ࡱ>  bjbjSS 111b2 8(BuZ(!"$$Lttttttt$x~{t$""$$t(!t111$(!t1$t119b)gt 6*^Id,tu0Buud|+.|X)g)gX|m,$$1$$$$$tt/$$$Bu$$$$|$$$$$$$$$ : CMGT 400 Global Communication and Organizational Competition  Image source: http://www.oecd.org/vgn/images/portal/cit_731/0/54/39748906GlobalForum_50_150dpi.jpg Class Hours: M 2-4:50 Location: ASC223AB Professor Janet Fulk Office: 324E ASC; Phone: 213-740-0941 Office hours: Th 12:30-1:30 PM and by appointment Email:  HYPERLINK "mailto:fulk@usc.edu" fulk@usc.edu OVERVIEW Researchers and practitioners are directing considerable attention to the changes being wrought within and across industries through globalization and employment of advanced communication systems. This course provides an overview of key concepts of competitive strategy with particular reference to global issues in communication. Pursuing global competitive strategy involves crafting goals, policies and plans that identify how an organization positions itself in its global competitive environment. These policies are under the purview of top management, yet all parts of the organization at all levels have the opportunity contribute to their development. Employees at all levels can best contribute to this important process from a base that includes a thorough understanding of business policy-making goals and processes. This course reviews a variety of theoretical approaches to crafting, implementing, sustaining, and innovating global competitive strategy. Regardless of theoretical approach, communication and information technologies are instrumental in helping organizations to identify and implement innovations that keep an organization one step ahead of the competition. When carefully envisioned and implemented, programs for innovation through communication and information technologies and processes can be a source of dynamic global competitive advantage. The course is designed to help entry level participants to become astute observers and analyzers of the role of communication in competition. This outcome requires development of a perspective on communication and competition at the industry level and mastery of analytical skills needed to understand strategic choices. Sources of competitive advantage through communication are everywhere in an organization. All employees can contribute to assisting organizations in employing information and communication process and technologies in the service of obtaining and sustaining competitive advantage through communication. METHOD The course employs cases to illustrate how firms have used communication systems to accomplish these goals, and to highlight issues in the structure and competition of communications and related industries in the global context. Class sessions will include a combination of lecture, discussion of reading assignments, discussion of scanning reports and case discussion. This is a seminar course. Each of us needs to be prepared to contribute to the discussion in the classroom. READINGS 1. Harvard materials to be purchased online: All of the cases and several of the readings from Harvard Business School Press are available for purchase at special academic prices at HBS Online. The materials can be accessed by following this link:  HYPERLINK "https://cb.hbsp.harvard.edu/cbmp/access/20445339" https://cb.hbsp.harvard.edu/cbmp/access/20445339. When you click on the link the first time you must first register to get a login name and password and then you can use them to access the materials. 2. Free materials on the web: We will be reading several sections from Internet sites such as QuickMBA. Links to these readings are on the course outline. 3. Readings posted to class Blackboard site: The remaining readings are available free of charge. You can access them through the course documents section of the Blackboard course site. ASSIGNMENTS AND EVALUATION Description of Assignments Scanning reports. Each of you will be asked to be alert to developments in key industries and communication technologies on a regular basis. You should scan relevant general business periodicals online or in print such as the Wall Street Journal, New York Times, Financial Times, Los Angeles Times, Forbes, Fortune, Business Week, Google News and industry-specific sosurces such as Variety, Communication News, Advertising Age, TechCrunch, etc. For each class you should come to class with a summary of a development related to communication and competition that you uncovered in your scanning. You should be prepared to share a brief summary of it with the rest of the class, and to turn in a brief summary for credit. Sample scanning reports are available in the course documents section of the Blackboard course website. Discussion Leadership. Each class member will take the role of facilitating class discussion for one of the course reading modules. The discussion leader will prepare a small number of thoughtful questions to begin the class discussion, and then the leader will actually lead the discussion. Each student in the class is expected to read all the assigned readings each week and to come prepared to contribute to the discussion, regardless of who is discussion leader. Guidelines for preparing for a discussion leader role are available in the course documents section of the Blackboard course website. Class participation. Class discussion is a critical part of the effectiveness of this course. This is a seminar course, where we collectively grapple with issues and challenges to communication management today. Each individual is expected to be actively involved in class discussion during each class period. The primary assessment will be the quality of those contributions to the group effort. To facilitate discussion of the cases, there are case preparation suggestions available in the course documents section of the Blackboard course website for each of the cases to be discussed in class. Good contributions are: thoughtful analytical constructive to the group effort topically relevant linked to the readings assigned for that day Poor contributions: simply restate what someone else has already said take the discussion on a tangent refer to issues we have already left behind as the discussion moves forward do not respect the other participants show that the individual has not done the assigned readings This assessment will be based on overall contributions throughout the semester based on the instructors judgment of overall frequency and quality. If you skip class, dont expect a high participation grade. If you want to know how you are doing on class participation, dont hesitate to ask. Midterm Case Analyses. You will analyze a case similar to the ones we discuss in class each week. Case options are listed on the topic schedule. Your will choose one of the cases in either the Basic Strategy or the Platform-Mediated category. Your analysis will be presented to the class as a whole in an oral presentation supplemented by a written briefing of no more than 15 double spaced pages (excluding title, references, appendices) . Please consult the details on the midterm case assignment that are available in the course documents section of the Blackboard course website. Final Case Analysis. You will analyze a case similar to the ones we discuss in class each week. Case options are listed on the topic schedule. Your will choose one of the cases in either the Network Participants category or CSR category. Your analysis will be presented to the class as a whole in an oral presentation supplemented by a written briefing of no more than 15 double spaced pages (excluding title, references, appendices). Please consult the details on the final case assignment that are available in the course documents section of the Blackboard course website. Summary of the relative weights (points) of the components: Scanning reports 11 Discussion leadership 18 Class participation 11 Midterm case 30 Final case analysis 30 Grading scale (total points) 93-100 A 90-92 A- 87-89 B+ 83-86 B 80-82 B- 77-79 C+ 73-76 C 70-72 C- 67-69 D+ 63-66 D 60-62 D- Below 60 F Submitting Written Report through Turnitin USC is committed to the general principles of academic honesty that include and incorporate the concept of respect for the intellectual property of others. All submitted written work for this course will be subject to an originality review as performed by Turnitin technologies (http://www.turnitin.com) to find textual similarities with other Internet content or previously submitted student work. Students of this course retain the copyright of their own original work, and Turnitin is not permitted to use student-submitted work for any other purpose than (a) performing an originality review of the work, and (b) including that work in the database against which it checks other student-submitted work. Turnitin submission is available through the assignments section of the Blackboard course website. Please submit a draft of any written reports to the Turnitin assignment on Blackboard and receive feedback on the originality of the report several days before it is due. This will give you time to fix any problems that may have cropped up in citations. Turnitin can take up to two days to generate a report, so allow enough time to review your report and make any necessary changes. Examine the report and make any changes to your paper as indicated by the Turnitin report. You will be permitted to overwrite/resubmit a draft that you already submitted as long as it is resubmitted before the due date of the assignment. NOTE: If you submit a new copy rather than overwrite, Turnitin will flag the paper as plagiarized, so please do NOT submit a new copy and instead be sure to overwrite/resubmit the original. If you have any questions about appropriate citation please contact the instructor before submitting your paper. A helpful reference is "Guide to avoiding plagiarism" ( HYPERLINK "http://www.usc.edu/student-affairs/student-conduct/ug_plag.htm" http://www.usc.edu/student-affairs/student-conduct/ug_plag.htm). STUDENTS WITH DISABILITIES Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me as early in the semester as possible. DSP is located in STU 301 and is open 8:30 a.m. - 5:00 p.m., Monday through Friday. The phone number for DSP is (213) 740-0776. ACADEMIC INTEGRITY POLICY The School of Communication is committed to the highest standards of academic excellence and ethical conduct. It endorses and acts on the SCampus policies and procedures detailed in the section titled: "University Student Conduct Code." See especially Appendix A: "Academic Dishonesty Sanction Guidelines."  HYPERLINK "http://www.usc.edu/student-affairs/SJACS/forms/sjacs_appa.pdf" http://www.usc.edu/student-affairs/SJACS/forms/sjacs_appa.pdf The policies, procedures, and guidelines will be assiduously upheld. They protect your rights, as well as those of the faculty. It is particularly important that you are aware of and avoid plagiarism, cheating on exams, fabricating data for a project, submitting a paper to more than one professor, or submitting a paper authored by anyone other than yourself. If you have doubts about any of these practices, confer with your instructor. COURSE TOPIC OVERVIEW PART 1: CORE CONCEPTS OF GLOBAL COMPETITIVE STRATEGY What is strategy? The basics: Classic five forces model of industry structure The basics: Classic generic competitive strategies Differentiation Cost leadership PART 2: THE COMMUNICATION ECOSYSTEM APPROACH TO STRATEGY Network processes and effects: Platform-mediated networks and two-sided markets Using ecosystem networks to sustain competitive advantage Strategic role of other entities in the ecosystem Wall Street analysts Complementors Clusters Government players Societal stakeholders and social responsibility; environmental protection Industry spotlight: Video gaming TOPIC SCHEDULE August 26: Overview of Course Porter, M. E. (2000) What Is Strategy? Harvard Business Review, Vol. 74 Issue 6, p61-78. Available from the link below:  HYPERLINK "http://www.google.com/url?sa=t&rct=j&q=porter%20what%20is%20strategy&source=web&cd=1&cad=rja&sqi=2&ved=0CC8QFjAA&url=http%3A%2F%2Fwww.ipocongress.ru%2Fdownload%2Fguide%2Farticle%2Fwhat_is_strategy.pdf&ei=ExTuUNypNcr8igKXrIGIBw&usg=AFQjCNGHKkpYIhy8cOcM-38D33YHarxe9Q&bvm=bv.1357700187,d.cGE" http://www.google.com/url?sa=t&rct=j&q=porter%20what%20is%20strategy&source=web&cd=1&cad=rja&sqi=2&ved=0CC8QFjAA&url=http%3A%2F%2Fwww.ipocongress.ru%2Fdownload%2Fguide%2Farticle%2Fwhat_is_strategy.pdf&ei=ExTuUNypNcr8igKXrIGIBw&usg=AFQjCNGHKkpYIhy8cOcM-38D33YHarxe9Q&bvm=bv.1357700187,d.cGE September 2: University Holiday PART 1: CORE CONCEPTS OF GLOBAL COMPETITIVE STRATEGY September 9:Assessing and interpreting industry structure in communication industries Quick MBA, Porter's Five Forces  HYPERLINK "http://www.quickmba.com/strategy/porter.shtml" http://www.quickmba.com/strategy/porter.shtml Interview with Michael Porter on Five Forces (2008).  HYPERLINK "http://www.youtube.com/watch?v=2FzYhdS4pqM" http://www.youtube.com/watch?v=2FzYhdS4pqM CASE: Casadesus-Masanell, R., Yoffie, D., & Mattu, S. (2005) Intel Corp.: 1968-2003. HBS 703427 Case Description: Describes three stages in Intel's history: the initial success and then collapse in DRAMs and EPROMs, its transition to and dominance in microprocessors, and its move to become the main supplier of the building blocks for the Internet economy. Allows a rich discussion of industry structure and transformation in DRAMs and microprocessors, creation of competitive advantage and value capture, and sustainability. (Direct quote from http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=703427&referral=2340) CASE: Yoffie. D. & Rossano, P. (2010), Apple, Inc.in 2012 HBS 712490 Case Description: On October 5, 2011, Steve Jobs tragically died of cancer. The recently retired CEO of Apple Inc. was a legend: he had changed Apple from a company near bankruptcy to one of the largest and most profitable companies in the world. Moreover, he had revolutionized several industries in the process, including music, phones, and computer tablets. This case explores Steve Jobs' successes and the challenges facing his successor, Tim Cook. Could Cook continue to revitalize the Macintosh? With iPod sales declining for four straight years, would Cook be able to continue the iPhone's dominance of smartphones in the face of growing competition from companies such as Google and Samsung? Would Apple's newest creation, the iPad, continue to dominate the tablet market, or would the new competitors, ranging from Amazon to Samsung, steal, share and drive down profits? And could Apple thrive with Tim Cook rather than Steve Jobs at the helm? (Direct quote from:  HYPERLINK "http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=4080234&R=712490-PDF-ENG&conversationId=272656" http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=4080234&R=712490-PDF-ENG&conversationId=272656) NOTE: Questions to prepare for each case analysis are available on the class Blackboard site. September 16: Competitive advantage in dynamic communication industries Quick MBA, Competitive Advantage  HYPERLINK "http://www.quickmba.com/strategy/competitive-advantage/" http://www.quickmba.com/strategy/competitive-advantage/ Quick MBA, Porter's Generic Strategies  HYPERLINK "http://www.quickmba.com/strategy/generic.shtml" http://www.quickmba.com/strategy/generic.shtml CASE: Piskorski, M., Halaburda, H., & Smith T. (2008). eHarmony. HBS 709424 Case Description: eHarmony's CEO needs to decide how to react to imitations of its business model, encroachment by competing models and ascendance of free substitutes. The case provides four options to address these threats and asks students to choose one after they analyzed the company's strategy. The analysis begins with understanding of value proposition, as derived from failures of substitutes. It proceeds to examine industry structure and important differences across its different niches. Students can then analyze the essence of a focused differentiation strategy and understand the importance of costly strategic trade-offs. They can also estimate the size of eHarmony's competitive advantage over two other competitors before articulating threats to sustainability, all of which will help them choose one of the four options. (Direct quote from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=85702&R=709424-PDF-ENG&conversationId=502658) September 23: Cost and differentiation advantage in global markets Ecofine.com: Cost Leadership Strategy. Available at:  HYPERLINK "http://www.ecofine.com/strategy/cost%20leadership.htm" http://www.ecofine.com/strategy/cost%20leadership.htm Porters Diamond Model of National Advantage. Available at:  HYPERLINK "http://www.quickmba.com/strategy/global/diamond/" http://www.quickmba.com/strategy/global/diamond/ CASE 1: Farhoomand, A. & Garrett, L. (2012). Wal-Mart in China 2012. University of Hong Kong case (available through HBS as HKU984) Case Description: In this updated case on Wal-Mart, the world's largest retailer, the company remains actively committed to rolling out and refining its Every Day Low Price ("EDLP") strategy across China, while making smaller, yet important strides to be locally relevant to its Chinese consumers. As recently as April 2012, then-CEO Scott Price shared his enthusiasm about Wal-Mart's growth and expansion in China. However, only a few short months later, by mid-summer 2012 (although not captured in this case), the company announced it would cool the rate of its expansions in China. Michael Duke, Wal-Mart's president and CEO, and other company executives cited a persistently hard economic climate in the United States and abroad, difficulty securing real estate on the mainland to allow for better laid-out stores, and a desire to hone its EDLP strategy as the reasons for the apparent pullback. This case uncovers issues that, to some foreign retailers, might be unsolvable, forcing an exit or, as was recently announced, a slow-down. At the same time, the case data suggests that Wal-Mart will do whatever it must to prevail in China, one of the largest markets in the world. Key discussions will emerge on whether or not the sheer tenacity of Wal-Mart to stay and thrive in China will overcome the company's seemingly endless issues with local governments, poorly managed store employees, high turnover and struggles with less-than-ideal store formats. This case is an update of the original case entitled "Wal-Mart in China-Every Day Low Price", published in 2005 by the Asia Case Research Centre. This updated case, in contrast to the original, addresses how Wal-Mart's American model for doing business in China has since broadened into a more culturally sensitive, two-pronged strategy. (Direct quote from: http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=4715223&R=HKU984-PDF-ENG&conversationId=265904) CASE 2: Ghemawat, P. & Altman, S. (2011). Tata Consulting Services: Selling Certainty. HBS PG0-004 Case Description: The Tata Consultancy Services: Selling Certainty case provides an opportunity to examine the growth of offshore services from the perspective of India's oldest and largest IT Services firm. Focusing on Tata Consultancy Services (TCS) at this stage of its development offers a window into the process of upgrading within a sector that historically competed based on low prices, as TCS aspires to compete also on a promise of superior quality. The case also provides an opportunity to discuss the international expansion of emerging market based companies and the shifting geography of the IT Services industry in the context of TCS's expansion in Latin America and Western IT Services firms' expansion in India. (Direct quote from: http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=2924243&R=PG0004-PDF-ENG&conversationId=705585) PART 2: THE COMMUNICATION ECOSYSTEM APPROACH TO STRATEGY September 30: Communication network processes and effects Gawer, A. & Cusmano, M. (2008). How companies become platform leaders. MIT Sloan Review, Winter, 28-35. Available in course documents section of course Blackboard website. Eisenmann, T., Parker, G., & Van Alstyne, M. (2006) Strategies for Two-Sided Markets. Harvard Business Review, October HBS R0610F Available at link below.  HYPERLINK "http://www.google.com/url?url=http://scholar.google.com/scholar_url%3Fhl%3Den%26q%3Dhttps://wiki.aalto.fi/download/attachments/38374131/van%252BAlstyne%252BHBR%252BTwo-sided%252Bmarkets.pdf%26sa%3DX%26scisig%3DAAGBfm0hCOsPcK5wY8wRG-PrSnz_Y6ozPQ%26oi%3Dscholarr&rct=j&sa=X&ei=N6rtUOqMCcbCigKeqYGgAQ&ved=0CC4QgAMoADAA&q=strategies+for+two-sided+markets&usg=AFQjCNHiHPhE9uHXGgVRc1JyTp3-XExhNg" http://www.google.com/url?url=http://scholar.google.com/scholar_url%3Fhl%3Den%26q%3Dhttps://wiki.aalto.fi/download/attachments/38374131/van%252BAlstyne%252BHBR%252BTwo-sided%252Bmarkets.pdf%26sa%3DX%26scisig%3DAAGBfm0hCOsPcK5wY8wRG-PrSnz_Y6ozPQ%26oi%3Dscholarr&rct=j&sa=X&ei=N6rtUOqMCcbCigKeqYGgAQ&ved=0CC4QgAMoADAA&q=strategies+for+two-sided+markets&usg=AFQjCNHiHPhE9uHXGgVRc1JyTp3-XExhNg CASE: Eisenmann, T. & Barley, L. (2007). PayPal Merchant Services. HBS 806188. Case Description: In early 2006, PayPal management is deciding how to respond to Google's entry into online payments. PayPal, owned by eBay, has targeted online merchants outside eBay's auction community for its next wave of expansion. Google represents a potential threat to PayPal's "off eBay" strategy, as do incumbent credit card companies. PayPal management must determine whether to increase investment in its "off eBay" strategy; how to allocate investments between the two sides of its payment network (i.e., consumers and merchants) which consumer segments to target (e.g., existing PayPal account holders vs. new users); which types of merchants to recruit (e.g., large vs. small); and what changes to make to pricing terms and product features. (Direct quote from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=51630&R=806188-PDF-ENG&conversationId=506154) October 1 or so: dont forget to prescreen your written case (Basic Strategy option) through Turnitin on Blackboard October 5 (Saturday): Written Midterm Cases for Basic Strategy Option, Due 11 PM October 7: Midterm Case Presentations, Basic Strategy Option CASE OPTION 1 FOR BASIC STRATEGY: Bradley, S., Cespedes, F., & Herman, K. (2010). Live Nation Faces the Music. HBS 709441 Case Description: In 2008, concert producer and promoter Live Nation, faces a decision about its strategy in light of the tumultuous changes in the music industry and the increasing power of the major artists. As the music business once again recreates itself in response to new technologies and consumer needs, this major player is considering focusing on its principal business of concert booking and related revenue, or moving forward with its efforts to take advantage of new opportunities in the music industry by forging comprehensive, and often expensive, relationships with artists and other clients. (Direct quote from:  HYPERLINK "http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=268134&R=709441-PDF-ENG&conversationId=240792" http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=268134&R=709441-PDF-ENG&conversationId=240792) CASE OPTION 2 FOR BASIC STRATEGY: Ko, S. & Woo, C. (2009) AirAsia: Flying Low Cost with High Hopes. University of Hong Kong case (available at HBS as HKU833). Case Description: Private entrepreneur, Tony Fernandez took over the debt ridden AirAsia airlines from the Malaysian government in December 2001, months after the terrorist attacks of 9/11. One month later, he relaunched the airline as South-East Asia's first low cost carrier (LCC) and achieved an instant success with increased profitability and rapid route expansion. Under the tagline of "Now Everyone Can Fly", AirAsia was able to keep the lowest cost structure among its competitors and offered low airfare to customers. Being innovative down to the corporate bone, AirAsia pioneered several new services for its operation, including an ambitious plan that many other low cost, short-haul carriers viewed as risky-extending services to include long haul routes. In 2007, AirAsia was ranked as the best LCC in the Asia region. Its success had not only inspired many LCC followers in the Asia Pacific region, but also severely threatened the well-being of full-service operators, especially its major competitor at home, Malaysia Airlines ("MAS"). In May 2008, MAS initiated an unexpected price war by launching the "Everyday Low Fare" campaign, offering zero fare for domestic and short-haul flights, which were largely dominated by AirAsia. Amid surging flight operation costs globally and ever intense competition in the Asia Pacific region, how could AirAsia increase its competitiveness? (Direct quote from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1276167&R=HKU833-PDF-ENG&conversationId=503947). Note: Case preparation questions for all midterm cases are available on course Blackboard site. October 8 or so: dont forget to prescreen your written case through Turnitin on Blackboard for the Platform-Related Option October 12 (Saturday): Written Midterm Cases for Platform-Related Option, Due 11 PM October 14: Midterm case presentations, Platform-Related Option CASE OPTION 1 FOR PLATFORM-RELATED: Eisenmann, T., & Nielsen, L. (2009), Sermo, Inc. HBS 809142 Case Description: Sermo operates the leading online professional network for physicians in the United States. Doctors use Sermo free of charge to post surveys regarding diagnostic and treatment concerns and to discuss these concerns, as well as challenges with managing their practices. Sermo earns revenue by charging clients who would value early information regarding the effectiveness of new drugs and medical devices-investment managers, pharmaceutical companies, and regulatory authorities. Clients cannot participate in doctors' online discussions, but they can view survey results and post their own surveys to Sermo's physician members. The case discusses challenges confronting Sermo in mobilizing this two-sided platform and in balancing the sometimes conflicting needs of the platform's two sides. (Direct quote from: http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=622152&R=809142-PDF-ENG&conversationId=254024) CASE OPTION 2 FOR PLATFORM-RELATED: Casadesus-Masanell, R. & Thaker, A. (2012). eBay, Inc. and Amazon.com (A) HBS 712405 Case Description: This case has been designed to explore strategic interactions among organizations with different business models. The case considers how a competitor successfully challenged the incumbent in a platform market defined by strong network effects and high switching costs. The case allows students to assess the advantages and disadvantages of eBay's platform business model in comparison to Amazon's retail business model; to evaluate business model performance when value loops of two industry players interact; to analyze how Amazon expanded its business model and overcame barriers to entry in a platform market that generates winner-take-all effects for first movers; discuss how eBay can respond to the new competitive dynamic, exploring both tactical and strategic interactions; and assess the strategic implications of eBay's 2011 acquisition of GSI Commerce. (Direct quote from: http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=3956220&R=712405-PDF-ENG&conversationId=268413) October 21: Sustainability through networks Iansiti, M., & Levien, R. (2004). Strategy as Ecology. Harvard Business Review, Vol. 82 Issue 3, p68-78. Available at link below:  HYPERLINK "http://www.google.com/url?url=http://scholar.google.com/scholar_url%3Fhl%3Den%26q%3Dhttp://www.uapa533.com/uploads/8/4/4/9/8449980/strategy_as_ecology.pdf%26sa%3DX%26scisig%3DAAGBfm162B7uLyidaMKgBJYdSdDgrqtgBA%26oi%3Dscholarr&rct=j&sa=X&ei=RKvtUNzlHoi8iwLV_YH4Dw&ved=0CC4QgAMoADAA&q=strategy+as+ecology&usg=AFQjCNGFee9zcDDmCy-HBgIWerzmQwCpUg" http://www.google.com/url?url=http://scholar.google.com/scholar_url%3Fhl%3Den%26q%3Dhttp://www.uapa533.com/uploads/8/4/4/9/8449980/strategy_as_ecology.pdf%26sa%3DX%26scisig%3DAAGBfm162B7uLyidaMKgBJYdSdDgrqtgBA%26oi%3Dscholarr&rct=j&sa=X&ei=RKvtUNzlHoi8iwLV_YH4Dw&ved=0CC4QgAMoADAA&q=strategy+as+ecology&usg=AFQjCNGFee9zcDDmCy-HBgIWerzmQwCpUg Premkumar, G., Richardson, V.J. & Zmud, R.W. (2004). Sustaining competitive advantage through a value net: The case of Enterprise rent-a-car. MIS Quarterly Executive 3 (4), 189-199. Available in course documents section of class Blackboard website. CASE: Ghemawat, P., & Nueno, J. (2006). ZARA: Fast Fashion. HBS 703497 Case Description: Focuses on Inditex, an apparel retailer from Spain, which has set up an extremely quick response system for its ZARA chain. Instead of predicting months before a season starts what women will want to wear, ZARA observes what's selling and what's not and continuously adjusts what it produces and merchandises on that basis. Powered by ZARA's success, Inditex has expanded into 39 countries, making it one of the most global retailers in the world. But in 2002, it faces important questions concerning its future growth. (Direct quote from http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=703416&referral=2340) CASE UPDATE: Sang, Yuxing (2008). Zara (Inditex) case update. Available in course documents section of Blackboard website. October 28: Other network members: Clusters and complementors; Wall Street analysts Yoffie, D. & Kwak, M. (2006). With Friends Like These: The Art of Managing Complementors. Harvard Business Review (September), reprint. Product # R0609E. Available in HBS Online materials. Hutton, A. (2001). Four Rules for Taking Your Message to Wall Street. Harvard Business Review, Vol. 79 Issue 5, p125-132. Available in HBS Online materials. CASE: Yoffie, D., Casadesus - Masanell, R. & Mattu, S. (2004). Wintel (A): Cooperation or Conflict. HBS 704419 Case Description: Examines the dynamic relationship between two complementors: Intel and Microsoft. Set in 1995, the case asks how Intel and Microsoft should solve a serious division between the two companies that threatens the health of the PC industry. (Direct quote from: http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=45403&R=704419-PDF-ENG&conversationId=1891235) November 4: Government stakeholders NOTE: Oberholzer-Gee,F., Cantrill, L. & Wu, P. (2007) Lobbying. HBS: 707471. Available in HBS Online materials. Parayil, G. (2005). From "Silicon Island" to "Biopolis of Asia": Innovation Policy and Shifting Competitive Strategy in Singapore. California Management Review, Vol. 47 Issue 2, p50-73. Available at:  HYPERLINK "http://www.google.com/url?sa=t&rct=j&q=from%20silicon%20island%20to%20biopolis&source=web&cd=3&ved=0CD8QFjAC&url=http%3A%2F%2Fxcsc.xoc.uam.mx%2Fapymes%2Fwebftp%2Fdocumentos%2Fbiblioteca%2FINNOVATION%2520POLICY%2520AND%2520SHIHTING%2520COMPETITIVE%2520STRATEGY%2520IN%2520SINGAPORE.pdf&ei=saztULDbOMPfiAKU6oGYAg&usg=AFQjCNG4ua8gsoXO89d8NtiIonEN32KpqA&bvm=bv.1357316858,d.cGE" http://www.google.com/url?sa=t&rct=j&q=from%20silicon%20island%20to%20biopolis&source=web&cd=3&ved=0CD8QFjAC&url=http%3A%2F%2Fxcsc.xoc.uam.mx%2Fapymes%2Fwebftp%2Fdocumentos%2Fbiblioteca%2FINNOVATION%2520POLICY%2520AND%2520SHIHTING%2520COMPETITIVE%2520STRATEGY%2520IN%2520SINGAPORE.pdf&ei=saztULDbOMPfiAKU6oGYAg&usg=AFQjCNG4ua8gsoXO89d8NtiIonEN32KpqA&bvm=bv.1357316858,d.cGE CASE: Oberholzer-Gee, F., Yao, D., Cantrill, L. & Wu, P. (2007) Lobbying for Love? Southwest Airlines and the Wright Amendment HBS 707470 Case Description: The fall of 2004 brought exciting news to Love Field, the Texas headquarters of Southwest Airlines. Delta Airlines, one of Southwest's main competitors, had announced that it would dramatically decrease service from the nearby Dallas/Fort Worth International (DFW) airport, cutting the number of daily flights from 250 to a mere 21. Gary Kelly, Southwest's newly minted CEO, thought about what appeared to be a golden opportunity. How could Southwest best capitalize on Delta's withdrawal? As Kelly saw it, Southwest had several options to pursue the new business opportunities. A first was to service the canceled Delta routes from Love Field. A second possibility was to encourage members of Congress to repeal the Wright Amendment, which limited Southwest's flight offerings from Love Field. An alternative to fighting for the repeal of the Wright Amendment was for Southwest to lease the 18 gates that Delta had left at DFW. Kelly carefully considered his options. Was now the time to call his lobbyist? (Direct wquote from: http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=707470&referral=2340) November 11: Societal stakeholders and social responsibility in communication industries Porter, M. &. Kramer, M. (2006). Strategy & society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, Vol. 84 Issue 12, p78-92. Available at link below:  HYPERLINK "http://efnorthamerica.com/documents/events/ccc2008/Mark-Kramer-Keynote/Strategy-Society.PDF" http://efnorthamerica.com/documents/events/ccc2008/Mark-Kramer-Keynote/Strategy-Society.PDF Zadek, S. (2004). The path to corporate responsibility. Harvard Business Review, Vol. 82 Issue 12, p125-132. Available at link below:  HYPERLINK "http://www.springerlink.com.libproxy.usc.edu/index/J408347348J52N80.pdf" http://www.springerlink.com.libproxy.usc.edu/index/J408347348J52N80.pdf Austin, J. E. (2000). Strategic collaboration between nonprofits and business. Nonprofit and Voluntary Sector Quarterly, 29; 69-97. Available on course Blackboard website. CASE: Austin, J. & Reavis, C. (2004). Starbucks and Conservation International. HBS 303055-PDF-ENG. Case Description: Starbucks, the world's leading specialty coffee company, developed a strategic alliance with Conservation International, a major international environmental nonprofit organization. The purpose of the alliance was to promote coffee-growing practices of small farms that would protect endangered habitats. The collaboration emerged from the company's corporate social responsibility policies and its coffee procurement strategy. The initial project was in the southern Mexican state of Chiapas and resulted in the incorporation of shade-grown coffee into the Starbucks product line, providing an attractive alternative market for the farmer cooperatives at a time when coffee producers were in economic crisis due to plummeting world prices. Simultaneously, the company had to deal with growing pressures from nonprofit organizations in the Fair Trade movement, demanding higher prices for farmers. Starbucks was reviewing the future of its alliance with Conservation International and its new coffee procurement guidelines aimed at promoting environmentally, socially, and economically sustainable coffee production. The nature of the industry puts the case in the global context from both the supply and demand sides. (Direct quote from http://cb.hbsp.harvard.edu/cb/web/search_results.seam?Ntt=Starbuck+and+conservation+international&N=0&searchButton.x=51&searchButton.y=27). November 18: Industry Spotlight: Video Gaming Chang, V. (2010) Social games. HBS product EC39-PDF-ENG. Available in HBS Online materials. CASE 1: Hagiu, A. (2007) Microsoft Xbox: Changing the Game. HBS 707501-PDF-ENG Case Description: In September 1999, the Microsoft Xbox team was wondering which strategic choices would give it the best chance against the upcoming Sony PlayStation 2. Initially called "Project Midway" within Microsoft, the console project was intended to counter the perceived threat to the Windows franchise posed by Sony expanding the original PlayStation into a broad entertainment platform with the PlayStation 2. Seamus Blackley--the chief instigator for the Xbox within Microsoft--and some of his colleagues were on a flight to Austin, Texas, where they had an appointment with Michael Dell, CEO of Dell Computer. The purpose of the visit was to convince Dell to manufacture Xbox videogame consoles running Microsoft software. Indeed, the team intended to produce a machine somewhere between a standalone videogame console and a PC tailored to play videogames. It remained unclear, however, where along the spectrum from dedicated console to PC Microsoft should position the Xbox. Would it be an open platform like the PC in the sense that independent developers could publish games on it with no restrictions and without having to pay royalties? Who would produce consoles and under what arrangements? What features should the console include, and how would it be priced to consumers? The home videogame industry had been born in the 1970s during the Atari "golden age", then collapsed suddenly in 1983. It was reborn at the end of the 1980s under Nintento's leadership, which was then challenged for a few years by Sega, only to be conquered by Sony's original PlayStation. And along the way, some companies such as 3DO had tried unsuccessfully to change the prevalent business models. This tumultuous 25-year history might provide Blackley and his colleagues with some useful tips on how best to enter the market. (Direct quote from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=46313&R=707501-PDF-ENG&conversationId=509905). CASE 2: Gupta, S. & Herman, K. (2011) Take-Two Interactive Software, Inc. HBS product 511002-PDF-ENG. Case Description: In September 2010, faced with increasing threat from social game companies such as Zynga, Ben Feder, the CEO of Take-Two Interactive Software. Inc., had to decide the long-term strategy of his video-game company. As a publisher of traditional video games for Xbox 360, PlayStation 3 and Nintendo, Take-Two had several popular video games, such as Grand Theft Auto, to its credit. However, the video game industry was undergoing a major transition. In addition to digital downloading and cloud gaming, casual and social games were transforming the video game industry. Electronic Arts, one of Take-Two's major competitors, acquired a social gaming company in November 2009 for $400 million. In August 2010, Disney bought another social gaming company for $763 million. Social games were developed, marketed and monetized very differently from traditional console games. Should Take-Two follow the lead of its competitors or continue to focus on its core business? (Direct quote from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=2553170&R=511002-PDF-ENG&conversationId=469206) November 19 or so: dont forget to prescreen your written case (Network Participants Option) through Turnitin on Blackboard November 23 (Saturday): Final Written Cases Due for Network Participants, 11 PM November 25: Final Case presentations, Network Participants CASE OPTION 1 FOR NETWORK PARTICIPANTS: Herman, K. & Eisenmann, T. (2011). Google, Inc. HBS 910036 Case Description: Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation. Reviews Google's recent strategic initiatives and the threats they pose to Yahoo, Microsoft, and others. Asks what Google should do next. One option is to stay focused on the company's core competence, i.e., developing superior search solutions and monetizing them through targeted advertising. Another option is to branch into new arenas, for example, build Google into a portal like Yahoo or MSN; extend Google's role in e-commerce beyond search, to encompass a more active role as an intermediary (like eBay) facilitating transactions; or challenge Microsoft's position on the PC desktop by developing software to compete with Office and Windows. (Direct quote from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1907161&R=910036-PDF-ENG&conversationId=710659) CASE OPTION 2 FOR NETWORK PARTICIPANTS: Hagiu, A. & Halaburda, H. (2010) Responding to the Wii? HBS 709448 Case Description: After years of gaming console industry leadership, how should Sony respond to the overwhelming success of competitor Nintendo's user-friendly Wii over Sony's high-tech PlayStation 3? It was August 2008 and Kazuo Hirai, chief executive of Sony Computer Entertainment Inc. (SCEI), was contemplating questions from reporters about how Sony planned to respond to Nintendo's Wii console, which was dramatically leading Sony's PlayStation 3 and Microsoft's Xbox 360 consoles in sales. The Wii's supremacy was especially disconcerting to Hirai, given that Sony had dominated the videogame industry, and largely defined its course, since 1995. But the tables had turned dramatically in the current generation. Though the Wii was technologically much less advanced than PS3 and Xbox 360, the Wii's ease of use, innovative motion-sensitive controller, and simple but fun games had made the console a hit with all demographics: 9 to 65 years old, male and female. As a result, Nintendo had stolen a march on its two larger rivals by appealing to people who were traditionally not avid videogame users. Microsoft's and Sony's more powerful machines remained targeted at the traditional, "core gamer" audience: 18 to 65 year old males. Hirai was determined to restore that supremacy, in the current generation or the next. He knew that, whether or not he publicly defined SCEI's strategy as a response to Wii, he had to find a way for his company to deal with the new order of the videogame industry that Nintendo had created. In seeking to do so, Hirai might find guidance in the history of the industry, which had been marked by rapid and frequent changes of fortune. (Direct quote from  HYPERLINK "http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=271135&R=709448-PDF-ENG&conversationId=602206" http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=271135&R=709448-PDF-ENG&conversationId=602206) November 26 or so: dont forget to prescreen your written case (CSR & Environment) through Turnitin on Blackboard November 30 (Saturday): Written Cases due for CSR & Environment December 2: Final Case Presentations, CSR & Environment CASE OPTION 1 FOR CSR: CASE: Werhane, P., Mead, J., Hartman, L. & Christmas, D. Transformational Gaming: Zynga's Social Strategy (B). HBS UV5288-PDF-ENG Case Description: Outlines how Mark Pincus, with help from his sister Laura Hartman, began to implement his new brand of social strategy. Initial steps included two partnerships: (1) Zynga's YoVille and the San Francisco SPCA; and (2) Mafia Wars and the Huntington's Disease Society of America. A new program within Zynga was created: Zynga.org, which would focus on global problems and ways to address them. Its first project, in partnership with Zynga's wildly popular FarmVille, was a strategy in which users could purchase "Sweet Seeds for Haiti." Through FarmVille, Zynga would contribute 50% of all proceeds from the sale of these seeds to two Haiti-based causes: Fonkoze and FATEM (a microfinance initiative and an educational and school-meals program, respectively). In 2010, Zynga.org continued to evolve, with periodic bumps along the way when Zynga encountered bad press and unfavorable attention. (Direct quote from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=4146220&R=UV5288-PDF- ENG&conversationId=109832) CASE OPTION 2 FOR CSR: McMaster, J. & Nowak, J. (2011) FIJI Water and Corporate Social Responsibility - Green Makeover or "Greenwashing"? HBS 909A08 Case Description: This case analysis traces the establishment and subsequent operation of FIJI Water LLC and its bottling subsidiary, Natural Waters of Viti Limited, the first company in Fiji extracting, bottling and marketing, both domestically and internationally, artesian water coming from a virgin ecosystem found on Fiji's main island of Viti Levu. The case reviews the growth and market expansion of this highly successful company with the brand name FIJI Natural Artesian Water (FIJI Water). The company has grown rapidly over the past decade and a half, and now exports bottled water into many countries in the world from its production plant located in the Fiji Islands. In 2008, FIJI Water was the leading imported bottled water brand in the United States. In the context of great marketing success of the FIJI brand, particularly in the U.S. market, the case focuses on how the company has responded to a number of corporate social responsibility (CSR) issues, including measuring and reducing its carbon footprint, responsibilities to key stakeholders, and concerns of the Fiji government with regard to taxation and transfer pricing issues. The case provides a compelling illustration of how CSR challenges may jeopardize the sustainability of a clever marketing strategy (Direct quote from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=1022151&R=909A08-PDF-ENG&conversationId=345300) December 2 is the last class. There is no final exam.     COMM 400 p.  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