SWOT Analysis of the Walt Disney Company

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HR Strategy II: Strategic Management

Fall 2018

Instructor: Rebecca Kehoe

Office: 211 Janice H. Levin Building

Email: [email protected]

Office Phone: 848-445-5442

Office Hours: By appointment

Course Overview

How do some firms gain sustainable competitive advantage over industry rivals while others

struggle to simply survive? How do factors such as a firm’s internal and external environment

impact their selection and implementation of strategy? How do new firms effectively plan and

execute strategies that will enable them to successfully compete against established firms? How

do some firms align activities in a manner that supports their chosen strategies while others seem

to frequently struggle with issues of alignment? These are some examples of the types of

questions we will seek to answer in our study of strategic management. The course attempts to

encourage an integrated, cross-functional perspective to develop analytical and decision making

skills needed to cope with organizational uncertainties and business realities. To achieve these

objectives, a balance of theory and practice will be applied in the form of textbook readings and

discussions mixed in with real life business examples and cases.

Course Requirements and Grading

Your grade for this course will depend on your performance across several different activities. In

addition to scoring well on exams, successful performance requires that you complete assigned

readings, participate in class and case discussions and exercises, and perform well on case

analyses and class presentations. Final course grades will be computed as follows:

89.5 to 100 A

86.5-89.49 B+

79.5-86.49 B

76.5-79.49 C+

69.5-76.49 C

Below 69.5 F

Individual Participation 15%

Individual Case Analysis 15%

Team Case Presentations 20%

Team Project (Part 1: 10%; Part 2: 15%) 25%

In-class Exam 25%

Total 100%

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1. Individual Participation (15% of course grade) Participation grades will be assigned based on the contributions that you make to class

discussions over the course of the semester. Contributions should be made based on full

preparation prior to class (i.e., having read the assigned reading and case material, completed

assigned questions, and considered how the material relates to other course content). You should

note that it is the quality rather than the quantity of participation that counts. I judge comments

to be of high quality to the extent that they possess one or more of the following attributes:

 they bring the conceptual issues from this course and other coursework in the MHRM program to the analysis of cases, current events, or other topics covered in class

discussions;

 they contribute to moving the discussion and analysis forward—they offer a unique, relevant perspective on the issue being discussed;

 they transcend the “I feel” syndrome, that is, they make an argument and present supporting evidence;

 they communicate ideas to the class in a civil, professional way.

Absences: I understand that occasional absences may be necessary, and I do not penalize

students for missing a class or two throughout the semester. However, you are responsible for

communicating with your team regarding any absences and ensuring that you fulfill all of the

obligations outlined in your team case agreement (see below). You are also responsible for

connecting with a classmate to determine any material that you miss when you are not in class.

2. Individual Case Analysis (15% of course grade) Each student must submit a written case analysis for one assigned case of your choice. You may

choose any case assigned in the syllabus, with the exception of the first case. In your case

analysis you should do the following:

A. Begin with a brief SWOT analysis of the focal company (based on information provided

in the case)

B. Identify the key problem/challenge faced by the company in the case.

C. Identify possible solutions to the issue problem/challenge identified above.

D. Assess the pros and cons of each of these possible solutions.

E. Based on the above assessments, make a recommendation to the company, explaining the

rationale for your suggestions.

The facts, evidence, and recommendations in your case analysis should be based only on the

information provided in the case, rather than your knowledge of the company and its

activities “in real life”. That is, for the purpose of this analysis, I am not interested in what a

company actually did, how successful a particular decision turned out to be for a company,

etc., as my intent here is to see how you evaluate and work through a particular challenge

given the knowledge you develop in the course.

The case analysis should be no more than 6 pages, double-spaced, with 1-inch margins in

Times New Roman font. Your case analysis is due on Sakai by 4pm on the day the case is

scheduled to be discussed in class. Note that case analyses submitted after this time will not

be accepted.

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3. Team Case Presentations (20% of course grade) For case presentations, you will work in teams that will be formed at the beginning of the

semester. In class, on each week that a case is assigned, all teams will have 20 minutes to work

together to create a case presentation (PowerPoint) that addresses the assigned case questions

(using the Case Presentation Template posted for the case on Sakai). I will randomly choose two

or three teams to present their case analysis in class each week. Your case presentation may not

exceed 10 minutes in length. Your team will be called on between one and three times

throughout the semester to present, and you will not know whether your team is presenting until

case presentations have begun in class each night. Therefore, all teams will need to prepare to

present the assigned case each week. Following your team’s presentation, I will ask you

questions about your analysis and recommendations. Note that your team’s responses to these

questions will also factor into your grade for the presentation. Your final case presentation grade

will be an average of the grades your team receives for case presentations throughout the

semester.

Note that you are not expected to consult with your teams on the case questions prior to the class

at which a case will be discussed. However, for each assigned case, all team members are

expected to come to class individually prepared with thoughtful answers to the questions

assigned for that week, as well as a copy of the case.

Case Presentation Grading Criteria

Case presentations will be graded based on the following criteria:

 Analysis reflects a thorough reading and reflection on the assigned case

 Analysis offers integrative insights drawn from knowledge developed in this course

 Analysis comprehensively addresses the assigned case questions

 Analysis explicitly examines contrasting viewpoints and/or alternative solutions when relevant, as well as pros and cons of potential recommendations

 Analysis reflects critical thinking with an eye toward short- and long-term implications

 Recommendations reflect a consideration of the resources required for implementation (i.e., organizations do not have bottomless pockets, and resources must come from

somewhere)

Case Team Agreements

By the third class, each case team must submit a team agreement, signed by all team members,

which explicitly addresses how the team will handle the following matters:

1. Team member absences (note that a team may still be asked to present in the absence of

members)

2. Expectations concerning team member preparation for cases prior to class

4. Team Project (25% of course grade) A separate handout detailing team project requirements and the team project grading rubric will

be provided in class.

5. In-class Exam (25% of course grade) The in-class exam will cover the principles discussed in the course, in class readings, and in case

discussions and will test your ability to apply key concepts to organizational scenarios. The exam

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will be cumulative with coverage through the class immediately preceding the exam. Exam

questions will require short answer/short essay responses.

Course Policies

1. All known student disabilities and religious holidays will be accommodated. If you have a condition (e.g. pregnancy, learning disability, etc.) or holiday that needs accommodation,

please see me early in the semester so that we can take appropriate steps.

2. All students will be expected to be familiar with and abide by the University’s Academic Integrity Policy. Failure to comply with this policy will result in the student’s failure of the

course and referral to the Office of Student Conduct.

3. Assignments and Examinations: Assignments will not be accepted after the noted due date unless special arrangements have been made with the professor in advance. Students will not

be permitted to take examinations after the exam date stated on the syllabus. All requests for

make-up exams must be made on the first day of class, and make-up exams must be taken

prior to the scheduled examination time in class.

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Course Schedulea

aNote: On dates when a case or article (i.e., any readings outside the textbook) is assigned, please

bring that reading to class.

*No formal team case presentations tonight. Come to class having prepared this case individually.

Date Topic Readings/Assignments (due at beginning of class

unless otherwise noted)

Class 1

Sept 4

Course Introduction

What is Strategy?

Chapters 1 and 2

Class 2

Sept 11

SWOT/External Analysis Chapter 3

Class 3

Sept 18

SWOT/External Analysis

Chapter 3

*961 Beer Case

Case team agreements due

Class 4

Sept 25

No Class Meeting: Plan to work on Part I of team project

Class 5

Oct 2

SWOT/Internal Analysis

Chapter 4

RoboTech Case

Class 6

Oct 9

Competitive Advantage and Firm

Performance

Chapter 5

Reinventing Best Buy Case

Class 7

Oct 16

Business Strategy:

Differentiation, Cost Leadership,

and Integration

Chapter 6

Big Spaceship Case

Part 1 of Team Project due by 4pm

Class 8

Oct 23

Business Strategy: Innovation and

Strategic Entrepreneurship;

Blue Ocean Strategy

Team meetings with professor

Chapter 7

Article: Blue Ocean Strategy

Class 9

Oct 30

Corporate Strategy: Vertical

Integration and Diversification

Team time in class

Chapter 8

Class 10

Nov 6

Corporate Strategy: Acquisitions,

Alliances, and Networks

Chapter 9

Walt Disney Case

Class 11

Nov 13

Global Strategy: Competing

Around the World

Chapter 10

Yili Group Case

Nov 20 No class (change in designation of class days due to Thanksgiving)

Class 12

Nov 27

Strategy Implementation and

Organizational Design

Chapter 11

Renault-Nissan Case

Class 13

Dec 4

Course Wrap-up

Team time in class Korea Telecom: Building a GiGAtopia Case

Class 14

Dec 11 Team Presentations ALL Team Projects due by 9am

Class 14

Dec 18 Final Exam

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Required Readings

Students are responsible for accessing and completing all readings prior to the class for which the

readings are assigned. Required readings listed on the course schedule can be obtained as follows:

 Rothaermel, F.T. 2017. Strategic Management: Concepts, 3rd Ed. McGraw-Hill Higher Education.

(All assigned chapters appear in the course textbook)

Available at Livingston Campus bookstore, at Cengage.com, and on reserve at Kilmer Library.

 Harvard Business School Publishing Access to the following readings can be purchased on the Harvard Business School Publishing

website using the following link:

https://hbsp.harvard.edu/import/551611

1. Case: 961 Beer: Launching a Lebanese Brewing Company 2. Case: RoboTech: Storming into the U.S. Market 3. Case: Reinventing Best Buy 4. Case: Big Spaceship: Ready to Go? 5. Case: The Walt Disney Company and Pixar Inc.: To Acquire or Not Acquire? 6. Case: Yili Group: Building a Global Dairy Company 7. Case: Renault-Nissan: The Challenge of Sustaining Strategic Change 8. Case: Korea Telecom: Building a GiGAtopia

Note: In addition to the above cases, you may be required to purchase one additional case

later in the semester for the exam.

 The “Blue Ocean Strategy” article is available in the Resources section of the Course Sakai site.

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SMLR Learning Objectives of HR Strategy II

 Written & Oral Communication – Communicate effectively at a level and in modes appropriate to an entry level professional.

o Communicate complex ideas effectively, in standard written English

o Analyze and synthesize information and ideas from multiple sources to generate

new insights

o Produce quality research papers with proper convention of attribution/citation

o Produce high quality executive summaries

o Make an argument using contemporary and/or historical evidence

o Present ideas and arguments in a logical and effective way

 Theoretical Perspectives - Demonstrate an understanding of relevant theories and apply them given the background context of a particular work situation.

o Demonstrate an understanding of the practical perspectives, theories and concepts

in their field of study

o Evaluate and apply theories from social science disciplines to workplace issues

 Understanding Context - Evaluate the context of workplace issues, public policies, and management decisions

o Analyze the degree to which forms of human difference shape a person’s

experience of, and perspectives on work

o Analyze a contemporary global issue in their field from a multi-disciplinary

perspective

o Analyze issues related to business strategies, organizational structures, and work

systems

o Analyze issues related to the selection, motivation, and development of talent in a

global context

 Application – Demonstrate an understanding of how to apply knowledge necessary for effective work performance

o Apply concepts and substantive institutional knowledge, to understanding

contemporary developments related to work

o Understand the legal, regulatory and ethical issues related to their field

o Develop human resource management functional capabilities used to select,

motivate, and develop workers

o Understand the internal and external alignment and measurement of human

resource practices