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Section 4 Sample Syllabi and Daily Course Schedules
Completion of the Connect Learning Assurance Exercises/Discussion
Group Assignments
The Connect package for the course includes Learning Assurance Exercises that will allow you to further assess
your understanding of key chapter concepts and your ability to apply the tools of strategic analysis presented in
all 10 chapters. One exercise will be assigned for each chapter to be completed on an individual basis. In addition,
the learning assurance exercise will become a discussion group topic with required participation. Completion of
these exercises should further prepare you for the two exams in the course.
Completion of the Connect Case Exercises
The Connect package for the course also includes case exercises. All of the exercises call upon a student to
develop thoughtful, analysis-based answers (as opposed to stating seat-of-the-pants opinions). Each exercise is
different,dependingbothonthecircumstancesofthecaseandthecontentofthechapterstowhichitisclosely
linked. The multiple choice exercises are auto-graded and can typicallybe completed in 45 to 60 minutes,
assuming a student has done a conscientious job of reading the case and absorbing the information.
Preparation of Written Case Assignments
The written case assignments is to be prepared on an individual basis.
It is expected that the content of your written
casewillreectyour thoughts and analysis rather than the work of others. All group work is “out of bounds.”
The written portion of the case will be limited to a 3-page executive summary of recommendations to address the
strategic issues in the case. The purpose of the written case assignments and all case analyses for the course is to
help you become procientinanalysis-baseddecisionmaking. Each assignment will require that you complete
the Connect Case Exercise for the assigned case to arrive at the strategic issues confronting the company. The
executive summary is your detailed,specicactionplan to address such issues. Each recommendation should be
supported by facts disclosed by your analysis of the case.
Suggestions regarding the preparation of written case assignments are discussed in “A Guide to Case Analysis”
posted after Chapter 12 in the eBook. The criteria for grading written case presentations include:
4. Use of good communication skills—failure to use good grammar, spelling, and other written communication
skills will result in a full one-letter grade reduction.
5. Evidenceofadequatepreparation,prideofworkmanship,anddisplayofprofessionalattitudeandapproach.
Written case assignments should be submitted no later than the due date for the assignment (see the Schedule of
Class Activities. Cases turned in after the scheduled due date are eligible for a grade no higher than a C (and that
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Section 4 Sample Syllabi and Daily Course Schedules
Online Course Demands
Onlinecoursesrequiretimemanagementandplanningonyourpart.Youcannotaffordtogetbehindsincemany
topics and assignments are based on the skills and products of previous assignments; there is no meaningful way
to “cram.” Contact me if you are having any problems with assignments.
There is a reliance on technologies in this course that impacts the need to have assignments done on time.
Having ample time to complete an assignment will be the responsibility of the student. It is also the student’s
responsibilityto ndsolutions totechnical problemswith sucienttime tocomplete therequired tasks.Do
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Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A 15-WEEK
(OR SEMESTER-LENGTH) COURSE
(SAMPLE 1)
30 class meetings of 75 minutes
1Orientation and course preview; coverage of course syllabus
2Lecture/discussion of Chapter 1
3Introduction to The Business Strategy Game using the PowerPoint slides provided; assign class members to
4Lecture/discussion of Chapter 2; remind class members that they should be meeting with their company
co-managers to work on the decisions for the first BSG practice round
5Class meets in computer lab so that company co-managers can work on preparing their decisions for the
first BSG practice round; decision entries for the first The Business Strategy Game practice round due at
11:59 p.m. today; also the deadline for completing Quiz 1 covering The Business Strategy Game Player’s
Guide is today at 11:59 p.m.
6Lecture/discussion of Chapter 3
Optional 30-minute debriefing on the results of first BSG practice decision; instructor leads a class discussion
of the information presented in the Footwear Industry Report and the Competitive Intelligence Reports for
7Lecture/discussion of Chapter 4; deadline for completing decision entries for the second BSG practice
round is 11:59 p.m. today.
8Lecture/discussion of Chapter 5
Optional 30-minute debriefing on the results of second BSG practice decision; instructor leads a class
discussion of the information presented in the Footwear Industry Report and the Competitive Intelligence
9Class meets in computer lab so that company co-managers can work on preparing their decisions for
10 Lecture/discussion of Chapter 6;
Optional 15-minute debriefing on the results of BSG Year 11 decision round.
11 Class discussion of Costco Wholesale in 2016: Mission, Business Model, and Strategy or Mystic Monk
Coee; deadline for completing BSG Year 12 decision entries is 11:59 p.m. today.
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Section 4 Sample Syllabi and Daily Course Schedules
12 Lecture/discussion of Chapter 7
Optional 15-minute debriefing on the results of Year 12 decision round.
13 Class discussion of Airbnb in 2016: A Business Model for the Sharing Economy or Amazon.com’s Business
11:59 p.m.
14 Class meets in computer lab so that company co-managers can work on preparing their 3-Year Strategic
Plan for Years 14-15-16 for their BSG company and/or their strategy and decision entries for BSG Year 14.
15 Oral team presentation of Lululemon Athletica or Under Armour; deadline for completing both the
Strategic Plan for Years 14-15-16 and Year 14 decision entries is 11:59 p.m. today.
16 Examination covering Chapters 1-7
17 Lecture/discussion of Chapter 8; deadline for completing BSG Year 15 decision entries is 11:59 p.m. today.
18 Lecture/discussion of Chapter 9
14-15-16 (this data is contained in the instructor’s online grade book). Co-managers should be challenged to
19 Oral team presentation of Mondelez International: Has Corporate Restructuring Produced Shareholder
20 Lecture/discussion of Chapter 10
21 Class meets in computer lab so that company co-managers can work on preparing their company’s 3-Year
Strategic Plan for Years 17-18-19
22 Lecture/discussion of Chapter 11; deadline for completing both the Strategic Plan for Years 17-18-19 and
Year 17 BSG decision entries is 11:59 p.m. today.
23 Lecture/discussion of Chapter 12
24 Class discussion of Robin Hood or Dilemma at Devil’s Den; deadline for completing Year 18 BSG decision
entries is 11:59 p.m. today.
25 Examination over Chapters 7-12
26 Oral team presentation of Uber in 2016 or Chipotle Mexican Grill or Panera Bread Company in 2016 cases;
deadline for completing Year 19 BSG decision entries is 11:59 p.m. today.
27 Oral team presentation of Panera Bread in 2016 or Chipotle Mexican Grill or GoPro’s Struggle for Survival in
2016.
28 Class discussion (or oral team presentation) of Southwest Airlines in 2016, Rosen Hotels & Resorts:
29 Class discussion (or oral team presentation) of Rhino Poaching in South Africa, TOMS Shoes or Conflict Palm
Oil and PepsiCo’s Ethical Dilemma cases.
30 End-of-simulation BSG company presentations (and 5 to 10-minute Q&A sessions for each presentation if
time permits)
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Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A 15-WEEK
(OR SEMESTER-LENGTH) COURSE
(SAMPLE 2)
30 class meetings of 75 minutes
1
Orientation and course preview; lecture on Chapter 1
2
Lecture/discussion of Chapter 2 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
3
Lecture/discussion of Chapter 3 and instructor-selected chapter-end exercises or Illustration Capsules;
coverage of key points in “Guide to Case Analysis” found immediately following Case 31 in the text.
4
Class discussion Mystic Monk Coee or Amazon.com’s Business Model and Its Evolution or Airbnb in 2016:
A Business Model for the Sharing Economy.
5
Lecture/discussion of Chapter 3 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
6
Lecture/discussion of Chapter 4 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
7
Class discussion of Under Armour or Lululemon Athletica
8
Lecture/discussion of Chapter 5 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
9
Lecture/discussion of Chapter 6 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
10
Class discussion of Fitbit, Inc.: Has the Company Outgrown Its Strategy or Gap, Inc.: Can It Develop a Strategy
to Connect with Consumers in 2016?
11
Lecture/discussion of Chapter 7 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
12
Class discussion of The South African Wine Industry in 2016 or Ricoh Canada
13
Examination, Chapters 1-7
14
Class discussion of Gap, Inc.: Can It Develop a Strategy to Connect with Consumers in 2016? or Tesla Motors
in 2016
15
Class discussion (or oral team presentation) of Chipotle Mexican Grill
16
Class discussion (or oral team presentation) of Ford Motor Company: New Strategies for International Growth
or Costco Wholesale in 2016
17
Class discussion (or oral team presentation) of Uber in 2016 or Panera Bread Company in 2016
18
Lecture/discussion of Chapter 8 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
19
Class discussion of Mondelez International: Has Corporate Restructuring Produced Shareholder Value?
20
Class discussion (or oral team presentation) of LVMH in 2016
21
Lecture/discussion of Chapter 9 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
22
Lecture/discussion of Chapter 10 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
23
Lecture/discussion of Chapter 11 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
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Section 4 Sample Syllabi and Daily Course Schedules
24
Lecture/discussion of Chapter 12 and instructor-selected chapter-end exercises or Connect learning assurance
exercises
25
Class discussion of Robin Hood or Dilemma at Devil’s Den
26
Class discussion of Southwest Airlines in 2016
27
Examination, Chapters 8-12
28
Class discussion of Conflict Palm Oil and PepsiCo’s Ethical Dilemma or Rhino Poaching in South Africa
29
Class discussion (or oral team presentation) of TOMS Shoes
30
Course wrap-up
Exam
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Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A 15-WEEK
(OR SEMESTER-LENGTH) HYBRID COURSE
(SAMPLE 1)
Hybrid course meeting once per week for 15 weeks
Includes 6 case assignments or oral team presentations
and weekly BSG or GLO-BUS decision rounds throughout the term
Week Assignment/Activity
1
Lecture on Chapter 1
Introduction to GLO-BUS
2
Lecture/discussion of Chapter 2 and Connect learning assurance exercises or instructor-selected chapter-end
exercises (including those exercises for simulation participants, but avoid open discussions where company
co-managers are asked to reveal competitive sensitive aspects about their company to their rivals)
3
Lecture/discussion of Chapter 3 and Connect learning assurance exercises or instructor-selected chapter-end
exercises (including those exercises for simulation participants, but it is wise to avoid open discussions that call
1. The purpose for this debriefing is to make sure that all class members have a good grasp of all the information
being provided to them after each decision round is completed (but it should be totally up to each team of co-
managers to review the information, digest the meaning of all the numbers and statistics provided, and decide
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Section 4 Sample Syllabi and Daily Course Schedules
4
Lecture/discussion of Chapter 4 and Connect learning assurance exercises or instructor-selected chapter-end
exercises (including those exercises for simulation participants, but be careful to skirt discussions where company
co-managers are asked to reveal competitive sensitive aspects about their company to their rivals)
Optional Video or Camtasia debriefing on the results of the second GLO-BUS practice round focused on
5
Lecture/discussion of Chapter 5 and Connect learning assurance exercises or instructor-selected chapter-end
exercises (including those exercises for simulation participants, but avoid open discussions where company co-
managers are asked to reveal competitive sensitive aspects about their company to their rivals)
Ask each company to come to class having prepared a 2-3 sentence mission statement or strategic vision for
6
Lecture/discussion of Chapter 6 and 7 and Connect learning assurance exercises or instructor-selected chapter-
end exercises (including those exercises for simulation participants)
7
Exam over Chapters 1-7
Optional video debriefing on the results of the Year 8 GLO-BUS decision round.
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Section 4 Sample Syllabi and Daily Course Schedules
8
Lecture/discussion of Chapter 8 and Connect learning assurance exercises or instructor-selected chapter-end
9-10-11. Co-managers should be asked to consider what will need to be done to get back on track for Year 10, if
performance in Year 9 was sub-par.
9
Lecture/discussion of Chapter 9 and Connect learning assurance exercises or instructor-selected chapter-end
9-10-11. Co-managers should be asked to consider what will need to be done to get back on track for Year 11, if
performance in Years 9 and/or 10 was sub-par.
10
Lecture/discussion of Chapters 10, 11, and 12 and Connect learning assurance exercises or instructor-selected
chapter-end exercises
Optional short debriefing on the results of the Year 11 GLO-BUS decision round; instructor briefly discusses
11
Oral team presentations of Amazon.com’s Business Model and Its Evolution or Mystic Monk Coee or TOMS Shoes
Optional short debriefing on the results of the Year 12 decision round and a quick review of how well company
teams did in meeting the Year 12 performance targets set forth in their 3-year strategic plan for Years 12-13-14.
12
Oral team presentations of Under Armour’s Strategy in 2016 or Lululemon Athletica, Inc.
or 13 was sub-par.
Hybrid assignment is devoted to a simulation where company co-managers convene in teams to prepare their strategy
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Section 4 Sample Syllabi and Daily Course Schedules
13
Oral team presentations of Etsy, Inc. or Fitbit, Inc.: Has It Outgrown Its Strategy?
Short debriefing on the results of the Year 14 GLO-BUS decision round and whether overall company
performances on strategic plan #2 was better than 3-year strategic plan #1.
Instructor informs class members of Company Presentation requirements for class meeting #14 where all
14
Oral team presentations of Nucor Corporation in 2016 or Panera Bread Company in 2016
Hybrid assignment: End-of-simulation GLO-BUS company presentations via WebEx or Skype and brief Q&A
15
Oral team presentations of LVMH in 2016 or Mondelez International: Has Corporate Restructuring Produced
Shareholder Value?.
Exam
95
Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A 15-WEEK
(OR SEMESTER-LENGTH) HYBRID COURSE
(SAMPLE 2)
Hybrid course meeting once per week
No use of a simulation; 12 case assignments or oral team presentations
Week Assignment/Activity
1
Course preview and lecture on Chapter 1 and 2
Hybrid assignment: Completion of Connect Assurance of Learning Exercises.
2
Lecture/discussion of Chapter 3
Hybrid assignment: Completion of Connect Assurance of Learning Exercises
3
Hybrid assignment: Completion of Connect Assurance of Learning Exercises
4
Lecture/discussion of Chapter 4
Hybrid assignment: Completion of Connect Case Exercise for Panera Bread Company in 2016
5
Class discussion of GoPro’s Struggle for Survival in 2016 or Chipotle Mexican Grill
Hybrid assignment: View Camtasia lecture on Chapter 5; completion of Connect learning assurance exercises
6
Class discussion of Etsy, Inc. or Gap, Inc: Can It Develop a Strategy to Connect with Consumers in 2016?
Hybrid assignment: View Camtasia lecture on Chapter 6; completion of Connect learning assurance exercises
7
Hybrid assignment: View Camtasia lecture on Chapter 7; completion of Connect learning assurance exercises
8
Class discussion of Lululemon Athletica or Ricoh Canada
Hybrid assignment: Complete Connect Case Exercise for Nucor Corporation in 2016
9
Lecture on Chapter 8 Hybrid assignment: Online exam over Chapters 1-7
10
Class discussion of Conflict Palm Oil and PepsiCo’s Ethical Dilemma or Rhino Poaching in South Africa
Hybrid assignment: View Camtasia lecture on Chapter 9; completion of Connect learning assurance exercises
11
Class discussion of Dilemma at Devil’s Den
Hybrid assignment: View Camtasia lecture on Chapter 10; completion of Connect learning assurance exercises
12
Class discussion of Southwest Airlines in 2016 or Rosen Hotels & Resorts
Hybrid assignment: View Camtasia lecture on Chapter 11; completion of Connect learning assurance exercises
13
Oral team presentations of Tim Cook’s Leadership and Management Style
Hybrid assignment: View Camtasia lecture on Chapter 12; completion of Connect learning assurance exercises
14
Oral team presentations of Mondelez International: Has Corporate Restructuring Produced Shareholder Value?
Hybrid assignment: Complete Connect Case Exercise for in-class written case
15
In-class written case or Exam over Chapters 8-12
Hybrid assignment: Review Camtasia course wrap-up and complete oral presentation team peer evaluations.
Exam