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96
Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A 10-WEEK
(OR QUARTER-LENGTH) COURSE
(SAMPLE 1)
2 class meetings per week
1Orientation and course preview; lecture on Chapter 1
2Lecture/discussion of Chapter 2 and Connect learning assurance exercises or instructor-selected chapter-end
exercises; coverage of key points in “Guide to Case Analysis” found immediately following Case 31 in the text.
3Class discussion of Airbnb in 2016:A Business Model for the Sharing Economy or Mystic Monk Coee or Amazon.
com’s Business Model and Its Evolution
4Lecture/discussion of Chapter 3 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
5Class discussion of Panera Bread Company or Chipotle Mexican Grill
6Lecture/discussion of Chapter 4 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
7Lecture/discussion of Chapter 5 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
8Lecture/discussion of Chapter 6 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
9Lecture/discussion of Chapter 7 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
10 Exam on Chapters 1-7
11 Lecture/discussion of Chapter 8 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
12 Lecture/discussion of Chapter 9 and Connect learning assurance exercises or instructor-selected chapter-end
13 Lecture/discussion of Chapter 10 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
14 Lecture/discussion of Chapter 11 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
15 Lecture/discussion of Chapter 12 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
16 Oral team presentations on Uber in 2016 or Tesla Motors in 2016 Strategy or GoPro’s Struggle for Survival in 2016
17 Oral team presentations on Nucor Corporation in 2016 or Ricoh Canada or Ford Motor Company: New Strategies
for International Growth
18 Oral team presentations on Gap, Inc. in 2016 or The South African Wine Industry in 2016 or The Green Music
Center at Sonoma State University
19 Oral team presentations on Southwest Airlines in 2016 or Rosen Hotels & Resorts or Tim Cook’s Leadership and
Management Style
20 Oral team presentations on Mondelez International or LVMH in 2016
Exam
97
Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A 10-WEEK
1
Orientation and course preview; Lecture on Chapter 1
Introduction to GLO-BUS using the PowerPoint slides provided; assign class members to company teams;
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)
Optional 45-minute debriefing on the results of the practice decision—instructor leads a class discussion of the
3
Lecture/discussion of Chapter 3 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)
Optional 30-minute debriefing on the results of the Year 6 decision round—instructor lead a class discussion of
98
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 avoid open discussions where company
co-managers are asked to reveal competitive sensitive aspects about their company to their rivals)
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
6
Lecture/discussion of Chapter 6, Chapter 7, and Connect learning assurance exercises or instructor-selected
a 3-Year Strategic Plan for Years 10-11-12.
Deadline for completing both the Year 10 GLO-BUS decision entries and the strategic plan for Years 10-11-12
is 11:59 p.m. the evening before the next class meeting.
7
Lecture/discussion of Chapter 8 and Connect learning assurance exercises or instructor-selected chapter-end
exercises (including those exercises for simulation participants, but avoid open discussions where company
11. Deadline for completing Year 11 GLO-BUS decision entries is 11:59 p.m. the evening before the next class
meeting.
8
Lecture/discussion of Chapter 9 and Connect learning assurance exercises or instructor-selected chapter-end
exercises (including those exercises for simulation participants, but avoid open discussions where company
99
Section 4 Sample Syllabi and Daily Course Schedules
9
Oral team presentations of Southwest Airlines in 2016 or Costco Wholesale in 2016 or Tesla Motors in 2016 or
Nucor Corporation in 2016
Discussion of requirements for preparing end-of-simulation company presentations.
10
End-of simulation GLO-BUS company presentations (with 5-10 minute Q&A sessions for each presentation if time
permits).
Exam
100
Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A
7-WEEK ONLINE COURSE
Online only class
1
Read:
• Thompson, Peteraf, Gamble, and Strickland, Chapter 1 and 2;
• BSG PlayersGuide.pdf
Connect learning assurance exercises for Chapters 1 and 2.
Unit 1 discussion group participation: Complete Connect Exercise and discuss what is strategy and why is it
important?
The Business Strategy Game (BSG) simulation:
•
Prepare for participation by reviewing The Business Strategy Game simulation PowerPoint slides
provided in Unit 1;
•
Request team assignments by Wednesday.
Case Analysis 1: Mystic Monk Coee—Complete Connect case exercise.
2
Read:
•
Thompson, Peteraf, Gamble, and Strickland, Chapter 3.
Connect learning assurance exercises for Chapter 3.
Unit 2 discussion group participation: Complete Connect Exercise and discuss Competitive forces model.
Year 11 BSG Practice Decision—due date posted in BSG Schedule at bsg-online.com
bsg-online.com)
Case Analysis 2: Lululemon Athletica, Inc.—Complete Connect case exercise.
3
Read:
•
Thompson, Peteraf, Gamble, and Strickland, Chapters 4 and 5;
Unit 4 Discussion group participation: Discuss the importance of dynamic capabilities in sustaining
101
Section 4 Sample Syllabi and Daily Course Schedules
4
Read:
•
Thompson, Peteraf, Gamble, and Strickland, Chapters 6 and 7.
Unit 4 Discussion group participation: Discuss the how the timing of strategic moves may lead to an
5
Read:
•
Thompson, Peteraf, Gamble, and Strickland, Chapters 8 and 9.
6
Read:
•
Thompson, Peteraf, Gamble, and Strickland, Chapters 10-12.
Unit 6 Discussion group participation: Discuss how strategists lead.
7
Year 16 BSG Decision: Tuesday—due date posted in BSG Schedule at bsg-online.com
102
Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A 5-WEEK COURSE
1Orientation and course preview
Introduction to The Business Strategy Game using the PowerPoint slides provided; assign class members to
2Lecture on Chapter 2; remind class members that they should be meeting with their company co-managers
to work on the decisions for the upcoming first practice round for The Business Strategy Game simulation.
3Lecture on Chapter 3; remind class members that they should be meeting with their company co-managers
to work on the decisions for the upcoming first practice round for The Business Strategy Game simulation
4Lecture on Chapter 4. Deadline for completing both decision entries for the first BSG practice round and
online Quiz 1 (covering the contents of the Player’s Guide) is 11:59 p.m. tonight.
5Lecture on Chapter 5
Optional 25-minute debriefing on the results of the practice decision—instructor leads a class discussion
of the information presented in the Footwear Industry Report and the Competitive Intelligence Reports
6Class meets in computer lab so that company co-managers can work on their strategy and decisions for the
Year 11 BSG decision round; deadline for completing Year 11 BSG decision entries is 11:59 p.m. tonight.
7Lecture on Chapter 6
Optional 20-minute debriefing on the results of the Year 11 BSG decision round—instructor leads a class
discussion of the information presented in the Year 11 Footwear Industry Report and the Competitive
8 Class discussion (or oral team presentation) of Whole Foods Market in 2014 or Panera Bread in 2014 or
10 Exam covering Chapters 1-7
103
Section 4 Sample Syllabi and Daily Course Schedules
11 Class meets in computer lab so that company co-managers can work on their strategy and decisions for
12 Lecture on Chapter 8; optional 10-minute debriefing on the results of the Year 13 decision round—instructor
13 Class discussion (or oral team presentation) of The Walt Disney Company or PepsiCo’s Diversification
Strategy.
14 Lecture on Chapter 9; deadline for completing Year 14 BSG decision entries is 11:59 p.m. today.
15 Lecture on Chapter 10
16 Lecture on Chapter 11; deadline for completing Year 15 BSG decision entries is 11:59 p.m. today.
17 Class meets in computer lab so that company co-managers can work on their 3-year strategic plan for
Years 16-17-18
18 Class meets in computer lab so that company co-managers can work on their 3-year strategic plan for
Years 16-17-18 and their strategy and decisions for Year 16
19 Lecture on Chapter 12; deadline for completing both Year 16 BSG decision entries and the 3-year
strategic plan for Years 16-17-18 is 11:59 p.m. today.
20 Oral team presentations of Lululemon Athletica, Inc. in 2014 or Under Armour’s Strategy in 2014 or Vera
Bradley in 2014 or Chipotle Mexican Grill in 2014
21 Class discussion of Robin Hood or Dilemma at Devil’s Den; deadline for completing Year 17 BSG decision
entries is 11:59 p.m. today.
22 Oral team presentations of Southwest Airlines in 2014 or Nordstrom: Focusing on a Culture of Service
23 Oral team presentations of Deere & Company in 2014 or Tesla Motors’ Strategy or Nucor Corporation in
2014
24 Oral team presentations of NCAA Athletics or TOMS Shoes
25 End-of simulation company presentations (with brief Q&A session for each presentation if time permits)
Course wrap-up by instructor; assessment of learning and benefits of BSG simulation exercise. Instructor
104
Section 4 Sample Syllabi and Daily Course Schedules
CLASS SCHEDULE FOR A 5-WEEK
1
Orientation and course preview; lecture on Chapter 1
2
Lecture/discussion of Chapter 2 and Connect learning assurance exercises or instructor-selected chapter-end
exercises; coverage of key points in “Guide to Case Analysis” found immediately following Case 31 in the text.
3
Class discussion of Airnbnb in 2016: A Business Model for the Sharing Economy or Mystic Monk Coee
4
Lecture/discussion of Chapter 3 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
5
Class discussion of Competition in the Craft Beer Industry in 2016 or TOMS Shoes in 2016
6
Lecture/discussion of Chapter 4 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
7
Lecture/discussion of Chapter 5 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
8
Class discussion of Panera Bread Company in 2016 or Chipotle Mexican Grill in 2016
9
Lecture/discussion of Chapter 6 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
10
Lecture/discussion of Chapter 7 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
11
Exam on Chapters 1-7
12
Class discussion of Ford Motor Company: New Strategies for International Growth or Tesla Motors
13
Oral team presentations of Nucor Corporation in 2016
14
Lecture/discussion of Chapter 8 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
15
Lecture/discussion of Chapter 9 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
16
Class discussion of Rhino Poaching in South Africa or Conflict Palm Oil and PepsiCo’s Ethical Dilemma
17
Lecture/discussion of Chapter 10 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
18
Lecture/discussion of Chapter 11 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
19
Lecture/discussion of Chapter 12 and Connect learning assurance exercises or instructor-selected chapter-end
exercises
20
Oral team presentations of Fitbit, Inc.: Has the Company Outgrown Its Strategy or GoPro’s Struggle for Survival in
2016
21
Exam, Chapters 8-12
22
Oral team presentations on The Green Music Center at Sonoma State University or The South African Wine
Industry in 2016
23
Oral team presentations on Southwest Airlines in 2016 or Rosen Hotels & Resorts or Costco Wholesale in 2016
24
Oral team presentations on Mondelez International: Has Corporate Restructuring Produced Shareholder Value
or LVMH in 2016: Its Diversification Into Luxury Goods
25
Oral team presentations on Lululemon Athletic or Under Armour
Exam
