1. 1 BUS 411 DAY 1

2. Copyright 2005 Prentice Hall Ch 1 -2 Agenda Question? Assignment 1 due February 5 Discussion on the Nature of Strategic Management

3. Assignment 1 Due Feb 5 @ 12:35 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 -3

4. SWOT Strengths (internal <> good) We have state of art energy conservation program for our buildings so we will be effected as much as our competitors Weaknesses (internal <> bad) Our delivery trucks are older and not as fuel efficient as our competiers Opportunities (external <> good) To develop more fuel efficient engines (increased demand) Threats (external <> bad ) Increased delivery expenses will cut into already slim margins Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 1 -4 Crude oil cost are expected to rise 10% in next two years

5. The Nature of Strategic Management Chapter One

6. Walt Disney Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-6 Source: http://goodnessdetermined.com/wisdomisms-walt-disney-click-here/

7. 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. 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. 1-7 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

8. Defining Strategic Management  Strategic management  the art and science of formulating, implementing, and evaluating cross- functional decisions that enable an organization to achieve its (long-term) objectives 1-8 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

9. 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. 1-9 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

10. 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. 1-10 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

11. Stages of Strategic Management Strategy formulation Strategy implementation Strategy evaluation 1-11 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

12. 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 1-12 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

13. 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. 1-13 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

14. 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 1-14 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

15. Stages of Strategic Management  Strategy evaluation  reviewing external and internal factors that are the bases for current strategies, measuring performance, and taking corrective actions 1-15 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

16. 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 1-16 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

17. 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 1-17 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

18. 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 1-18

19. 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 1-19 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

20. Key Terms in Strategic Management  Vision statement  answers the question “What do we want to become?”  often considered the first step in strategic planning 1-20 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

21. 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?” 1-21 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

22. Personal Mission and Vision  Mission Statement  Answers the existential question  “Who Am I?”  Vision Statement  Answers the question  “Who do I want to be?” Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-22

23. 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 1-23 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

24. 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. 1-24 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

25.  Availability of capital can no longer be taken for granted.  Consumers expect green operations and products.  Marketing moving rapidly to the Internet.  Commodity food prices are increasing.  Political unrest in the Middle East is raising oil prices.  Turmoil and violence in Mexico is increasing.  Home prices remain exceptionally low.  Global markets offer the highest growth in revenues. Copyright ©2013 Pearson Education, Inc. publishing aPrentice Hall 1-25 Some Opportunities and Threats

26. 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 Relative deficiency Relative superiority 1-26 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

27. 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 c hallenging, m easurable, c onsistent, r easonable, and c lear (CMCRC) 1-27 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

28. 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 1-28 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

29. Key Terms in Strategic Management  Annual objectives  short-term milestones that organizations must achieve to reach long-term objectives  should be m easurable, q uantitative, c hallenging, r ealistic, c onsistent, and p rioritized (MQCRCP)  should be established at the corporate, divisional, and functional levels in a large organization 1-29 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

30. 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 1-30 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

31. Process Flow Long Term ObjectivesStrategyAnnual ObjectivePolicies Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-31

32. Sample Strategies in Action in 2011 1-32 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

33. The Strategic-Management Model Where are we now? Where do we want to go? How are we going to get there? 1-33 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

34. A Comprehensive Strategic- Management Model 1-34 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

35. 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 1-35 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

36. 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  The strategic management process should build alignment of people to strategy Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-36

37. Benefits to a Firm That Does Strategic Planning 1-37 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

38. 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 1-38 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

39. 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. 1-39 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

40. 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. 1-40 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

41. 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 1-41 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

42. 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 1-42 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

43. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 1 -43 No campaign plan survives first contact with the enemy Field Marshall Helmuth Graf von MoltkeHelmuth Graf von Moltke

44. 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 1-44 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

45. 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 1-45 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

46. Guidelines for Effective Strategic Management 1-46 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

47. 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 1-47 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

48. Excerpts from Sun Tzu’s The Art of War  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 1-48 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

49. Copyright 2005 Prentice Hall Ch 1 -49 Sun Tzu and the Art of Business  The Six Principles from Sun Tzu and the Art of Business: Six Principles for Managers  Mark McNeilly (Oxford Press University - 1996)  Capture your market without destroying it  "Generally in war, the best policy is to take a state intact; to ruin it is inferior to this....For to win one hundred victories in one hundred battles is not the acme of skill. To subdue the enemy without fighting is the acme of skill."  Avoid your competitor's strength, and attack their weakness  "Now an army may be likened to water, for just as flowing water avoids the heights and hastens to the lowlands, so an army avoids strength and strikes weakness."  Use foreknowledge and deception to maximize the power of business intelligence.  "Know the enemy and know yourself; in a hundred battles you will never be in peril."  Use speed and preparation to swiftly overcome the competition.  "To rely on rustics and not prepare is the greatest of crimes; to be prepared beforehand for any contingency is the greatest of virtues."  Use alliances and strategic control points in the industry to "shape" your opponents and make them conform to your will.  "Therefore, those skilled in war bring the enemy to the field of battle and are not brought there by him."  Develop your character as a leader to maximize the potential of your employees.  "When one treats people with benevolence, justice and righteousness, and reposes confidence in them, the army will be united in mind and all will be happy to serve their leaders."

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