SYLLABUS & SAP

MM5012
BUSINESS STRATEGY & ENTERPRISE MODELING

BLEMBA 28

Semester I 2021/2022

MASTER OF BUSINESS ADMINISTRATION

SCHOOL OF BUSINESS & MANAGEMENT
INSTITUT TEKNOLOGI BANDUNG
http://www.sbm.itb.ac.id/mba

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 Contents
No. Description Page

1. Vision and Mission of MBA-ITB ……………………………………….………………………… 3

2. Learning Goals of MBA-ITB ….………………………………………….………………………… 3

3. Learning Goals of the Course …………………………………….……………………...…….. 4

4. Learning Outcomes of the Course …………………………….…………………….……….. 4

5. The Course Structure ……………………………………………………………...………….……. 4

6. The Course Plan …………………………………………………………………….………….….….. 7

7. Facilitators’ Profile ..……………..…………………………………………………………......…. 11

8. Grading ……………..……………………………………………………………………………..……... 13

9. Integrated Project …………………………………………………………………………….…….. 13

10. Student Guidance …………………………………………………………………………….……... 13

11. Reading Materials ……………………………………………………………………………......… 14

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1. Vision and Mission of MBA-ITB
Vision
“To be a world class programme of Master of Business Administration that creates ethical
and entrepreneurial leaders.”

Mission
 To educate and develop future leaders in business.
 To develop sustainable education programme for building human resource capacity
needed for enhancing industry competitiveness in Indonesia.

2. Learning Goals of MBA-ITB

In general, MBA-ITB’s learning goal is to develop students to have the following
characteristics:
 A strong competence in business and technology-based management as well as decision
making capabilities as demonstrated by business leaders in the world.
 An ethical leadership and professional mindset.
 An entrepreneurial spirit both as professionals and as entrepreneurs.
 Ability to make decisions based on human values in a systemic and integrated manner so
as to meet the needs of the community.

There are three programmes at MBA-ITB campus with specific learning goals as follows:

A. Young Professional

The learning goal of this programme is to build business sensitivity and business
administration knowledge and skills required to start career at managerial level.

B. Creative & Cultural Entrepreneurship (CCE)

The learning goal of this programme is to teach students about doing business in creative and
culture sectors and how to manage their new business in these areas.

C. Business Leadership

The learning goal of this programme to improve students’ agility in decision making and to
develop a holistic view of business which enables them to lead a business project on a higher
level effectively in today’s business environment.

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3. Learning Goals of the Course
The course is for business executive class with the learning goals for students as follows:

1. To be able to differentiate between operational efectiveness and strategic positioning;

2. To be able to identify, analyse, and diagnose the external and internal business
environments in relation to the strategic formulation;

3. To be able to formulate the corporate and business strategy and the company’s policy in
adapting to the environmental changes;

4. To be be able to implement corporate and business strategy or to transform the strategy

into reality by evaluating and controlling the strategy implementation.

4. Learning Outcomes of the Course

After completing this course, students will have required competencies as a senior corporate
planner and demonstrate leadership, teamwork, and communication skills required to
perform their role as corporate planning officer effectively.

5. The Course Structure

Overall, the course consists of ten topics as follows:

1. Topic 1: Introduction to Strategic Management

Discusses the three overarching themes, definition of strategic management and strategy,
strategy formulation and implementation, and definition of competitive advantage.

2. Topic 2: Exploring the External Environment: Macro & Industry Dynamics

The external environment will be scanned and analysed consists of Societal Forces like
political, economical, socio-cultural, technological, environmental/ecology, legal, and
demography changes; Industry and also Competitor Analysis.

3. Topic 3: Examining the Internal Environment: Resources, Capabilities & Competencies

Describes resources, capabilities, core competencies, dynamic capabilities, and value
chain.

4. Topic 4: Creating Business Strategies

Discusses types of business strategies, drivers and threats to competitive positioning,
strategic fit, and quality of strategy.

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 5. Topic 5: Building Innovation & Strategic Entrepreneurship
Describes strategic innovation and corporate entrepreneurship.

6. Topic 6: Developing Corporate Strategy

Explains the definition of corporate strategy, growth strategy, economic logic and scope
of diversification, competitive advantage and corporate strategy, and corporate strategy
in stable and dynamic contexts.

7. Topic 7: Crafting Other Important Business Strategies

Discusses strategic alliances and partnerships, mergers and acquisitions, vertical
integration, outsourcing, and business strategy choices for specific market situations.

8. Topic 8: Looking at International Strategies

Describes definition of global strategy, entry vehicles into foreign countries, international
strategy configurations, and international strategy in emerging markets.

9. Topic 9: Implementing Organisational Structure & Governance

Discusses patterns of strategy and organisational structure, ethics and governance,
relationship between strategy and structure, and framework for executing strategies.

10. Topic 10: Understanding Strategic Leadership

Discusses strategic management process and how to become a strategic leader.

The course follows the structure as depicted in Figure 1.

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 Understanding Strategic
Leadership

Ability to Implement
Ready as a Senior Corporate, Business & Understanding Strategic
Corporate Planner Structure & Governance
Other Strategies

Understanding Innovation &

Strategic Entrepreneurship

Understanding of Global
Strategy

Understanding of Growth
Ability to Formulate Strategy
Corporate, Business &
Other Strategies Understanding Corporate
Strategy

Understanding Business
Strategy

Ability to Analyse Understanding of External

Business Environment
Environmental
Changes
Understanding of Internal
Business Environment

Ability to
Differentiate Understanding of Strategy &
between Operational Strategic Management
Effectiveness &
Strategic Positioning

Understanding Strategy, Understanding

Strategic Positioning, Sustainable Competitive
Strategy Trade-Offs Advantage

Figure 1. The Course Structure of MM5012 Business Strategy & Enterprise Modeling

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6. The Course Plan
The table below describes how students are going to attain specific competence as
mentioned in the course structure above and how they are going to be evaluated.

Date Outcome(s) Activity(ies) Preparation Facilitator

24 Students Session 1 (08.00 – 09.30) - Students read RTB Chapter 1 MH

September, understand: from Main Textbook and
2021 strategy - Introduction to the RM-1 from Supporting
definition, Course Articles
corporate - Introduction to - Students read RM-2 and RM-
philosophy, Strategic 3 from Supporting Articles
operational Management - Students read CS-1 and
effectiveness, discuss the case with their
strategic Session 2 (09.45 – 11.15) syndicate
positioning, - Students read RM-4 and RM-
- Developing a
strategy trade- 5 from Supporting Articles
Business Model
offs, strategy
diamond Session 3 (11.15 – 12.45)
model,
emergent and - Case Analysis:
deliberate Ryanair
strategy
Session 4 (13.45 – 15.15)

- Case Presentation:
Ryanair

Session 5 (15.30 – 17.00)

- Strategy Diamond
Model

25 Students are Session 1 (08.00 – 09.30) - Students read RTB Chapter 3 WP

September, able to analyse & Chapter 4 from Main
2021 external & - General/Macro Textbook
internal Environment - Students read CS-2 & CS-3
environments Analysis and discuss the cases with
- Industry Analysis their syndicate
- Competitor Analysis

Session 2 (09.45 – 11.15)

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 Date Outcome(s) Activity(ies) Preparation Facilitator

- Resources,
Capabilities & Core
Competencies
- VRIO Framework
- Value Chain Analysis

Session 3 (11.15 – 12.45)

- Case Analyses:
Apple & Natura

Session 4 (13.45 – 15.15)

- Case Presentation:
Apple

Session 5 (15.30 – 17.00)

- Case Presentation:
Natura

26 Students Session 1 (08.00 – 09.30) - Students read RTB Chapter 6 ICU

September, develop their & Chapter 7 from Main
2021 skills to create - Generic Strategies Textbook
competitive - Blue Ocean Strategy - Students read RM-6 & RM-7
strategy, from Supporting Articles
innovation, Session 2 (09.45 – 11.15)
and strategic
- Strategic
entrepreneur-
Innovations
ship
- Corporate
Entrepreneurship

26
September, Mid-term Exam (13.00 – 16.00)
2021

8 October, Students Session 1 (08.00 – 09.30) - Students read RTB Chapter 8 WP

2021 develop their & Chapter 9 from Main
skills to create - Vertical Integration Textbook
corporate & - Diversification - Students read RM-8 & RM-9
growth from Supporting Articles
Session 2 (09.45 – 11.15)
strategy
- Case Analyses: Tata
Motors & Nokia

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 Date Outcome(s) Activity(ies) Preparation Facilitator

Session 3 (11.15 – 12.45) - Students read CS-4 & CS-5

and discuss the cases with
- Case Presentations: their syndicate
Tata Motors &
Nokia

Session 4 (13.45 – 15.15) NHK

- Strategic Alliances

Session 5 (15.30 – 17.00)

- Merger &
Acquisition

9 October, Students Session 1 (08.00 – 09.30) - Students read RTB Chapter MH

2021 develop 10 & Chapter 11 from Main
further their - Entering Global Textbook
skills to create Markets - Students read RM-10 from
global strategy - Global Strategies Supporting Articles
& strategic - Modes of Entry - Students read CS-6 & CS-7
structure and discuss the case with
Session 2 (09.45 – 11.15)
their syndicate
- Case Analyses:
Emirates Airlines &
Huawei

Session 3 (11.15 – 12.45)

- Case Presentations:
Emirates Airlines &
Huawei

Session 4 (13.45 – 15.15) ICU

- Forms of
Organisational
Structure
- Organisational
Design

Session 5 (15.30 – 17.00)

- Ambidextrous
Organisation

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 Date Outcome(s) Activity(ies) Preparation Facilitator

10 October, Students Session 1 (08.00 – 09.30) - Students read RTB Chapter NHK
2021 appreciate the 12 and Chapter 2 from Main
important of - Corporate Textbook
ethics, Governance - Students read RM-11 from
governance, - Strategy & Business Supporting Articles
sustainability Ethics
in business,
and strategic Session 2 (09.45 – 11.15)
leadership
- Strategic Leadership

10 October,
Integrated Project Paper
2021

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7. Facilitators’ Profile
Dr. Mohammad Hamsal, MSE, MQM, MBA
Initial: MH
E-mail: [email protected]
Mobile: 0816 791 294

Dr. Hamsal held a bachelor degree in Industrial Engineering from Bandung Institute of Technology
(ITB). He also held three master degrees from two universities in Melbourne, Australia: from
RMIT University for a Master of Engineering in Systems Engineering (MSE) and a Master of
Engineering in Quality Management (MQM, with Distinction), and from Victoria University for a
Master of Business Administration (MBA). Prior to completing his doctorate degree in Strategic
Management (cum laude) from the University of Indonesia, Dr. Hamsal had attended Doctor of
Business Administration program at Australian Graduate School of Entrepreneurship, Swinburne
University of Technology, Melbourne. Dr. Hamsal is a resourcefully trained banking and finance
executive with more than 20 years of experience in tourism, steel, cement, telecommunication,
banking and insurance, and automotive industry.

Widhyawan Prawiraatmadja, Ph.D.

Initial : WP
E-mail : [email protected]

Dr. Widhyawan is currently an independent consultant and part-time practitioner faculty member of
SBM-ITB. He has the experience in serving the Government/State-owned Enterprise, as well as
global/multi-national private companies. He has a bachelor degree in industrial engineering from
Bandung Institute of Technology (ITB), M.A. and Ph.D. degrees in economics from the University of
Hawaii. He was formerly Senior Advisor to the Minister and Head of Performance Management Unit,
Ministry of Energy and Mineral Resources of the Republic of Indonesia. Previously, he served at SKK
Migas (formerly referred to as BP Migas), in various capacities that included: Deputy Chairman of
Commercial, Deputy Chairman of Planning, and Corporate Secretary. Prior to joining BP Migas, he
served as Country Executive GE Energy at General Electric (GE), and prior to that was Senior Vice
President for Corporate Planning and Business Development at the national oil and gas company,
Pertamina. In 2015, he was appointed as the Governor of Indonesia to the Organization of Petroleum
Exporting Countries (OPEC). His current engagement includes: Adviser to Pertamina Energy Institute;

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Risk Management Committee member of PLN; and Independent Commissioner of PT Inocycle
Technology Group Tbk.

Dr. Indra Cahya Uno

Initial : ICU

Currently, I found and serve as an Advisor at OK OCE (job creation social movement) and also the
Commissioner of PT Saratoga Investama Sedaya Tbk. (the leading private equity company in
Indonesia) and ANTV (PT Cakrawala Andalas Televisi, the leading entertainment terrestrial television
channel in Indonesia). I am also the Chairman of Mien R. Uno Foundation (an organization for youth
entrepreneurship education), the Vice Chairman of Budaya Luhur Foundation (a national curriculum
middle and high school that focuses on active learning), the Commissioner of Jatis Mobile (PT
Informasi Teknologi Indonesia, the leading mobile solution provider), and the founder of PT TPS
Consulting Indonesia, a boutique strategic business transformation consultant and a certified
member of the Indonesian Institute of Commissioners and Directors (a division of the National
Committee on Corporate Governance).

I have a Doctor of Philosophy degree in Strategic Management from University of Indonesia, Master
of Business Administration degree from University of Southern California, Master of Science degree
in Aerospace Engineering from University of Michigan, and a Bachelor of Science degree in Aerospace
Engineering from The Wichita State University.

Dr. Hasto Kristyono

Initial : NHK

Hasto’s professional journey is currently at the stage where he balances entrepreneurial-investment

and board advisory-board supervisory roles in the infrastructure-related sector. He is currently
serving on the board of Pertamina
Power Indonesia, the power and new-renewable energy sub-holding company of Pertamina,
Indonesia’s national oil company. He is also the co-founder of infrastructure-related investment
platforms i.e., Varsha Zamindo Lestari (water services) and 20RE (infrastructure and renewable
energy). Previously, he served as a Senior Private Sector Operations Specialist at the Asian
Infrastructure Investment Bank (AIIB) in Beijing, was the Director & Chief Operations Officer of PT.
ABM Investama Tbk. an investment holding company within the Tiara Marga Trakindo group
(“Trakindo Group”), after holding leading positions with PT Sumberdaya Sewatama (was a leading
power solutions provider in Indonesia, part of the ABM group), GE Indonesia and GE Oil & Gas, PT
Trakindo Utama (Caterpillar dealer), Komatsu Asia & Pacific Pte. Ltd, and PT Freeport Indonesia

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(copper and gold mining). After graduating with BS in Mechanical Engineering from Gadjah Mada
University, he enriched his education in Montana Tech of the University of Montana, USA, Harvard
Business School Executive Education, and recently he is granted a doctoral degree from the
Universitas Pelita Harapan in cooperation with London School of Economics and University of
Sorbonne.

8. Grading
Students’ course grading will be determined as follows:

Component Required Performance Weight

Participation, Discussion & Quiz Quality (Individual) 25 %
Case Analysis Paper & Presentation Quality (Group) 25 %
Mid-term Exam Competence (Individual) 25 %
Integrated Project Paper Competence (Group) 25 %
Total 100 %

9. Integrated Project
The project is aimed at exercising students’ capability in identifying and analysing strategy
aspects of a company. The students are required to choose a company as a case study and then
to apply the concepts learned in the courses of Business Strategy & Enterprise Modeling in
describing the current strategy aspects of the company and making suggestion for the further
business model development of the company.

The project is to be conducted in a group of 4-5 students. The length of the paper shall be
around 15-25 pages. The project will be counted as a final exam for this course (weight 25% of
total grade) and evaluated by the lecturer.

10. Student Guidance

In order to succeed in the course, student are advised to do the followings:

1. Understanding and participating the lecturing process in accordance with this course
guideline.

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2. Attending the course and discussing the cases with enthusiasm without being absence.

3. Undertaking the individual and group preparations. In order to understand the cases,
students should read and discuss the supporting materials within the group.

4. Raising questions and having discussions with the facilitator.

5. Reading other relevant chapters/articles prior to attending the class.

6. Accessing Internet to increase and widen the understanding of the course materials.

In order for students to successfully learn with method of cases, you need to have ample
preparations as follows:

1. Individual preparation: understanding cases and reading materials = 3.0 hours

2. Group preparation: case discussion and reading materials = 1.5 hours

3. Case discussion at class = 1.5 hours

In order to gain greatest benefits of the course, students would better follow the learning
process. Besides that, students will have maximum benefits when they actively involve of sharing
experiences in group discussion. Whoever passive in class discussion will get score 0 (zero). Any
delay of students’ paper submission will downgrade their score.

Students are strongly advised to avoid the practice of plagiarism in any writing of their papers.

1. Plagiarism is a practice of using other people’s writings as one’s own, without any
acknowledgement.

2. The following acts are plagiarism which are not tolerated:

 When a single sentence, significant parts of a sentence or paragraphs, which are copied
directly, are not enclosed in quotation marks and appropriately footnoted.

 When a single sentence, significant parts of a sentence or paragraphs, or ideas are

paraphrased or summarized without any direct quotations, or are not acknowledged by
footnoted reference of the author.

 When photocopying parts or a whole paper, or asking other people to write his or her
class assignment.

 When a person gives an opportunity, intentionally or unintentionally, to other person, in

such a way that the other person can photocopy or modify parts or the whole paper, to
be used by that person for class assignment.

Any practice of plagiarism is considered a major infringement of academic values, which is subject
to academic sanctions. The sanction depends on the decision of the management of MBA-ITB;
but at least the facilitator shall give that paper a grade at the most 50.

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11. Reading Materials
Main Textbooks
RTB Rothaermel, F. T. (2021). Strategic Management. 5th Edition. New York: McGraw-Hill
Education.

Aliekperov, A. (2021). Creating Business & Corporate Strategy. New York: Routledge
– Ebook Unavailable.

Supporting Articles
RM-1 Porter, M. E. (1996). “What is Strategy?” Harvard Business Review. November-
December.

RM-2 Eyring, M. J.; M. W. Johnson & H. Nair (2011). “New Business Models in Emerging
Markets”. Harvard Business Review. January-February.

RM-3 Mishra, A. (2013). “Business Model for Indian Retail Sector: The Café Coffee Day
Case”. IIMB Management Review. 25.

RM-4 Hambrick, D. C. & J. W. Fredrickson (2001). “Are You Sure You Have a Strategy?”
Academy of Management Executive. 15(4).

RM-5 Biediger, J. et al. (2005). “Strategic Action at Lenovo”. Organisational Dynamics.

34(1).

RM-6 Heracleous, L. & J. Wirtz (2014). “Singapore Airlines: Achieving Sustainable

Advantage Through Mastering Paradox”. Journal of Applied Behavioral Science.
50(2).

RM-7 Pisano, G. P. (2015). “You Need an Innovation Strategy”. Harvard Business Review.
June.

RM-8 Moore C. M. & G. Birtwistle (2005). “The Nature of Parenting Advantage in Luxury
Fashion Retailing – The Case of Gucci Group NV”. International Journal of Retail &
Distribution Management. 33(4).

RM-9 Capron, L. & W. Mitchell (2010). “Finding the Right Path”. Harvard Business Review.
July-August.

RM-10 Matusitz, J. (2011). “Disney’s Successful Adaptation in Hong Kong: A Glocalisation

Perspective”. Asia Pacific Journal of Management. 28.

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RM-11 Toegel, G. & J.-L. Barsoux (2012). “How to Become a Better Leader”. MIT Sloan
Management Review. Spring.

Case Studies

CS Andersen, M. M. & F. Poulfelt (2014). Beyond Strategy. New York: Routledge.

CS-1 Ryanair – a True Disruptor (CS, Chapter 11)

CS-2 Apple, the Black Swan (CS, Chapter 5)

CS-3 Natura – Globalizing Beauty! (CS, Chapter 9)

CS-4 Tata Motors – Reverse Imperialism (CS, Chapter 12)

CS-5 Nokia – From Ugly Duckling to White Swan to ...? (CS, Chapter 10)

CS-6 Emirates Airlines – Globalization from the Desert (CS, Chapter 7)

CS-7 Huawei – Countryside Surrounding Cities (CS, Chapter 8)

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