UNIVERSITAS GADJAH MADA

FACULTY OF ECONOMICS AND BUSINESS

THE MASTER OF MANAGEMENT PROGRAM

Course Syllabus
STRATEGIC MANAGEMENT

Facilitator: Dr. Mahelan P. & SUNU WIDIANTO, Ph.D

Office: Faculty of Economics and Business UGM, Bulaksumur, Yogyakarta
Phone: (0274) 880-490 (H); 0811292310 (M)
E-mail: sunu.widianto@unpad.ac.ic

Course Description
The course of strategic management is intended to be a challenging, demanding, and exciting (integrating)
course for the curriculum of management education. It is first and foremost a course about “strategy” and about
“managing strategy formulation and implementation processes,” especially in the pursuits of corporate growth
through sustainable development. As a “big picture” course, this class is also designed to assist the student in
integrating much of the knowledge and skills that have gained in the core management curriculum. The
problems or issues of strategy formulation, formation, and implementation or execution cover the whole
spectrum of business and management. The main objective is to sharpen your abilities to think strategically, to
make strategic decisions, and to weigh things from the perspective of the total enterprise. It means
systematically exposing the student to the rigors of industry and competitive analysis, to the characteristics of
a global market environment, to the critical linkages between competitive strategy and sustainable
development issues to the important ingredients of strategic moves and plans, and to the varied managerial
tasks associated with implementing and executing the chosen strategy.

Course Objectives

1. To develop your capability to think strategically about a company, its business position, and how it can
gain sustainable competitive advantage and sustainable development.
2. To build your skills in conducting strategic analysis in a variety of industries andcompetitive situations.
3. To improve your ability to manage the organization process by which strategies get formulated, formed,
and implemented or executed.
4. To integrate and synthesize the knowledge and skills learned in earlier courses (e.g. marketing, finance
and accounting, production/operations, human resources, and organizational behavior).
5. To integrate environmental and social issues into the strategic management process.
6. To develop your power of managerial judgments, help you become familiar with the problem of top
management, and provide you with a stronger understanding of the competitive challenges of a global
business environment and stakeholder activisms and pressures on sustainable development.
7. To apply the theory and technique of strategic management to actual businesssituations by utilizing case
methods.

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The achievement of those course objectives will contribute to the attainment of the following learning goals of
the Program:

Concerns
***=High
No. AACSB Learning Goals **=Medium
*=Low
LG1 Students demonstrate the ability to communicate in an effective,
**
persuasive, and professional manner
LG2 Students demonstrate the ability to translate business knowledge
***
into action
LG3 Students demonstrate the ability to make ethicaland responsible
**
decisions
LG4 Students demonstrate the ability to solve practical business
***
problem with creative ideas
LG5 Students demonstrate the ability to be a strategic business leader
***

Required Texts and Materials

Thompson, Jr., A. A., Peteraf, M. A., Gamble, J. E., & Strickland III, A. J. (2022).
Crafting and executing strategy-The quest for competitive advantage: Concepts and cases, 23th edition. New
York, NY: McGraw-Hill.

Supplemental Text
Porter, M. E. 1980. Competitive Strategy: Techniques for Analyzing Industries andCompetitors. New York:
The Free Press. (Porter)

Class Requirements
1. Class attendance and participation in case discussion. Attendance at all class sessions is expected,
especially class discussion of assigned cases. Absence from class is a serious matter and you should not
violate the policy of the MM Programregarding the class attendance.
Due the fact that presentation and participation in class discussion of cases count 20% of your grade,
each student must contribute significantly to in-class analysis of the cases. Each student is required to be
an active participant and make meaningful comments on cases being discussed. Your grade on class
participation is something to be earned via consistent contribution to class discussion. You should,
therefore, make a conscientious effort to be sufficiently prepared to contribute to the class discussions.
The responsibility for making the learning process succeed is yours. PARTICIPATE!

2. Case Reports. Each student is required to submit an executive summary (limited to 2-3 pages) for all
cases. These written assignments are due on the day the case is scheduled for class discussion (see the
course outline) and should be turned in to yourinstructor at the end of class period. Reports that are turned
in after the scheduled class period are eligible for a grade no higher than a C. No late reports will be
accepted if submitted more than 3 class days past the scheduled due date (except by prearranged consent
of the instructor).

3. Exams. Midterm and final examinations will be conducted to test your knowledge, understanding, and
ability to apply the course material in solving actual managerial problems. The exams will contain short
cases and short answer (easy-type) questions, and they will not be cumulative.

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Academic Integrity

The academic life prospers due to its adherence to honesty and integrity. Plagiarism, cheating and other types
of academic misconduct are not tolerated in the MM FEB UGM. The faculty together with students assumes
responsibility to assure that learning integrity works and is absorbed by the member. The assignment and
exam the students submitted must be the work of every student unless otherwise stated by facilitator that
student must collaborate with other student.

Student Evaluation
Your course grade will be based on the following components and point distribution.
 Midterm exam 25 points
 Final exam 25 points
 case report 20 points
 Presentation, participation, and case discussion 30 points

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Course Outline

Session Topic Reading Teaching

Assignment Methods
1 Introduction to strategic management  Discussion
 Course overview Chapter 1* teaching
 The concept of strategy
 Strategic management process

2 Charting a company’s direction  Discussion

 Developing a strategic vision: Mission, vision and values Chapter 2 teaching
 Setting goals and objectives  In-class
 Crafting a strategy exercise
 Case #1: Costco Wholesale in 2018: Mission, Business  Case
Model, and Strategy discussion

3 External environment analysis  Discussion

 Analyzing political, economic, social-cultural, Chapter 3 teaching
technological, and ecological environments  Critical
 Industry Analysis: Porter’s (1980) Five Forces, industry Porter: 1, 3, 4, 7, thinking
value-chain, and strategic groups 8  Case
 Competitive analysis discussion
 SWOT Analysis: Identifying opportunities and threats  (kel 1)
 Identifying key success factors (KSFs)
 Case #2: TOMS Shoes: Expanding Its Successful One
for One Business Model

4 Internal analysis  Discussion

 SWOT analysis: Identifying strengths and weaknesses Chapter 4 teaching
 Competitive advantage and core competence concepts –  In-class
Resource-based view (RBV) Porter: 2, 5, 6 exercise
 Assessing resources and capabilities as sources of  (kel 2)
competitive advantage – applying value-chain analysis
and VRIO approach
 Case #3: Ford Motor Company: Will the Company’s
Strategic Moves Restore Its Competitiveness and
Financial Performance?

5 Business-Level Strategy  Discussion

 Formulating business strategy Chapter 5 teaching
 Porter’s generic strategies  Critical
 Beyond competitive strategy thinking
 Case #4: Airbnb in 2020  Case
discussion
 (kel 3)

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 6 Strengthening a company’s competitive position  Discussion
 Strategic moves, timing, and scope of operations to Chapter 6 teaching
improve a company’s competitive position  Critical
 Competitive strategies in the fragmented industry Porter: 9-12 thinking
 Competitive strategies and industry evolution  Case
 Case #5: case 12 discussion
 Twitter, Inc. in 2020  (kel 4)

Midterm Exam Chapters 1-6

7 Strategies for competing in foreign markets Discussion
 Multi-domestic strategy Chapter 7; teaching
 Global strategy Case
 Case #6 Netflix’s 2020 Strategy for Battling Rivals in Porter: 13 discussion
the Global Market for Streamed Video Subscribers (kel 5)

8 Corporate-level strategy Discussion

 Formulating corporate strategies – diversification Chapter 8 teaching
 The concepts of corporate advantage and parenting Critical
advantage Porter: 14, 15, 16 thinking
 Analyzing the strategies of diversified companies (kel 6)
 – applying growth-share matrices
 The Walt Disney Company: Its Diversification Strategy
in 2020

9 Strategy, Ethics, Social Responsibility, and Environmental Discussion

Sustainability Chapter 9TBD teaching
 Linking strategy with ethics, corporate social responsibility Case
and environmental sustainability Discussion
 Answer Assurance of Learning 1-4 page 293 (kel 7)

10 Building an organization capable of good strategy execution Discussion

 A framework for executing strategy Chapter 10 teaching
 Building an organization capable of good strategy Critical
execution thinking
 Developing critical resource and organizational (kel 8)
capabilities
 Matching organizational structures to the strategy
 Case Starbucks in 2020: Is the company on track to
achieve attractive growth and operational excellence
(case 25)

11 Managing internal operations Discussion

 Allocating resources to the strategy execution effort Chapter 11 teaching
 Instituting policies and procedures that facilitate strategy Critical
execution thinking
 Employing business process management tools (kel 9)
 Using reward and incentives to promote better strategy
execution
 Answer Assurance of Learning AOL 1-6

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 12 Corporate culture and leadership Discussion
 Instilling corporate culture conducive to good strategy Chapter 12 teaching
execution Case
 Leading the strategy execution process discussion
 Case Southwest Airline in 2020: Culture, Values, and (kel 10)
operating practices (case 23)

Final Exam Chapters 7-12

Notes:
* Chapters refer to Thompson, Peteraf, Gamble, and Strickland (2022).
** Case in Thompson, Peteraf, Gamble, and Strickland (2020) TBD To be distributed

HH/mm feb ugm

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CASE 6
TOMS Shoes: Expanding Its Successful One for One Business Model
ASSIGNMENT QUESTIONS
1. What are the key elements of TOMS shoes’ competitive strategy? Is the strategy best described as low
cost, differentiation, or best cost? Has the company focused on a niche or chosen to pursue the broader
footwear market? Explain.
2. In what ways does TOMS exercise its commitment to corporate social responsibility?
3. How has TOMS’ dedication to corporate social responsibility contribute to its competitive advantage?
4. What is TOMS Shoes situation like? What are its internal resource strengths and weaknesses? Its external
opportunities and threats?
5. What evidence suggests TOMS shoes strategy was effective between 2006 and 2016? Did it possess a
competitive advantage? Why did its financial performance begin to decline after 2016?
6. What strategic issues should Bain Capital investors and new TOMS Shoes management be most
concerned with? Are there possible improvements to its competitive strategy? Are there internal
weaknesses that can be resolved to improve its well-being?

Twitter, Inc. in 2020

ASSIGNMENT QUESTIONS
7. What does a PESTEL analysis suggest for the macro-environmental impact on the social media industry?
Which of the macro-environmental factors appear to have the greatest potential impact on Twitter? Why?
8. Identify the driving forces in the social media industry? What appears to be the impact of these driving
forces on the industry?
9. Prepare a SWOT analysis for Twitter. What does the SWOT suggest for Twitter’s future?
10. Using the data in Case Exhibits 1 & 2, what is your assessment of Twitter’s financial position? Based on
your analysis, what financial performance can reasonably be expected in the near-term future for Twitter?
Support your answer.
11. From the data provided in the case (Exhibits 1, 2, 6 & 7), how does Twitter’s performance stack up with
Facebook and Snap? Is there a clear winner based on your analysis?
12. What recommendations would you make to Twitter senior management to confront front-burner strategic
issues and improve the company’s performance?

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Ford Motor Company: Will the Company’s Strategic Moves Restore Its Competitiveness and Financial
Performance?
ASSIGNMENT QUESTIONS
13. How strong are the competitive forces in the global automobile industry? Do a five-forces analysis to
support your answer. What are the key drivers in this industry?
14. How have Ford’s strategy choices strengthened or weakened its position in the global automobile
industry? What does a SWOT analysis reveal about Ford’s overall situation in 2020?
15. What are the primary components of Ford’s value chain?
16. What is your assessment of Ford’s financial performance over the 2017 – 2019 period? (Use the financial
ratios in the Appendix of the text as a guide in doing your financial analysis.)
17. What do you see as the 3–4 top priority issues for CEO Jim Hackett and his management team to address?
18. What recommendations would you make to Ford’s CEO Jim Hackett? At a minimum, your
recommendations must address the 3–4 priority issues identified in question 6.

AIRBNB IN 2020
ASSIGNMENT QUESTIONS
19. How would you illustrate and compare the business models for Airbnb, large hotel chains such as Marriott
and Hilton, and bed & breakfast operators? Use the example chart in the textbook for business models as
a guide (Concepts & Connections 1.1)
20. What was Airbnb’s response to the COVID-19 pandemic? Does it appear that the company’s business
model is more resilient than that of its hotel chain rivals?
21. What are the general strengths and weaknesses of a) large, hotel chains such as Marriott and Hilton, b)
bed & breakfasts, and c) Airbnb? Explain how you would compare and contrast those businesses.
22. In what ways has the lodging consumer changed, and how does Airbnb’s customer value-proposition meet
this change?
23. What key factors may determine the success or failure of Airbnb?
24. What recommendations would you make to Airbnb to improve its competitiveness in the accommodation
market while mitigating any current and future risks?

Netflix’s 2020 Strategy for Battling Rivals in the Global Market for Streamed Video Subscribers
ASSIGNMENT QUESTIONS
25. How strong are the competitive forces in the rapidly evolving global market for streamed video content?
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 Do a five-forces analysis to support your answer.
26. What forces are driving change in this market for streamed entertainment? Are the combined impacts of
these driving forces likely to be favorable or unfavorable in term of their effects on competitive intensity
and future industry profitability?
27. What does your strategic group map of this industry look like? How attractively is Netflix positioned on
the map? Why?
28. What key factors will determine a streaming company’s success in this industry in the next 3–5 years?
29. What is Netflix’s strategy? Which of the five generic competitive strategies discussed in Chapter 5 most
closely fit the competitive approach that Netflix is taking? What type of competitive advantage is Netflix
trying to achieve?
30. What does a SWOT analysis of Netflix reveal about the overall attractiveness of its situation in mid-2020?
31. What is your appraisal of Netflix’s operating and financial performance based on the data in case Exhibits
1, 2, 5, 6, and 7? What positives and negatives do you see in Netflix’s performance? Use the financial
ratios in Table 4.1 of Chapter 4 as a guide in doing the calculations needed to arrive at an analysis-based
answer to your assessment of Netflix’s recent financial performance.
32. How well is Apple positioned to compete in the global streaming market as of mid-2020? What do you
see as Apple’s chief competitive weakness, and what can Apple do to correct this weakness?
33. How does Netflix’s competitive strength compare against that of 2–3 streaming rivals you deem most
likely to challenge Netflix’s current leadership position as of mid-2020? Do a weighted competitive
strength assessment using the methodology presented in Table 4.4 in Chapter 4 to support your answer.
Based on your assessment and calculations, does Netflix have a net competitive advantage over some/all
of these rivals?
34. What 2–3 top priority issues does Netflix management need to address?
35. What recommendations would you make to Netflix CEO Reed Hastings? At a minimum, your
recommendations should cover what to do about each of the top priority issues identified in question 10.

CASE 21
The Walt Disney Company: Its Diversification Strategy in 2020
ASSIGNMENT QUESTIONS
36. What is The Walt Disney Company’s corporate strategy?
37. What is your assessment of the long-term attractiveness of the industries represented in The Walt Disney
Company’s business portfolio?
38. What is your assessment of the competitive strength of The Walt Disney Company’s different business
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 units?
39. What does a 9–cell industry attractiveness/business strength matrix displaying The Walt Disney
Company’s business units look like?
40. Does The Walt Disney’s portfolio exhibit good strategic fit? What value chain match-ups do you see?
What opportunities for skills transfer, cost sharing, or brand sharing do you see?
41. What is your assessment of The Walt Disney Company’s financial and operating performance in fiscal
years 2015-2019? What is your assessment of the relative contribution of each business unit to the
financial strength of Disney based on the 2018 and 2019 fiscal year financial data?
42. What actions do you recommend that The Walt Disney Company’s management take to improve the
company and increase shareholder value? Are there specific actions that you recommend to successfully
integrate the 21st Century Fox or improve the likelihood of success for Disney’s direct-to-consumer and
over-the-top media services? Do you have recommendations for lessening the impact of COVID-19 on
financial performance? Your recommended actions must be supported with a convincing, analysis-based
argument.

TOMS Shoes: Expanding Its Successful One for One Business Model
ASSIGNMENT QUESTIONS
43. What are the key elements of TOMS shoes’ competitive strategy? Is the strategy best described as low
cost, differentiation, or best cost? Has the company focused on a niche or chosen to pursue the broader
footwear market? Explain.
44. In what ways does TOMS exercise its commitment to corporate social responsibility?
45. How has TOMS’ dedication to corporate social responsibility contribute to its competitive advantage?
46. What is TOMS Shoes situation like? What are its internal resource strengths and weaknesses? Its external
opportunities and threats?
47. What evidence suggests TOMS shoes strategy was effective between 2006 and 2016? Did it possess a
competitive advantage? Why did its financial performance begin to decline after 2016?
48. What strategic issues should Bain Capital investors and new TOMS Shoes management be most
concerned with? Are there possible improvements to its competitive strategy? Are there internal
weaknesses that can be resolved to improve its well-being?

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CASE 25
Starbucks in 2020: Is the Company on Track to Achieve Attractive Growth and Operational Excellence?
ASSIGNMENT QUESTIONS
1. What was Howard Schultz’s original strategic vision for Starbucks? How many times has his strategic
vision changed or evolved into something different? Is Kevin Johnson likely to continue with Shultz’s
latest strategic vision for Starbucks for several more years or is the vision likely to undergo change in
2020 and beyond?
2. Which one of the five generic competitive strategies discussed in Chapter 5 most closely approximates
the competitive approach that Starbucks is employing?
3. What are the key policies, practices, business principles, and procedures that underlie how Howard
Schultz and Starbucks’ management implemented and executed the company’s evolving strategy?
4. What “values” does Starbucks have? How well do they connect to the present strategy and to the manner
in which the company conducts its business?
5. What is your evaluation of Starbucks social responsibility strategy? Is it sincere or just something the
company does and talks about to create a good public image?
6. What is your assessment of Starbucks’ financial performance during fiscal years 2015–2019?
7. What issues confront the company as of mid-2020? What should Kevin Johnson and other Starbucks
senior executives be worried about?
8. What recommendations would you make to Kevin Johnson to sustain the company’s growth, improve the
company’s financial performance, and move the company ever closer to operating excellence in the years
ahead?

CASE 23
Southwest Airlines in 2020: Culture, Values, and Operating Practices
ASSIGNMENT QUESTIONS
9. Is there anything that you find particularly impressive about Southwest Airlines?
10. What grade would you give Southwest management for the job it has done in crafting the company’s
strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy?
11. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts
to implement and execute its low-cost/no frills strategy?
12. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why
not? What problems do you foresee that Gary Kelly has in sustaining the culture now that Herb Kelleher,
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 the company’s long-time spiritual leader, has departed?
13. What grade would you give Southwest management for the job it has done in implementing and executing
the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do
you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing
its strategy? Are there any policies, procedures, and operating approaches at Southwest that you
disapprove of or that are not working well?
14. What weaknesses or problems do you see at Southwest Airlines as of mid-2020?
15. What strategic issues and problems do Gary Kelly and Southwest executives need to address as of mid-
2020?
16. What recommendations would to Gary Kelly and Southwest executives as the company heads towards
the end of 2020? Is there evidence that the company’s strategy and operating practices will allow it to
survive the impact of COVID-19 on the airline industry? Explain.

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 Daftar Kelompok Strategic Management
EMBA 53B

Kelompok Nama Mahasiswa

Edwin H. Megawe
Aileen
1
Martini
Kendrick Marzuki
Kelvin
2 Ramadani Irawan
Noor Laila Sari
Romario Johanes
Erra Karin Sidabutar
3
Salvina Sanny
Sri Wahyuni
Radhityo Ari Prabowo
4 Yolanda Dini N.
Patrick Yong Lie
Timur Dwi Indarja
5 Jeshinta Eka Istiyana
Yoka Raditya Ranu
Putu Aditya Raga Tama
6 Samuel Ronald
Selia Faradisa
Hafiz Faturrahman
7 Desinta Sawitri Gianda
Ardhana Firmandaya
Joandi Zakaria
8 Ignatia Cancery
Amarendra Adhipangestu
Rini Nurzianah
9 Anton Setiawan
Ryan Maulana Hakim
Alief Febriandy
10 Adek Bagus Rangga
Masya Afira

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