Bus 497A
Strategic Management Seminar
Orientation and Course Overview
Monday, August 23, 2010
Things To Remember
Professor: Jeff Stone
Office: JH 4222
Phone: 805.660.8483
Office Hours: Mon 2-3 and 6-7, Thu 1-2
Web Site: http://www.csun.edu/~jds29757
and Moodle
Email: jeffrey.stone@csun.edu
Materials
• Required
– Text: Dess, Lumpkin and Eisner. Strategic
Management, 5th
Editionhttp://www.mhhe.com/dess5e
– The Business Strategy Game:
http://www.bsg-online.com
• Recommended
– Business Week, Fortune Magazine, Wall Street
Journal, The Economist
Learning Outcomes
•
•
•
•
•
Understand what “strategy” means to a firm
Identify key strategic issues a firm is facing
Synthesize multiple areas of business
Make strategic recommendations
Communicate your analysis and
recommendations in writing and orally
Grading Components
•
•
•
•
•
•
•
Business Strategy Simulation Game … 25%
In-class exams (2 at 10%)
… 20%
Written case briefs (3 at 5%)
… 15%
Written case analysis/update
… 15%
Final BSG presentation
… 10%
Quizzes
… 5%
Attendance, participation and
instructor evaluation
… 10%
• +/- Grading using 90-80-70 scale
The Business Strategy Game
• Online at http://www.bsg-online.com
• Eight teams of four students compete in the
international “tennis shoe” industry
• Beginning Wed, 9/15, due midnight
• 9 yearly decisions, 2 practice decisions
• 2 online quizzes
• 2 online 3-year strategic plans
• Online peer-evaluations
• Team presentations at the end of the semester
Course Components
• Exams (20%): 2 multiple choice or short
answer, non-cumulative
• Weekly Chapter Quizzes (5%)
• Case Briefs (3 @ 5% each), 2-3 pages
• Comprehensive Case (GM) and Update (15%)
7-10 pages and 3-5 page update
• BSG Report (5 pages) and plan for next 3 yrs. and
team presentation (10%)
• Participation and Attendance (10%)
Strategic Management
Chapter 1
The Nature of Strategic Management
• Strategic management:
Analyses, decisions, and actions an
organization undertakes in order to
create and sustain competitive
advantages
1-9
Two Fundamental Questions
1. How should we
compete in order to
create competitive
advantages in the
marketplace?
2. How can we create
competitive
advantages in the
marketplace that are
unique, valuable,
and difficult for rivals
to copy or
substitute?
1-10
Nine Critical Tasks of Strategic
Management -- Tasks 1-5:
• Formulate the company’s mission
• Conduct an internal analysis
• Assess the external environment –
competitive and general contexts
• Analyze the company’s options by
matching its resources with the external
environment
• Identify the most desirable options in
light of the mission
1-11
Nine Critical Tasks of Strategic
Management -- Tasks 6-9:
• Select a set of long-term objectives and
grand strategies that will achieve the
most desirable options
• Develop annual objectives and shortterm strategies that are compatible with
long-term objectives and grand strategies
• Implement the strategic choices
• Evaluate the success of the strategic
process for future decision making
1-12
Strategic Management Process
Adapted from Exhibit 1.2 Realized Strategy and Intended Strategy: Usually Not the Same
Source: H. Mintzberg and J. A. Waters, “Of Strategies, Deliberate and Emergent,” Strategic Management Journal 6 (1985), pp. 25772.
1-13
A Hierarchy of Goals
1-14
Strategy Analysis Model: Internal Analysis
Resources
• tangible
• intangible
Superior
Quality
Superior
Efficiency
Distinctive
Core
Competitive
Competences
Competence
Advantage
VRIN
Superior Customer
Responsiveness
Capabilities
• processes
• procedures
Superior
Innovation
Strategy Analysis Model: External Analysis
Remote External
Envmt
STEEPDG
External
Analysis
Industry Analysis (Porter)
Buyers, Suppliers, New
Entrants, Substitutes,
Rivalry
Strategy Analysis Model: Strategy Formulation
Results of External
Analysis
SWOT
Generic
Strategy
•L-C
•Differentiation
•Focus
Results of Internal Analysis
BusinessLevel
Strategy
•Product Dvmt.
•Market Dvmt.
•Concentrated
Growth
• Turnaround
•Etc.
Corporate
Strategy
•Related
Diversif.
•Unrelated
Diversif.