INTEGRATED
CORE EXPERIENCE (ICE)
FALL 2007–
TEAM 1 (BLOCKS 1 & 2)
Faculty
Team
Office
Telephone
E-mail Address
Tony Baglioni
(Quantitative Analysis – QA)
340
924-4961
ajb2t@virginia.edu
Gary Ballinger
(Organization Behavior –
OB)
332
243-2273
ballinger@virginia.edu
Matthew Clayton
(Finance)
334
243-4043
mjc6b@comm.virginia.edu
Lynn A. Hamilton
(Communication)
258
924-6484
lae9e@comm.virginia.edu
James G.
Maxham III (Marketing/Team Leader)
233
924-6962
maxham@virginia.edu
R. Ryan Nelson
(Systems)
339
924-7587
rnelson@virginia.edu
Carl
P. Zeithaml (Strategy)
236
924-3176
czeithaml@virginia.edu
CORPORATE SPONSOR:
The corporate sponsor of ICE Team 1 is:
Dominion Resources: http://www.dom.com/index.jsp.
The Honor System and
the McIntire School of Commerce:
The McIntire School of Commerce
relies upon and cherishes its community of trust. We firmly endorse,
uphold, and embrace the University’s Honor principle that students
will not lie, cheat, or steal, nor shall they tolerate those who do.
We recognize that even one Honor infraction can destroy an exemplary
reputation that has taken years to build. Acting in a manner consistent
with the principles of Honor will benefit every member of the community
both while enrolled in the McIntire School and in the future.
If you have
any question about the Honor System or would like to report your suspicions
of an Honor Offense, please contact either Eric Flow (ebf5c@virginia.edu) or Alyssa Guo (yg2g@virginia.edu).
REQUIRED READINGS/CASES:
College Custom Series,
COMM 301: Strategy and Systems, ICE
– Integrated Core Experience (Blocks 1 & 2 – Zeithaml &
Nelson). McGraw-Hill Custom Publishing. Available at UVA Bookstore.
(ISBN 978-0-697-77627-3).
Custom readings,
Management Communication Readings, Pearson Custom Publishing. Available
at UVA Bookstore (ISBN 0-536-06211-0)
Fundamentals
of Corporate Finance, Alternate 8th Edition;
Ross, Westerfield, and Jordan; McGraw-Hill Irwin, 2006 (ISBN0 0-07-299159-3)
(Abbreviation in syllabus is “RWJ”). Available at UVA Bookstore.
Case Study: “Clarkston
Lumber Co.” (Harvard #9-297-028), available at UVA Bookstore.
Case Study: “The Super
Project” (Harvard #9-112-034), available at UVA Bookstore.
Case Study: “Marriott
Corporation: The Cost of Capital (Abridged)” (Harvard #9-289-047),
available at UVA Bookstore.
Dean P. Foster,
Robert A. Stein and Richard P. Waterman, Basic Business Statistics:
A Casebook, Springer-Verlag publishers. Available at UVA Bookstore (ISBN
0-387-98354-6). QA Optional Software: JMP IN 5.0 software, Available
at UVA Bookstore (ISBN 0-534-99747-3)
●Kerin, Hartley
& Rudelius, Marketing: The Core, 2nd edition,
McGraw-Hill/Irwin. Available at UVA Bookstore. (ISBN 0-07-321574-0).
●Marketing
Case Packet. Available at UVA Bookstore.
Custom readings,
COMM 302 OB Readings, McGraw-Hill Custom Publishing. Available
at UVA Bookstore (ISBN 0-697-77635-2).
Additional OB Course
Materials, (MBTI and Thomas-Kilmann Conflict Instruments). Go to
the textbook office in the bookstore and
ask for a voucher for your block’s OB COMM 302 course materials.
Take the voucher to the cashier, who will stamp it when you pay.
Bring the stamped voucher (should be yellow in color)
to Career Services in order to receive the MBTI.
No paid voucher = no materials = no course participation grade for OB.
Akin, Gib, &
Swift, Cooper. No More Groups From Hell. (McIntire Team Building
Workbook). Available at UVA Bookstore.
QA Materials: Lind,
Marchal & Wathen, Statistical Techniques in Business & Economics
(13th Ed.). Available at UVA Bookstore (ISBN:
007-3272965).
QA Materials:
Quantitative Analysis I and II. McGraw-Hill/Irwin Custom Publishing.
Available at UVA Bookstore
(ISBN 978-0-390-78221-2).
OBJECTIVES of the INTEGRATED
CORE EXPERIENCE:
The Integrated Core Experience
(ICE) emphasizes the development of integrated analytical, strategic,
and behavioral skills that address real business problems and projects.
ICE enhances your understanding of both the general management and functional
roles played by business leaders in a wide variety of innovative industries,
organizations, and positions. It increases your ability to think
and perform as an effective general manager. This integrated perspective
and these abilities are essential for all future business professionals,
whether they explicitly assume the responsibilities of a general manager
or pursue a career as a functional or technical specialist. In addition
to a thorough coverage of strategic and functional business topics,
ICE also examines global, technological, communication, ethical, process
and data management issues.
ICE is a two-semester core
program comprised of 12 credit hours in the fall semester and 9 credit
hours in the spring semester. A cross-functional faculty team delivers
ICE. The program introduces new topics and attributes often ignored
by independent functional courses. Some of these attributes were published
in a Wall Street Journal ranking of graduate business schools.
These attributes include the following:
Communication and
interpersonal skills
Ability to work
well within teams
Analytical and problem
solving skills
Strong international
perspective
Strategic thinking
Ability to drive
results
Specific functional
expertise
Adaptability, including
the ability to handle ambiguity
General management
point of view
ICE reduces overlap and redundancy,
as well as the artificial constraints imposed by the traditional, rigid,
and compartmentalized functional curriculum.
What does an integrated curriculum
mean for you as a student? It means that you will be exposed to many
teaching techniques delivered by a faculty team dedicated to helping
you understand the way business decisions are really made. We will use
cases, lectures, discussion, experiential learning, and integrated projects
to approach business issues from a variety of viewpoints. There will
be times when more than one faculty member will deliver the material,
but there will also be times when only one faculty member will be in
the classroom. There are many strands that need to be woven together
to reach the above objectives. For example, at times a single faculty
member will teach you an analytical skill that will then be woven into
discussions with other faculty members.
ICE begins broadly with Strategy
and Systems (weeks 1 through 5). This module introduces a model of the
strategic management process and examines the organization and its environment
as a system. The concepts of strategy and systems are a critical
foundation for ICE and your entire McIntire experience. Specific topics
include: the transformation of business, systems thinking and process
management, industry transformation, strategy and process innovation,
organizational analysis and the role of the general manager, strategic
thinking and business intelligence, disruptive technologies, environmental
analysis, core capabilities and core rigidities, the value chain, the
strategic management model, writing for results, organizational architecture,
innovation, and strategic and systems change. Specific objectives for
Strategy and Systems include:
To introduce and
to integrate the basic concepts of strategic management and a systems/process
view of business organizations.
To cultivate an
appreciation of the dynamic and complex conditions, the challenging
questions, and the conflicting responsibilities facing business leaders
in a global economy.
To enhance individual
and team analytical, communication, and decision making skills when
addressing integrative, strategic, and global issues.
To develop skills
requisite for the analysis and reengineering of business processes.
To understand major
trends in information technology and the role that information systems
play in the success of contemporary business organizations.
To examine the processes
through which competitive strategies are formulated and implemented
within organizations.
To understand the
important role that business intelligence plays in the formulation and
execution of business strategy.
To develop an awareness
of potential disruptive technologies and discuss the effective management
of emerging technologies.
To provide an analytical
approach for the organization and its external environment, particularly
with respect to its competitive and global context.
To identify the
strategies that organizations implement to gain competitive advantage
and to achieve their objectives.
To understand the
fundamental components of organizational architectures.
To present concepts
and techniques for strategic and systems change.
To create an awareness
of communication channels and choices and the need to develop communication
strategies.
To understand business
writing standards and how to increase the clarity and power of your
writing.
To teach students
how to think like top executives, i.e. like executives at the strategy
level.
After a broad foundation is
established in Strategy and Systems, the focus of ICE is narrowed to
develop personal skills and analytical tools needed in business.
Behavior and Communication Topics will include the following
objectives:
To develop student
understanding of available strategies for writing in challenging situations.
To increase the
ability to use writing as a critical thinking tool.
To develop student
skills in organizing and delivering oral presentations.
To enable students
to analyze organizations as whole systems, incorporating an understanding
of organizational culture and organizational structure.
To assist students
in becoming good team members and good facilitators.
To enable students
to develop interpersonal sophistication through self-awareness, sensitivity
to situations and their impact on interpersonal relations, and by the
development of a repertoire of interpersonal skills.
To demonstrate the
role of marketing in economic and social systems
To demonstrate the
interactions and synergy between marketing and other business disciplines.
To examine consumer
behavior models, theories, and organizational buying processes.
To develop an understanding
of the relationship of culture and personality in an international sense.
Analytical and Tactical
Topics concentrate on finance and marketing techniques and the quantitative
methods and theories underlying those techniques. Specific objectives
include:
To introduce and
analyze concepts, models, processes, and theories of marketing and their
functions within organizations.
To examine marketing
and marketing management in domestic, global, and virtual venues.
To examine marketing
management decision-making processes within organizations.
To develop the students’
proficiency in using standard analytical financial techniques. Key concepts
and techniques to be covered are: financial statement analysis; valuation
of future cash flows; and long-term investment decisions.
To develop the students’
understanding of why value maximization provides a coherent framework
for the firm’s financial decisions.
To further expand
students’ capabilities in analyzing financial problems and developing
reports, figures, and exhibits.
To develop an understanding
of the flow of money internationally and of the resulting risks.
To demonstrate the
wide range of situations in which quantitative analysis is necessary
and relevant.
To develop students’
analytical thinking processes.
COURSE REQUIREMENTS:
Class meetings are built around
a specific topic and focus on a set of current readings, classic readings,
and/or cases. All students are required to read all materials, to prepare
all discussion questions and cases, to participate during class, and
to complete all assignments.
Given the credit hours and
schedule for ICE, the pace and workload is challenging and intense.
To help you succeed in the course, you are assigned to a study group.
Study groups are encouraged to meet prior to class to review the readings
and to prepare the discussion questions for each class meeting. Study
groups also are used during class, so you should sit in the classroom
with your study group.
●
Participation/Contribution To Class Learning/Attendance:
You should
be prepared thoroughly to discuss the readings and cases for each class
session. Each day when class begins, several students may be selected
at random to lead discussions of the various assignments.
Every student
is expected to be involved actively in class discussion and class learning
on a regular basis. Frequency of contribution is important, but it is
not the only criterion used in determining a participation grade. Quality
of contribution is actually more important than frequency of contribution,
but both quality and frequency are important.
A “Participation/Contribution
to Class Learning” grade will be assigned to each student as indicated
in the grading section of this syllabus. Because successful general
managers must demonstrate strong oral communication skills, participation
is required to be successful in this class.You should demonstrate knowledge
and thoughtful analysis of the readings, and, if appropriate, you should
constructively challenge the ideas presented in the readings or by the
faculty or other students.You should express your ideas and communicate
your ideas effectively.Although the faculty prefers a natural and voluntary
discussion, “cold calling” will be employed on occasion. All forms
of class participation are designed to encourage individual contribution
in a professional and supportive setting and to facilitate the inclusion
of a variety of perspectives in the classroom.
You should
thoroughly prepare to discuss the readings and cases on the assigned
day. Attendance is essential.A seating chart is employed, and the instructors
assign class participation grades after each class on a “+3” to
“-1” scale.Daily participation grades are assigned as follows:
3 = Exceptional
contribution to the class discussion and learning
2 = Positive
contribution to the class discussion and learning
1 = Prepared
attendance
0 = Unprepared
attendance or excused absence
-1 = Unexcused
absence
If you are
unable to attend class, you must notify your instructors in advance
and receive approval for an excused absence.Please note, however, that
you will receive a “0” for an excused absence because you are unable
to participate and contribute to the class discussion and learning.
If you attend class and demonstrate that you are unprepared for class,
then you will also receive a class participation grade of “0” for
the day.If you fail to attend class without an excused absence, you
will receive a “-1” for the day.Also, arriving late and leaving
early is discouraged and hurts the participation grade.
Meaningful,
high impact contributions to the discussion are most valued, while frequent,
irrelevant comments receive little value.Participation evaluation and
subsequent point allocation is completely up to the instructors.Obviously,
some degree of subjectivity is involved in making the distinction between
a “2” and a “3,” but every effort is made by the instructors
to arrive at a fair and consistent standard.
If participation
is uncomfortable for you, please discuss this problem with the faculty
early in the session so that we can identify approaches to increase
your class contribution and comfort.In particular, if English is your
second language, we want to use this class to help you to develop your
comfort and facility in English discussions.
Participation,
or speaking out loud in class, is important because:
Discussion or debate
about a business situation is much more fruitful when multiple perspectives
are included, which can only happen through participation in the discussion
by many people.
Others will hear
your perspective and will analyze how it is different from their own,
and will learn from that analysis. Be an active listener and you will
learn more from others’ participation.
When you are working
in an organization, you will be expected to participate constructively
in business meetings. The McIntire School classroom is an excellent
place to learn and practice these skills.
Articulating your
thoughts out loud demands that you be clear and precise, and to speak
so that others understand. This discipline will help your learning.
You will learn more
and will clarify your own thoughts better by teaching others.
Most instructors
grade class participation at the end of each class and summarize patterns
of participation over the course. Quality is more important than quantity,
but speaking frequently (unless comments detract from the class) also
is helpful. High quality participation demonstrates good preparation
before class; active listening to others’ contributions during class
is encouraged and moves the class discussion in a constructive direction.
During class discussion, questions often may be as useful as statements.
If you are
uncomfortable about participating in class discussions, please talk
with your instructor about ways s/he can help you learn and practice
this important skill. The earlier in the semester you begin, the more
it will help your learning.
Contribution to the class learning—helping
your classmates learn—is important because the business environment
is constantly changing, and no one person will always have all the best
ideas. The most successful businesses are those whose employees help
each other learn about new things as they arise, and cooperate to solve
problems and implement solutions. This is a very different approach
to learning than most students have experienced in the past, but it
will be critical to your successful transition to the post-UVA world.
The McIntire School environment is an excellent place to learn and practice
cooperative learning.
There are many ways you can
contribute to class learning—in the classroom itself as well as in
the McIntire School and University of Virginia communities. For example,
you can:
Participate actively
in small group discussions during class.
Assist classmates
in solving homework problems and assignments (unless they are designated
“individual effort” by the instructor).
Play needed roles
in your study group: help lead, keep people on track, keep people organized,
prepare your parts especially well, and help others synthesize their
parts, etc.
Share special assets
you have, such as artistic or computer skills.
Most instructors grade contribution
to class learning by observing students’ activities in class, and
watching how students interact. To find out more, students may be surveyed
towards the end of the semester and asked to identify others in the
class who have contributed to their learning, as well as to identify
how they, themselves, have contributed to others’ learning. Patterns
in these activities are analyzed to obtain a grade.
Please remember that “Participation/Contribution
to Class Learning” is designed to capture active and cooperative learning.
This type of learning is critical to your success as a leader, so it
is a central part of McIntire’s program. Your thoughtful contributions
will help make everyone’s learning more effective. Your grade for
participation/contribution to class learning varies over the ICE components
as is described under the Grading Framework presented later in the syllabus.
Attendance is essential
and expected. You cannot participate in class discussions if you are
not present. A seating chart will be utilized. Please sit near the people
in your group so you can get to know the members of your group. Do your
best to avoid arriving late and leaving early. If for any reason you
know you cannot be in class, please let your professor know in advance.
You will be expected to conduct yourself in a professional manner by
showing respect toward others as well as by showing regard toward the
classrooms and meeting spaces in our building.
Group Work:
Most organizational tasks are
accomplished by groups or teams, so learning to be a good team member,
and a good team leader, is an important part of your business education.
In the ICE program, you will be in a team that will work together for
the full semester on a project too large and complex for one person
to do. Your success on the project will be determined, in part,
by how well you work together as a team.
To help your team perform well,
ICE includes a team-building program to systematically develop group
knowledge and skills. This will be important to you, because your
performance in the different subject areas of ICE, and on the project,
will require effective team effort. During the semester, your
team will engage in exercises to teach you about groups, and more importantly,
help you diagnose and correct team performance problems in your ongoing
ICE team. In addition, each team will meet once with Professor
Ballinger, who will be running the program, to review performance and
plan improvements. Teams experiencing problems, or ones that that
are doing well but want to improve, can use Professor Ballinger as a
consultant.
Here are the answers to frequently
asked questions about the team-building component of ICE.
How will the teams be assigned?
Eight teams will be formed in each block, making team size five or six
persons. Assignment to teams is initially random, with adjustments
made to ensure diversity. You will be assigned to a team during
your first week and will start working together almost immediately.
What if I don’t like my
group? Can I switch with someone on a different team?
Once the teams are assigned there will be no switching. Some difficulties
working together are par for the course, and are opportunities for learning.
How much work is involved?
Most of the time will be outside of regular class meetings, though some
of the OB topics you work on in class will apply to teams. The
central component is completion of the seven team-building activities
in the Team Building Workbook. These are group activities
that take, on average, about an hour to complete. They add little
real time to your efforts, as you will have to do these tasks (like
developing procedures for working together) anyway In the
long run, you will save time by doing these exercises, because they
will help you become more efficient.
How does the grading work?
There is no grading for the group notebook as such, although failure
to complete the exercises adequately will harm your OB participation
grade. Instead of a grade, the payoff for good performance in
this part of ICE is that your work in other segments will go better.
In addition, your faculty may ask fellow team members to evaluate your
work as a team member (peer evaluations), and that will be factored
into your project grade.
Can we get any help on working
effectively in a team? Each team will have one half-hour meeting
with Mr. Ballinger, which will be scheduled about five weeks into the
semester. The meeting will help you identify performance strengths
and diagnose problems early on as well as plan improvements. You may
decide to meet with Mr. Ballinger at other times in the semester to
work out difficulties as they arise.
What if my group is
still having problems? It is not unusual for groups to have
problems for which outside assistance will be required. Effective
groups are not so much the ones without problems, but those that deal
with their problems in a timely way, and learn in the process.
If you see problems that are being left unresolved you should see Mr.
Ballinger, who will help you and your group to resolve the issues and
get back on track. The team-building consultation provided by
Mr. Ballinger is a resource you should feel free to use. Don’t
wait for difficulties to turn into big problems before seeking assistance.
Remember, getting help is not a sign of weakness, but rather an opportunity
for learning and improvement.
Do we still have to do all
this if our group is getting along really well?
The short answer is, yes. A group is not necessarily doing
well just because everyone gets along, is having fun, or has no evident
problems. It’s about performance, and that includes learning
skills and attitudes that will be useful in your career.
●
Projects:
ICE Project 1: Written Case
Analysis – ICE Project 1 is a written case analysis that will be assigned
and distributed in class. Each study group will prepare and submit a
case analysis. All members of the study group should contribute to
the case analysis equally. We will leave it up to the groups to determine
what “equal” means. Remember that many important business decisions
are made in groups. Your group members have diverse backgrounds and
knowledge. Learn to integrate their expertise and knowledge with
your own and to combine the group’s knowledge and expertise to create
a superior work product. Decision-making groups, whether in business
or in school, look very favorably on individuals who are active participants
and who add value to group decisions. DON’T BE A PASSIVE PARTICIPANT!
See the document, “ICE Project Guidelines – Written Case Analysis,”
for information on the project’s description. Project 1 is due
on September 28, 2007.
ICE Project 2: Situational
Analysis and Marketing Plan - Project 2 is a group project, involving
the analysis and planning of a marketing initiative at Dominion Resources.
The project requires two reports. The first report is a situational
analysis and is due in late October. The second report builds
on the first, and is a marketing plan. This report is due in December.
Each group will deliver an ORAL PRESENTATION of the project at the conclusion
of the semester. See the document, “ICE Project 2: A Situational Analysis
and Marketing Plan for Dominion.” Please realize that all material
submitted by your group will be shared with Dominion Resources, and
that Dominion Resources may use these ideas and materials as they deem
appropriate. Due dates for various project elements are:
Part
1 - Situation Analysis: Due by October 22, 2007
Part
2 - Marketing Plan: Due by December 3, 2007
Group
Oral Presentation on December 5 & 6, 2007
These two projects (Project
1 and Project 2) will be done in groups, and the dynamics of your team,
how you work together, is the topic for a paper in Organizational Behavior
(OB). In that project you will describe and explain how your team functioned,
applying the concepts of individual and group behavior encountered in
OB. This is the team analysis paper. You will get more details later,
but start immediately keeping a journal of what goes on in your ICE
group as you work together on Projects 1 and 2.
●
Interim Examinations, Assignments and Exercises:
There are several interim examinations
in Finance, Quantitative Analysis, Organizational Behavior, and Marketing.
The format of these examinations will be discussed in class. There are
writing and speaking assignments in Communication as well as exercises
in Quantitative Analysis. These assignments and exercises will be discussed
in class.
●
Final Examination:
The final examination is comprehensive
and will be given during the regular December exam period. The format
of the final exam will be discussed in class later in the semester.

McIntire Subject Pool and Research Participation:
During the academic year, you
will be required to participate in three
research studies conducted by McIntire faculty. Participation in these
studies is required to complete your Comm. 304 coursework requirement
(each study is credited on a satisfactory/non-satisfactory basis). However,
simply by showing up for a study you are virtually assured 100% credit
for its completion. Students who fail to complete three studies will
be given an incomplete for 304 until the requirement is fulfilled. The
number and timing of the studies offered varies from year to year depending
on when McIntire faculty decides to collect data, but we guarantee enough
opportunities to fulfill the requirement.
Historically, most studies
are conducted in spring, so this is when you will likely complete the
requirement. However, occasionally studies are offered in fall (at least
three will be this year) and it is highly recommended that you fulfill
the research participation obligation at the earliest opportunity since,
again, the total number of studies cannot be guaranteed. If you will
be studying abroad in spring, you are exempted from having to participate
in the research. As studies become available, a sign-up sheet will be
posted on the bulletin board outside 108 Monroe Hall (near Commerce
Career Services). We will also try to announce study opportunities in
class and through email, but you should make a habit of checking the
bulletin board as the official site for posting new study opportunities.
The last day to complete the study requirement is April 25, 2008.
Finally, in compliance with Institutional Review Board requirements
for university studies, it is possible to earn research participation
credit through alternate work. While we encourage you to participate
in research in order to enhance your own learning experience, this alternate
route is available at no penalty. Questions about the research requirement,
including details on the alternate credit route, should be directed
to Mr. Ballinger (ballinger@virginia.edu).
GRADING FRAMEWORK for
FALL SEMESTER:
The grading for ICE in the
fall semester is based on the grouping of assignments that occur
across the semester into three four credit-hour courses. The weights
in each of these four credit-hour courses correspond to the number of
class periods for each subject area. Your fall semester grades will
be determined as follows: (1.) all strategy, systems, and communication
(excluding the communication portion of project 2) grades across the
semester will make up your COMM 301 grade; (2.) all Marketing, Organizational
Behavior, and some Communication assignments during the semester will
make up your COMM 302 grade; and (3.) all finance and quantitative analysis
assignments during the semester will make up your COMM 303 grade according
to the following grading framework:
COMM 301
(Strategy and Systems):
Strategy
and Systems 70%
Communication30%
COMM 302
(Behavioral Issues in Marketing & Management):
Marketing60%
Organizational
Behavior30%
Communication
10%
COMM 303
(Quantitative/Financial Analysis):
Finance60%
Quantitative
Analysis40%
Details
of the Grading Framework:
► COMM
301 Grading Details:
● The Strategy
and Systems component of COMM 301:
Process
Improvement Assignment 10%
Dusit
Thani Hotel Environmental and Internal Analysis10%
Project
1 - Written Case Analysis 20%Participation & Contribution to Class
Learning
25%
Project
2 – Situational Analysis and Marketing Plan
Situational Analysis Report10%
Marketing
Plan ReportS/NS
Final
Examination 25%
Total100%
● The Communication
Component of COMM 301:
Corporate
Sponsor Email S/NS
MemoAssignment
15%
Project
1 – Written Case Analysis 20%
Speaking
Assignment 1/Self-Assessment Memo15%
Speaking
Assignment 210%
Project
2 – Situational Analysis Report20%
Participation
& Contribution to Class Learning 20%
Total
100%
► COMM
302 Grading Details:
● The Marketing
component of COMM 302:
Project
2 – Situational Analysis and Marketing Plan
Situational Analysis Report10%
Marketing Plan20%
Marketing
Examination20%
Participation & Contribution to Class Learning20%
Final
Exam 30%
Total 100%
● The Organizational
Behavior component of COMM 302:
Reflected
Best-Self Exercise25%
Team
Analysis 25%
Participation
& Contribution to Class Learning 20%
Final
Exam 30%
Total 100%
The Communication
component of COMM 302:
Project
2 –Marketing Plan Report 30%
Presentation
30%
Final
Exam 40%
Total
100%
► COMM
303 Grading Details:
Quantitative
Analysis component of COMM 303:
Homework
(3 @ 15 points each)45%
Cases
(3 @ 5 points each)15%
Participation15%
Final
Exam 25%100%
● The Finance
component of COMM 303:
Class
Participation (Inc. Homework and Cases)10%
Finance
Exam I25%
Finance
Exam II25%
Final
Exam25%
Project
2– Situational Analysis (Financial Analysis)5
%
Project
2– Marketing Plan10%
Total
100%
Schedule
of Topics, Assignments and Events:
► Schedule for Strategy
and Systems Module
(Weeks 1 through 5)
August 28, Tuesday
Topic: The Transformation
of Business (Zeithaml, Nelson)
Readings/Cases:
Chandler, “The Enduring Logic of Industrial Success”
Fortune, “Welcome to the Revolution”
Farrell, “The Real New Economy”
Friedman, “It’s a Flat World, After All”
August 29,
Wednesday
Topic: Systems Thinking
and Process Innovation (Zeithaml, Nelson)
Readings/Cases:
Friedman, “The Social Responsibility of Business Is to Increase
Its Profits”
Freeman, “Stakeholder
Theory of the Modern Corporation”
Business Week,
“McDonald’s 24/7”
Hammer, “Deep Change: How Operational Innovation Can
Transform Your Company”
Assignment Made: MBTI
– Go to the Commerce Career Services Office (Monroe Hall 102) any
time between now and Friday, September 14, 2007. You will need to present
your paid voucher receipt from the Bookstore and leave an ID
card. You will receive a test booklet and an answer sheet to be completed
and returned to the Commerce Career Services Office. It will take about
30 minutes to complete the test. Your ID card will be returned when
you return the MBTI materials, but the Career Services staff will keep
your voucher. Note: You must have your test completed by Friday, September
14th, so please do not wait until the last minute. Questions
about this assignment should be directed to Mr. Ballinger (ballinger@virginia.edu).
August 30, Thursday
Topic: Strategy
and Process Improvement (Zeithaml, Nelson)
Readings/Cases:
Porter, “What Is Strategy?”
Brenneman, “Right Away and All at Once: How We Saved Continental”
Review “Process Improvement” PowerPoint Presentation
Assignment Made:
“Process Improvement”
September 3, Monday
Topic: Business
Models and the Value Chain
Readings/Cases: http://en.wikipedia.org/wiki/Value_chain
Magretta, “Why Business Models Matter”
Magretta, “The
Power of Virtual Integration: An Interview with
Dell
Computer’s Michael Dell”
Business Week, “Where Dell Went Wrong”
Assignment Due: Team
Building Workbook Assignment – Assignments 1 and 2 due to Professor
Ballinger’s mailbox by 5:00 pm.
September 3, Monday,
5:00 – 7:00 p.m., Room 130 (ICE Seminar)
Topic: ICE Seminar
– No Session Scheduled
September 4, Tuesday
Topic: Organizational
Analysis & the Role of the General Manager:
(Faculty Team)
Readings/Cases:
Dominion, “2006 Annual Report” and Website at:
http://www.dom.com/investors/annual.jsp.
Relevant Dominion
articles
Recent 10-Q reports, to access go to: www.sec.gov, click
on
“search Edgar Archives,” type in “Dominion”
Management Communication Readings: “What is
Good Writing?” and “Developing
a Good Style”
Class Online
Folder: “Read Their Lips: How to Profit from Exec Speak”
Assignment Made:
“Dominion Email.” Draft due September 6th,
final version due September 14th.
September 5, Wednesday
Topic:
Strategic Thinking and Business Intelligence (Zeithaml, Nelson)
Readings/Cases:
“Honda (A)” and “Honda (B)”
Mintzberg, “The Fall and Rise of Strategic Planning”
Davenport,
“Competing on Analytics”
Loveman, “Diamonds in the Data Mine”
Blocks 1 and 2 Student-Faculty
Cookout in Garden of Pavilion X, East Lawn (Dean Zeithaml’s residence)
at 5:30 p.m. – casual attire
September 6, Thursday
Topic:
Disruptive Technologies (Nelson)
Readings/Cases:
Christensen & Tedlow, “Patterns of Disruption in Retailing”
Moore, “Darwin and the Demon: Innovating within Established
Enterprises”
“Kodak and the Digital Revolution (A)”
Lynch,
“Stop the Presses”
Assignment Due in Class:
“Dominion Email” for feedback. Please bring one hard copy
of your email to class.
September 7, Friday
Block-Building Day/Kickball
Tournament at the Park – North Grounds from 11:00 a.m. to 4:00
p.m. Information forthcoming from Office of Students Services.
September 10, Monday
Topic:Environmental
Analysis (Zeithaml, Nelson)
Readings/Cases:
Porter, Chapter 1 in Competitive Advantage, “Core Concepts”
Fortune, “Flight
for Survival: A New Business Model for the
Airline
Industry”
The Economist,
“Turbulent skies”
Business Week,
“Creature Comforts at 30,000 Feet”
Business Week,
“Wal-Mart with Wings”
Baseline, “What
Really Happened at Jet Blue” (Handout)
Assignment
Due: “Process Improvement”
September 10, Monday,
5:00 – 7:00 p.m., Room 130 (ICE Seminar)
Topic:
ICE Seminar – Commerce Career Services (Ms. Isham & Ms. Lawrie)
Everyone is expected to
attend this Special Session provided by Commerce Career Services. Information
will be provided on using the resources in the Office of Commerce Career
Services, preparing for the internship search, and participating in
Commerce Career Day on September 21st.
September 11, Tuesday
Topic:Core
Capabilities and Core Rigidities (Zeithaml, Nelson)
Readings/Cases:
Barney, “Looking Inside for Competitive Advantage”
The Economist,
“The Car Company in Front”
Fortune, “America’s
Best Car Company”
Bowen et al., Chapter 2 in The Perpetual Enterprise Machine,
“Core Capabilities and Core Rigidities”
Fortune, “The
Tragedy of General Motors”
Business Week,
“Wagoner’s Fighting Chance”
September 12, Wednesday
Topic:
Organizational Architecture (Zeithaml, Nelson)
Readings/Cases:
Nadler & Tushman, Chapter 2 in Organizational Architecture,
“Designing
Organizations That Have Good Fit: A Framework for Understanding New
Architectures”
“The Lincoln
Electric Company”
Management
Review, “A Dinosaur of a Different Color”
Business Week,
“The Office Chart That Really Counts”
Business Week,
“The Future of Outsourcing”
Assignment
Made: “Dusit Thani Environmental & Internal Analysis”
September 13, Thursday
Topic: IT for Competitive
Advantage (Zeithaml, Nelson)
Readings/Cases:
“Wal-Mart Stores: ‘Every Day Low Prices’ in China”
Business Week,
“Wal-Mart’s Midlife Crisis”
CIO, “RFID
Decision Time”
“Otis Elevator:
Accelerating Business Transformation with IT”
September 14, Friday
Assignment to be completed:
MBTI – For information about the assignment’s requirements, please
see August 29th above.
Assignment
Due: “Dominion Email” for final evaluation is due at 4:00 p.m. Please
send your email directly (not as an attachment) to Maria Salazar at mcs@virginia.edu. Your subject line should
read: “Dominion/U.Va. Conference.”
September 17, Monday
Topic:Competing
in Global Markets and Communication Issues
(Zeithaml, Nelson, Hamilton)
Readings/Cases:
Business Week, “A New World Economy”
Business Week, “Shanghai Rising”
“The Dusit
Thani Hotel” (Handout)
Management Communication
Readings: “Communication
Strategy”
Assignment Due:
“Dusit Thani Environmental & Internal Analysis”
Assignment
Made: “Dusit Thani Memo”
September 17, Monday,
5:00 – 7:00 p.m., Room 130 (ICE Seminar)
Topic:ICE Seminar
– No Session Scheduled
September 18, Tuesday
Topic:
Writing for Results (Hamilton)
Readings/Cases:
Management Communication Readings: “Writing at the
McIntire School,”
and “Writing: Macro Issues.” (Read these before you write
your Dusit Thani memo.) Also, “The Perils of E-Mail” in class public
folder and "All About Me: Why E-Mails are so easily misunderstood"
at http://www.csmonitor.com/2006/0515/p13s01-stct.html:
Assignment Due:
“Dusit Thani Memo.” We will hold a writing workshop during this
class. Bring a copy of your memo to turn in and copies for
yourself and each group member.
Assignment Made:
“Speaking Assignment #1: Individual Small-Group Briefing (Briefings
to be delivered during ICE Seminar on September 24th)
September 19, Wednesday
Topic:
Innovation (Zeithaml, Nelson)
Readings/Cases:
Business Week, “The World’s Most Innovative Companies”
WSJ,
“The Two Luckiest Guys on the Planet”
Topic:
Group Report Writing/Briefing a Small Group (Hamilton)
Readings/Cases:
Management Communication Readings: “Speaking: Verbal
Structure: I. Tell/Sell Presentations,”
only.
Assignment Made:
“ICE Project 1: Case Analysis,” to be announced, Due Friday, September
28th by 4:00 p.m.
September 20, Thursday
Topics: Strategic
and Systems Change (Zeithaml, Nelson)
Readings/Cases:
Hamel & Prahalad, “Competing for the Future”
Business Week, How to Hit a Moving Target”
Fortune, “Managing in Chaos”
Fortune,
“P&G: Teaching an Old Dog New Tricks”
Fortune,
“Gates vs. Google”
September 21, Friday
- Commerce Career Day
Over 100 employers
are expected for Career Day. McIntire Corporate Partners, Sponsors,
and Investors will be located in Monroe Hall and other participating
organizations will have booths in Newcomb Hall. A series of industry-focused
panels are scheduled from 5:15 p.m. to 7:30 p.m. on Thursday, September
20th. Topics include accounting, banking, consulting, finance,
marketing, high technology, and careers that are off the beaten path.
Company Booths will be open from 10:00 a.m. to 3:00 p.m. on Friday,
September 21st. Additional event details are provided on
the Commerce Career Services website: www.commerce..edu/career_services. Please note: An online registration
product is used for Commerce Career Day. Online registration allows
students an opportunity to search participating organizations by name,
industry, geographic location, job/internship positions available and
concentration of interest.
Team Assignment Due:
Assignments 3
and 4 from Team Workbook
Due to Professor Ballinger’s mailbox by 5:00 pm.
► An Integrated View
of Business: Linking Behavioral, Communication, Analytical, and Tactical
Topics in Business
September
24, Monday
Topic: OB – Introduction
to Issues in Team Work (Ballinger)
Readings/Cases:
A Note on Team Process
(HBS Case 9-402-032)
Assignment Given:
Reflected Best Self Exercise Part 1 and Part 2 instructions distributed
Topic: New Writing
and Speaking Challenges in the Global Workplace (Hamilton)
Readings/Cases:
Management Communication Readings:
“Communicating is Not Optional.”
Also, in class public folder: “The Text-Messaging Generation
Enters the Workplace” and “Teams Across Borders”
September
24, Monday, 5:15 – 8:15 p.m., (Special Session)
Topic:
ICE Seminar – Special Session (Hamilton)
Assignment:
Videotaping of individual briefings
Special
Schedule:
Block 1 – 5:15
p.m. to 6:45 p.m.
Block 2 – 6:45
p.m. to 8:15 p.m.
See assignment
handout for specific room assignments.
September
25, Tuesday
Topic: OB – Team
Work and Team Processes (Ballinger)
Readings/Cases:
Army Crew Team
(HBS Case 9-403-131)
Elite Teams Get
the Job Done (Fortune, Feb. 19, 1996, pp. 90-99)
Topic: Marketing
– Concepts, Strategies & Environments (Maxham) Readings/Cases:
Marketing: Kerin et
al. Chapter 1, pp. 8 – 18; Creating Customer Relationships and Value
through Marketing
Marketing: Kerin et
al. Chapter 2, pp. 24 – 40; Developing Successful Marketing and Corporate
Strategies
Marketing: Kerin et
al. Chapter 3, pp. 60 – 74;
September 26, Wednesday
Topic: OB – Team
Work and Team Decisions (Ballinger)
Readings/Cases:
Keeney, Hammond
& Raiffa: The Hidden Traps in Decision Making
OB Assignment Due:
Reflected Best Self Exercise, part 1 due. Wednesday, September 26, at
11:59 pm. E-mail this to ballinger@virginia.edu; hard copy will not
be accepted.
Topic: Debriefing
the 1st Speaking Assignment (Hamilton)
Readings/Cases:
Management Communication
Readings: “Why the Best Presentations are Good Conversations”
and ““Using Good Techniques of Delivery.”
Assignment Due: Dusit
Thani Memo Revision, Draft, and Self-Assessment
September 27, Thursday
Topic: OB – Conflict
and Style Differences Within Teams (Ballinger)
Readings/Cases:
No reading today
MBTI feedback
Thomas-Kilmann Conflict
Inventory feedback
Topic:
Marketing – Global Marketing Strategy (Maxham)
Readings/Assignments:
Kerin et al., Chapter 7.
September
28 Friday –
Assignment Due:
ICE Project 1: Case Analysis
Rain Date for Kickball Tournament
Third Year Block-Building Day/Picnic
and Kickball Tournament at The Park - North
Grounds. Scheduled date
is September 7 from 12:00 Noon to 4:00 p.m. (Additional details will
be forthcoming from Office of Commerce Student Services.)
September 29, Saturday
- Whitener 5K
The Ellen
M. Whitener Memorial 5K Run/Walk, Saturday, September 29, 9:00 a.m. This
event is organized by McIntire's Beta Alpha Psi and the Commerce Council.
Participation is voluntary. However, your faculty team strongly
encourages you to participate if possible. An entry fee is required
to participate.
October 1, Monday
Topic: OB – Dealing
With Conflict Surrounding Teams (Ballinger)
Readings/Cases:
Schmidt & Tannenbaum:
Management of Differences
Weiss & Hughes:
Want Collaboration? Accept and Actively Manage Conflict Assignment Given:
Team Process Paper instructions distributed.
Team
Assignment Due Assignments 5 and
6 from Team Workbook Due to Professor Ballinger’s mailbox by 5:00
pm.
Topic: Writing
to Colleagues and Employees: Complications of Audience, Purpose, and
Tone (Hamilton)
Readings/Cases:
Management Communication Readings: “Great Lakes Garments, Inc.”
“Also, in our public folder or through Factiva:“At Layoff Time,
Some Companies Spurn the Personal Touch,” The Washington Post,
May 20, 2001, and “Bad News, Good Practices,” The Washington
Post, June 15, 2003.
Assignment Due: Speaking
Assignment #1 Self-Assessment Memo
Assignment Made:
Great Lakes Garments, Inc. layoff letter (due in class Oct. 3)
Assignment Made: Launch
Project 2 (Dominion Project)
October 1, Monday, 5:00
– 7:00 p.m., Room 130 (Special Session)
Topic:
TBA
October 2,
Tuesday
Topic:
Finance - Introduction to Financial Management & Understanding
Financial Statements (Clayton)
Topics Covered:
Income Statement and Balance Sheet from a finance perspective
Reading Assignment:
RWJ Chapters 1-2 (skip section 2.4)
Discussion Questions:
What is the goal
of a financial manager?
What is the difference
between a primary market and secondary market?
What are the different
types of organizational forms?
What is an “Agency
Relationship?” and why is can this create a problem?
What are the timing
differences between Income Statements and Balance Sheets?
Topic:
Marketing Strategy– (Maxham)
Readings/Cases:
Review the Li Ning case and prepare for the following discussion
questions (Marketing Case Packet).
What is Li Ning’s
global marketing strategy?
What are the key
steps to brand growth in China?
How can Li Ning
use the 2008 Olympics as a springboard to global success?
Can Li Ning grow
the brand beyond Asia? If so, where and why?
October 3, Wednesday
Topic:
Behavioral Aspects of Marketing – Consumer Behavior (Maxham)
Readings/Assignments:
Consumer Behavior
– Kerin et al., Chapter 5, pp. 99-116.
Prepare for Discussion:
Recall a recent purchase and think through your purchase decision-making
process and the factors affecting it.
Discuss Segmentation
and Positioning workshop on Oct. 23rd.
Topic: Writing to
Colleagues and Employees: When the News is Bad/ (Hamilton)
Reading:
Letter formatting handout
Assignment Due:
Layoff letter requested in the Great Lakes Garments case. Bring in copies
of layoff letter for yourself and your group members, as well as one
copy to turn in.
Reading:
Assignment Due:
Layoff letter requested in the Great Lakes Garments case. Bring in copies
of layoff letter for yourself and your group members, as well as one
copy to turn in.
Assignment Due:
Dominion Questions for your project sponsor are due by 9:30 am.
Please email your questions (as a Word document attachment) to Professor
Maxham.
October 4, Thursday
Topic:
Finance---Working with Financial Statements (Clayton)
Topics Covered:
Sources/Uses of Cash, Statement of Cash Flows, Ratio Analysis
Reading Assignment:
RWJ Chapter 3
Discussion
Questions:
What are sources/uses
of cash?
Why is the change
from the ending and beginning balance of balance sheet items used for
sources/uses of cash?
What are reasons
for performing ratio analysis?
What are some key
drawbacks of ratio analysis?
Homework Problems:
1-5, 26, 29
Topic:
Finance---Financial Forecasting and Planning (Clayton)
Topics Covered:
Example of financial forecasting - % of Sales Technique
Reading Assignment:
RWJ Chapter 4
Discussion Questions:
What are the basics
for the % of Sales forecasting technique?
What does the %
of Sales forecasting technique imply about the firm’s operating policies?
What is EFN?
Homework
Problems: 1-5, 9-11
October 5, Friday
Class
Visit to Dominion, Richmond, VA.
(8:00 a.m. to 3:00 p.m.)
Note:
All students are expected to attend.
October 8, Monday
Reading Day.
October 9, Tuesday
Reading Day.
October 10,
Wednesday
Topic:
QA - Descriptive statistics (Baglioni)
Assignment:Statistical
Techniques in Business & Economics:
Chapters
2 and 3: Describing Data
Topic:
Finance---Financial Forecasting and Planning (continued)
Topics Covered:
More realistic (complex) example of financial forecasting;
Reading Assignment:
RWJ Chapter 4, continued
Discussion Questions:
What are some key
drawbacks of the % of Sales forecasting technique?
What recommendations
do you have to address these drawbacks?
Homework Problems:
23, 24, 25, 28
October 11, Thursday
Topic:
Finance---Time Value of Money and DCF – REVIEW (Clayton)
Topics Covered:
Present Value, Future Value, Annuitities, Perpetuities, EAR
Reading Assignment:
RWJ, Chapter 5-6
Homework Problems:
Chapter 5: 1-4, 6, 8, 10, 12, 17, 18
Topic: Behavioral
Aspects of Marketing – Consumer Behavior (Maxham)
Readings/Cases:
Review Burt’s Bees case and prepare for the following discussion
questions (Marketing Case Packet).
What consumer behavior
factors influence personal care buying?
Can Burt's Bees
become the "Starbucks of personal care" without distancing
itself too much from the people, values, and narratives that have made
the brand successful thus far?
October 12, Friday
Topic:
The FallForum of the McIntire School of Commerceon the theme
of "Private Equity” will be held inRotunda Dome Room. Attendance
is not required due to limited seating capacity in the Dome Room. Yet,
we strongly encourage you to attend this outstanding learning event.
October
15, Monday
Topic:
Finance---Financial Analysis and Forecasting—Clarkson Lumber Case
(Clayton)
Reading Assignment:
Clarkson Lumber Case
Case Questions:
Why has Clarkson
Lumber borrowed increasing amounts despite its consistent profitability?
How has Mr. Clarkson
met the financing needs of the company during the period 1993-1995?
Has the financial strength of Clarkson Lumber improved or deteriorated?
Do you agree with
Mr. Clarkson’s estimate of the company’s loan requirements?
How much will he need to finance the expected expansion in sales to
$5.5 million in 1996? What are the major assumptions underlying
your estimate of funds needed?
If sales growth
continued along the same path in the 1997, what would be you estimate
of loan requirements in this year (1997)?
What advice do you
have for Mr. Clarkson, and if you were a banker would you approve his
loan request?
Note:
Trade notes payable are accounts payable with interest. They should
be considered as part of the accounts payable total balance in doing
analyses from year to year.
Homework Problems:
In your group, do the necessary financial analyses (sources/uses, ratios,
pro-formas, etc.) to answer the above Case Questions. Write-up and exhibits
due.
Topic:
Finance---Time Value of Money and DCF – REVIEW, cont. (Clayton)
Topics Covered:
Present Value, Future Value, Annuitities, Perpetuities, EAR
Reading Assignment:
RWJ, Chapter 5-6
Homework Problems:
Chapter 6: 1, 3, 4, 7, 10, 11, 32
Team Assignment Due Assignment
7 from Team Workbook Due to Professor Ballinger’s mailbox by 5:00
pm.
OB Assignment Due: Reflected
Best Self Exercise, part 2 due. Monday, October 15, at 11:59 pm. E-mail
submissions only to ballinger@virginia.edu; hard copy will not be accepted.
These will be graded and returned prior to our meeting November 27.
October 16, Tuesday
Topic:
Finance (Double Session) - Capital Budgeting Decision Criteria (Clayton)
Topics Covered:
Payback, NPV, Profitability Index, IRR
Reading Assignment:
RWJ Chapter 9
Discussion Questions:
What are some key
drawbacks of the payback period?
What are the strengths
of NPV?
What are the strengths
and weakness of IRR
When can Profitability
Index be a useful criteria?
Homework Problems:
1, 4, 6, 7, 8, 15
October
17, Wednesday
Topic:
QA – Describing data (Baglioni)
Assignments:Statistical
Techniques in Business & Economics:
Chapters
3 and 4: Describing Data
Topic: Marketing
– Market Positioning (Maxham)
Readings/Cases:
Kerin et al., Chapter 9, pp. 202 - 204.
Finance
Problem Set #1 Due 4:30pm (Clayton Mailbox)
October 18, Thursday
Topic: Communication
– Writing the Situational Analysis (Hamilton)
Readings/Cases:
Management Communication Readings: “Using Examples and Comparisons.”
Each group should come with a written draft of a possible introduction
to your Dominion report (one or two well-developed paragraphs).
Also, be prepared to discuss a claim or statement you plan to make about
Dominion and possible examples or comparisons that would support that
claim or statement.
Topic: Marketing
– Market Segmentation (Maxham)
Readings/Cases:
Kerin et al., Chapter 9 (stop on p. 202 before the Positioning section).
October 19, Friday
Finance Exam I
Topic:
Finance---Exam I
10:00am
– 12:00pm
Monroe
130
Topics Covered:
RWJ Chapters 1-6 (exclude section 2.3)
October
22, Monday
Topic: QA – Lab
Day on describing data (Baglioni)
Assignment:
Statistical Techniques in Business & Economics:
Chapters
2-4: Describing Data
First
homework assigned; due 4PM Friday 26 October.
Topic: Marketing
– Market Segmentation (Maxham)
Readings/Cases:
Kerin et al., Chapter 9 (stop on p. 202 before the Positioning section).
Assignment Due: ICE
Project 2 – Part 1 Situational Analysis
The Situational Analysis
(five copies) for ICE Project 2 is due by 4:00 p.m. on Monday, October
23, (Please place five copies of this report in Mr. Maxham’s mailbox
in Monroe Hall Room 269 by 4:00 p.m.)
October
22, Monday, 5:00 – 7:00 p.m., Room 130 (Special Session)
Topic:
ICE Seminar – Commerce Career Services—Internships (with mentors)
October
23, Tuesday
Topic: Segmentation
and Positioning Workshop (Maxham)
Readings/Assignments:
Meet in groups to
evaluate the segmentation and positioning strategy for the product given
in class on Oct. 11th. Develop a 10-minute prese
ntation that answers
the following questions: What is the market strategy relative to key
competitors? What are the target markets? Where is the product positioned
in the market? Please offer recommendations for growth.
October
24, Wednesday
Topic: QA –Sampling
Methods and the CLT and
Estimation
and confidence intervals (Baglioni)
Assignment:
Statistical Techniques in Business & Economics:
Chapters
8 and 9: Sampling Methods and the CLT and
Estimation
and Confidence Intervals
Topic: Marketing
– Products (Maxham)
Readings/Cases: Kerin
et al., Chapter 10. Please answer application questions 1 and 2,
p. 230.
Readings/Cases: Kerin
et al., Chapter 11, pp. 235-244. Please answer application question
1, p. 256.
October
25, Thursday
Topic:
Finance (double session) - Capital Budgeting—Cash Flow Estimation
(Clayton)
Topics Covered:
Relevant (incremental) cash flows, sunk costs, opportunity costs, side
effects, financing costs, net working capital, depreciation, capital
expenditures, terminal value
Reading Assignment:
RWJ, Chapter 10
Discussion Questions:
How are operating
cash flows calculated?
Why are sunk costs
considered irrelevant to the evaluation of long-term investments if
cash outflows are involved?
What is one opportunity
cost you may currently be facing?
Homework Problems:
1, 4, 6, 9, 10
October 29, Monday
Topic:
QA – Lab day: QA – Sampling Methods and the CLT and
Estimation
and confidence intervals (Baglioni)
Assignment:
Cases TBD.
Topic: Global Marketing
in Action (Maxham)
Executive Presentation:
Stuart Cross, VP of International Marketing, Coca Cola
Readings/Cases:
October
29, Monday, 5:00 – 7:00 p.m., Room 130 (Special Session)
Topic:
ICE Seminar – Advising Session for Spring 2008 Registration
October
30, Tuesday
Topic:
Finance---Capital Budgeting Case—The Super Project (Clayton)
Topics Covered:
Incremental Cash Flows and difficulties encountered in practice
Reading Assignment:
Super Project Case
Case Questions:
What are the relevant
cash flows for General Foods to