1. 1 Fall 2008 (c) Copyright 2008 Mortensen Consulting Group LLC Session #2 Strategic Management Dr. Mark H. Mortensen Sessions 001 and 270 Thursdays 6:00PM to 9:00PM “In the land of the blind, the one-eyed man is stoned to death.” - Joan D. VingeJoan D. Vinge

2. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 2 Fall 2008 You Will be Prepared for Today Iff You: Turned in Assignment #0 three days ago Have read Chapter 1 Have read Chapter 2 And, hopefully, you have started your Assignment #1, due by start of class next week.

3. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 3 Fall 2008 Today 6:00Begin Errata from last week Discussion & summary of important points from last week Lecture & discussion of Chapter 2 7:30BREAK Decide how to form groups Intro to Case Study methodology Lecture & discussion of Chapter 3(1 of 2) 8:50 End

4. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 4 Fall 2008 Errata from last session Assignment #1 is due on 18 September, as shown on the Syllabus, NOT on 11 September as shown on the handout. This has been fixed in V1.1. The SWOT Analysis was created by Albert Humphrey of the Stanford Research Institute in the 1960s and 1970s.

5. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 5 Fall 2008 My Motorcycles Honda Spirit 1100VX Honda Helix

6. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 6 Fall 2008 “The Organization Man” William H. White, 1957. Overtly sexist, intrinsically racist, it represents a description of the thinking in the mid-1950s about how people must “fit in” to businesses they join if they want to succeed. This is the thinking of my Fathers’ generation and is thought by many to well describe the dominant culture of IBM in its early days.

7. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 7 Fall 2008 The “Graying of America” Baby boomers and retirees over 65 represent the fastest growing demographic segment of the population. We have talked about 10,000 Americans turning 50 every day for years and combined with a decline in the birth rate, 40% of the overall U.S. population is over 50. In 1900, just 3.5 million Americans were 65 years of age. By 1998, that number grew to 35 million and projections are that by 2025 that number will be 70 million. And it has been further projected that by the year 2030, there could be more Americans over 80 than there are under the age of eight!

8. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 8 Fall 2008 LinkedIn – www.LinkedIn.comwww.LinkedIn.com LinkedIn is a business-oriented social networking site founded in December 2002 and launched in May 2003 mainly used for professional networking. As of December 2007, its site traffic was 3.2 million visitors per month, up 485% from the end of 2006. As of May 2008, it had more than 24 million registered users, spanning 150 industries. (Ref: http://en.wikipedia.org/wiki/LinkedIn)http://en.wikipedia.org/wiki/LinkedIn

9. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 9 Fall 2008 Building on Your Strengths Peter F. Drucker, “Managing Oneself,” HBR, Reprint #99204, 1995. “First and foremost concentrate on your strengths. Put yourself where your strengths can produce results.” “Second, work on improving your strengths.” “Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it.” “It is equally essential to remove your bad habits.”

10. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 10 Fall 2008 Today 6:00Begin Errata & additional info from last week Discussion & summary of important points from last week Lecture & discussion of Chapter 2 7:30BREAK Decide how to form groups Intro to Case Study methodology Lecture & discussion of Chapter 3(1 of 2) 8:50 End

11. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 11 Fall 2008 Key Points from Last Week “Strategic Management” definition 4-Step Strategic Management Model SWOT Analysis

12. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 12 Fall 2008 Chapter 2 Lecture & Discussion

13. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 13 Fall 2008 Break 15 minutes, please

14. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 14 Fall 2008 Forming Groups Two groups of 3, one group of 2 Vote on how to form groups:  I decide and let you know next week  You decide and let me know next week

15. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 15 Fall 2008 Introduction to Case Study Methodology

16. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 16 Fall 2008 Case Study Analysis Document 1. Title page 2. Table of Contents 3. Executive Summary 4. Problem Identification and Analysis 5. Statement of Major Problems 6. Generation and Evaluation of Alternatives 7. Recommendations(s) 8. Implementation 9. Bibliography 10. Appendices The Group Project, which will count for 30% of your grade, will be to do write a Case Study Analysis Document. We will do several of these in class, together, before you do the group project.

17. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 17 Fall 2008 3. Executive Summary/Abstract Brief overview of the case, setting the scene and noting any important assumptions made Give a synopsis of the case report, noting very briefly the major problems identified and the recommended solutions Approximately one page.

18. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 18 Fall 2008 What to Include … The history, development, and growth of the company over time The identification of the company’s internal strengths and weaknesses The nature of the external environment surrounding the company A SWOT analysis (or another kind of analysis) The kind of corporate-level strategy pursued by the company The nature of the company’s business-level strategy The company’s structure and control systems and how they match its strategy Recommendations and implementation plan

19. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 19 Fall 2008 4. Problem Identification and Analysis In this section, identify all of the major problems in the case Try to get underlying causes of problems, not just symptoms You should link each problem identified to relevant theory and also to actual evidence in the case Remember you must integrate theory and reference all non-original work.

20. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 20 Fall 2008 5. Statement of Major Problems Identify the problems – don’t try to solve them here Chose a small number of major items – two or three problems or issues – that must be solved first Short, concise statement of the problems you are going to solve in the remainder of the case Half a page is adequate.

21. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 21 Fall 2008 6. Generation of Solutions Identify and evaluate a number of the more appropriate solutions (at least two or three for each major problem identified) Each alternative solution should be briefly outlined and then evaluated in terms of its advantages and disadvantages (strong and weak points) It is not necessary to make a statement in this section as to which alternative is considered best – this is stated in the next section Do not integrate or recommend theory in this section. Practical solutions to the problem are required.

22. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 22 Fall 2008 7. Recommendations State which of the alternative solutions (either singly or in combination) identified in previous sections are recommended Justify your choice, explaining how it will solve the major problems identified in section 6 Recommend precise courses of action that the company needs to take.

23. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 23 Fall 2008 A Warning Don’t confuse Findings, Conclusions, and Recommendations Findings are factual and verifiable statements of what happened or what was found. Conclusions are your own ideas that you deduce from your findings. Recommendations are what you want done.

24. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 24 Fall 2008 8. Implementation Write your recommendations in the form of a action plan. It is good to include a timetable of what should be done when. Explain how you would implement the recommended solutions: What should be done by whom When In what sequence What it will cost (rough estimates) and other such issues Remember, if a recommended solution cannot be realistically implemented by that company, in a reasonable amount of time, then it is no solution at all.

25. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 25 Fall 2008 Doing a Case Study -1 Read the case thoroughly. Read the case thoroughly. Read the case thoroughly.  The first time to get an overview of the industry, the company, the people and the situation.  Read the case again more slowly, making notes as you go. Define the central issue. Many cases will involve several issues or problems.  Identify the most important problems and separate them from the more trivial issues  After identifying what appears to be a major underlying issue, examine the related problems.

26. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 26 Fall 2008 Doing a Case Study - 2 Define the firm’s goals (only if applicable)  Inconsistencies between a firm’s goals and its performance may further highlight the problems discovered in step 2  Identifying the firm’s goals will provide a guide for the remaining analysis. Identify the constraints to the problem (only if applicable)  The constraints may limit the solutions available to the firm  Typical constraints include limited finances, lack of additional production capacity, personnel limitations, strong competitors, relationships with suppliers and customers, and so on.  Constraints have to be considered when suggesting a solution.

27. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 27 Fall 2008 Doing a Case Study - 3 Identify all the relevant alternatives  The list should include all the relevant alternatives that could solve the problem(s) that were identified  Use your creativity in coming up with alternative solutions  Even when solutions are suggested in the case, you may be able to suggest better solutions Select the best alternative  Evaluate each alternative in light of the available information  Resist the temptation to jump to this step early in the analysis  You will also need to explain the logic you used to choose one alternative and reject the others.

28. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 28 Fall 2008 Doing a Case Study - 4 Develop an implementation plan  Plan for effective implementation of your decision. Lack of an implementation plan, even for a very good decisions can lead to disaster for a firm and for you  Don’t overlook this step. It is important as a future manager to be able to explain how to implement the decision.

29. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 29 Fall 2008 Doing a Case Study - 5 Write it all down Write Sections 1-3 Check for spelling and grammar Check for readability Ask yourself “If I read this, would I understand it? Would I be impressed? Would I be convinced?”

30. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 30 Fall 2008 References Davies, Dr. Martin, Case Study Analysis and Case Study Method, University of Melbourne, 2005. http://tlu.ecom.unimelb.edu.au/pdfs/crals/Lecture%205-Case%20Study%20Method.pdf http://tlu.ecom.unimelb.edu.au/pdfs/crals/Lecture%205-Case%20Study%20Method.pdf

31. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 31 Fall 2008 Today 6:00Begin Errata from last week Discussion & summary of important points from last week Lecture & discussion of Chapter 2 7:30BREAK Decide how to form groups Intro to Case Study methodology Lecture & discussion of Chapter 3 (1 of 2) 8:50 End

32. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 32 Fall 2008 Lecture and Discussion of Chapter 3 (1 of 2)

33. Mortensen Consulting Group LLC (c) Copyright 2008 Mortensen Consulting Group LLC 33 Fall 2008 Reminder for Next Week DUE: Assignment #1 Read Chapter 3 Read Apple Computer HBSP case study and be prepared to discuss (i.e. have read it thoroughly, have defined the central issue).