BUS 5480 Strategic Management

Lecture: Business Strategy

Lecture: Suggestions for Study

Lecture: Introducton to Case Analysis

Lecture: Mini-Papers

Lecture: Business Strategy Game

Lecture: Creating a Global Learning Organization: Johnson & Johnson

Outcomes

• Identify what business strategy is and why it is important
• Synthesize the determinants of competitive advantage
• Distinguish between crafting and executing a business strategy

Lecture: Developing a Strategic Vision and Setting Objectives

Lecture: Crafting, Implementing, Executing, and Monitoring Strategy

Lecture: Five Forces Model

Outcomes

• Summarize how a strategist evaluates a company’s external environment.
• Explore various concepts and analytical tools for evaluating a company’s situation.
• Determine case study resolution by submitting case analysis assignment.
• Assess useful tools to use in analyzing a company’s resources and competitive position.

Lecture: Single-Business Company's Strategy

Lecture: Generic Strategies

Outcomes

• Explain the five generic competitive strategies.
• Identify which of the five generic strategies to employ in specific situations.
• Determine the pitfalls for each of the five generic strategies.
• Determine other important strategic choices to supplement the chosen competitive strategy.
• Compare first-mover advantages and disadvantages.

Lecture: Global Business Strategy

Lecture: GM Global Research Network

Lecture: Domino's Pizza in Mexico

Lecture: DHL Global Delivery Service

Lecture: International Business: Cirque Du Soleil – A Truly Global Workforce

Outcomes

• Recognize the added complexity of competing in foreign markets.
• Determine whether to customize the company’s offerings in each different country or to offer a mostly standardized product worldwide.
• Determine whether to employ essentially the same basic competitive strategy in all countries or modify the strategy country by country.
• Determine where to locate the company’s production facilities, distribution centers, and customer service operations so as to realize the greatest location advantages.
• Determine how to efficiently transfer the company’s resource strengths and capabilities from one country to another in an effort to secure competitive advantage.

Outcomes

• Summarize simulation results and provide team input for round 3.
• Define where ethical standards come from and the core concepts of some of the various schools of ethical behavior.
• Determine how ethical relativism equates to multiple sets of ethical behavior.
• Analyze ethics and integrative social contracts theory.
• List the three categories of management morality.
• Interpret the evidence of managerial immorality in the global business community.
• Identify some of the drivers of unethical strategies and business behavior.
• Discuss whether or not company strategies need to be ethical.
• List four approaches to managing business ethics.
• Evaluate some of the business costs of ethical failures.
• List the five components of socially responsible business behavior.

Lecture: Related Diversification

Lecture: Tailoring Strategy

Lecture: Unrelated Diversification

Outcomes

• Distinguish among strategies for managing a group of businesses.
• Determine how to tailor strategy to fit specific industry and company situations
• Discuss how managers and executives select new industries to enter and decide on the means of entry.
• Discuss how managers decide when to diversify and why.
• List some strategies for entering new businesses.
• Recognize that managers need to choose the diversification path: related versus unrelated businesses.
• Explain strategy alternatives for a company looking to diversify.
• Explain combination related – unrelated diversification strategies.
• List the steps in evaluating the strategy of a diversified company.
• Distinguish between the models used to evaluate business-unit competitive strength.
• Summarize the four main strategy alternatives after a company.
• Distinguish among multinational diversification strategies.

Lecture: Managing Internal Operations

Lecture: Creating a Global Brand: BP

Lecture: Strategy Implementation and Executing the Strategy

Lecture: Structuring the Work Effort

Outcomes

• List the Eight Components of the Strategy Execution Process.
• Determine a framework for executing strategy.
• Explain the three components of building an organization capable of proficient strategy execution.
• Discuss the core concepts of staffing the organization.
• Summarize the three-stage process of developing and strengthening competencies and capabilities.
• Explain how we get from competencies and capabilities to competitive advantage.
• Determine how structuring the work effort can promote successful strategy execution.
• Demonstrate the advantages and disadvantages of centralized versus decentralized decision making.
• Define current organizational trends and actions that promote good strategy execution.
• Distinguish from benchmarking and best-practice implementation to operating excellence.
• Summarize adopting best practices and striving for continuous improvement.
• Explain information technology support requirements for good strategy.
• Evaluate tying rewards and incentives to good strategy implementation.

Lecture: Strategic Leadership

Lecture: Corporate Culture and Leadership

Outcomes

• Discuss the process of instilling a corporate culture that promotes good strategy execution.
• Summarize the key features of a company’s corporate culture.
• Distinguish between strong versus weak cultures.
• Explain how leaders can change a problem culture.
• Determine some of the ingredients required to effectively lead the strategy execution process.
• Explain the leadership challenge of making corrective adjustments.