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Bus 497A Strategic Management Seminar

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

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Bus 497A Strategic Management Seminar

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  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@csun.edu

  3. 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

  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 @ 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 Chapter1

  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. 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? Two Fundamental Questions 1-10

  11. 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

  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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