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TMP120 – Business Strategy & Leadership
COURSE INFORMATION CONTACT INFORMATION
Monday and Wednesday Karen Smith Bogart, PhD.
4PM to 5:50PM, Phelps 1437 Office: Phelps 2309A
Units: 4.0 Office Hours: 2:30-3:30PM, M&W
kbogart@ucsb.edu
TA: Gabriel Siqueira
gdssiqueira+tmp120@ucsb.edu
Course Overview:
This course provides an introduction to business strategy, principles and practices required for developing skills
for business success, professional development and societal benefit. Students will be exposed to key
management theories, models and tools in strategy, finance, accounting, research & development, marketing,
sales, service, HR and TQM (total quality management). We will also explore the role and impact of leadership
in achieving business value through organizational effectiveness and capability.
This course utilizes readings, case studies and a computerized simulation to develop and apply an
integrated knowledge of the enterprise-level business system. With a general leadership and
management perspective, you will evaluate the external competitive environment, the projected
business opportunity, the firm’s advantages and gaps, and business drivers. This course is conducted
differently than most, we learn a great deal by working on group projects. In terms of concepts and
lectures, you will research topics before lecture; then you (or your group) may be chosen to present to our
class. In addition to demonstrating your knowledge of concepts, terms, and application of business and strategy,
communication and public presentation skills will be enhanced.
Learning Objectives:
1. Understand what comprises a business strategy.
2. Gain knowledge of the “language” of business, financial statements, and how they are used to analyze companies
and inform a strategy.
3. See how competitive advantage is gained through differentiation, operations, innovation, HR, TQM and marketing.
4. Apply your knowledge through team exercises, using a realistic, competitive, multi-period computer-based
business simulation.
TEXTBOOK, CASES AND READINGS:
Note on textbooks: Used versions (any version) are available online and are on reserve in the UCSB Library.
Required:
• Grant, R. (2016). Contemporary Strategy Analysis. Oxford, UK and Hoboken, NJ: John Wiley and Sons.
• One case (Lindberg) is available on the course Gauchospace website. All other cases are available on the Harvard
Business Online website: “Business Strategy and Leadership – Winter 2018 Bogart”:
http://cb.hbsp.harvard.edu/cbmp/access/72398900
• Capstone Business Simulation: A paid individual $55 subscription is required
Optional (But Recommended) Textbooks:
• Higgins, R. (Buy used, any edition). Analysis for Financial Management. New York: McGraw-Hill/Irwin
Page 1 of 6 1/22/2018TMP120 – Business Strategy & Leadership
COURSE WEBSITE: https://gauchospace.ucsb.edu/courses/course/view.php?id=19919#section-1
Grading:
Class Participation and Case Analysis 35%
CapSim 5 Year Strategic and Business Plan 15%
CapSim Final Results & Top Management Team Final Analysis Presentation 25%
Homework, Quizzes, Peer Evaluations, CAPSIM Tutorial Completion 25%
Class Grading:
Class attendance is a key enabler of knowledge building and effective participation, we take attendance at
the beginning of each class, and absences will negatively affect your grade.
Class Participation and Case Analysis: 35%. This will be assessed for frequency, content and contribution
with emphasis on knowledge, analysis and depth of thinking. You are learning and helping others learn in the process.
Grade will be assigned based on:
• Frequency of meaningful contributions in class
• Evidence of the integration and use of assigned readings
• Thoughtful and fact-based use of examples and the conceptual materials
• Constructive, fact-based debate showing keen analysis
The case method is an effective way to heighten your business analytical capabilities. There will be assigned cases. You
should read and analyze each assigned case carefully. Consider the questions provided in the syllabus. Come to class
prepared to address the questions and to outline your recommendations for the specific company. We will randomly
select a student to start the case discussion. Thereafter, the discussion will be open to the entire class. Successful case
discussion requires students to actively contribute. When evaluating your specific contributions, we will consider your
content, analysis, depth of thinking, and insights. For five of the assigned cases, there will be an individual response due
before class. You must submit your writeup for the assigned case questions to get full credit in this area (2-page double
spaced maximum). Those cases and questions are noted in the syllabus. Thoughtful, substantive responses will receive
higher grades.
CapSim Team 5 Year Strategic and Business Plan: 15% Develop an integrated strategy (8-10 pages) for your firm.
Thoughtfully define your business vision, mission, participation, strategy, segmentation, specific goals, plans, pro forma
financial statements and related assumptions, and contingencies. I will assess the rationale, thinking, actionability, and
alignment of your team plan. Submit the Team Strategy on GauchoSpace by Noon, February 20.
CapSim Final Results & Top Management Team Final Analysis Presentation: 25% In a 10-15-minute (max) PowerPoint
presentation, teams highlight their 5-year vision, mission, strategy, goals, risk assessment, contingencies, and Income
Statement and Balance Sheet at the end of the 6th Round. Be sure to note significant deviations, shifts in strategy,
actions, and the learnings. Honestly share how team worked together. Indicate if there were actions you would take or
avoid if you could replay simulation. Every member of the team must present. Use the Notes Section of the PowerPoint
to add supporting data. No substantive changes can be made after submission. Submit the Team Presentation on
GauchoSpace by Noon, March 11.
Homework, Quizzes, Peer Evaluations: 25%
Page 2 of 6 1/22/2018TMP120 – Business Strategy & Leadership
Winter 2018 TMP 120 - Bogart: Business Strategy and Leadership
Class # Topic Chapter(s) Case Homework, Case Simulation
Assignment or
Quiz
Strategy Contemporary
Fundamentals Strategy
Analysis,
Robert M.
Grant
NO CLASS –
Martin Luther
King Jr. Day
Monday, 1/15
Class #1 Intro & “Concept of Chapt 1 Honda & Post a digital
Wednesday, Strategy and Value Intro to headshot and short
1/17 Creation” Cases in descriptors about
lecture you to the course
website.
Class #2 Industry & Competitor Chapt 2, 3, 4 Tesla Motors, Same as above.
Monday, 1/22 Analysis Inc. Read & prepare for
(MH0032) case discussion but
no response is due.
Class #3 Resources Chapt 5, 6 Patagonia: In In-class *** Must
Wednesday, and Capabilities lecture Strategy Quiz sign up for
1/24 Intro to Financial CAPSIM
Statements Capstone by
1/26.
Basic Analysis for
Accounting & Financial
Finance Management,
Robert Higgins
Class #4 Financial Statements Higgins, Chapt Financial ***Read
Monday, 1/29 1&2 Statements CAPSIM
Homework due Manual & do
before class Tutorial
before 2/5!
Class #5 Ratio Analysis Ratio Homework
Wednesday, due before class
1/31
Page 3 of 6 1/22/2018TMP120 – Business Strategy & Leadership
Class # Topic Chapter(s) Case Homework, Case Simulation
Assignment or
Quiz
CAPSIM
Class #6 CapSim: Gabriel Siqueira: Capstone Tutorial Practice
Monday, 2/5 Fundamentals. Tools & must be done Round #1
Tips. Working Session. before class. due by
11PM, 2/6.
More Basic
Accounting &
Finance
Class #7 Pro Forma Higgins, Chapt Lindberg Case Response due Practice
Wednesday, Practice Round #1 3 (Financial Case on Gauchospace Round #2
2/7 Debrief. Forecasting) On Website before class due by
11PM, 2/11.
Class #8 Capital Budgeting Higgins, Chapt DCF Blood Analyzer HW Practice
Monday, 2/12 Practice Round #2 7 (Discounted Homework due before Class: Round #3
Debrief. Cash Flow) on Website On Gauchospace due by
11PM, 2/13.
CAPSIM
Class #9 CAPSIM Lab Day: Gabriel CapSim
Wednesday, Siqueira: Learning Round #1
2/14 Session; Practice Round due by
#3 Debrief; Teams Work 11PM, 2/15.
on CapSim “Actual”
Round # 1 and 5 Year Gabriel will
Plan. post a
debriefing of
Actual Round
1 on 2/16.
He will also
hold a “Help
Session” on
2/16, TBD!
NO CLASS – *** Team 5
President’s Day Year Plan
Monday, 2/19 Due to
Gauchospace
by Noon,
2/20.
Page 4 of 6 1/22/2018TMP120 – Business Strategy & Leadership
Class # Topic Chapter(s) Case Homework, Case Simulation
Assignment
or Quiz
Strategic
Planning
Class #10 Strategy & Market-Based Grant, Chapt 7 Strategic Case Response due CapSim
Wednesday, Innovation &8 Planning at on Gauchospace Round #2
2/21 Actual Round #1 Debrief UPS (306002) before class due by
Questions 11PM, 2/25.
Growth
Class #11 Market Understanding Zillow Case Response due CapSim
Monday, 2/26 and Targeting (KE1008) on Gauchospace Round #3
Actual Round #2 Debrief before class due by
11PM, 2/27.
Class #12 Marketing - “4Ps” Harley Case Response due CapSim
Wednesday, Actual Round #3 Debrief Davidson on Gauchospace Round #4
2/28 (KEL742) before class due by
11PM, 3/4.
Class #13 Org & Leadership Reckitt Case Response due CapSim
Monday, 3/5 Actual Round #4 Debrief Benckiser on Gauchospace Round #5
(W16421) before class due by
11PM, 3/6.
Class #14 Summary CapSim
Wednesday, Actual Round #5 Debrief Round #6
3/7 due by
11PM, 3/8.
Gabriel will
post a
debriefing of
Actual Round
#6 on 3/9. He
will also hold
a “Help
Session” on
3/9, TBD!
****Team
Presentation
due to
Gauchospace
by Noon,
3/11.
Page 5 of 6 1/22/2018TMP120 – Business Strategy & Leadership
Class # Topic Chapter(s) Case Homework, Case Simulation
Assignment
or Quiz
Class #15 Final Presentations
Monday, 3/12
Class #16 Presentations (if In-class
Wednesday, necessary) & Final Quiz Final Quiz
3/14
Winter 2018 Cases and Questions
Note: Every case discussion will start with the question: “What’s going on in the case?”
Jan Tesla Motors Inc. Class Discussion:
22 (* Find in: 1. What are Tesla’s Strengths, Weaknesses, Opportunities, and Threats (SWOT)?
Harvard Business 2. Use a PESTEL framework to identify the forces shaping manufacturing of alternative
Course pack) energy cars (Political, Economic, Sociocultural, Technological, Ecological, and Legal).
3. Use “Porter’s 5 Forces” to consider Tesla’s opportunities in the auto industry?
4. What are your recommendations to Tesla to enable a sustainable competitive advantage?
No Written Case Response is Due
Feb Lindberg Peak to Class Discussion:
7 Peak 1. What are Lindberg’s Strengths, Weaknesses, Opportunities, and Threats (SWOT)?
(*Find on course 2. Given their actual financial results and the Business Managers’ pro forma projections, which
website) business(es) should be prioritized to grow sales and profits?
3. Are there improvements that should be made to gain efficiency and effectiveness?
4. What are your recommendations for Lindberg to enable competitive advantage?
Written Case Response: Only Questions 1 & 4 from Above!
Feb UPS Class Discussion:
21 (* Find in: 1. What are the advantages and disadvantages of scenario planning and strategic planning?
Harvard Business 2. What are the key steps (stages) in each?
Course pack) 3. What are your learnings from the 1997 and the “Horizon 2017” exercises?
4. What are your recommendations for UPS to keep their strategy current and relevant?
Written Case Response: Only Questions 1 & 4 from Above!
Feb Zillow Class Discussion:
26 (* Find in: 1. What are Zillow’s Strengths, Weaknesses, Opportunities, and Threats (SWOT)? What are
Harvard Business the implications for them?
Course pack) 2. What was Zillow’s initial plan?
3. Zillow had to adjust their approach. Why? What were their learnings and changes?
4. What are your business recommendations for Zillow?
Written Case Response: Only Questions 1 & 4 from Above!
Feb Harley-Davidson Class Discussion:
28 (* Find in: 1. What are Harley Davidson’s Strengths, Weaknesses, Opportunities, and Threats (SWOT)?
Harvard Business 2. Describe the motorcycle market, key segments, and their specific needs and preferences.
Course pack) 3. What segments should Harley-Davidson (H-D) prioritize for their future relevance? Why?
4. What should be the Unique Value Propositions for the segments you prioritized?
Written Case Response: Only Questions 3 & 4 from Above!
Mar Reckitt Benckiser Class Discussion:
5 (* Find in: 1. What are the attributes of the Dettol brand and reasons for success to date?
Harvard Business 2. Should Reckitt Benckiser launch the detergent as an extension of the Dettol brand or
Course pack) launch a new brand?
3. What should the segmentation, targeting, and positioning be for the new detergent?
4. What are your launch-related recommendations for Reckitt Benckiser?
Written Case Response: Only Questions 3 & 4 from Above!
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