1. 1 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.

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 Instructor’s Web Site http://perleybrook.umfk.maine.edu http://perleybrook.umfk.maine.edu Strategic Management Society (SMS) http://strategicmanagement.net/ http://strategicmanagement.net/ 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 Blackboard 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  Remember that assignments are individual exercises

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

9. 1. 1947 HD FLH “knucklehead” 2. 2012 Audi R8 3. 1950 Buick RoadMaster 1. Convertible or Sedanette 4. 1955 Buick Special 5. 2014 Harley Davidson CVO Limited 6. 1967 SS 396 El Camino 7. 1970 Oldsmobile 442 (W-30 option) 8. 1965 Shelby Cobra S/C 427 9. 1995 Ferrari 348 Spyder 10. 2006 Dodge Viper SRT Current Collection Bribe List (2014 ) 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 is responsible fort Tactical Doing? 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. Assignment 1 Due Jan 23 @ 2 PM Complete the Assurance of Learning Exercise 1B on page 39 of your text with the following modifications. This assignment is intended to be an individual assignment, do your own work. Step 1 Walt Disney’s website has changed since the publication of this text. To get the annual reports, do the following; Go to the Thewaltdisneycompany.com Click on the Investor Relations box, it is the in the middle of 5 boxes to the right of the logo. Click on Reports and Financial Information in the left side menu. The 2011 10K is available by under Past SEC Filings, The 2011 Annual report is available by clicking on its linkThewaltdisneycompany.com Step 2 The UMFK library does not subscribe to Standards and Poor but you get industry surveys from the Business Insights: Essentials (Search DIS) and the Value Line Research Center (select “Plus Edition>Look Up Company”. You can get Company and Industry reports from both databases; the databases can be found by selecting the topic “Business” under the Articles for Research link on the Blake Library web page. Skip step 5, we will do this in class to create a collective SWOT analysis for Walt Disney. This collectively created SWOT analysis will be required for future assignments. Upload a Word Document with your 12 responses (3 Strengths, 3 Weaknesses, 3 Opportunities & 3 Threats) Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 1 -14

15. SWOT Strengths (internal <> good)Weaknesses (internal <> bad) Opportunities (external <> good)Threats (external <> bad ) Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 1 -15

16. Copyright 2005 Prentice Hall Ch 1 -16 For Next Class Get familiar with all the resources  Textbook  Blackboard  WebSites Read Chapter One and Walt Disney Case study  Assignment 1  Due Jan 23

17. The Nature of Strategic Management Chapter One

18. Chapter Objectives 1. Describe the strategic-management process. 2. Explain the need for integrating analysis and intuition in strategic management. 3. Define and give examples of key terms in strategic management. 4. Discuss the nature of strategy formulation, implementation, and evaluation activities. 1-18 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

19. Chapter Objectives (cont.) 5. Describe the benefits of good strategic management. 6. Discuss the relevance of Sun Tzu’s The Art of War to strategic management. 7. Discuss how a firm may achieve sustained competitive advantage. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-19

20. Defining Strategic Management  Strategic management  the art and science of formulating, implementing, and evaluating cross- functional decisions that enable an organization to achieve its objectives 1-20 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

21. Defining Strategic Management  Strategic management is used synonymously with the term strategic planning.  Sometimes the term strategic management is used to refer to strategy formulation, implementation, and evaluation, with strategic planning referring only to strategy formulation. 1-21 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

22. Defining Strategic Management  A strategic plan is a company’s game plan.  A strategic plan results from tough managerial choices among numerous good alternatives, and it signals commitment to specific markets, policies, procedures, and operations. 1-22 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

23. Stages of Strategic Management Strategy formulation Strategy implementation Strategy evaluation 1-23 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

24. Stages of Strategic Management  Strategy formulation  includes developing a vision and mission, identifying an organization’s external opportunities and threats, determining internal strengths and weaknesses, establishing long-term objectives, generating alternative strategies, and choosing particular strategies to pursue 1-24 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

25. Strategy Formulation  Deciding what new businesses to enter,  What businesses to abandon,  How to allocate resources,  Whether to expand operations or diversify,  Whether to enter international markets,  Whether to merge or form a joint venture,  How to avoid a hostile takeover. 1-25 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

26. Stages of Strategic Management  Strategy implementation  requires a firm to establish annual objectives, devise policies, motivate employees, and allocate resources so that formulated strategies can be executed  often called the action stage 1-26 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

27. Stages of Strategic Management  Strategy evaluation  reviewing external and internal factors that are the bases for current strategies, measuring performance, and taking corrective actions 1-27 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

28. Stages of Strategic Management  Strategy formulation, implementation, and evaluation activities occur at three hierarchical levels in a large organization: corporate, divisional or strategic business unit, and functional  Strategic management helps a firm function as a competitive team 1-28 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

29. Integrating Intuition and Analysis  Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making  Intuition is particularly useful for making decisions in situations of great uncertainty or little precedent 1-29 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

30. Adapting to Change  The second-largest bookstore chain in the United States, Borders Group, declared bankruptcy in 2011 as the firm had not adapted well to changes in book retailing from traditional bookstore shopping to customers buying online, preferring digital books to hard copies  Borders was on the brink of financial collapse before being acquired in July 2011 by Direct Brands Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-30

31. Key Terms in Strategic Management  Competitive advantage  anything that a firm does especially well compared to rival firms  Strategists  the individuals who are most responsible for the success or failure of an organization 1-31 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

32. Key Terms in Strategic Management  Vision statement  answers the question “What do we want to become?”  often considered the first step in strategic planning 1-32 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

33. Key Terms in Strategic Management  Mission statements  enduring statements of purpose that distinguish one business from other similar firms  identifies the scope of a firm’s operations in product and market terms  addresses the basic question that faces all strategists: “What is our business?” 1-33 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

34. Key Terms in Strategic Management  External opportunities and external threats  refer to economic, social, cultural, demographic, environmental, political, legal, governmental, technological, and competitive trends and events that could significantly benefit or harm an organization in the future 1-34 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

35. Some Opportunities and Threats  Computer hacker problems are increasing.  Intense price competition is plaguing most firms.  Unemployment and underemployment rates remain high.  Interest rates are rising.  Product life cycles are becoming shorter.  State and local governments are financially weak. 1-35 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

36. Key Terms in Strategic Management  Internal strengths and internal weaknesses  an organization’s controllable activities that are performed especially well or poorly  determined relative to competitors 1-36 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

37. Key Terms in Strategic Management  Objectives  specific results that an organization seeks to achieve in pursuing its basic mission  long-term means more than one year  should be challenging, measurable, consistent, reasonable, and clear 1-37 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

38. Key Terms in Strategic Management  Strategies  the means by which long-term objectives will be achieved  may include geographic expansion, diversification, acquisition, product development, market penetration, retrenchment, divestiture, liquidation, and joint ventures 1-38 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

39. Key Terms in Strategic Management  Annual objectives  short-term milestones that organizations must achieve to reach long-term objectives  should be measurable, quantitative, challenging, realistic, consistent, and prioritized  should be established at the corporate, divisional, and functional levels in a large organization 1-39 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

40. Sample Strategies in Action in 2011 1-40 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

41. Key Terms in Strategic Management  Policies  the means by which annual objectives will be achieved  include guidelines, rules, and procedures established to support efforts to achieve stated objectives  guides to decision making and address repetitive or recurring situations 1-41 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

42. The Strategic-Management Model Where are we now? Where do we want to go? How are we going to get there? 1-42 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

43. A Comprehensive Strategic- Management Model 1-43 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

44. Benefits of Strategic Management  Historically, the principal benefit of strategic management has been to help organizations formulate better strategies through the use of a more systematic, logical, and rational approach to strategic choice 1-44 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

45. Benefits of Strategic Management  Communication is a key to successful strategic management  Through dialogue and participation, managers and employees become committed to supporting the organization Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-45

46. Benefits to a Firm That Does Strategic Planning 1-46 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

47. Financial Benefits  Businesses using strategic-management concepts show significant improvement in sales, profitability, and productivity compared to firms without systematic planning activities  High-performing firms seem to make more informed decisions with good anticipation of both short- and long-term consequences 1-47 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

48. Nonfinancial Benefits  It allows for identification, prioritization, and exploitation of opportunities.  It provides an objective view of management problems.  It represents a framework for improved coordination and control of activities.  It minimizes the effects of adverse conditions and changes. 1-48 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

49. Nonfinancial Benefits  It allows major decisions to better support established objectives.  It allows more effective allocation of time and resources to identified opportunities.  It allows fewer resources and less time to be devoted to correcting erroneous or ad hoc decisions.  It creates a framework for internal communication among personnel. 1-49 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

50. Why Some Firms Do No Strategic Planning  Lack of knowledge in strategic planning  Poor reward structures  Firefighting  Waste of time  Too expensive  Laziness  Content with success 1-50 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

51. Why Some Firms Do No Strategic Planning  Fear of failure  Overconfidence  Prior bad experience  Self-interest  Fear of the unknown  Honest difference of opinion  Suspicion 1-51 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

52. Pitfalls in Strategic Planning  Using strategic planning to gain control over decisions and resources  Doing strategic planning only to satisfy accreditation or regulatory requirements  Too hastily moving from mission development to strategy formulation  Failing to communicate the plan to employees, who continue working in the dark  Top managers making many intuitive decisions that conflict with the formal plan 1-52 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

53. Pitfalls in Strategic Planning  Top managers not actively supporting the strategic-planning process  Failing to use plans as a standard for measuring performance  Delegating planning to a “planner” rather than involving all managers  Failing to involve key employees in all phases of planning  Failing to create a collaborative climate supportive of change 1-53 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

54. Guidelines for Effective Strategic Management 1-54 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

55. Comparing Business and Military Strategy  A fundamental difference between military and business strategy is that business strategy is formulated, implemented, and evaluated with an assumption of competition, whereas military strategy is based on an assumption of conflict  Both business and military organizations must adapt to change and constantly improve to be successful 1-55 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

56. Excerpts from Sun Tzu’s The Art of War Writings  War is a matter of vital importance to the state: a matter of life or death, the road either to survival or ruin. Hence, it is imperative that it be studied thoroughly  Know your enemy and know yourself, and in a hundred battles you will never be defeated  Skillful leaders do not let a strategy inhibit creative counter-movement 1-56 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

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