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  • 1. GBA 490 -- Course Syllabus Strategic Management Spring 2005 INSTRUCTOR STRATEGY GAME ADMINISTRATOR A.J. (Lonnie) Strickland 148 Alston Joyce Meyer 142 Alston jmeyer@cba.ua.edu astrickl@cba.ua.edu Office Hrs: MW 1-3; TTH 9-12; F By Appointment http://www.cba.ua.edu/~astrickl/ Phone: 348-9436 Office Hrs: By Appointment Phone: 348-8924 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. PREREQUISITES Senior standing and completion of or enrollment in all 300-level C&BA functional field courses. COURSE DESCRIPTION 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 business performance. 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
  • 2. 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 situations. 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 executed.
  • 3. 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 environment. To make you more conscious about the importance of ethical principles, personal and company values, and socially responsible management practices. COURSE REQUIREMENTS 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 20.0 100% TOTAL 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. DISABILITY ACCOMMODATIONS 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
  • 4. 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 ATTENDANCE 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 discussion. 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.
  • 5. 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.
  • 6. 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 company success). 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. TIME REQUIREMENTS 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 worthwhile.
  • 7. THE SIMULATION 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 submission. 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, and figures). Evidence of adequate preparation, pride of workmanship, and display of professional attitude and approach.
  • 8. ELECTRONIC MAIL 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 Bashinsky Lab. 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.
  • 9. GBA 490 Schedule of Class Activities Spring 2005 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 Assignment Questions 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 strategy? 6. What is your assessment of Starbucks’ financial performance during fiscal years 1998-2003? Does the company’s performance indicate that Starbucks’ strategy is working well? 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 ahead? Thurs Jan 27 Chapter 4: Evaluating a Company’s Resources and Competitiveness
  • 10. Tues Feb 1 Chapter 5: The Five Generic Competitive Strategies--Which One to Employ? Thurs Feb 3 Case Discussion: Netflix Assignment Questions 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 achieve? 4. How do Netflix’s business model and strategy compare to those being employed by key rivals? 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 Assignment Questions 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?
  • 11. 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 Assignment Questions 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 entrants? 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? Assignment Questions 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
  • 12. 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 competitors? 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 2005-2009? 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
  • 13. Tues Apr 5 Case Discussion: Pi Kappa Phi Fraternity (available in Dr. Strickland’s GBA 490 Outlook class folder) Assignment Questions 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 s Tues Apr 12 Case Discussion: Wal-Mart Stores, Inc. Assignment Questions 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?
  • 14. Thur Apr 14 Case Discussion: Wal-Mart Stores, Inc. Continued s Case Discussion: Benziger Family Winery Tue Apr 19 Assignment Questions 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 segment? 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
  • 15. Assignment Questions 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 new strategy? 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 Picnic