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Bus%20497A%20Strategic%20Management%20Seminar

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Bus 497A Strategic Management Seminar Orientation and Course Overview Monday, August 23, 2010 ... Concentrated Growth Turnaround Etc. Operational effectiveness ... – PowerPoint PPT presentation

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Title: Bus%20497A%20Strategic%20Management%20Seminar


1
Bus 497AStrategic Management Seminar
  • Orientation and Course Overview
  • Monday, August 23, 2010

2
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_at_csun.edu

3
Materials
  • Required
  • Text Dess, Lumpkin and Eisner. Strategic
    Management, 5th Editionhttp//www.mhhe.com/dess5e
  • The Business Strategy Gamehttp//www.bsg-online.
    com
  • Recommended
  • Business Week, Fortune Magazine, Wall Street
    Journal, The Economist

4
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

5
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 andinstructor
    evaluation 10
  • /- Grading using 90-80-70 scale

6
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

7
Course Components
  • Exams (20) 2 multiple choice or short
    answer, non-cumulative
  • Weekly Chapter Quizzes (5)
  • Case Briefs (3 _at_ 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)

8
Strategic Management
  • Chapter 1

9
The Nature of Strategic Management
  • Strategic management
  • Analyses, decisions, and actions an organization
    undertakes in order to create and sustain
    competitive advantages

1-9
10
Two Fundamental Questions
  1. How should we compete in order to create
    competitive advantages in the marketplace?
  • How can we create competitive advantages in the
    marketplace that are unique, valuable, and
    difficult for rivals to copy or substitute?

1-10
11
Nine Critical Tasks of Strategic Management --
Tasks 1-5
  • Formulate the companys mission
  • Conduct an internal analysis
  • Assess the external environment competitive and
    general contexts
  • Analyze the companys options by matching its
    resources with the external environment
  • Identify the most desirable options in light of
    the mission

1-11
12
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 short-term
    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
13
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. 257-72.
1-13
14
A Hierarchy of Goals
1-14
15
Strategy Analysis Model Internal Analysis
  • Resources
  • tangible
  • intangible

Superior Quality
Superior Efficiency
Core Competence
Competitive Advantage
Distinctive Competences
VRIN
Superior Innovation
Superior Customer Responsiveness
  • Capabilities
  • processes
  • procedures

16
Strategy Analysis Model External Analysis
Remote External Envmt STEEPDG
External Analysis
Industry Analysis (Porter) Buyers, Suppliers, New
Entrants, Substitutes, Rivalry
17
Strategy Analysis Model Strategy Formulation
Results of External Analysis
Business-Level Strategy
Corporate Strategy
Generic Strategy
SWOT
  • L-C
  • Differentiation
  • Focus
  • Related Diversif.
  • Unrelated Diversif.
  • Product Dvmt.
  • Market Dvmt.
  • Concentrated Growth
  • Turnaround
  • Etc.

Results of Internal Analysis
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