...MSIS604/OMIS378 Information Systems Policy & Strategy Spring Quarter, 2013—2 April/13 June Instructor: Dr. Darrel A. (Del) Mank dmank@scu.edu Cell Phone: 408-605-3983 Office Hours: By appointment Office: Room 321W Lucas Hall Class Days: TTh Class Period: 5:45pm—7:00pm Class Room: 310 Lucas Hall Text: Schilling, Melissa A.; STRATEGIC MANAGEMENT of TECHNOLOGICAL INNOVATION, McGraw-Hill/Irwin, 4th Edition, 2013 ISBN 978-0-07-802923-3 Cases* Hewlett-Packard Merced Division SAP America VMware Inc., 2008 IBM and Eclipse (A) Oracle vs. salesforce.com Enterprise IT at Cisco (2004) Google Inc. *All Cases are from the Harvard Business Review and are available at the SCU Bookstore Course Objectives: • To develop an awareness of the range, scope, and complexity of the issues and problems related to the strategic management of ISTs. • To develop an understanding of the “state of the art” of the strategic management of IST and IST innovation. • To develop a conceptual framework for assessing IST capabilities. • To develop insight concerning the skills necessary to be effective as an IST manager. • To offer some practice in defining and working out strategic management problems related IST innovation and implementation. Course Description/Perspective: The course focuses on the strategic management and deployment of information systems and technologies (ISTs) to improve business competitiveness. The...
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...aimed at winning and retaining customers profitably. It is also helping businesses shift from a short-term transaction based mode of operation in their interactions with customers to a long-term relationship mode. Objectives – The objective of this course is to help students understand the concept and practice of CRM derived from research and applications across businesses. These concepts and applications from real life case studies will help identify opportunities, which can be successfully implemented for long term profitability. Pedagogy – The teaching methodology will include a mix of lectures, discussions, presentations by practitioners, videos, exercises and case analysis. The cases are integrative in nature but will also help develop an appreciation of specific elements of CRM. Each session will require preparation of assigned reading / case and active participation by students. A significant portion of the performance will depend on student’s contribution to the class. Group Project – Identify any organisation which is practicing some form of CRM. Start working with them to understand the objectives, strategy, structure and process of relationship management. Identify the key issues they faced in implementation especially related to financial and marketing evaluation of the program. Interview some...
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...is to help students understand the concept and practice of CRM derived from research and applications across businesses. These concepts and applications from real life case studies will help identify opportunities, which can be successfully implemented for long term profitability. Pedagogy – The teaching methodology will include a mix of lectures, discussions of pre-readings, presentations by practitioners, exercises and case analysis. The cases are integrative in nature but will also help develop an appreciation of specific elements of CRM. Group Project – Option 1 - Identify any organisation which is practicing some form of CRM. Start working with them to understand the objectives, strategy, structure and process of relationship management. Identify the key issues they faced in implementation especially related to financial and marketing evaluation of the program. Interview some relationship customers of this organisation to understand the customer perspective. Option 2 – Choose any topic in CRM and write a paper based on literature review or use a...
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...GM1114 Relationship Management 2015 Course outline The course is divided into four modules Module 1 - RM Concepts, Module 2 - RM Applications in Consumer and Business Markets, Module 3 - RM Tools, Techniques and Technologies, and Module 4 - RM Implementation Module 1: Sessions 1-4 The Concept of Relationship Management Text: Chapters 1-4 This module focuses on the conceptual and theoretical foundations of RM. A number of theoretical perspectives developed in economics, law and social psychology are being applied in RM. These include transactions cost analysis, agency theory, relational contracting, social exchange theory, network theory, and inter-organizational exchange behavior. Resource allocation and resource dependency perspectives and classical psychological and consumer behavior theories have also been used to explain why organizations and consumers engage in relational behavior. An overview of these theories will help develop insights on RM from multiple perspectives. Session 1 : CRM : The Strategic Imperatives Reading – Chapter 1 Session 2: Conceptual Foundations of CRM Reading – Chapter 2 Session 3: Building Customer Relationships Reading – Chapter 3 Session 4: Economics of CRM Reading – Chapter 4 Additional Recommended Readings Module 1 Brodie, R. J., Hollebeek, L. D., Jurić, B., & Ilić, A. (2011). Customer Engagement: Conceptual Domain, Fundamental Propositions, and Implications for Research. Journal of Service Research, 14(3), 252271. Egol...
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...UNIVERSITY OF LAUSANNE Faculty of Business and Economics (HEC) COURSE: COMPETITIVE STRATEGY Master in Management (MScM) Fall 2012 WARNING! THIS IS A TENTATIVE SYLLABUS – THE GENERAL STRUCTURE WILL STAY THE SAME BUT THERE MIGHT BE CHANGES FOR SOME OF THE SESSIONS Professor: Jean-Philippe Bonardi Email: Jean-Philippe.Bonardi@unil.ch Tel: 021 692 3440 Office: Internef 604 Assistant: Mark Kuzmanic Email: Mark.Kuzmanic@unil.ch Office: Internef 621 The course will take place every Friday from 8:00am to 11:30am, in Room GENOPODE C First class: Friday September 21, 2012 A website for the course with a description of the sessions and posted material is available at: https://www.hec.unil.ch/docs/bonardi/cours/308 Overview Competitive strategy is about the analysis of how firms behave or should behave based on the type of industry structure and competitive threat they are facing. In this course, we will go through various theories, strategic tools and cases to understand how this type of analysis can be conducted effectively. More generally, the focus of this course is on strategic management - the process of choosing and defining purposes and objectives, formulating a strategy and implementing it. The course aims to develop your ability to see an organization as a whole and to understand how and why the various functions of a business are interdependent and need to be coordinated. Hence, the thrust of the course is the organization in its totality - the environment in which...
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...STRATEGY Session 3 Dr. Barbara Caemmerer, Mrs. Catherine Bruneteaux-Swann, Dr. Sana Rouis, Mr. Bernard Grieu, Mr. Reed Meister, Mrs. Elodie Jouny-Rivier, Mrs. Alice Darmon and Mr. Neil Thomas. Course Coordinator: Dr. Sana Rouis sana.rouis@essca.fr COURSE OUTLINE INTRODUCTION TO STRATEGIC MARKETING PLANNING AND MARKET ANALYSIS Session 1: Introduction to Course Session 2: Strategic Marketing Planning Session 3: Market Analysis (1) – The Internal and External Environment Session 4: Market Analysis (2) – Buyer Behaviour DEVELOPING DOMESTIC MARKETING STRATEGY Session 5: Strategy Development Session 6: Segmentation, Targeting and Positioning Session 7: Marketing Mix (1) – Product and Price Policy Session 8: Marketing Mix (2) - Distribution and Communications Policy Session 9: Student Presentations (Project Stage 1) STRATEGIC MARKETING CONSIDERATIONS AND IMPLEMENTATION Session 10: Developing and Maintaining Long-Term Customer Relationships Session 11: Marketing Implementation Session 12: Marketing Control Session 13: Student Presentations (1) (Project Stage 2) Session 14: Student Presentations (2) (Project Stage 2) and Class Revision Key Learning Objectives : Develop capacity to analyse a situation/environment and identify/integrate relevant information Design and implement a marketing plan in coherence with the organisation’s strategy and environment TODAY’S SESSION • Review of last session • Market Analysis • • • • Student presentation Conducting a situation analysis The internal...
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...KATZ GRADUATE SCHOOL OF BUSINESS UNIVERSITY OF PITTSBURGH Syllabus STRATEGIC MANAGEMENT (BSPP 2409) Instructor: Dr. John C. Camillus Donald R. Beall Professor of Strategic Management 338 Mervis Hall Phone: 412/648-1599 Fax: 412/383-7226 E-mail: camillus@katz.pitt.edu Administrative Assistant: Ms. Janice M. Trygar 341 Mervis Hall Phone: 412/648-1529 Fax: 412/648-1693 E-mail: jmtrygar@katz.pitt.edu Office Hours: 1) Mondays 11:00 am to 12:00 noon 2) Wednesdays 2:00 pm to 3:00 pm 3) By appointment. Course Description: “Strategy,” in the context of management, focuses on creating a harmonious relationship between organizations and their environments. Successful strategy matches an organization’s resources and capabilities with the opportunities that arise in its external environment and, in so doing, creates value for customers, shareholders and other stakeholders, as well as an advantage over the competition. This Strategic Management course offers a set of perspectives, concepts and tools for analyzing and understanding the general management task of formulating and implementing competitive strategies. Frameworks – derived primarily from industrial organization economics and the behavioral sciences – that relate to strategy formulation, the design of management systems, and motivating performance will provide the bases for analyzing and responding to organizational, industry, national and international contexts. The primary...
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...Strategy Course Description The course defines the objectives and strategies of international business. The course emphasizes economic analysis of international business strategy formulation. Topics covered include gains from trade, costs of trade, and the competitive strategy of the international business. The course considers alternative modes of market entry, including import and export through intermediaries, contracting with suppliers and distributors, strategic alliances and foreign direct investment (FDI). Case studies are used to illustrate the basic principles of multinational business management and strategy. The course introduces the “Strategy Star” analysis. The first week of the course is dedicated to introducing international business strategy and providing a review of the micro-economics concepts that will be employed during the course. The course then introduces the concept of the ‘Global Value Connection.” This concept is used to develop global competitive strategies that depend on doing business between countries. Weeks 2 and 3 present strategies for providing global added value. The course highlights the economic aspects of gains and costs of trade that are relevant to the international business manager. Weeks 4, 5, and 6 develop the different sets of country features around the “Global Strategy Star Analysis.” This provides a framework for understanding and building an international business, and achieving competitive advantage in the global...
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...POST GRADUATE PROGRAMME IN MANAGEMENT AY 2015-16 TERM: III TITLE OF THE COURSE: FINANCE II CREDITS: 4 Name of the Faculty Arnab Bhattacharya Gaurav Singh Chauhan Kousik Guhathakurta Radha M. Ladkani Faculty Block/ Room No. J BLOCK C-102 A-106 J BLOCK Email Telephone Number arnabb@iimidr.ac.in gauravs@iimidr.ac.in kousikg@iimidr.ac.in; radhal@iimidr.ac.in; 0731-2439589 0731-2439592 0731-2439518 0731-2439698 COURSE DESCRIPTION The second core course in Finance deals with the core corporate finance functions in an applied setting. The participants are exposed to real world corporate finance decisions to be taken up by managers for creating value. Such an exposure is accomplished through a mix of theory and practice. The pedagogy employed reflects a judicious mix of case discussions, lectures and problem solving approach. COURSE OBJECTIVES The objective is to familiarize participants with the three major decision areas of Corporate Finance, viz. the investments, financing and earnings distribution decisions. Subsequently the participants are to be offered an integrated view of the decision areas by discussing the issues in corporate valuations and risk management. The course aims at sharpening the financial decision making skills of the participants. EXPECTED LEARNING OUTCOMES AND ASSOCIATED MEASURES At the end of the course student is expected to accomplish the following learning outcomes. Alignment of Course Learning Outcomes (CLOs)...
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...SUMMARY Jessica Turner has a master's degree in accounting and an undergrad degree in business. She established Turner Test Prep, a CPA exam review center, after being rejected by the Big Six accounting firms. She decided to bring the company into existence when she was searching for other employment options, and also because she had experience in the field when she worked at a review center's business office before taking up her master's degree. There, she inadvertently started teaching the math portion of the reviews, and received training in teaching. After passing the CPA exam on the first try herself, she decided that she would like to help those who want to take the CPA exam pass on their first try as well. And so she developed a business and marketing plan, convened with various professors to create a comprehensive curriculum, and opened her firm's doors. Instead of the normal review route of using books, software, or online courses, she provided a full service 6 week, 3-6 hours a day review regimen for her clients that include one hour live lectures from various professors, discussions about test taking skills and organizational skills to digest information faster, provided audiotapes that the clients can listen to at home or in their cars, executed timed mini tests as well as practice essay questions, one on one bi weekly client meeting to see how they've progressed and for them to ask questions, and a direct line to her via e mail for any queries the clients may have...
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...Version 0.99 University of Illinois at Urbana-Champaign College of Commerce and Business Administration BADM 467 - Process Management Summer 2003 Dilip Chhajed Nick Petruzzi chhajed@uiuc.edu petruzzi@uiuc.edu 323 DKH 328D DKH office hours: office hours: Description Process Management includes a myriad of activities: insuring that a product or service is of high quality, choosing the appropriate design and technology for producing a good or service, planning and controlling the flow of materials or customers so that lead times are minimized, and distributing finished goods or services. Relevant decisions range from how much material to order for making a product, to determining how much capacity is needed to provide a good level of service, to evaluating which technology will best meet a company's needs. In short, this course focuses primarily on developing and applying tools and techniques to ensure that the right products and resources are at the right place at the right time so as to maximize profit within a business process or supply chain. The “products” could be either goods, services, or both; and the “resources” could be either material, people, money, information, or any combination of the four. In the first part of this course, we will focus on process design and improvement issues by studying the relationships between key process parameters such as capacity and throughput, and by analyzing processes in order...
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...Project Critical Issues of Training Needs Analysis in Small Organizations BUS 680 Training and Development Dr. Gertrude I Hewapathirana Introduction of the topic Training sessions can be tailored to see the needs of small business as well as large corporations. Trainings should provide content seen to be relevant to improving the operation of the business. Effective training sessions more clearly allow management to perceive the potential benefits of training and even have them more inclined to participate in training. “If the training methods are structured to fit the learning styles and approaches preferred by small business managers we would expect a higher level of learning and greater satisfaction with the learning process to occur,” (Jeffery, Hide &Legg, 2010). Companies today are no longer conducting training needs analysis (TNA). They are no longer discussing the benefits of TNA. It appears in today’s society, “the world move so fast that people don't really ask the TNA questions anymore - they just jump to an answer....?” (Martin, ed.) Not conducting TNA has presented itself as a critical issue of training needs analysis for small organizations. Abstract As long as the company is growing, an organizations training needs are never ending. Critical issues of training needs analysis are often more apparent within smaller organizations. A training needs analysis (TNA) is one of the first steps used in...
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...company by designing and implementing a new system in accordance with System development Life Cycle (SDLC). The Chief Operating Officer (COO) Hugh McCauley sent a memorandum to the Human Resources Integration Product Manager approving a project proposal for Human Resource department. This project will integrate state-of-the-art technology with Human Resource department to support Human Resources functions. A review and system analysis of the Human Resources system is as follows. System Analysis When a company such as Riordan request for the addition of a newly integrated system, a system analysis will aid one to answer some of the most basic questions such as how this new system will work, who would use it, and how the company current system handles the work are some of the important aspects to consider. Integrating technological tools into the Human Resources, systems will enable Riordan to perform basic functions such as keeping track of employee information such as resumes, performance reviews, polices, and financial data. The main objective of system analysis and design is to improve organizational systems, typically through applying software that can help employee’s accomplish key business tasks more...
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...to each content area. This document also lists the topics, the level of competence for each topic, and the related learning objectives and competencies. The learning objectives have been designed to ensure that the competencies are met. In addition, information is provided on the proportion of each question type presented in the examination (that is, multiple choice, quantitative problems, and so on). Use Candidates should use the examination blueprint to prepare for the course examination. The blueprint may not include all the topics listed in the course materials; however, candidates are still responsible for acquiring a broad-based knowledge of all topics not listed in the blueprint since these topics will be tested in assignment and review questions. The topics not listed in the blueprint will also provide candidates with a greater depth of understanding of finance concepts. Examination Objectives The objective of the 4-hour comprehensive examination is to test CGA candidates on the prerequisite knowledge required for advancement into PA1 and PA2, so as to ensure that the candidates have the broad-based knowledge in finance needed to function properly in the association’s capstone courses. Examination Guidelines for Questions i) Question Type The following are guidelines on the type of questions and their approximate weightings: Question Item Multiple-choice questions Short-answer and/or short case-type problems of both a qualitative and quantitative nature ii) Description...
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...STRATEGIC MANAGEMENT TEXAS EXECUTIVE MBA PROGRAM FALL 2011 Professor David B. Jemison CBA 3.232 Telephone 471-8757 David.Jemison@mccombs.utexas.edu Texts: Porter, Michael E. Competitive Strategy. (New York: Free Press, l998). Course Description Perspective and Themes This course is about the creation and maintenance of a long-term vision for the organization. This means that it is concerned with both the determination of strategic direction and the management of the strategic process. As such, it deals with the analytical, behavioral, and creative aspects of business simultaneously. The course is organized around six themes in strategic management: the role of the general manager, the components of business strategy, corporate strategy development, divisional-level strategy development, managing strategic change, and the development of general managers. Our perspective in this course is that of the leader whose responsibility is the long-term health of the entire firm or a major division. The key tasks involved in general management include the detection of and adaptation to environmental change; the procurement and allocation of resources; the integration of activities across subparts of the organizations; and, at the most senior levels, the determination of purpose and the setting of corporate direction. General managers, from our perspective, are managers who are in the position to make strategic decisions for the firm. Note that such...
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