1. Copyright 2005 Prentice Hall1 BUS 411 DAY 1

2. Copyright 2005 Prentice Hall Ch 1 -2 Agenda Class roll call Instructor Introduction Syllabus review Instructor’s Educational Philosophy Web Resources General Information about class BlackBoard A quick look at the Strategic Management Process Model

3. Copyright 2005 Prentice Hall Ch 1 -3 Instructor Tony Gauvin  Associate Professor of E-Commerce  216 Nadeau Hall  (207) 834-7519 or Extension 7519  TonyG@maine.edu TonyG@maine.edu

4. Copyright 2005 Prentice Hall Ch 1 -4 Instructional Philosophy Out-Come based education Would rather discuss than lecture  Requires student preparation Hate grading assignments  Especially LATE assignments Use class interaction, assignments, exams (mid-term and final) and Case Study Reports to determine if outcomes are met.

5. Copyright 2005 Prentice Hall Ch 1 -5 A Philosophy of Education Secondary Education  Bloom level 1 (mostly) with some level 2 exposure 100 level course  Bloom level 1 & 2 200 level course  Bloom level 2 & 3 & 4 300 level course  Bloom level 3 & 4 & 5 400 level course (and graduate school)  Bloom 4 & 5 & 6 The practice of Strategic Management is at Bloom level 4, 5 & 6  Chapter 1-9 is Bloom 2, 3, 4 & 5; so is the midterm  My job is to get you to those higher level of cognitive ability  Case Study analysis exposes you to level 4, 5 & 6 cognitive abilities  Final will be at level 2-6 The business management program is beginning to use Bloom taxonomy which is one of the most widely accepted models for student outcome assessment in higher education. The eCommerce program is based on Blooms taxonomy from the very beginning

6. Copyright 2005 Prentice Hall Ch 1 -6 Web Resources Blackboard https://www.courses.maine.edu https://www.courses.maine.edu Strategic Management Club Online http://www.strategyclub.com http://www.strategyclub.com Prentice Hall http://wps.prenhall.com/bp_david_sm_10 http://wps.prenhall.com/bp_david_sm_10 Instructor’s Web Site http://perleybrook.umfk.maine.edu http://perleybrook.umfk.maine.edu Strategic Management Society (SMS) http://www.smsweb.org/ http://www.smsweb.org/ Strategic Management At Wharton http://knowledge.wharton.upenn.edu/index.cfm?fa=viewCat&CID=7 http://knowledge.wharton.upenn.edu/index.cfm?fa=viewCat&CID=7

7. Copyright 2005 Prentice Hall Ch 1 -7 BUS 411 Survival Primer Read Material BEFORE the class discussion  Conclusion & Key Terms at EOC  Issues for Review at EOC  Experiential Exercises Check WebCT Often Use the additional resources identified in syllabus ASK questions about what you didn’t understand in readings DON’T do homework at last minute. REVEIW lectures and notes Seek HELP if you are having difficulties OFFER feedback and suggestions to the instructor in a constructive manner Student Study Groups are STONGLY Encouraged

8. Copyright 2005 Prentice Hall Ch 1 -8 Resource Review Syllabus Contract for Classroom behavior Blackboard

9. 2008 BMW M6 1947 HD FLH “knucklehead” 2008 Audi R8 1950 Buick RoadMaster Convertible 1972 SS 402 El Camino 1970 Oldsmobile 442 (W-30 option) 1967 Shelby Cobra GT350 1995 Ferrari 348 Spyder 2006 Dodge Viper SRT10 Bribe List (2009) Copyright 2005 Prentice Hall Ch 1 -9

10. Copyright 2005 Prentice Hall Ch 1 -10 What is Strategy? http://www.google.com/search?hl=en&lr=&rls =GGLG,GGLG:2005- 42,GGLG:en&oi=defmore&defl=en&q=define: strategy http://www.google.com/search?hl=en&lr=&rls =GGLG,GGLG:2005- 42,GGLG:en&oi=defmore&defl=en&q=define: strategy How is this applied to business?? What do you need to know to be able to think strategically? What is tactical?

11. Copyright 2005 Prentice Hall Ch 1 -11 Differences? Executive Administrator Manager Supervisor Foreman Employee Who is responsible for Strategic Planning? Who has greater rewards/risk?

12. Copyright 2005 Prentice Hall Ch 1 -12 Strategic Management Process Model

13. Copyright 2005 Prentice Hall Ch 1 -13 Thoughts If we know where we are and something about how we got there, we might see where we are tending – and if the outcomes which lie naturally in our course are unacceptable, to make timely changes - Abraham Lincoln Without a strategy, an organization is like a ship without a rubber, going around in circles. It’s like a tramp it has no place to go. - Joel Ross and Michael Kami

14. Copyright 2005 Prentice Hall Ch 1 -14 For Next Class Get familiar with all the resources  Textbook  Blackboard  WebSites Read Chapter One and Disney Case study