1. MHR 410 Spring 2005 Dr. Stan Abraham A Brief Overview

2. Same Old, Same Old... Most courses on strategic management teach you ABOUT the topic and how companies fare using different strategies The textbook costs over $100 You’re tested on this knowledge in a mid- term and final exam You forget everything a week later

3. This Course’s Focus To learn what doing a strategic analysis involves To acquire the skill of doing a strategic analysis and presenting the results to a critical audience Take that skill with you when you finish the course and program You won’t forget it in a hurry You’ll enjoy the course more

4. What Do You Think? If you don’t like it, there’s still time for you to enroll in another section taught by another instructor

5. What We Will Do Today and Next Tuesday Today See who’s here – take roll Give this introductory presentation Answer any questions A week from today Introduce ourselves to each other Form groups Take photos (to help me learn names) Show you how to enter financial data into CASA

6. The Plan for the Quarter Part I: Learning to use CASA on the Harley- Davidson case (3 weeks) Mini-cases etc. (1 week) Part II: Practicing strategic analysis and making presentations on 6 cases (3-1/2 weeks) Start: Getting underway (1 week) Part III: Final group- strategy presentations (1-1/2 weeks)

7. What Happens OUT of Class Become familiar with CASA and then use it on cases and project Read the Abraham book carefully Get to know your group and have a good group experience Write two case analyses (one with my help and one with a full CASA analysis) Do one group case presentation and one case critique Do a group strategic-planning project on a real company and present it in class at the end of the quarter Perhaps with the company’s CEO present

8. The Net Result You will have to take more responsibility for your own learning The more you do and the harder you try, the more you will learn and the more I’ll help you You should ask lots of questions all the time The one thing that will enhance your learning the most

9. My Roles To create a learning environment To teach you how to do a strategic analysis and use CASA To facilitate class discussions To provide help and feedback both in class and out In person during office hours and in class By phone and e-mail seven days/week

10. How to Reach Me Campus office is Room 94-277 Campus extension is 2420 Campus e-mail is scabraham Home telephone number is in the syllabus But don’t call after 10 PM ever (or after 8 PM on Sundays) Don’t ask for feedback the day before (or day of) a presentation

11. Grading Try to earn as many points as you can Two papers – 10, 10+5 (CASA) points Case presentation & critique – 20+5 pts Participation – 15 points Group final project – 35 points Bonus (CEO attends presentation) – 5 points Compare your total to cutoffs in the syllabus Note that your group grade (70%) could be affected by your GCRF

12. The GCRF I assign each of you a Group Contribution Rating Factor (GCRF) at the end of the quarter It affects the group portion of your grade (70%) and takes the form of a multiplier It ranges typically from 0.75 to 1.25 It is derived from confidential feedback you give me at the end of the quarter about your teammates It is designed to motivate high participation and meaningful contributions to your group this quarter

13. The Two Written Papers Everyone turns in the H-D case No CASA output required Your second case is the same one that you critique, and must be Done as a group Accompanied by CASA output Turned in on the day that the group is critiquing the case

14. Participation & Absences For class attendance, 6 points For asking questions in class especially after other groups’ presentations, 9 points Only my perception counts Each unexcused absence over two loses one grade point Over five unexcused absences gets you an automatic ‘F’ in the course

15. (Un)excused Absences Absences are classified as ‘excused’ when You let me know before (or after) class why you are going to be (or were) absent The reason is reasonable (medical, family emergency, accident, Cal Poly trip, etc.) and some proof can be shown All other absences are ‘unexcused’

16. My Previous Classes...... said they learned most about strategy from (order varies slightly from quarter to quarter) My coaching and feedback Presenting a complete case analysis Learning about strategic analysis doing the Harley-Davidson case Doing the group-strategy project Critiquing the presentations

17. Criticisms Over the years, I have asked for—and received—criticism about the course and the way it was conducted Such feedback has been instrumental in my constantly modifying the course to improve it Two big changes this quarter—no quiz on the book and spending more time on weak areas Based on strong feedback from last quarter I still expect you to read the book and become familiar with the course’s terminology

18. Selected Compliments from Previous Classes “I liked the final presentations using real-world companies” “We finally applied what we learned at this place to the real world” “The CASA tool is excellent and will be a valuable tool for the future” “Learning strategic planning is great fun -- a lot of work but a good learning tool” “I learned a lot from your clear feedback on our presentations”

19. Selected Compliments from Previous Classes (cont.) “I learned a lot and was able to apply what I learned throughout the course” “I like that we interviewed a real company” “I enjoyed the real-life application. This course is really the capstone of the business core” “It was a very good learning experience” “I’ve never had a teacher put in so much of his own time to help his students. I like the way the whole class seemed like a family”

20. Selected Compliments from Previous Classes (cont.) “It was realistic and applicable to any business. It forced me to use things I had learned in school as well as integrate my work experience. I wish all classes had a real-world component” “I liked the interactive format. Clear on what was expected” “Although very intensive, this class gave an overview of what it would be like to work at a middle-to-upper-management level”

21. Selected Compliments from Previous Classes (cont.) “The opportunity to be really challenged and think critically. I had heard that other MHR 410 classes are easier, but frankly I wasn’t interested in the easy route. I wanted to learn, and learn I did! The experience was great, but not without a lot of work” “The course gave us a chance to experience a strategic environment; it allowed us to break down a company and critique it” “I liked how the class was taught ‘hands on’”

22. Selected Compliments from Previous Classes (cont.) “I liked working in a group and that we always had help from you no matter what” “This is one course in which I actually learned something” “This course taught me more about real-world experiences than other business courses. TRULY A REWARDING EXPERIENCE!” “I learned a lot in this course. I now have a better understanding of business strategies as a whole” “This is not the typical class with little assignments, multiple-choice quizzes, etc. It makes you think; makes you analyze and ponder”

23. Selected Compliments from Previous Classes (cont.) “The CASA program is one of the best analysis methods I have learned thus far in college. [It’s] a program I will be able to use in the future as well. In fact… I am using [it] to analyze my father’s work and even business opportunities that my friend and I would like to pursue” “Thorough and candid feedback was very useful in learning and understanding the material better” “The course is very interactive. Learning and doing can be somewhat painful, and sometimes there’s a delayed learning curve, but it leads to growth”

24. Any Questions?