Welcome to Strategic Management Dr. Mark H. Mortensen and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45 Manning School of Business

Mortensen Consulting Group Today 1. Hello and introductions 2. Assignment of groups 3. Exercise on “What have you learned at UML?” 4. “Why Bother with Strategic Management?” 5. Review syllabus 6. Describe my philosophy of teaching this course 7. Go over Assignments #1 and #2 (Due Thursday) 8. Go over Assignment #3 (Due next week)

Mortensen Consulting Group Hello and Introductions - Who am I? - Who are you?

Mortensen Consulting Group Today 1. Hello and introductions 2. Assignment of groups 3. Exercise on “What have you learned at UML?” 4. “Why Bother with Strategic Management?” 5. Review syllabus 6. Describe my philosophy of teaching this course 7. Go over Assignments #1 and #2 (Due Thursday) 8. Go over Assignment #3 (Due next week)

Mortensen Consulting Group Assignment of Groups Section 211: 2:00-3:15 PM Section 212: 3:30-4:45 PM GROUP APPLE BERKSHIRE COSTCO DOW EXXON GROUP FORD GE HP IBM JOHNSON & JOHNSON

Mortensen Consulting Group Today 1. Hello and introductions 2. Assignment of groups 3. Exercise on “What have you learned at UML?” 4. “Why Bother with Strategic Management?” 5. Review syllabus 6. Describe my philosophy of teaching this course 7. Go over Assignments #1 and #2 (Due Thursday) 8. Go over Assignment #3 (Due next week)

Mortensen Consulting Group What have you learned at UML? Here are the prerequisites for this course: – Business Finance Principles of financial management, including working and fixed capital, sources of funds, financial statements, financial planning and capital structure – Marketing Principles The role of marketing in the economy. The elements of the marketing mix--product, price, distribution, and promotion--are discussed in the context of social and political constraints on marketing activity – Management Information Systems Structure and foundations of information systems for management from both a user's and designer's perspective – Operations Management Principles of production/operations management. Nature and function of production systems; operational planning and control; plant layout; materials handling; inventory and quality control – Organizational Behavior Examination of individuals, groups, and organizations from a behavioral and structural perspective. Topics include employee motivation and satisfaction, communication, power and politics, the dynamics of groups and teams, conflict management, and organizational design and change. In your groups, list 3 important things that you learned in each course. Write these on the white board under the course names.

Mortensen Consulting Group Today 1. Hello and introductions 2. Assignment of groups 3. Exercise on “What have you learned at UML?” 4. “Why Bother with Strategic Management?” 5. Review syllabus 6. Describe my philosophy of teaching this course 7. Go over Assignments #1 and #2 (Due Thursday) 8. Go over Assignment #3 (Due next week)

Mortensen Consulting Group Why Bother with “Strategic Management?” HOW to do things right. WHAT to do.

Mortensen Consulting Group Two ways of teaching StratMan As an allocation of resources As a game within an ecosystem Competition Simulation Case Studies

Mortensen Consulting Group Text book - $20 on line Section 211: Section 212: If you lose this URL, go to students.flatworldknowledge.com and find your class using your name, your course name or Institution.students.flatworldknowledge.com

Mortensen Consulting Group Case Studies $20 pdf download Harvard Business School Readings: We will be using a selection of case studies published by Harvard Business Online. The URL will provide you with a list of required materials for use in this course. These reports are selected for your Case Study analysis and supplemental reading: Apple’s Core Apple Inc., 2010 Starbucks Coffee Company in the 21 st Century Dunkin’ Donuts: Growth Strategy Harley Davidson

Mortensen Consulting Group Meyers-Briggs Assessment Part of the career services run by Career Counselling $18 fee for assessment Part of your assignments You will get information later about how to sign up

Mortensen Consulting Group Syllabus Review: Course Outline Session 1: Hello and Course Review Sessions 2-6: Basic Concepts & Tools Quiz on Basic Concepts and Tools Sessions 7-9: Meyers-Briggs and how to use it Sessions 10-17: Creating good strategies, implementing them effectively, and ensuring success Session 18: Guest speaker Sessions 19-22: Strategic management of your career Take-home exam Session 23: Wrap-up

Mortensen Consulting Group Syllabus Review: Syllabus and Wiki Syllabus: Schedule: Wiki:

Mortensen Consulting Group Today 1. Hello and introductions 2. Assignment of groups 3. Exercise on “What have you learned at UML?” 4. “Why Bother with Strategic Management?” 5. Review syllabus 6. Describe my philosophy of teaching this course 7. Go over Assignments #1 and #2 (Due Thursday) 8. Go over Assignment #3 (Due next week)

Mortensen Consulting Group Creating - designing, constructing, planning, producing, inventing, devising, making Evaluating - Checking, hypothesising, critiquing, Experimenting, judging, testing, Detecting, Monitoring Analysing - Comparing, organising, deconstructing, Attributing, outlining, finding, structuring, integrating Applying - Implementing, carrying out, using, executing Understanding - Interpreting, Summarising, inferring, paraphrasing, classifying, comparing, explaining, exemplifying Remembering - Recognising, listing, describing, identifying, retrieving, naming, locating, finding Bloom's Revised Taxonomy My philosophy I am here to help you learn. You are seniors. I am not here to force you to do anything. Your performance is up to you. We can have interesting (lively discussions), or boring (lecture-laden) classes, it will be up to you. I strive to help you gain “mastery” of the subject. I will not just ask you “What is a SWOT?” I will expect you to do one, analysing the business situation and applying the SWOT tool. I will ask you to memorize some things that you should remember for the rest of your business life. All opinions will be respected. But, to be accepted, they have to be backed up with data, analysis, or evaluation. Phrases that I particularly approve of:  “I agree/disagree with ___ because …”  “I have a different opinion …”  “I have something to add …”  “Can you explain your answer?” C A B

Mortensen Consulting Group Any questions about the syllabus or the course? If you think of one later, or find mistakes, please me at

Mortensen Consulting Group Today 1. Hello and introductions 2. Assignment of groups 3. Exercise on “What have you learned at UML?” 4. “Why Bother with Strategic Management?” 5. Review syllabus 6. Describe my philosophy of teaching this course 7. Go over Assignments #1 and #2 (Due Thursday) 8. Go over Assignment #3 (Due next week)

Mortensen Consulting Group Assignment #1: Written report on “Who are You?” Due by: Thursday Please to me at in Microsoft Word (or RTF format), as an A picture of you A few facts about you (make them interesting) What you think you want to do in the future

Mortensen Consulting Group Assignment #2: Gather info on your group’s assigned company Due by: Thursday Each of you has been assigned a group, named for a company. Gather some information about the company and be prepared to discuss it within your group in class on Thursday.  Name, when founded, where headquartered, public stock symbol  Business model (How does it make its money?)  Geographies in which it operates  Revenue and stock price history  Anything else that you think would be interesting to the class Just gather and organize the information, bringing it to the next class. Nothing to turn in. During the next class, each group will create and give a short presentation to the class on your company.

Mortensen Consulting Group Assignment #3: Written report on Starbucks and Dunkin’ Donuts Due by:Tuesday (next week) Each person visit both a Starbucks and a Dunkin’ Donuts retail store and write a report.  Describe and contrast the atmospheres, types of menu items, service quality, and prices  Describe and contrast the patrons and how they react to the above  Talk to at least one person in the store about why they come there and relate their opinions  Describe your own experiences at each of them, from this and other visits. Visit the Starbucks and Dunkin’ Donuts web sites:  Try to determine their target markets, mission statements, and anything else you can glean about their strategies – write a paragraph or two on each  Contrast the two web sites  Contrast the apparent strategies of the two  Discuss how the information on the web sites does or does not match the reality in each case. A few informal pages should suffice – if it wants to be longer, OK.

Mortensen Consulting Group Strategic Management – Spring 2013