GBA 490 -- Course Syllabus
INSTRUCTOR STRATEGY GAME ADMINISTRATOR
A.J. (Lonnie) Strickland 148 Alston Joyce Meyer 142 Alston
firstname.lastname@example.org Office Hrs: MW 1-3; TTH 9-12; F By Appointment
http://www.cba.ua.edu/~astrickl/ Phone: 348-9436
Office Hrs: By Appointment
REQUIRED TEXTS AND MATERIALS
Thompson, A., Strickland, A., & Gamble, J. Crafting and Executing Strategy, 14th Edition. New
York: McGraw-Hill. The textbook Online Learning Center can be found at the publisher’s
Web site: www.mhhe.com/thompson/. General content includes a Guide to Case Analysis,
chapter outlines, practice tests, and PowerPoint slides. To access premium content (Concept-
TUTOR and Case-TUTOR software), go to the Online Learning Center, choose “Student,” and
register. Premium content is included with the price of a new textbook; a registration code is
printed on a postcard packaged with the book. If you purchased a used textbook the cost to
access premium content is $4.95 payable by credit card.
Thompson, A., Stappenbeck, G., & Reidenbach, M. The Business Strategy Game. Register to
participate at www.bsg-online.com. Do NOT attempt to register until you have been given
instructions during the in-class demonstration on January 13th. The cost for BSG-Online is
included with the purchase of a new textbook; a postcard with the prepaid access code is
packaged with your new book. If you purchased a used textbook the cost is $29.95 per person;
instructions for downloading are provided in the Online Learning Center.
Senior standing and completion of or enrollment in all 300-level C&BA functional field courses.
GBA 490 is intended to be a challenging and exciting capstone course for the undergraduate
business school curriculum. It is first and foremost a course about “strategy” and about
“managing for success.” The course centers around the theme that a company achieves sustained
success if and only if its managers (1) formulate an astute “game plan” and (2) implement and
execute the game plan with some proficiency. We shall try to “prove” how and why doing a
good job of strategy formulation and strategy implementation nearly always produces good
In studying the tasks of strategic management we shall also tackle another important function:
trying to integrate much of the knowledge you have gained in the core business curriculum.
GBA 490 is a “big picture” course, a trait that makes it a truly different kind of course from other
C&BA courses. Virtually all of the other required and elective courses you have taken were
concerned with a specific functional area (production, marketing, finance, accounting) and/or a
well-defined body of knowledge (economics, statistics, legal environment). More than a few of
your previous courses have been highly structured and related closely to a well-developed body
of theory. Some provided quantitative techniques for you to sink your teeth into and to master.
Others related to information and to specific skills the faculty believed you needed to acquire.
This course shares few of these traits. The problems and issues of strategy formulation and
implementation cover the whole spectrum of business and management. Strategic management
requires dealing with many variables and situational factors at once. Weighing the pros and cons
of strategy entails a total enterprise perspective and a talent for judging just how all of the
relevant factors add up to shape what actions need to be taken. In a real sense, GBA 490 is about
the essence of leadership.
The C&BA faculty at UA (as well as at all other good business schools) have seen fit to require
you to take this course in order to drive home what the role and tasks of the strategy manager are,
to introduce you to what strategy means, to lead you through the ins and outs of formulating and
implementing a strategic plan, to teach you to use the tools and techniques of situation analysis,
and to give you practice in making strategic decisions. Our objective is to sharpen your abilities
to “think strategically” and to weigh things from the perspective of the total enterprise operating
in an increasingly global market environment. Accomplishing this objective means giving you
an appreciation for the importance of building a competitive advantage. It means drilling you
thoroughly in the tools of strategy analysis and exercising you in the managerial task of sizing up
a company's strategic position. It means systematically exposing you to the rigors of industry
and competitive analysis, to the ingredients of an attractive strategic plan, and to the varied
administrative tasks associated with implementing and executing the chosen strategy as well as
circumstances permit. And it means instilling a strong sense of ethical principles and values into
the process and tasks of managing.
The course content is all but guaranteed to keep your interest and attention. In our minds, the
glamour and the grand sweep of “strategizing” and managing an enterprise down the road of
success make the course go and make it fun to teach. We sincerely hope this course will be the
very best course you have ever had--that it will be instrumental in making you: (1)
“competitively superior” (in comparison to graduates from “other business schools”), (2)
successful in your career, and (3) much wiser about the secrets of first-rate management.
GBA 490 COURSE OBJECTIVES
To develop your capacity to think strategically about a company, its business position, and how
it can gain sustainable competitive advantage.
To build your skills in conducting strategic analysis in a variety of industries and competitive
To give you hands-on experience in crafting business strategy, reasoning carefully about
strategic options, using what-if analysis to evaluate action alternatives, and initiating the changes
necessary to keep the strategy responsive to newly emerging market conditions.
To improve your ability to manage the organization process by which strategies get formed and
To integrate the knowledge gained in earlier C&BA courses.
To develop your powers of managerial judgment, help you learn how to assess business risk, and
provide you with a stronger understanding of the competitive challenges of a global market
To make you more conscious about the importance of ethical principles, personal and company
values, and socially responsible management practices.
Your course grade will be based on the following components and point distribution:
Company performance on simulation, quizzes, and peer evaluations. 15.0 %
Exam #1 – Feb 17 10.0
Exam #2 – Mar 8 7.5
Exam #3 – April 7 7.5
Participation in class discussion of cases 15.0
Written Case #1 Feb 15 10.0
Written Case #2 March 15 15.0
In-class written case, 4 hours, Friday, April 22, 6:00 p.m., Alston 10 & 30 20.0
POLICY ON ACADEMIC CONDUCT
All acts of dishonesty in any work constitute academic misconduct. The Academic Misconduct
Disciplinary Policy will be followed in the event of academic misconduct.
To request disability accommodations, please contact Disability Services (348-4285). After
initial arrangements are made with Disability Services, please contact your instructor.
POLICIES REGARDING WRITTEN CASES
Written case assignments are due on the day the case is scheduled for class discussion (see the
Schedule of Class Activities) and should be turned in to your instructor at the beginning of the
class period. All written case assignments are to be prepared individually; group work (including
casual discussion of case material) is "out of bounds". It is suggested that you print two copies:
one to hand in and one to use for reference for the class discussion.
Cases turned in after the scheduled class period are eligible for a grade no higher than a C (and
that only if the paper is otherwise an A or B+ paper). Out-of-class written cases are due
Tuesday, February 15 and Tuesday, March 15. No late cases will be accepted after 4:30 PM the
following day (Wednesday, February 16 and Wednesday, March 16) without the written consent
of Dr. Strickland. If Dr. Strickland is not in his office you may ask one of the secretaries in
Alston 105 to put the case in Dr. Strickland’s mailbox.
All written cases are to be printed (double spaced) using 12 point type with a “business” font and
should follow correct form, spelling, grammar, etc. The body of the paper should be no more
than four pages including your specific recommendations supported with your strategic
interpretation of your industry and competitive analysis. In addition, the paper should include
appendices, tables, and/or graphs containing your industry and competitive analysis. The
appropriate and preferred organization and style of writing is as follows: Bottom-Line
Organization -- with contract sentences, high impact, with a forceful, impersonal, and colorless
style. Hand-drawn or hand-colored charts or tables are unacceptable.
All cases that you would like to have re-graded, due only to possible grading errors, must be
submitted within two class days from the day the case is returned. The case must be the original
case along with the grading sheet.
Papers which, in the opinion of the instructor, employ disproportionately poor grammar and poor
quality written communication skills will be assigned a grade that is one-letter lower than would
otherwise be assigned; such papers may also result in your being sent to the remedial writing
skills lab conducted by the English Department.
POLICIES REGARDING CLASS PARTICIPATION, PROFESSIONALISM AND
GBA 490 is a case-oriented class. As such, you are expected to be prepared for class each day
by having read and analyzed the assigned case. Twenty percent of your final grade depends
upon class participation—hence, you are well advised to participate fully in each class
While class attendance has never been a problem in GBA 490 you should be reminded that we
make every effort to follow norms in class that are common in all major corporations. Each
student is expected to be an active participant and to make meaningful comments on cases being
discussed. Your grade on class participation is something to be earned via consistent, daily
contribution to class discussions. You should, therefore, make a conscientious effort to attend
class discussions of cases and to be sufficiently prepared to contribute to the case discussions.
Merely coming to class is not sufficient; attendance is not participation. GBA 490 is your job;
you cannot simply elect not to go to work. During the term events may conspire to keep you
from missing class (job interviews, illness, etc.) but in our experience events never conspire in
such a fashion as to prevent you from calling your instructor before missing a day of work.
Failure to do so will be treated as absenteeism and is the equivalent of being unprepared when
called on to participate. It is the organizational equivalent of being unprepared for a major
meeting and thus even a single absence is a serious matter. Attendance will be taken and each
absence, for any reason, will result in a 2-point penalty deduction from your overall course
average. Thus, if your final average is an 85 and you have three absences, your final
average will be reduced to 79. To compensate for the penalty you should plan to be
brilliant during the next case discussion.
If, in the judgment of the professor, the student is not making satisfactory progress in the course,
the student will be invited to drop GBA 490 and try again at a later date.
THE GBA 490 APPROACH TO TEACHING/LEARNING
Lectures by instructor 25% of in-class hrs.
Practicing the task of managerial analysis and decision-making 70% of in-class hrs.
via use of actual case studies. Analysis/discussion by the class
(students do most of the talking).
Practicing the task of managing via use of the management Out-of-class team meetings
simulation. Teams of students must run their own company
under conditions of a vigorously competitive industry
environment (grade based on results achieved and degree of
On rare occasions an individual’s consistent poor performance
or lack of preparation may raise questions concerning team
assignment. When in the judgment of the professor a student’s
lack of knowledge or effort is perceived to have a detrimental
effect on team performance the professor can assign the student
to a one-person “team” to prevent other class members from
being saddled with a low performing team member.
Exams 5% of in-class hrs.
Anyway you look at it, the workload in this course is above average (this part of the local
folklore about the course is accurate!).
* Expect to spend 2-3 hours weekly playing The Business Strategy Game and doing all the
analysis and calculations needed to win the competitive battle. A few more hours will be needed
the first week to get over the start-up hump.
* Expect to spend 1 1/2 to 3 hours preparing a case for class discussion (you will need 2-3 pages
of notes/answers to the assignment questions in front of you each day to sparkle and shine in the
class discussions!). Trying to wing it is ill advised! Some case preparation time will usually be
spent on the personal computer, using a software package called Case-TUTOR.
* Expect to spend 8 to 15 hours (this varies according to your own personal efficiency and skills)
doing the written cases.
* Then there are 13 chapters of text material (about 400 pages) to master.
* And there are assorted quizzes and exams.
But don't let the hours/time intimidate you. We sincerely believe the workout will be well worth
it in terms of what you learn that you can take with you out into the real world. You will find
very little busywork involved; we have earnestly striven to make each assignment productive and
The Business Strategy Game provides an opportunity for student teams to formulate and
implement a strategy for a simulated athletic shoe company. Teams must decide the company’s
primary competitive weapon(s) (e.g., low cost, advertising, or quality) as well as its product line
(broad or narrow) and geographic (one or multiple countries) scope. Decisions will be made
weekly, and the quality of these decisions will be gauged based on their efficacy relative to those
by other teams. Teams that understand class concepts AND read the Player’s Guide (available in
Dr. Strickland’s Outlook class folder) invariably do better than those teams that just “wing” it.
Specific grading criteria will be explained during the January 13 demonstration.
PREPARATION OF WRITTEN CASES
You will have to write two industry/company analyses as part of the requirements for this class.
The body of these should summarize your analyses and recommendations and, thus, be no more
than four pages. The appendix of the paper where details are presented can be as long as ten or
twenty pages depending upon the case assigned. Each analysis will be done individually and you
will be required to seek no outside assistance with either case. You will find the “Guide to Case
Analysis,” found in the Online Learning Center of your textbook, useful in preparing cases for
The written assignments will be judged according to standards of effective business
communication. They should be clear and cogent. Papers will be judged on the basis of
organization, mechanics, impact, and style. Instructors will be responsible for evaluating and
assigning the final grade to each paper.
Written case assignments #1 and #2 are to be prepared on an individual basis. It is expected that
the content of your written case reflects your thoughts and analysis rather than the work of
others. The nature of each written assignment is indicated on the Schedule of Class Activities.
The criteria for grading written case presentations include:
Evidence of ability to size-up the organization's situation and to identify key problems/issues.
Use of appropriate analytical techniques, sound logic, and well-supported arguments in
evaluating the organization's present condition and future prospects (including the use of Case-
TUTOR when appropriate).
Evidence of ability to formulate realistic and workable recommendations for action.
Thoroughness -- both (a) scope and coverage and (b) depth of analysis.
Evidence of ability to use good communication skills (including the use of charts, tables, graphs,
Evidence of adequate preparation, pride of workmanship, and display of professional attitude and
The primary method of communication with the class outside of our classroom time will be
through electronic mail. Electronic mail will also be used to announce any change in the
Schedule of Class Activities. For example, from time to time, we might change the case that we
are going to discuss. Finally, important documents such as class notes will be placed in the
Professor’s Outlook Folder. Be sure to check this folder prior to coming to class. It will be your
responsibility to stay current with the messages delivered to your C&BA account. If you wish to
have your email delivered or forwarded to another address, this can be arranged through the
POLICY REGARDING CELL PHONES & BEEPERS
Cell phones, beepers, and other forms of electronic communication may not be used at any time
during examinations. If a student has a potential emergency situation, which may require being
contacted during an exam, s/he should notify the professor before the exam begins. In all other
cases, using such devices may be considered academic misconduct.
Schedule of Class Activities
Day Date Assignment
Thurs Jan 6 Orientation and course preview
Lecture/discussion on role of strategic management
Tues Jan 11 Chapter 1: What Is Strategy and Why Is It Important?
Thurs Jan 13 Introduction to THE BUSINESS STRATEGY GAME
In-class demonstration of the game.
Finalize teams—instructions for first decision.
Tues Jan 18 Chapter 2: The Managerial Process of Crafting and Executing Strategy
Thurs Jan 20 Chapter 3: Evaluating a Company’s External Environment
Tues Jan 25 Case Discussion: Starbucks in 2004: Driving for Global Dominance
1. What are the key elements of Starbucks’ strategy as of 2004?
2. What grade would you give Howard Schultz for the job he has done as CEO of
Starbucks? Be prepared to support your answer based on how well (or not so well) he
has performed the five tasks of strategic management discussed in Chapter 2.
3. What was Howard Schultz’s original strategic vision for Starbucks? Is his present
strategic vision for Starbucks different from the one he had in the 1980s? How many
times has his strategic vision changed? Is his present strategic vision likely to
undergo further evolution?
4. Has Starbucks’ strategy evolved as the strategic vision has evolved?
5. What are the key policies, practices, and procedures that underlie how Howard
Schultz and Starbucks’ management have implemented and executed the chosen
6. What is your assessment of Starbucks’ financial performance during fiscal years
1998-2003? Does the company’s performance indicate that Starbucks’ strategy is
7. What issues confront the company as of 2004? What should Starbucks’ management
be worried about?
8. What recommendations would you make to Howard Schultz to sustain the
company’s growth and support continued strong financial performance in the years
Thurs Jan 27 Chapter 4: Evaluating a Company’s Resources and Competitiveness
Tues Feb 1 Chapter 5: The Five Generic Competitive Strategies--Which One to Employ?
Thurs Feb 3 Case Discussion: Netflix
1. What are the dominant economic characteristics of the online movie rental business?
2. What is Netflix’s vision?
3. What is Netflix’s strategy? What type of competitive advantage is it trying to
4. How do Netflix’s business model and strategy compare to those being employed by
5. How is the online movie rental business changing? What are the underlying forces of
change and how are they impacting the industry?
6. What key factors determine success in the online movie rental industry? How
important is technology to Netflix’s success?
7. What does an analysis of Netflix’s performance, both financial and strategic metrics,
reveal? How does its performance compare with that of key rivals?
8. What do you see as Netflix’s competitive strengths and weaknesses? Is there a good
market opportunity here for Netflix? What external threats does the company need to
be concerned about?
9. Do you believe that Netflix has built a sustainable competitive advantage in the
online movie rental business? Why or why not?
10. What does Netflix need to do to strengthen its competitive position and business
prospects, given the competitive actions of Wal-Mart and Blockbuster? What specific
actions should founder and CEO Reed Hastings take?
11. How are Blockbuster and Wal-Mart likely to react to the strategic moves that you
have recommended that Netflix make?
12. Would you buy stock in Netflix at this time? Why or why not?
Tues Feb 8 Case Discussion: Azalea Seafood Gumbo Shoppe in 2004
1. What is your assessment of John Addison and Mike Rathle’s performance as Azalea
Seafood Gumbo Shoppe’s chief managers? Should they be commended for their
accomplishments since buying the company? How well have they managed the
process of crafting and executing strategy?
2. What is competition like in the value added seafood industry? What competitive
forces seem to have the greatest effect on industry attractiveness from the standpoint
of packaged seafood producers?
3. How is the packaged foods industry changing? What are the underlying drivers of
change and how might those driving forces individually and collectively change
competition in the industry?
4. What key factors determine the success of a packaged food producer?
5. What is Azalea Seafood Gumbo Shoppe’s strategy to compete in the packaged food
industry? Has the strategy been effective?
6. What are Azalea’s key resource strengths and weaknesses? What new market
opportunities does the company have? What threats do you see to the company’s
future well being?
7. What is your evaluation of Azalea Seafood Gumbo Shoppe’s financial performance?
Should John Addison and Mike Rathle be pleased with the company’s performance?
8. What recommendations would you make to John Addison and Mike Rathle
concerning the future of the company? Which opportunities seem best-matched to
Azalea Seafood’s resource strengths and competitive capabilities?
Thurs Feb 10 Case Discussion: Competition in the Bottled Water Industry
1. What are the defining business and economic characteristics of the bottled water
industry? What is the industry like?
2. What is competition like in the bottled water industry? Which of the five competitive
forces is strongest? Which is weakest? What competitive forces seem to have the
greatest effect on industry attractiveness and the potential profitability of new
3. How is the bottled water industry changing? What are the underlying drivers of
change and how might those driving forces individually or collectively change
competition in the industry?
4. What does your strategic group map of the bottled water industry look like? Which
strategic groups do you think are in the best positions? The worst positions?
5. What key factors determine the success of bottled water producers?
6. What recommendations would you make to PepsiCo to improve its competitiveness
in the global bottled water industry? to Group Danone? to Suntory Water Group?
Tues Feb 15 Written Case 1 – Case and Questions will be emailed
Thurs Feb 17 Exam 1 Chapters 1, 2, 3, & 4
Tues Feb 22 Chapter 6: Beyond Competitive Strategy—Other Important Strategy Choices/Options
Thurs Feb 24 Chapter 8: Tailoring Strategy to Fit Specific Industry and Company Situations
Tues Mar 1 Chapter 9: Diversification: Strategies for Managing a Group of Businesses
Thurs Mar 3 Case Discussion: Unilever’s Path to Growth Strategy: Is It Working?
1. What are the chief elements of Unilever’s diversification strategy? Is Unilever
pursuing a multicountry or a global strategy? What aspects of the strategy do you
like? What aspects of the strategy are you skeptical about and why?
2. Did Unilever pay too much to acquire SlimFast? Is there any reason to believe that
SlimFast might be a better performer as part of Unilever than it would be a
standalone enterprise? Explain. Is SlimFast a good strategic fit, given that there are
no other important diet products in Unilever’s product/brand portfolio?
3. What is going on at SlimFast in 2003? Why are sales nose-diving? What can be done
to get things turned around? Should the SlimFast business be sold? Was the
acquisition a mistake? Why did things look so good at the time of the acquisition and
so dismal now?
4. Did Unilever pay too much to acquire Ben & Jerry’s? Is there any reason to believe
that Ben & Jerry’s might be a better performer as part of Unilever than it would be a
standalone enterprise? What problems will Unilever be likely to encounter with its
Ben & Jerry’s acquisition?
5. Did Unilever pay too much to acquire Best Foods? Why or why not? What is your
assessment of Best Foods’ recent performance and business portfolio? Is Best Foods
a good strategic fit?
6. What is your assessment of the caliber of Unilever’s lineup of businesses and brands
as of late 2003? Did the acquisitions of SlimFast, Ben & Jerry’s, and Bestfoods
enhance Unilever’s portfolio? Why or why not?
7. How does Unilever’s product/brand portfolio stack up against those of its chief
8. What issues does Unilever management need to be concerned about? What problems
do you see as of late 2003? What strengths and weaknesses do you see in the
company’s recent performance?
9. What actions or changes in strategy would you recommend to Unilever management?
Does Unilever management need to stay the course, scale back its revenue targets, do
more restructuring (what kind and how much?), or what? What comes after the Path
to Growth strategy now that 2004 is here? What should Unilever’s game plan be for
Tues Mar 8 Exam 2 Chapters 5, 6 & 8
Thurs Mar 10 Chapter 10: Strategy, Ethics, and Social Responsibility
Tues Mar 15 Written Case 2 - Case and Questions will be emailed
Thurs Mar 17 Chapter 11: Building Resource Strengths and Organizational Capabilities
Tues Mar 22 Chapter 12: Striving for Operating Excellence
Thurs Mar 24 Chapter 13: Corporate Culture and Leadership
Tues Mar 29 SPRING BREAK
Thurs Mar 31 SPRING BREAK
Tues Apr 5 Case Discussion: Pi Kappa Phi Fraternity (available in Dr. Strickland’s GBA
490 Outlook class folder)
1. What is Pi Kappa Phi’s mission and vision as articulated in its “Built to Last”
strategic plan? How are the mission and vision linked to the fraternity’s
principles that were established by its founders?
2. Has Pi Kappa Phi’s National Fraternity created measurable objectives to assess
its progress toward achieving its mission and vision? Do the objectives contain
adequate stretch? Too much stretch?
3. How will the Journey of Pi Kappa Phi aid the organization in the
accomplishment of its strategic objectives?
4. What is your assessment of Pi Kappa Phi’s “Built to Last” Strategic Plan? Is the
plan well matched to the situation confronting the fraternity? Is it well matched
to the personal ambitions and ethical beliefs of Pi Kappa Phi’s leadership?
5. What obligation does Pi Kappa Phi’s Omicron Chapter have to become a
Leadership Chapter? Are the goals of the Journey consistent with the goals of
the chapter? Should the brothers vote to adopt the program? What would you do
if you were Jason McKenna?
Thur Apr 7 EXAM 3 Chapters 11, 12, and 13
Tues Apr 12 Case Discussion: Wal-Mart Stores, Inc.
1. What impresses you about this company? What aspects of Wal-Mart do you
find unimpressive? What accounts for Wal-Mart’s success? Is it a great strategy,
superb strategy implementation and execution, or great leadership?
2. How would you characterize Wal-Mart’s strategy? What are the chief
components of its strategy?
3. What has Wal-Mart management done to implement and execute the strategy?
What policies, practices, support systems, and management approaches underlie
Wal-Mart’s strategy execution efforts?
4. What is your assessment of Wal-Mart’s culture? What are its chief elements and
characteristics? Why does the culture seem to be so much stronger in
Bentonville than out in the stores?
5. What does the financial information in case Exhibit 1 reveal about the
company’s success and performance during the 2000-2004 period?
6. Can the company continue to be successful? What issues does management
need to address?
7. What recommendations would you make to Wal-Mart management?
Thur Apr 14 Case Discussion: Wal-Mart Stores, Inc. Continued
Case Discussion: Benziger Family Winery
Tue Apr 19
1. Did it make good sense for Benziger to develop a formal EMS at all, let
alone one that might be ISO 14001 certified? Why or why not?
2. How large is the organic wine segment? What is growth like in this
3. How is the U.S. wine industry changing? What are the underlying
drivers of change, and how might these drivers affect the industry?
4. What are the chief elements of Benziger’s strategy? Which one of the
five generic competitive strategies is Benziger employing? What
evidence is there to indicate that the strategy is, or is not, working as
well as it might?
5. What role does “social responsibility” have in Benziger’s strategy? Does
Benziger have a “social responsibility strategy” (as that term is
defined/discussed in Chapter 10 and again briefly in Chapter 13)?
6. What effect has Benziger’s status as a family-owned firm had on the
company’s success? Does being family owned give Benziger the luxury
of paying more attention to the social responsibility aspects of its
operations than it might if it were a public, investor-owned company?
Why or why not?
7. How important is biodynamic farming to Benziger’s strategy? What is
the difference between organic farming and biodynamic farming?
8. What role does EMS play in biodynamic farming?
9. What relationship does ISO 14001 have with biodynamic farming,
organic farming and EMS?
10. In general, what are the costs and benefits of developing an EMS? How
would the costs and benefits differ if the EMS is ISO 14001 certified?
11. What are the potential benefits to Benziger Family Winery of ISO 14001
certification? Should Benziger aggressively pursue ISO 14001
certification? If so, how soon? If not, should it adopt an EMS?
12. What are the most significant challenges that Matt Atkinson and Chris
Benziger would face in implementing an EMS?
13. If you believe Benziger should go forward with the EMS, what should
be the next steps in implementing the EMS? If you believe they should
not go forward, what are the potential impacts of this decision?
Case Discussion: Robin Hood
Thur Apr 21
1. What problems does Robin Hood have? What issues need to be addressed?
2. Do Robin Hood and the Merrymen need a new mission? New objectives? A
3. What strategic options does Robin Hood have? Is continuing with the present
strategy an option or is the present strategy obsolete?
4. What strategy would you recommend to Robin Hood to deal with the
problems/issues he confronts?
5. What action steps will need to be taken to implement your recommended
strategy and make it work effectively?
6. Why not try to end the campaign by killing the Sheriff?
7. What are the pros and cons of accepting the offer of the barons to assist in
securing King Richard’s release from prison?
8. What action plan would you recommend to Robin?
9. How should Robin implement the recommended plan?
Third Written Case
Fri Apr 22
6:00 to 10:00 PM, Alston 10 and 30 (bring a calculator)
Tue Apr 26
Discuss Four Hour Case
Thur Apr 28 Wrap UP
Fri Apr 29 How to make $1,000,000