Contribution pédagogique du cours au programme

LEARNING GOAL 1 : Students will master state-of-the-art knowledge and tools in management fields in general, as well as in areas specific to the specialized field of management.
Students will identify a business organization’s operational and managerial challenges in a complex and evolving environment.
Students will understand state-of-the-art management concepts and tools and use them appropriately.
Students will implement appropriate methodologies to develop appropriate solutions for business issues.
LEARNING GOAL 2 : Students will develop advanced-level managerial skills.
Students will work collaboratively in a team.
Students will participate in a decision-making process in a critical way.
Students will communicate ideas effectively, both orally and in writing, in a business context.
LEARNING GOAL 4: Students will study and work effectively in a multicultural and international environment.
Students will analyze business organizations and problems in a multicultural and international environment

Descriptif

Competition is everywhere! Strategic management entails generating choices to be made among competing alternatives to produce a competitive advantage and earn above-average returns. This capstone business seminar is intended to help you to generate the questions you need to ask to make the right decisions about the future of a business or non-profit organization.

Organisation pédagogique

Objectifs pédagogiques

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Objectifs de développement durable abordés

Plan / Sommaire

PRIOR-TO-CLASS Read and prepare to discuss before you arrive today: “Approaching and Presenting a Case” “NakedWines.com—Disrupting the Wine Industry?” (case study) “A Note on Strategic Planning” (Gilinsky) SESSION 1 - Monday 6th of April - 8h-12h Daily Individual Contribution Value = 10 points (0–5 for each session) Daily Group Contribution Value = 10 points for presentation Introductions Strategic management concepts Overview of disruptive changes in the wine industry Reading and understanding case studies SESSION 2 - Monday 6th of April- 14h-18h Study questions for “NakedWines.com— Disrupting the Wine Industry?” 1. Who are NWC’s stakeholders? What do they want/need/expect (values)? 2. Which forces in the operating environment have the biggest impact on NWC? [15 minutes] 3. How well is NWC positioned to take advantage or at least minimize the impact of those forces? 4. Rowan Gormley recognizes that his young company has limited resources, so he can focus on only one initiative in the next year. How would you determine which of the three challenges mentioned in the first paragraph of the case — acquiring new customers, retaining existing customers, refining its mobile application strategy — should Gormley and his team focus on first? 5. What are the assumptions that he needs to make, such as business metrics, for each area of focus? 6. Based on your answers to the previous questions, what might change your mind on advising Rowan Gormley how to proceed? Group discussion and team presentations. SESSION 3 - Tuesday 7th of April - 8h-12h Daily Individual Contribution Value = 10 points (0–5 for each session) Daily Group Contribution Value = 10 points for presentation Read and prepare to discuss and calculate ratios BEFORE YOU ARRIVE TODAY: - A Note on Financial Ratios (Gilinsky) - A Note on Conducting Situation Analysis (Gilinsky) - How Competitive Forces Shape Strategy (Porter) - “Russian River Brewing Company in 2016: Positioning Pliny the Younger Craft Beer” (case study) Prepare the ratios at home before you come to class. Study questions for “Note on Financial Ratios” 1. Is this a financially well-managed firm? How do you know? 2. Based on a ratio analysis, where do you see areas of strength? Areas for improvement? 3. Which contextual factors might change your mind on the above? Lecture and group discussion SESSION 4 - Tuesday 7th of April - 14h-18h Study questions for “Russian River Brewing Company in 2016” 1. Describe the competitive conditions in the craft beer industry in 2016: Are rivals satisfied with their positions? 2. How would you assess RRBC's position and performance in the craft beer industry (hint: use PESTEL and Porter's five-force and financial ratio analysis to support your position)? 3. Do you believe that the Cilurzos' strategy process with respect to tourism is proactive or reactive? For what reasons? 4. What strategy process has RRBC followed? Should the process be revised? Justify your choices using a SWOT analysis. 5. What recommendation would you make Natalie and Vinnie Cilurzo to help them achieve a consensus on company strategy going forward? Group discussion and graded team presentations. SESSION 5 - Wednesday 8th of April - 8h-12h Daily Individual Contribution Value = 10 points (for morning session) + 20 points for final paper = 30 points Daily Group Contribution Value = 10 points for presentation + 10 points for paper = 20 points Read and prepare to discuss BEFORE YOU ARRIVE TODAY: “Prise de Mousse: Where Do We Go from Here?“ case study A Note on Conducting Environmental Scanning” (Gilinsky) Each group – prepare and submit a paper with answers to study questions to your folder on Google Drive by 9:35. Group presentations — Final (Grade weight = 20 points) commence at 10:35. (Upload both to Google drive folder) 1. What are the key challenges for PdM in the wine tourism industry in Champagne, France? 2. How do you view PdM as a wine tourism business? Conduct an opportunity analysis. 3. How would you evaluate PdM’s success thus far? Evaluate the financial strengths and weaknesses of PdM. 4. What recommendations would you make to Nathalie and Fabrice concerning the next steps to transform PdM to an entrepreneurial growth venture? 5. Suggest alternative approaches to achieving their goals, and identify the pros and cons of the alternative approaches. SESSION 6 - Wednesday 8th of April - 14h-18h Each individual student writes and submits a reflection paper (use MS Word), due to Google Drive folder by 18:00. Be sure that your name and today’s date appear in the upper right-hand corner of each page. Page limit <5 pages. (Grade weight = 20 points) No late papers will be accepted, sorry. Please answer ALL of the following questions: 1. What were your expectations for this class and how well were they met? What could be improved? Be specific. 2. What did you learn about strategic management of businesses that produce wine and other alcoholic beverages? List at least three “take-aways” (or learned lessons) and discuss. 3. Based on what you heard and saw in the presentations in Session VII and your knowledge of sustainability from Session VIII, compare and contrast the competitive characteristics of two different wine producing regions or countries. If you were starting a wine business, which region would be more favorable for you to enter? Why? 4. What do you think worked particularly well for your study group? Be specific. What could have worked better for your study group? Be specific. What lessons about team building have you learned?

Prérequis nécessaires

Connaissances en / Notions clés à maîtriser

NA

Bibliographie recommandée

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Modalités d'évaluation

Liste des modalités d'évaluation

Aucune modalité d'évaluation n'a pour le moment été attribuée à ce cours.