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Robin Hood

Robin Hood. Does Robin Hood have a mission? What INTERNAL issues/problems is he facing? What EXTERNAL issues problems is he facing? What alternatives might be consider? What should he do?. Strategic Management Dr. Don Neubaum don.neubaum @bus.oregonstate.edu. 541-737-6036 400E Bexell.

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Robin Hood

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  1. Robin Hood Does Robin Hood have a mission? What INTERNAL issues/problems is he facing? What EXTERNAL issues problems is he facing? What alternatives might be consider? What should he do?

  2. Strategic ManagementDr. Don Neubaumdon.neubaum@bus.oregonstate.edu 541-737-6036 400E Bexell

  3. Class Sessions • Monday & Wednesday - 8:00am • Monday & Wednesday - 10:00am • Both in 415 Bexell • Monday & Wednesday – 2:00PM • 207 Bexell

  4. WIC • Writing Intensive Curriculum • Writing as a critical aspect of the learning process • Significant portion of your grade – over 30% • Reflecting writing with typical business content

  5. Grading • Individual Grades - 80% • Midterm/Final – 20% each (40% total) • Industry analysis – 20% • Case write ups – 2 @ 5% (10% total) • Strategic issue summary – 10% • Group Grades – 20% • In-class case exam – 10% • Strategic plan presentation – 10%

  6. Grades • If you NEED a specific grade in this class, other than to simply “pass,” then you MUST email me and come see me by the end of next week.

  7. Midterm and Final • Multiple Choice and Short Answer • Midterm – 10/22 • Chapters 1-4 • Final – 12/5 • Chapters 5-13, non-cumulative • Both exams will focus on lecture material and text terms.

  8. Typical Questions • What four generic strategies exist? Why does Porter call them generic? • According to Porter, when should firms diversify? What rules does he forward to judge the merits of diversification? • What is the goal of executive compensation? Why is it so difficult to design an effective compensation package? • What are the axis on the BCG and the GE Nine-Cell Matrix? Which model is superior and why?

  9. Industry Analysis • Within teams, you will select one of the following industries • Pharmaceutical • Supermarket/Grocery Store • Wireless Communication (service providers) • Casual Dining (Applebee’s) • DIY Retailing • Due 10/31 • Highest team average will receive 5 extra points

  10. Case Write Ups • Analyzing two cases • Napster - Due 10/8 • Nike – Due 11/14 • 3 pages, double spaced • Specific questions and guidelines will be provided for each case • Re-write each based on feedback you get from classmates.

  11. Strategic Issues • Start most class sessions with 2-3 of these • Articles from WSJ, Forbes, Fortune, etc. highlighting an aspect of strategy • 2 page summary and a short (3 - 5 slides) 5 minute presentation • Written feedback – allowing you to re-write the paper and redo your slides • Sign up sheet will be distributed • Graded equally on paper and presentation

  12. Group In class Case Exam • Group Exam – 10/29 • Case handed out a week ahead of time • Questions emailed to you the morning of the 29th • Answers due by the end of the day • Work in your group using laptop/PC and email your answers to me in the evening

  13. Group Strategic Plan and Presentation • Groups of four or five • Last week of the quarter – 10/26 and 10/28 • Company of your choice, with my approval • PowerPoint presentation of 20 minutes – no paper necessary • Can not analyze a company in Pharmaceutical, supermarket, wireless communication, casual dining, or DIY retailing industries • Sign up sheet for time slots will be distributed

  14. Peer Evaluations • Your group members will evaluate your contribution throughout the quarter • Your group grades can be adjusted up and down, based upon their assessment of your contribution and effort.

  15. One Minute Papers • Write a short, ungraded essay at the end of most classes: • 1) something you learned • 2) giving an example • 3) asking a question or clarification • 4) making a comment • 5) anything else • Paper notebook with name and section marked on the cover

  16. Participation • While not specifically graded, I will be assessing your attendance, participation and one-minute papers. • Final grades might be adjusted up and down, based upon my assessment. • Students attending every class period will receive 5 points on the final

  17. Golden Rule • “No Tolerance” policy for cheating • Guilty parties receive an F and will be dropped from the class • Disciplinary actions may be taken

  18. Standing-O • Earn 5 bonus points on midterm • Announce to us a recent accomplishment or achievement • While you may do as many Standing-Os you want, you can only earn the 5 points once

  19. Team Specials • Teams can earn points from “Team Specials” tasks and assignments • These points are tabulated over the quarter • Students may also request team special points, subject to instructor approval • Awards: • Gold – exempt from Final • Silver – 15 points added to midterm • Bronze – opt out of one essay on final

  20. Be thinking about who you might want in your group – we will be forming them early in class today

  21. Chapter One Basic Concepts of Strategic Management

  22. Why do we need strategy? The reasons why firms succeed and fail is perhaps the central question in strategy Answers the fundamental question of the firm Where we are now? Where we going? How are we going to get there?

  23. Hi Dr. Neubaum: I followed up with our chairmen and CEO today, and found that our board of directors determined development of a strategic plan is premature at this time.

  24. Strategic Management Defined • decisions and actions that determine long-term performance • formulation and implementation of plans designed to achieve objectives • an action managers take to achieve one or more of an organization’s goals • unifying theme that gives coherence and direction to organizational/individual decisions • game plan management has for positioning the company in its chosen market, competing successfully, satisfying customers, and achieving good business performance • management’s action plan for running the business and conducting operations; commitment to pursue a particular set of actions in growing the business, attracting customers, competing successfully, conducting operations, and improving financial and market performance

  25. The “how” of Strategy • How will we grow, build clientele, boost performance, etc. • Improve performance? Lower cost? Superior products? Outstanding service? Target high or low end? Narrow or board product line? Focus on one part of the vertical chain or be fully integrated? Local or global competitor? Single or multiple industry? Manufacture or outsource? Offensive or defensive? Incremental or radical change? Conservative or bold?

  26. Fig. 1.2: A Company’s Strategy Is Partly Proactive and Partly Reactive

  27. Fig. 1.2: A Company’s Strategy Is Partly Proactive and Partly Reactive Emergent strategy elements

  28. So….how can firm’s be profitable? 1) Choose an attractive industry in which to compete - Where we compete? • Corporate level strategy 2) Attain a competitive advantage within an industry - How we compete? • Business level strategy

  29. Levels of Strategic Management

  30. Levels of Strategic Management Answers the question “Where?”

  31. Levels of Strategic Management Answers the question “How?” “How?” “How?”

  32. HP’s Corporate Strategy Enterprise Storage & Servers Financial Services HP Services Software Personal Systems Imagining and Printing Where are we going to compete? What businesses are we in?

  33. HP’s Business Strategy Enterprise Storage & Servers Financial Services HP Services Software Personal Systems Imagining and Printing How are we going to compete against Sun Microsystems? How are we going to compete against Dell? Xerox? Cannon?

  34. HP’s Business Strategy Enterprise Storage & Servers Financial Services HP Services Software Personal Systems Imagining and Printing Profits are won and lost at the business level!!

  35. Two Models of Profitability I/O Model (Industrial/Organizational Economics Model) Resource Based View of the Firm

  36. I/O Model Strategy & Performance General Environment Industry Environment Competitive Environment General Environment Industry Environment Competitive Environment 3 Assumptions 1) external environment imposes pressures/constraints 2) firms within an industry possess similar resources 3) resources are highly mobile Therefore, firms must identify attractive segments within an industry and acquire skills/resources to achieve superior profitability It’s about finding the right “place” to compete.

  37. Resource Based View Strategy & Performance The Firm’s Resources & Capabilities 3 assumptions 1) internal environment critical to strategic action 2) firms are bundles of unique resources 3) resources may not be mobile across firms Therefore, firms must develop the skill and resources to take advantage of opportunities in their industries It’s about finding the right “way” to compete.

  38. Generic Strategies Broadly speaking, only 2 “ways” to compete • Differentiation • Low Cost

  39. Generic Strategies Broadly speaking, only 2 “ways” to compete • Differentiation • Low Cost If you aren’t different, what are you? If you don’t have low costs, what are you?

  40. What is Strategy? Strategy is not doingsimilar activitiesbetter than your rivals – that’s operational effectiveness • continual improvement not a sustainable advantage • industry-wide cost reductions do not lead to increased profitability • examples: PCs, automobiles, airlines

  41. What is Strategy? 1) Strategy is performingdifferent activitiesor performing similar activities in adifferent way

  42. Who sells the most toilet paper in the U.S? • 1 billion rolls • Who is the country’s largest retailer of wine? • Who is the country’s third largest grocer? • Where can you buy Dom Perignon for $90, $11,000 crystal vases, 42-plasma screen TVs for $3,000, and live Maine lobsters?

  43. What is Strategy? 1) Strategy is performingdifferent activitiesor performing similar activities in adifferent way Strategy is about positioning a) Variety-based positioning • offering a unique choice of goods/services - Chic-fil-a, GameStop b) Needs-based positioning • serving most/all of a particular group of customers’ needs - Babies R Us c) Access-based positioning • serving a set of customers that require unique access – Kinkos, Movie Gallery, Superette

  44. What is Strategy? 2) Strategy is about choosing apositionwhich requirestradeoffs, choosing whatnotto do • without tradeoffs, all firms would imitate vs. vs. vs. vs.

  45. Time Magazine • So why haven't American, United, US Airways and the three other full-service carriers, which lost $11 billion last year and stand to lose an additional $5 billion this year, followed the lead of the profitable discounters by cutting costs and fares? Because that's not the way their business works. They have made, and lost, their money by providing the frequent departures, quick connections, spacious seats and other amenities that have been demanded by business flyers and charging them dearly for that service — more than five times the cost of a discount fare. • HARD TO STRADDLE AND REPOSITION!

  46. What is Strategy? 2) Strategy is about choosing apositionwhich requirestradeoffs, choosing whatnotto do • without tradeoffs, all firms would imitate Tradeoffs arise from • inconsistent image/reputation • different activities, products, equipment, employees, skills, systems, machines • priorities, internal coordination, and control

  47. What is Strategy? 3) Strategy is aboutcombiningactivities as advantages come fromfitandreinforcing

  48. Secondary Airports No meals Short hauls No seats No baggage transfers Quick Turns Standard Fleet Lean ground crews Low Fares

  49. Secondary Airports No meals Short hauls No seats No baggage transfers Quick Turns Standard Fleet Lean ground crews Low Fares

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