COURSE SYLLABUS

COURSE NUMBER: L&S 127

TITLE: Strategy Implementation
DEPARTMENT: Leadership & Strategy
SCHOOL: John Gokongwei School of Management
SEMESTER AND SCHOOL YEAR: Second Semester SY 2019-2020
NUMBER OF UNITS: 3
FACULTY, SCHEDULE AND VENUE:
Subject
Code Section Time Room Instructor Instructor's Email
LS 127 B T-TH 1100-1230 CTC 206 SABUG, FRUCTUOSO T., JR. f.t.sabug@gmail.com
LS 127 D T-TH 1530-1700 SOM 303 YU, SHERWIN G. goopyu@yahoo.com
LS 127 G T 1700-2000 SOM 203 MAYUGA, RAMON L. monm5150@gmail.com
LS 127 I T-TH 1400-1530 CTC 204 FERIA JR., ANTONIO CRISTOPHER P. tonyferia.admu@gmail.com
LS 127 J T-TH 1530-1700 SOM 103 QUITORIANO, GEORGE OMER DENIS S. gquitoriano@ateneo.edu
LS 127 L T-TH 1400-1530 SOM 106 YU, SHERWIN G. goopyu@yahoo.com
LS 127 M T-TH 0930-1100 SOM 105 VALENCIA, ARTURO A. artvalencia8@gmail.com
LS 127 O T-TH 1100-1230 SOM 203 YU, SHERWIN G. goopyu@yahoo.com
LS 127 P T-TH 1700-1830 SOM 104 QUITORIANO, GEORGE OMER DENIS S. gquitoriano@ateneo.edu
LS 127 S M-W-F 1100-1200 SOM 102 PUEN, DAVID ALLEN Y. dpuen@ateneo.edu

A. COURSE DESCRIPTION
 Strategy Formulation (LS 126) and Strategy Implementation (LS 127) serve as the capstone, integrative
courses for graduating seniors in management-oriented concentrations. Unlike other business courses
that concentrate narrowly on a particular function or a piece of the business – accounting, finance,
marketing, production, human resources, or information systems, strategic management is a big picture
course. The center of attention is the total enterprise – the industry and competitive environment in
which it operates its long–term direction and strategy, its resources and competitive capabilities, and its
prospects for success.
 Students will use all the knowledge acquired from previous courses, coupled with strategic management
techniques to chart the future directions of different organizations.
 The centerpiece is the group business project, which is a hands-on experience for students in business
planning and implementation, inclusive of strategy formulation, implementation, and evaluation. In the
first semester, students will craft a business plan to develop and start up a business. In the second
semester, they will actually implement their business plan for at least three months, evaluate their
performance and strategies, and show how they can make the business grow.
 Major topics covered are: The Strategic Management Process; Mapping the Business Landscape;
Creating Competitive Advantage; Strategy Analysis and Choice; Implementing Strategies: Management
and Functional Issues; Review, Evaluation and Control. Case studies and readings complement
conceptual content.

B. COURSE OBJECTIVES
By the end of the course, students will be able to:
1. Explain and apply the process of strategic management – strategy formulation, strategy implementation, and
strategy evaluation as well as think strategically about an organization by:
a. conducting strategic analysis in a variety of industries and competitive situations whether small or large,
startup or ongoing, local or global;
 b. demonstrating why and how the different parts of the business need to be managed in strategic harmony for
the organization to operate in a winning fashion, using the knowledge gained in earlier management courses
and;
c. assessing business risk, making sound decisions, and achieving effective outcomes.
2. Implement a business plan that demonstrates an entrepreneurial mindset and develops competencies in
crafting business strategy, weighing strategic options, developing scenarios to evaluate various alternatives, and
making focused strategic decisions.
3. Apply exemplary ethical principles, sound personal and company values, and socially responsible and sustainable
management practices.

C. COURSE OUTLINE, SCHEDULE, AND READINGS

WEEK ACTIVITIES
1 Start of Classes: January 22, 2020
Welcome. Syllabus/Course Requirements. Review of Group Business Plan Implementation
David Chapter 10. Business Ethics/Social Responsibility/Environmental Sustainability
2-3 David Chapter 7- Implementing Strategies: Management, Operations, and Human Resource Issues
Michael E. Porter. The 5 Competitive Forces That Shape Strategy. HBR Jan. 2008. Pp. 78-93.
Hill and Jones. Chapter 2. Opportunities and Threats - Analyzing the External Environment.
Pitts and Lei. Chapter 2. Assessing Industry Attractiveness and the Competitive Environment.

Lecture/Quiz/ Case or Group Discussions or Consultations/Research/Fieldwork1

Holidays: Feb 3 – President’s Day, Jan 25 – Chinese New Year, Feb 25 - Edsa Revolution
4-6 David. Chapter 8. Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues
Hill and Jones. Chapter 5. Strategy at the Business Level.
Hill and Jones. Chapter 6. Industry Environment and Business-Level Strategy

David. Chapter 9. Strategy Review, Evaluation, and Control

Lecture/Quiz/ Case or Group Discussions or Consultations/Research/Fieldwork1

Mandatory consultations

7-8 Lecture /Quiz/ Case or Group Discussions or Consultations/Research/Fieldwork1

Corporate Strategic Audit final report due 9am of March 6, 2020 (Friday).

9 Mandatory consultations
10 *Business Project Final Management Report Submission due on or before 9:00am of
March 27, 2020 (Friday)
11 Panel Presentations on April 4, 2020 (Saturday)
12 Holy Week April 6 – 10, 2020
13 Semester recap
14 Study day and Exam week for seniors starting April 20 - 25, 2020
Note 1: Individual Professors are free to set intermediate submission deadlines (or passes).
Note 2: Actual Chapters and topics to be covered on the second semester may vary depending on the lecture
covered in LS126, first semester of 2019-20

D. LS 127 Workshops
Students are required to attend all three (3) LS127 Workshops organized by the L&S Department. Schedule
for the workshops will be announced during the semester.
Workshop # Tentative Date Topic
1 Feb 4 or 6 International Business Opportunities
2 Feb 20 or 27 Family Business
3 March 10 or 12 Start up Financing
2
 The Department leaves it to the discretion of individual Professors to require their students to view videos
(e.g. TED Talks) on Environmental Sustainability, and Social Entrepreneurship.

E. REQUIRED TEXTBOOK - as listed in LS 126/127

David, Fred R. Strategic Management: Concepts and Cases (16th Special Price Edition) 2017.
http://www.prenhall.com/david and http://www.strategyclub.com

F. SUPPLEMENTARY REXTBOOKS/READINGS
1. Hill, Charles W. L. and Gareth R. Jones. Theory of Strategic Management with Cases. Canada. South-
Western (8th International Student Edition) 2009.
2. Pitts, Robert A and David Lei. Strategic Management: Building and Sustaining Competitive Advantage.
Thomson Asian (4th) Edition 2007. http://pitts.swlearning.com
3. Thompson, Strickland and Gamble. Crafting and Executing Strategy. McGraw Hill 16th Edition. 2007.
4. Zimmerer, Thomas W. and Norman M. Scarborough. Essentials of Entrepreneurship & Small Business
Management. Prentice-Hall 2008.
5. Kaplan, Robert S. and David P. Norton. The Balanced Scorecard: Measures that Drive Performance. HBR
Onpoint Enhanced Edition 2009.
6. Kaplan, Robert S. and David P. Norton. Using the Balanced Scorecard as a Strategic Management System.
HBR Classic 2009.

Other Reference Materials

1. Strategic Management Competitiveness and Globalization
By: Michel Hitt, R. Duane Ireland and Robert E. Hoskins
Cenage Technology Edition : Cenage Learning 11th Edition 2015
2. Essentials of Strategic Management: The Quest for Competitive Advantage 6th Edition by John E
Gamble, Peteraf Leon E. Williams Professor of Management, Margaret, and Thompson Jr., Arthur A
McGraw-Hill Education; 6 edition (February 16, 2018)
3. Crafting & Executing Strategy: Concepts and Cases 22nd Edition by Thompson Jr, Arthur A., Peteraf
Leon E., Margaret, John E Gamble, Strickland III, A. J.; Publisher: McGraw-Hill Education; 22 edition
(January 24, 2019)
4. Contemporary Strategy Analysis Text Only, 9th Edition by Robert M. Grant ; Publisher: Wiley; 9
edition (January 5, 2016)
5. Strategic Management: Creating Competitive Advantages 9th Edition by Dess Dr., Gregory G , Gerry
McNamara, Alan Eisner, Seung-Hyun Lee; Publisher: McGraw-Hill Education; 9 edition (February 12,
2018)
6. Strategic Management Concepts by Frank Rothaermel; Publisher: McGraw-Hill Education; 4 edition
(2018)

Required readings for the 2nd Semester to be announced by the professor.

G. METHODOLOGY/COURSE REQUIREMENTS
 Interactive lectures  Group Business Project (1)
 Class discussions  Group Research (Corporate Strategic Audit) (2)
 Written Analysis of Cases (3)  Experiential exercises
 Team presentation on case analysis (3)  Outside readings on current strategic issues
Notes:
1. Group Business Project: Implementation of the business plan for at least three months during the 2nd
semester, submission of periodic and final written reports (Appendix A) of operations, and presentation
of operational performance, lessons learned, and future plans to a departmental panel at the end of the
2nd semester. For the Panel presentations, each presenting group is allocated only one hour with the

3
 panel as follows: 10 minutes preparation time + 30 minutes presentation time + 20 minutes dialogue or
oral defense. Panelists may ask the group to hurry up their presentation or even cut them off if they
exceed the maximum 30-minute presentation limit.
2. Group Research on a company (Corporate Strategy Audit continuation) during the 2nd semester
3. Written Analysis of Cases (WACs) / Team Presentations: Individual or group WACs to be submitted;
group class presentations may be required OR Successful participation in international strategy
competitions during the 2nd semester
4. Faculty mentoring: Advice and guidance provided by faculty during formulation and implementation.
Mandatory consultations will be scheduled through out the semester
5. Long Tests, quizzes, WACs, experiential exercises, recitation at option of professor
6. Reports/reflection papers on extra readings

H. GRADING SYSTEM
Semester
2nd
 Group Business Project 40
o Development/Written Submissions 30
o Panel Presentation 10
 Group Research/Reports (Corporate Strategy Audit) 20
 Long Tests, individual WACs and reports, reflection papers, Quizzes, 30
Participation in International Competitions
 Class Participation/Recitation 10
TOTAL 100%

Grade Conversions for Final Marks Following are the only possible final marks that can be awarded
to our students, accompanied by their grade equivalents, depending on whether you use raw scores
or quality points for computing final marks.

Quality Point Equivalent

Final Mark Numerical Equivalent For a 3-unit course For a 5-unit course
A 92 to 100 3.76 to 4.00 3.71 to 4.00
B+ 87 to 91 3.31 to 3.75 3.31 to 3.70
B 83 to 86 2.81 to 3.30 2.81 to 3.30
C+ 79 to 82 2.31 to 2.80 2.31 to 2.80
C 76 to 78 1.81 to 2.30 1.76 to 2.30
D 70 to 75 1.00 to 1.80 1.00 to 1.75
F Below 70 Below 1.00 Below 1.00
W Overcut Overcut Overcut

I. CLASSROOM POLICIES – as in previous syllabus distributed last semester.

1. Maximum allowable cuts:
a. 9 absences for 1-hour classes or
b. 6 absences for 1 ½ -hours classes or
c. 3 absences for 3-hour classes
2. Intellectual honesty will not be compromised. Plagiarism (extensive “cutting and pasting” even if there
are footnotes and/or failure to cite appropriate sources) will be punished with an F for the entire subject
if done in an activity for which the grade makes up more than 15% of the final grade. The availability of
tools/webs such as www.turnitin.com , www.plagiarismchecker.com, etc. has enabled the easier tracking
of such acts.
Falsifying sales and documents for the business project will also be punished with an F for the whole
course.

4
3. The JGSOM Dress Code will be strictly enforced.
4. The use of laptops is STRONGLY DISCOURAGED during lectures to ensure the full attention of the students.
5. The respectful practice of turning off cellphones (or putting them in silent mode) is a professional
minimum in the classroom.
6. The Student Handbook will serve as the guide for all. Individual faculty can issue additional classroom
policies specific to their respective classes.

J. INTERNATIONAL COMPETITIONS:
Students are encouraged to participate in international business strategy competitions to enhance their learning
experience as well as benchmark the quality of our students against others schools in the region.

K. CONSULTATION HOURS – to be announced by professor.

5
 APPENDIX A: Business Project Management Report/Presentation Guidelines
Suggested Outline for the Final Management Report
(Panel Presentation Date –April 4, 2020)
1. EXECUTIVE SUMMARY
2. BUSINESS PLAN
a. HIGHLIGHTS OF BUSINESS PLAN (This is a concise summary of your original business plan.)
b. DEVIATIONS / PLAN REVISIONS (IF ANY) (If you practically changed your business, include a more detailed narration of why you did so and how you came
about with your new plan.)
c. KEY MILESTONES / TIMETABLE (what you set and used, whether based on original or revised plans)
d. KEY RESULTS AREAS (what you set and used, whether based on original or revised plans)
3. BUSINESS IMPLEMENTATION (Actual Operating Results for the required minimum period covering December 1, 2019 – March 15, 2020
a. ACTUAL VS. PROJECTED KEY RESULTS/ACCOMPLISHMENTS (preferably in tabular form)
b. VARIANCE ANALYSIS (Explanation of significant deviations.)
c. MAJOR CHALLENGES / PROBLEMS ENCOUNTERED AND MANAGEMENT RESPONSE
d. ACTUAL FINANCIAL STATEMENTS (Income Statement, Cash Flow Statement, Balance Sheet covering December 1, 2018 – March 15, 2020
4. STRATEGY EVALUATION: You are to use Fred David’s strategy evaluation framework as discussed in Chapter 9 (figure 9.2) of the textbook and supplement it with
either Rumelt’s Criteria for Strategy Evaluation (Table 9.1 - consonance, feasibility, consistency, advantage) OR the Balanced Scorecard approach using four
perspectives: financial performance, customer knowledge, internal business processes, and learning and growth including the evaluation of your customers’
satisfaction and awareness, managers and employees, operations and processes, business ethics and the natural environment, and financial issues.
a. Fred David’s Strategy Evaluation Framework with recommended corrective actions
b. Other Strategy Evaluation Tools (Rumelt’s criteria OR Balanced Scorecard approach) with additional recommendations
c. LESSONS LEARNED
5. PROSPECTS*
a. GROWING YOUR BUSINESS (How do you take your business project to the next level as a sustaining entrepreneurial venture?)
b. IMPROVED BUSINESS PLAN (covering balance Year 1, and Years 2 and 3 or up to the end of year 2015. Your improved Business Plan should cover all essential
sections. You do not need to write a totally new plan. You can highlight the new or different moves you will do over the next 3 years.)
c. PROJECTED FINANCIAL STATEMENTS (covering Years 1, 2, and 3; Income Statement, Cash Flow Statement, Balance Sheet)
d. FUNDING PLAN (Loan? Angel investors? Own money? Present your Statement of Sources and Uses of Funds)
* If your group has plans to continue the business project as an entrepreneurial venture after this school year, then you should be presenting your actual plans and
projections for the next 3 years in this section. If you have no intention of pursuing the business project, this part could be modified and presented as a Livelihood
Opportunity for adaptation by a depressed community. Identify the community and what they must do to benefit from this business. Show that it can be feasible. You
must inform your teacher beforehand if the project will be transformed to a socially oriented project.

The complete Management Report will be submitted by 9:00am of Friday, March 27, 2020. Reports are to be submitted in 4 hard copies plus 1 soft copy on
CD. All Reports should be bound with acetate covers, showing the PICS cover page. Panel Presentations are scheduled for Saturday, April 4, 2020.
 Company Name: __________________________ Ateneo de Manila University Presentation Date: April 4, 2020
John Gokongwei School of Management
Type of business: __________________________ Department of Leadership and Strategy Venue: _________ Time: __________

GRADING SHEET FOR BUSINESS PROJECT (FOR LS 127: STRATEGY IMPLEMENTATION)

Possible panelist’s presentation grades: A (4.0), B+ (3.5), B (3.0), C+ (2.5), C (2.0), D (1.0), F (0.0)

COMPONENTS
1 BUSINESS CONCEPT & STRATEGIES
 Was the business concept (as
implemented) sound?
 Were the objectives & strategies
clear & consistent?
2 IMPLEMENTATION / RESULTS
 How effective was
organizational and individual
performance?
 Were the results substantial
and/or meaningful?
3 EVALUATION & LEARNING
 How comprehensive / valid was
the team’s assessment of their
performance?
 Did they learn from their
experience & initiate proper
corrective actions?
4 FUTURE GROWTH
 How bold, creative, clear &
credible are future plans? OR
 Can the project be transformed
into a social business
enterprise?
5 PRESENTATION
 Was the written report and oral
presentation clear, interesting
and convincing?
Excellent (A = 4.00)
Bold & innovative concept w/
clearly sustainable competitive
advantage even in long run;
almost all critical assumptions,
objectives & strategies were
clearly identified, coherent &
highly consistent
Critical objectives attained or
even exceeded; highly
motivated, flexible, efficient &
effective team w excellent
coordination clearly shown.
Thorough knowledge w deep
understanding & proper
application of strategy
evaluation tools; many excellent
insights w team learning
Very clear illustration of
scalability & feasibility of
project; bold & innovative vision
w highly challenging goals.
Excellent presentation,
communication skills, team
work; good visuals w strong
audience impact & defense
Good (B = 3.00)
Sound & viable concept w/
sufficient advantage at least
in short run; many critical
assumptions, objectives &
strategies identified &
generally consistent w each
other.
Critical objectives
sufficiently close to
attainment; good working
team organization w
adequate coordination
shown.
Sufficient knowledge and
understanding w correct
application of strategy
evaluation tools; some good
insights w team learning
Sufficient illustration of
scalability & feasibility of
project; credible vision w
sufficiently challenging
goals.
Sufficiently clear &
organized report &
presentation; good team
coordination & visuals;
adequate defense
Fair (C = 2.00)
Understandable business
concept w just enough logic &
advantage to survive in short
run; basic assumptions,
objectives & strategies
identified but not clear or
consistent
Critical objectives still likely
to be attained given time &
improvements; little team
spirit or coordination shown.
Elementary knowledge &
understanding of strategy
evaluation tools; minimal
insights w/ team learning.
Scalability & feasibility not
that clearly illustrated but
project still viable w sufficient
improvements; easy
unambitious goals.
Understandable w basic
presentation skills; relatively
weak defense but open for
improvement.
Poor (F = 0.00) GRADE
Incoherent business concept w/
very poor strategic fit & logic;
survival doubtful even in short 10%
run; vague or inconsistent
assumptions, objectives &
strategies. _________________
Critical objectives unlikely or
impossible to attain even with 30%
more time; lackluster spirit &
performance w hardly any sign of
a functional team organization. _________________
Poor knowledge &
understanding of strategy
evaluation tools; hardly and good 30%
insights w/ team learning
_________________
Clearly unscalable or obviously
not feasible; project future too 10%
vague; poor inconsistent goals
_________________
Not cohesive, unclear,
uncoordinated; very poor 20%
defense
_________________

Comments by panelist: ______________________________________________________________________________ Raters Name & Signature:

_________________________________________________________________________________________________
_________________________________________________________________________________________________ 7