1. MGT 4380-095, GROUP 1 JACOB FELTY SABREA HEBB ALEXANDRA HILL SHAADY IBRAHIM CALLIE MYERS COLBY WULF Foundations of Strategy: Chapter 1

2. The Role of Strategy in Success 1) Simple, Consistent and Long Term Goals 2) Profound Understanding of the Competitive Environment 3) Objective Appraisal of Resources 4) Effective Implementation

3. Goals SimpleConsistentLong Term

4. Competitive Environment Brand Simple and exclusive Staying connected Rival Products MySpace Friendster New Realities Revolutionized social networking

5. Objective Appraisal of Resources Positioning Product Protection Utilizing Talents

6. A Brief History of Strategy Military strategy and business strategy share common concepts Origins Driven by practical needs of the business Evolution of Business Strategy

7. Origins Military Strategy is a Precursor to Modern Business Strategy  Three common characteristics between them

8. Evolution of Business Strategy 1950s & 1960s: Corporate Planning 1970s & 1980s: Strategic Management 1990s : Competitive Advantage 2000s: Strategic Innovation

9. Social Legitimacy TOM’s shoes exemplified Corporate Social Responsibility in their Business Model “1 for 1” Strategy

10. Strategy Today Describing a Firm’s Strategy Identifying a Firm’s Strategy Making Strategy: Design vs. Emergence Roles Strategies Perform Shareholders vs. Stakeholders What is Strategy?

11. Strategy Today What is Strategy?  Corporate Strategy  Business Strategy Describing a Firm’s Strategy Identifying a Firm’s Strategy  Statements of mission, principles (or values), vision, and strategy  Checked by questions of investments, development, and released products/projects

12. Strategy Development Design vs. Emergence  Intended strategy  Realized strategy  Emergent strategy Planned Emergence

13. Roles of Strategy Decision Support Coordinating Device A Target Animation and Coordination In whose interests?  Stakeholder approach

14. Whose Interests Should be Prioritized? Balancing Interests of Shareholders, Customers and Employees

15. Profit and Purpose Most successful companies are not motivated by profits alone Becoming the best at what they do A sense of purpose is needed

16. Corporate Social Responsibility The Property Conception vs. The Social Entity Conception VS.

17. Discussion Questions Which companies could you think of that have a really good strategy? Bad strategy? According to Great by Choice, great leaders often emerge from extreme environments. What strategies help Target survive in its environment? In the long-run, will focusing on the social entity be enduring?