attendance Policy

Attendance and proper preparation is required for all class sessions. If you must miss
a class for sickness or family emergencies, please inform the instructor prior to the
class sessions or as soon thereafter as possible. Coming to the class unprepared will count as
“unexcused” absence, unless you notify the professor beforehand and write up the next
week’ s assignment as described above. Unexcused absence will affect your class
participation grade.

D. Type of Activities

No Activities Total Meeting (15 times)

1 Meeting in class 9 times

2 Group Presentation 4 times

3 Mid Term Exam 1 time

4 Final Exam 1 time

 E. Schedule

Week Topic Sub Topic Learning Results Evaluation

Method Method

(1) (2) (3) (4) (5) (6)

1 Chapter 1 The  Structural Explanation, Understanding Participation

Structural Analysis determinants of the discussion, and the definition in class and
of Industries intensity of problem or concept and homework
competition
solving can analyze the
 Structural analysis
and competitive case
strategy
 Structural analysis
and industry
definition
2 Chapter 2 Generic  Three generic Explanation, Understanding Participation
Competitive strategies discussion, and the definition in class and
Strategies  Stuck in the middle problem or concept and homework
 Risks of the generic
solving can analyze the
strategies
case

3 Chapter 3 A  The components of Explanation, Understanding Participation

Framework for competitor analysis discussion, and the definition in class and
Competitor Analysis  Putting the four problem or concept and homework
components
solving can analyze the
together- the
competitor response case
profile
 Competitor analysis
and industry
forecasting
 The need for a
competitor
intelligence system
4 Chapter 4 Market  Types of market Explanation, Understanding Participation
Signals signals discussion, and the definition in class and
 The use of history in problem or concept and homework
identifying signals
solving can analyze the
 Can attention to
market signals be a case
distraction?
5 Chapter 5  Industry instability: Explanation, Understanding Participation
Competitive Moves the likelihood of discussion, and the definition in class and
competitive warfare problem or concept and homework
 Competitive moves solving can analyze the
 Commitment case
 Focal points
  A note on
information and
secrecy

6 Case Study and Theory Answer the test Writing Test

Concept ch 1-5 by analyze and
MID TERM
explain based
theory

7 Chapter 6 Strategy  Buyer selection Explanation, Understanding Participation

Toward Buyers and  Purchasing strategy discussion, and the definition in class and
Suppliers problem or concept and homework
solving can analyze the
case

8 Chapter 7 Structural  Dimensions of Explanation, Understanding Participation

Analysis within competitive strategy discussion, and the definition in class and
Industries  Strategic groups problem or concept and homework
 Strategic groups and solving can analyze the
a firm’s profitability case
 Implications for
formulation of
strategy
 The strategic group
map as an analytical
tool

9 Chapter 8 Industry  Basic concepts in Explanation, Understanding Participation

Evolution industry evolution discussion, and the definition in class and
 Evolution processes problem or concept and homework
 Key relationships in solving can analyze the
industry evolution case

10 Case Presentation Case Study Analysis case Get deep Group

group 1 study understanding Presentation,
and analize the Writing
concept Report,
Question and
Answer

11 Case Presentation Case Study Analysis case Get deep Group

group 2 study understanding Presentation,
Writing
Report,
 and analize the Question and
concept Answer

12 Case Presentation Case Study Analysis case Get deep Group

group 3 study understanding Presentation,
and analize the Writing
concept Report,
Question and
Answer

13 Case Presentation Case Study Analysis case Get deep Group

group 4 study understanding Presentation,
and analize the Writing
concept Report,
Question and
Answer

14 Case Presentation Case Study Analysis case Get deep Group

group 5 study understanding Presentation,
and analize the Writing
concept Report,
Question and
Answer

15 FINAL EXAM Case Study and Theory Answer the test Writing Test
Concept by analyze and
explain based
theory

F. Assessment

No Assessment Component Persentation (%)

1 Class Participation 10 %

2 Presentation 15 %

3 Big Paper 15%

 4 Mid Term Exam 30 %

5 Final Exam 30 %

Total 100%

G. Range Score
Rate Score Score
≥ 85<100 A
≥80<85 A-
≥75<80 B+
≥70<75 B
≥65<70 B-
≥60<65 C+
≥55<60 C
≥50<55 C-
≥40<50 D
≥0<40 E

H. References:

1. Porter, Michael E., Competitive Strategy : Technique for Analyzing Industries and
Competitors, Free Press, New York, 1980.

2. Porter, Michael E., Competitive Advantage : Creating and Sustaining Superior

Performance, Free Press, New York, 1985.

3. Besanko, David et.all., Economics of Strategy 4th edition, John Wiley & Sons, Inc.
New York. 2007.