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MGMT 479A BUSINESS POLICY

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  • 1. STRATEGIC MANAGEMENT BUSI 595A January 11 - March 6, 2010 (09/53 January 2010 Session) Online Course Syllabus Course Description BUSI 595 Strategic Management Culminating experience/capstone course for the Master’s of Business Administration. Requires application of all previous learned educational experiences in accounting, economics, finance, management, and marketing. Extensive use of case analysis and strategic report writing is used to integrate all previous course materials in the analysis and resolution of complex business strategic planning problems. A final grade of "B" or better must be achieved to satisfy graduation requirements. Prerequisites: Prior completion of at least 30 hours in the MBA program. I. Overview and Introduction to the Course: Welcome to MBA Strategic Management (BUSI 595) course online! This course is the culminating course for all MBA students. This time intensive course that will provide students, in a small group setting, with the opportunities to apply the skills and techniques they have learned during their first eleven courses and professional careers. The class members will be assigned to a three-four person strategic planning team and will be required to:  Assess the external and internal environments of a major U.S. corporation,  Assess the overall industry condition,  Formulate tentative future strategic plans,  Implement those strategic plans,  Measure the quantitative and qualitative impacts on the corporation,  And determine how the success or failure of the plans will be tracked. Each week we will focus on different aspects of strategic planning, decision-making, and management from various aspects of the: 1. External environment (Opportunities and Threats), 2. Internal environments and resources (Strengths and Weaknesses), 3. Determining if core and distinctive competencies exist along with a Strategic Window and Propitious Niche, 4. Determining which overall strategy of either cost or differentiation should be utilized, 5. Selecting a specific strategy of directional, portfolio, or parenting should be used, 6. Determining a specific timeline for implementing the chosen strategy with targeted budgets and specific measurements of performance, 7. Projected accounting records to guide future planning and assessment, and 8. Determining the impact on the company if the chosen strategy fails
  • 2. Upon successful completion of this course, you will have a framework from which you will be able to apply the strategic planning or management model to any future strategic planning situation that you encounter. The individual numbers that each group generate during this course are not as important as learning the overall steps in the strategic planning, decision-making, management process. During Week 1: Introduction to strategic management or planning by defining strategic competitiveness and the basic concepts of strategic management. We will also discuss the required strategic case analysis assignment in depth. During Week 2: External societal and task environments that will impact on businesses and industries and that must be monitored on a consistent basis. Chapter materials on organizational opportunities, threats, environmental volatility, and competitor analyses and the impacts that external factors can have on today’s business organizations. Each strategic planning group will prepare and submit an External Factor Analysis Sheet (EFAS) to the dropbox. During Week 3: The internal organizational factors that impact on the creation of competitive advantage, core and distinctive competencies will be identified by identifying organizational strengths and weaknesses. Each strategic team will prepare and submit an Internal Factors Analysis Sheet (IFAS) to the dropbox. During Week 4: Identify the different types of overall organizational strategies by the formulation of organizational strategy implementation through the preparation of a Strategic Factor Analysis Sheet (SFAS) and a TOWS matrix and a statement of their specific strategy Each strategic team will prepare and submit to the dropbox a:  SFAS chart,  TOWS matrix.  The specific strategy each team will implement for their case analysis. During Week 5: The formulation of functional strategies that should be considered when implementing overall organizational strategic plans. We will also discuss strategies that should be avoided. Each class member will be required to complete an exam that will cover Chapters 1, 4-7. During Week 6: Implementation of strategy through the use of specific timelines, identification of objectives, functional and tactical procedures, timelines, and budgets. Each of the strategic teams will be required to prepare and submit to the dropbox a specific timeline for their chosen strategy. During Week 7: The methods of evaluation and control of strategic implementation. We will discuss the types of control and how to prepare an ongoing “target measurement and outcomes” chart to measure success or failure of strategic implantation. Each strategic team will be required to submit an appropriate “projected measurement timeline chart” to the dropbox. During Week 8: Each strategic planning team will be required to submit, to the dropbox, a final version of their strategic planning project on or before the assigned due date. 2
  • 3. II. Course Objectives and Measurable Learning Outcomes: Course Objectives:  To develop the ability to think strategically about a business organization, its business position, and how it can gain sustainable competitive advantage.  To build skills in conducting strategic analysis in a variety of competitive situations and provide a strong understanding of the competitive challenges of the global marketplace.  To gain experience in developing business strategy, reasoning carefully about strategic options, using what-if analysis to evaluate action alternatives and making strategic decisions.  To improve the ability to manage the organizational processes by which strategies are formed and executed.  To integrate the knowledge gained in earlier MBA courses. Measurable Learning Outcomes: Identify the factors that impact on strategic decision-making, implementation, and evaluation. Conduct an organizational resource-based situational analysis. Conduct comprehensive environmental scanning and to assess the volatility of industry position. Develop comprehensive business strategies by identifying strategic options. Demonstrate the ability to use “what-if” scenario analysis to evaluate action alternatives, make strategic decisions, and choose strategic options. Evaluate corporate competitive position and develop an understanding of the global marketplace and its impact on strategic analysis. Evaluate strategic decisions, findings, conclusions, recommendations, and outcomes. Demonstrate the ability to make effective, professional, executive style written presentations. III. Course Policies To view a demonstration course for details about taking an on-line course, please go to the following address: http://www.ccis.edu/online/demo.asp. Student Manual A great resource for students in the online classroom is the student manual. The student manual can be accessed by going to the following address: http://www.ccis.edu/online/studentmanual/ Student Conduct The instructor reserves the right to manage a positive learning environment and thus will not tolerate inappropriate conduct in the course. All Columbia College students, whether enrolled in a land-based or on-line course, are responsible for behaving in a manner consistent with Columbia College's Code of Student Conduct and Ethics Code for Computer Users. Students violating these codes will be referred to the Campus Life Office for possible disciplinary action. The Code for Student Conduct and the Ethics Code for Computer Users can be found in the Columbia College Student Handbook, a copy of which can be obtained by calling the Campus Life office at 573-875-7425. 3
  • 4. There will be no discrimination on the basis of sex, race, color, national origin, sexual orientation, religion, ideology, political affiliation, veteran status, age, physical handicap, or marital status. Students with documented disabilities who may need academic services for this course are required to register with the Coordinator for Disability Services. Until the student has been cleared through the disability services office, accommodations do not have to be granted. It is vital if you are a student who has a documented disability to read the entire syllabus before signing up for the course. The structure or the content of the course can make an accommodation not feasible. The policies and related syllabus matters remain subject to change in the event of extenuating circumstances. Students with documented disabilities who may need academic services for this course are required to register with the ADA coordinator of Columbia College at 573-875-7626. Read the entire syllabus before continuing the course. Online Participation This course is offered online by Columbia College. Students are expected to devote an extended amount of time working on the course, using Internet resources, other student input, and class participation via Discussion. Participation online is expected to be continuous throughout the course. Failure to turn in assignments by the date due, or timely participation in online discussions may result in the student failing the course. Emergencies should be documented and communicated to the instructor as soon as possible. Students are expected to read the required textbook in conformance with the Course Schedule each week and to participate in the Discussion and submit Assignments to the Dropbox in conformance with the Course Schedule. See "Ground Rules for Online Participation" for additional information. A class week is defined as the period of time between Monday and Sunday midnight CDT. The first week begins the first day of the session and ends at midnight the following Saturday except for Week 8 when the week and the course will end Friday at midnight. In this course, all assignments (Discussion postings and Assignments submitted to the Dropbox) are due by midnight Saturday. Your work must be submitted to the Dropbox using Microsoft WORD only. NOTE: Because this is an online course designed to get feedback on Assignments to you directly via Internet, you must make prior arrangements before submitting an Assignment using fax or the postal service. If you have problems transmitting your assignments contact the Columbia College HelpDesk at CCHelpDesk@ccis.edu or telephone 1-800-231-2391 extension 4357. Or, you may email helpdesk@desire2learn.com or use the toll free telephone at 877-325-7778. The staff at the help desk tracks all calls and emails that they receive and have been very prompt and courteous in their response. If you do not receive the “help” needed to enable transmission of Discussion comments or the Assignment, please contact me by email at kamiddleton@ccis.edu. Ground Rules for Online Participation Students should use email for private messages to the instructor and other students. The discussion is for public messages. Students are expected to actively participate by completing weekly reading and Assignments submitted to the Dropbox, posting thoughtful comments to the Discussion, or other online activities, including sending/receiving email and navigating and conducting research on the Internet. All students will participate in online discussion via Discussion. Conventions of “online etiquette,” which include courtesy to all users, will be observed. 4
  • 5. Students may get assistance with computer-related problems by contacting the Helpdesk at CCHelpDesk@ccis.edu or telephone 1-800-231-2391 (ext. 4357). Students must submit written Assignments to the Dropbox using Microsoft WORD. Assignments may be submitted via the postal service or fax only if arrangements are made by the instructor beforehand, and only if extenuating circumstances exist. Academic Honesty All Columbia College policies are in effect as described in the Academic Dishonesty/Misconduct section of the current college Catalog. All of your work must be your own unless collaboration has been authorized. If collaboration is authorized you must acknowledge the collaboration in writing. Your grade will be based in large part on the originality of your ideas and your written presentation of these ideas. Presenting as one's own the words, ideas, or expression of another in any form is cheating though plagiarism. If you are unsure what constitutes plagiarism, review the rules of original writing at the following web site: http://owl.english.purdue.edu/ This site provides valuable information, including examples about plagiarism. To review some plagiarism tools available to students, take a look at http://www.schoolsucks.com and http://www.termpapersites.com. The content of these plagiarism sites would, if you were lucky, get you a "D" in this course if you were not caught. It is substandard work indeed, but you will most likely be caught if you try to cheat, due to the plagiarism prevention tools available to instructors. Here are three sites that may be of interest: http://www.indiana.edu/~istd, http://www.plagiarism.com, and http://www.turnitin.com. Plagiarism will not be tolerated and the claim of ignorance is no excuse. Those found plagiarizing may fail the course. Collaboration with other students is not permitted without explicit permission from the instructor. Without prior permission, collaboration is a form of plagiarism. Roommates and spouses taking the same course should be particularly careful. Levels of Communication A minimum of two levels of communication will be used in this course: one formal, and the other informal. All Assignments submitted to the Dropbox will be formal. The formal rules of proper English and grammar apply for Dropbox Assignments, and points will be deducted for misspellings, incomplete sentences, poor sentence structure, etc. The following rubric will be used to grade weekly assignments submitted to the dropbox: A response that quotes material from the textbook is a knowledge-based response, is satisfactory (70-79%) or grade of "C") and would include a citation indicating that it is Wheelen & Hunger work (e.g., Wheelen & Hunger, p.75). To earn more points, a superior response (80-89% or grade of "B") would show comprehension (showing knowledge of Wheelen & Hunger 's work but paraphrased in the student’s own words and cites Wheelen & Hunger as the originator of the information) and might cite other resources and would include example(s) from personal and professional experience as further evidence of comprehension. To earn more points, an excellent response (90-100% or a grade of "A"), would include the content of a satisfactory response (knowledge) and a superior response (comprehension) and would go beyond to include critical analysis and evaluative statements to show understanding of the material. 5
  • 6. Discussion postings will be informal. All the rules of good writing should apply and spellchecker should be used to “proof” your work. The criterion has been met in Discussion postings if your messages are original and intelligible. You must communicate effectively. In addition, you must post to the Discussion each week to earn points toward your final grade for the course. Please read the Late Assignment Policy and the Criteria for Online Discussion Postings which appear below. Grading Policy: The grading scale for the course is as follows: A = 90-100% 761-845 total pts. = A B = 80-89% 676-760 total pts. = B C = 70-79% 592-675 total pts. = C The same grading scale will be used for assessment of all Discussion postings and Assignments submitted to the Dropbox. Each student is responsible for:  Completion of readings from the required text according to the course schedule.  Participation by posting cogent comments to the weekly Discussion.  Completion of thoughtful weekly assignments to the dropbox.  Completion of the textbook chapter exam. Each Strategic Team is responsible for:  Posting of weekly assignments to the Dropbox.  Working in a cooperative manner with their strategic team members  Posting a final strategic case report and a proposed visual aid presentation of their final project to the Dropbox on or before the assigned due date.. Late Assignment Policy Weekly Assignments submitted to the Dropbox after midnight Saturday CDT will receive a zero grade. As graduate students studying in the area of business certain behaviors are expected of the discipline. I believe everyone will find this policy to assist in satisfactory progression as a group in the course. As all assignments are known in advance (indicated on the course syllabus) with ample lead times there should not be any reason for submitting work beyond the due date. Accordingly, late work will not be accepted under any circumstances. Discussion postings will not be accepted after midnight Saturday CDT and may not be made up. In order to conduct a timely online discussion it is important that students contribute postings to the Discussion in a timely manner. If you miss the opportunity to post your response by the midnight CDT Saturday deadline, you will earn zero points for the week. A single posting to the Discussion will meet the “minimum” requirement and keep you from earning zero for the week. Discussion points are earned from substantial participation with meaningful comments that show evidence of your understanding of the reading assignment from the textbook for the course. Postings such as, “good idea,” or, “I agree with you,” are good to support your fellow students, but are insufficient to earn points toward your weekly grade for the Discussion. Please read the Criteria for Online Discussion Postings for additional information. 6
  • 7. Library Services Columbia College's library databases are available at http://www.ccis.edu/offices/library/resources.asp. You may access them using your eServices login and password when prompted. Proxy codes are no longer required. If you need any sort of technical help regarding your eServices account, contact the help desk by email at CCHelpDesk@ccis.edu or call 1-800-231-2391 x 4357. If you need any sort of technical help regarding D2L, please contact the help desk at helpdesk@desire2learn.com or 519-772- 0322. You are required to use the College CougarMail address for this course. If you would like, you can have your CougarMail forwarded to another email account by going to eServices on the CC homepage for instructions. IV. Grades Each student is required to successfully complete the following: Each member of the class will be assigned to a team consisting of 3-4 members for the written Strategic Planning Project Assignment. The grading for this assignment will be based upon the sample final project grade sheet attached to this syllabus. In addition, each strategic team will be required to submit a power point presentation which must include any and all slides the strategic teams feel would be necessary to make a professionally effective and informative 60 minute presentation to a Board of Directors and top executives. Written Final Report: 300 points PowerPoint Slide Presentation: 100 points Peer Evaluation: 50 points Each strategic planning group must also submit the following interim documents (20 pts each): EFAS Chart IFAS Chart SFAS Chart TOWS Matrix A Specific Strategic Plan for One Five-Year Strategy Specific Timeline Chart for Implementation Specific Target Measurements for Success or Failure Chapter Examination (150 pts): Each student will complete a timed, online Week 5 chapter examination. The exam will be provided during Week 5 and must be completed no later than midnight Saturday, Week 5. It will be a multiple choice exam based upon the readings of Chapters 1, 4-7. Online Discussion: (7 assignments @ 15 pts each/105 total points) Other requirements for successful completion of the course: Complete weekly reading assignments and submissions as assigned by the instructor. Build a strong team environment so that all team members’ decisions and inputs are valued by the Strategic Planning Team (evidenced by a peer evaluation, please see attachment) Utilize the readings, notes, and on-line resources to augment the written papers, discussion, 7
  • 8. examination, final written project, and slide presentation. WEEK ASSIGNMENT POINTS DUE DATE Week 1 Online Discussion 15 points Saturday midnight CDT Week 2 Online Discussion 15 points Saturday midnight CDT Dropbox Assignment: EFAS Chart 20 points Saturday midnight CDT Week 3 Online Discussion 15 points Saturday midnight CDT Dropbox Assignment: IFAS Chart 20 points Saturday midnight CDT Week 4 Online Discussion 15 points Saturday midnight CDT Dropbox Assignment: SFAS Chart 20 points Saturday midnight CDT Dropbox Assignment: TOWS Matrix 20 points Saturday midnight CDT Specific Implementation Strategy 20 points Saturday midnight CDT Week 5 Online Discussion 15 points Saturday midnight CDT Exam Chapters 1, 4-7 150 points Timed Multiple Choice Exam Week 6 Online Discussion 15 points Saturday midnight CDT Implementation Timeline for Strategy 20 points Saturday midnight CDT Week 7 Online Discussion 15 points Saturday midnight CDT Measurement Timeline Chart 20 points Saturday midnight CDT Week 8 Final Strategic Planning Project 300 points Saturday, March 6 midnight CDT PowerPoint Presentation 100 points Saturday, March 6 midnight CDT Peer Team Evaluation 50 points Saturday, March 6 midnight CDT GRADE CRITERIA FOR ONLINE DISCUSSION POSTINGS Several online postings. Posts are directly related to the topic, show evidence of knowledge of A= textbook, and other resources (e.g., Internet, or other professional publications), and postings 14-15 are on time. Personal opinions are supported by references to the textbook or other pts. resources. Constructive and substantive responses to other student postings are made. B= Minimum of three postings. Posts are directly related to the topic, show evidence of 12-13 knowledge of textbook. Student is engaged with others in exchange of substantive pts. information about the Discussion, and postings are on time. C= One posting which responds to the Discussion, shows evidence of knowledge of textbook, and 11 pts. posting is on time. Engagement includes affirmation of other points of view. D= 9-10 Posting is late, or on time, but does not reflect a studied opinion. pts. 8
  • 9. V. Required Text Strategic Management and Business Policy: 12th Ed., Thomas L. Wheelen and J. David Hunger, Prentice Hall Publishing, Upper Saddle River, NJ, ISBN 0-13-609739-6, 2009. You may order textbooks online at http://direct.mbsbooks.com/columbia.htm, or by fax at 800 499 0143, or by telephone at 800.325.3252. For additional information on the MBS bookstore go to: http://www.mbsbooks.com/direct. Students interested in selling their textbooks back to MBS should call 800.325.3252 and ask about the buy back program, or go to http://www.mbsdirect.net/ and find the “Sell Your Books” link to online buy back. Students: Please note that the use of an eBook carries certain risks: information may be missing due to copyright restrictions, the book cannot be resold to MBS, and an eBook purchase cannot be refunded. VI. Course Schedule Week 1: Chapter 1: Intro to Strategic Management and Business Policy Readings: Please read the Course Syllabus and Chapter 1 of Wheelen & Hunger’s textbook. After reading Chapter 1 (Basic Concepts in Strategic Management), you will be prepared to participate in the Discussion and complete the Assignment for submission to the Dropbox. Class Activities: Go to the course Home Page, and click on Discussion. Read the information about “Your Introduction,” then post your introductory comments. Your introduction might include who you are, your family, where you work, how many courses you have taken, your career interests, and your future goals. I will post information about myself that you may use as an example. Please take a minute to post comments about yourself to introduce yourself to others in the course. Online Discussion Topic: The Discussion Topic gives you the opportunity to exchange studied opinions about the basic factors affecting strategic management. Go to the course Home Page, and click on Discussion. Please read the information under “Week One Discussion Topic,” which provides direction on how to access the scenario which is the basis for the Discussion. After reading the scenario, return to Discussion, and post your comments to “Week One Discussion.” Read other postings by fellow students and respond to their comments to earn a higher grade for the week. As noted earlier, participation in the week’s Discussion, and all Discussion thereafter, have a potential value of 15 points. The deadline for posting to the Discussion this week, and thereafter, is midnight CDT Saturday. Topic Assignment: “The role that organizational mission and vision statements have in determining future strategic plans.” Week 2: Chapter 4: Environmental Scanning and Industry Analysis Readings: Please read Chapters 4 of Wheelen & Hunger’s textbook. After reading the material on external environmental scanning, you will be prepared to participate in the Discussion and complete the Assignment for submission to the Dropbox. Online Discussion Topic: This week's Discussion asks for your response to a scenario dealing with external environmental scanning. Posting: “The impact of baby boomers on business organizations today and in the future.” The discussion is due by midnight CDT Saturday. 9
  • 10. Assignment to Dropbox: Each strategic team will post an EFAS chart by midnight CDT Saturday. Week 3: Chapter 5: Internal Scanning/Organizational Analysis Readings: Please read Chapter 5 in the text. After reading chapter 5 you will be prepared to participate in the Discussion for the week and complete the Dropbox Assignment. Online Discussion Topic: The “Discussion Topic” for the week is; What is the relevance of the resource-based view to strategic management? Assignment: Each strategic planning team must submit an IFAS Chart as shown in text. The assignment is due by midnight CDT Saturday. Week 4: Chapter 6: Strategy Formulation: Situation Analysis/Business Strategy and Chapter 7: Strategy Formulation: Corporate Strategy Readings: Please read Chapters 6-7 in the textbook. Online Discussion Topic: Please read the information in the Discussion area for Week 4 Discussion Topic and post your comments about your analysis and evaluation of the “Is it possible for a company or business unit to follow a cost leadership strategy and a differentiation strategy simultaneously?” to the Discussion. Assignment: Each strategic planning team will prepare and submit to the dropbox, by midnight CDT Saturday, a:  SFAS Chart as shown in the text;  TOWS Matrix as shown in the text.  Specific statement of the strategy your group will develop Week 5: Chapter 8: Formulation: Functional Strategy/Strategic Choice Readings: Please read Chapter 8 in the textbook. Online Discussion Topic: Are functional strategies interdependent, or can they be formulated independently of other functions? This discussion post is due is by midnight on Saturday, CDT. Each student is required to complete the posted timed exam over Chapters 1, 4-7. Week 6: Chapter 9: Strategy Implementation/Organizing for Action Readings: Read Chapter 9 in the textbook. Online Discussion Topic: This week’s Discussion: “How should a corporation attempt to achieve synergy among functional areas and strategic business units?” The discussion post is due by midnight on Saturday, CDT.  Strategic Team Assignment: Prepare and submit, to the dropbox, an implementation timeline for your chosen strategy over the next five years. Due is by midnight on Saturday, CDT. 10
  • 11. Week 7: Chapter 11: Evaluation and Control Readings: Please read Chapter 11 in the Wheelen & Hunger textbook. Online Discussion Topic: “Examples of behavior controls, input controls, and output controls within your current organization or job assignment.” Please identify each answer section by a subheading. Dropbox Assignment: Each strategic planning team is to submit a Chart showing projected performance measurement targets and evaluation measures for their chosen strategy. This Assignment is due by midnight Saturday, CDT. Week 8: The final written strategic planning project and PowerPoint presentation is due from each strategic planning team by Saturday, March 6, 2010 at midnight, CDT. Course Evaluation: Hope you will take a minute to evaluate the course. You may access the course evaluation by going to eServices, clicking on the Course Evaluation link which is under the Academics heading. The evaluation site will be open until Wednesday of Week 8 at 5 pm CDT. Thanks! VII. Instructor Contact Information Dr. Alan Tillquist, can be contacted at (304) 767-1478 or via email to artillquist@cougars.ccis.edu. If you phone and I do not answer please leave your name, course name, and phone number and I’ll return your call. 11
  • 12. BUSI 595 Strategic Management Team Case Report Due by Midnight on Saturday, March 6, 2010 The written case analysis is worth 300 points and must be submitted to the drop box. No written case analysis will be accepted after December 12, 2009. The file of the written case reports must be single-spaced and contain appropriate major and secondary headings. Some sections of the report, if appropriate, may be in a bulleted or listing format. The appendix section must be computer written, tabbed, and listed in the table of contents with specific page references. If you have questions concerning format, please email the instructor. The case reports will be graded based on content (the depth and scope of the team analysis, use of charts, graphs, etc.) and form (correct spelling, grammar, etc.) Papers which include poor grammar, spelling, format or otherwise poor written communication skills will be assigned a grade one-letter lower than would otherwise be assigned. It is especially important that your teams use resources from the library, Internet, or other resources you deem appropriate and necessary. You will be expected to utilize the “most current” information available about your organizations when preparing your written analysis. Report Preparation Guidelines The purpose of this assignment is to allow you to use your skills as a strategic manager. In essence, you have been asked to prepare a report for other top managers in your company that will evaluate the strategic position and future of your company. Upon completion of your analysis, you have been asked to submit a written report of the findings and recommendations of the strategic analysis and plan. This report must include a Table of Contents page (with leader marks) and must be prepared in an exemplary manner. Your strategic group must also furnish the instructor with an electronic file that contains a PowerPoint presentation that you would use if the group was making an oral presentation to the board of directors and other top managers. Each strategic planning group is to identify one (1) overall strategy that you propose the company implement over the next five years. It is important to study the case material carefully and to use other sources that can be found in the library, Internet, or obtained directly from your company. In the event that some of the information is not available to answer the following questions or subsections, you must then make “reasonable and appropriate assumptions” to form the basis for your responses. Written Strategic Case Report MUST include the following:  An “Executive Summary” in which your team identifies the following:.  Assessment of current strategies and environmental volatility analysis  Recommended a projected strategic plan for the next 1-5 years with suggested timelines.  Projected quantitative and qualitative outcomes and financial implications. 12
  • 13.  Estimated strategic impact on corporate resources and competencies.  Implementation highlights (targets) of proposed strategies.  Impacts if proposed strategies fail. Your Written Strategic Case Analysis Report Must Contain the Following Major Sections and Subsections: 1. Mission and Vision:  What is the mission statement of your company? (If you are unable to identify a mission statement, indicate that no current mission exists and then write one and provide the rationale for what you have written.)  What is the vision statement for your company? (If you are unable to identify a vision statement your team will need to write one and provide the rationale for what you have written.)  How do you suggest the mission and vision be communicated to your stakeholders? 2. Environmental Volatility Analysis & Current Competitive Position:  Assess the environmental volatility of your company/industry. (Identify the major factors within your external industry environment that will impact on your company over the life of your proposed strategies)  Environmental impact on your company. (This analysis would include a trend analysis of the industry and your specific corporate stock performance over the past 18 months including those of your two strongest competitors.)  How are these current strategies working? (How is your company performing: prepare key financial trend analyze for the past 3 years and those of your two strongest competitors to determine how your company is performing.) 3. Targets for Strategic Improvement or Development:  What specific areas of corporate performance does your strategic team suggest be targeted for improvement or development in addition to your identified strategy?  Are there “new products, services, or markets, etc.” that the company should try to exploit?  What rationale can be used to justify these targets? (Why does your strategic team specifically believe these targets should be dealt with through strategic development?) 4. Projected Strategies:  What strategy do you recommend for the future? (Tie this back to the TOWS analysis for the next 1-5 years of projected business activity.)  Specific Implementation Plans and Timelines:  What specific objectives and tactics does your group recommend the company adopt to implement the strategy you recommended?  Identify implementation timelines, including target measurements, for the next 1 year for your proposed strategy.  Projected “Costs” of Strategic Implementation:  What specific current resources will be impacted? Will additional new resources be required? 13
  • 14.  At what cost?  If your strategy requires external financing…How much and under what terms (including how you will repay and what will it cost to service the debt amount.)  Functional Areas Impacted:  Under your proposed strategy…What internal functional areas will be impacted and how? The following areas of consideration are for suggestion only….they aren’t required to be included in your team’s analysis unless they are directly impacted by your projected strategies and/or tactics. If they are directly impacted, then they are expected to be treated in the final report.  Finance?  Managerial Leadership?  Marketing?  Organizational Structure?  Management?  Human Resource Management?  Production?  Information Systems?  Procurement?  Organizational/Corporate Culture?  R&D?  Other Areas Deemed Necessary?  Distribution?  Projected Outcomes of Proposed Strategy:  Projected quantitative and qualitative outcomes of new strategy.  Prepare projected pro forma financial statements for the next 1-5 years….this would include specific income and balance sheet for the proposed strategy and a combined pro forma statement for the combination proposed strategy and existing strategies.  How will Progress be Monitored and Evaluated?  What specific steps or procedures should be implemented to assure management that comprehensive evaluative methods will be used to ensure tracking of performance?  Who or what specific “operational unit/functional area/person(s)” will be responsible for monitoring, evaluation, and reporting?  What specific “interim target measures” should be used to gage success/failure based upon your suggested implementation timelines? 5. Corporate Impact or Outcomes if Proposed Strategy Fail:  How will the company be impacted if your proposed strategy isn’t successful?  What and how will internal functional areas/resources will be impacted?  Discuss the quantitative and qualitative impact of the failed strategies. 6. Appendix:  Your strategic team must include whatever material you deem necessary as appendix items. (They must be directly related to or in support of your strategic case analysis or referenced in the report.)  The following 3 sections must be included (but not limited to) in the appendices: IFAS, EFAS, SFAS chart, TOWS Matrix. Core and Distinctive competencies. 14
  • 15. External forces such as Porter’s Six-Force Model that impact or influence future corporate performance. (Include an analysis of only those forces that will impact.)  Examples of Appropriate Appendix Tabs: Appendix A: Environmental Analysis Appendix B: Environmental Volatility General Guidelines for the Written Report: Written Report:  Writing Style: First person, remember you’re reporting to a group of fellow corporate managers  Font: 12 pt. pitch and either Times New Roman, Arial, or Calibri font.  Margins: 1 inch left/right and top/bottom margins (left may vary depending on binding)  Spacing: Single space the body of the report. Triple space (2 blank) after the last line of a paragraph and the start of a new major section Double space (1 blank) between paragraphs Triple space (2 blank) between major headings and the first line of the new section Double space (1 blank) before and after secondary headings Major Headings: Bolded, underlined 14 pt type & left justified Secondary Headings: Bolded, underlined 12 pt type & left justified A minimum of three lines of copy at the bottom and top of pages  Pagination: Upper or lower right corner or center bottom, including landscaped pages Bound Executive Summary: Use roman numerals Include page numbers on all appendices pages  Label Tabs: Inserted Title Page or Tab Page that is Computer Generated Each major section of the report must be identified by an inserted title/tab Each appendices section must also be identified by an inserted title/tab If any teams are unfamiliar with standard formatting procedures…they are to discuss these standards directly with the instructor. 15
  • 16. Strategic Case Peer Evaluation You have an opportunity to evaluate the contributions and dedication of your fellow team members. You are to “honestly” evaluate the contributions and dedication of the other team members. This evaluation will be confidential….Only I will see your assessment…so please give me your true feelings and evaluation!!! Peers can receive a maximum of 50 points. Also You Must Evaluate Yourself!!! Person Being Evaluated: ___________________________________________________ 5 pts: Excellent 4 pts: Above Average 3 pts: Average 2 pts: Below Average 1 pt: Wasn’t Much Help…Marginal 0 pts: There….But Just Didn’t Seem to Have a Clue -1 pt: Ghost-Like/Floated In and Out of Our Scheduled Meetings -2 pts: You’ve Got to be Kidding  Was helpful in the discussion of how the work would be distributed. _______  Logged on to group meetings on time and was ready to work. _______  Actively participated in group discussions about how to complete the assignment in a timely manner. _______  Was cooperative and worked for the good of the group and was willing to help out whenever and wherever needed. _______  Completed assignments on time and according to plan. _______  Helped to determine overall direction and analysis techniques _______  Willingness to do more than assigned tasks. _______  Overall contribution to the team. _______  Quality/quantity of work submitted was accepted and used _______  Demonstrated eagerness to accomplish group goals _______ 16
  • 17. Total Points Assessed for This Team Member (50 Pt. Maximum): ________ WRITTEN STRATEGIC CASE REPORT Case: 1. Organization and Presentation of Report (20 Points Possible)  Spelling and Grammar  Organization and Format of Report  Appropriate Tabs for All Major Report Sections  Support Documentation __________ 2. Mission and Vision Statements (10 Points Possible) _________  Considered Current Mission & Vision Statements of Company  How to Communicate Mission & Vision to Current Insiders and Stakeholders 3. Environmental Analysis/Competitive Position (20 Points Possible _________  Identified major factors that will influence the company/industry over the next 1-5 years  Identified impact on stock performance and two strongest competitors over the past 18 months  Dealt with Current Performance issues  Key financial trends for self and two strongest competitors during the past 18 months  Assessment of Current Competitive Position 4. Targets for Strategic Improvement or Development (20 Points Possible)  Identified Specific Corporate Performance Areas that Should be Targeted  Identified What New Products, Services, or Markets that Should be Targeted  Identified Rationale to Justify Strategic Targets __________ 5. Projected Strategies (10 Points Possible)  Dealt with Appropriate Short-Term (1-3 Years) Strategic Proposals/Plans  Dealt with Appropriate Long-Range (3-5 Years) Strategic Proposals/Plans __________ 6. Implementation Plans (Objectives, Tactics &Timelines (55 Points Possible)  Identified Appropriate Timelines for Next 1-3 & 3-5 Years  Identified Appropriate Objectives/Tactics to Implement Plans in the following areas:  Budgets  Policies  Procedures _________ 7. Projected Costs of Strategic Implementation (40 Points Possible) ________  Identified Specific Current Resources to be Impacted  Identified Additional New Resources that will be Required 17
  • 18.  Identified Cost of New Resources Required to Implement Proposed Strategies  Discussed the Impact on Functional Areas (If Appropriate) 8. Projected Quantitative and/or Qualitative Outcomes (50 Points Possible)  Projected Quantitative Outcomes of New Strategies  Projected Qualitative Outcomes of New Strategies  Prepared Pro Forma Statements for the Next 1-3 & 3-5 Years  Identified Impact on Corporate Functional Areas (If Appropriate) ________ 9. Evaluation/How Progress will be Monitored (30 Points Possible) ________  Methods of Tracking Performance  Specific Targets of Accomplishment or Measurement  Specific Identification of Responsibility Person(s) or Areas 10. Corporate Impact/Outcomes if Strategies Fail (35 Points Possible)  How the company was impacted if strategies failed.  How internal functional areas/resources were impacted.  Discussed the quantitative and qualitative outcomes of the failed strategies. _________ 11. Appendix (10 Points Possible)  Included Appropriate Appendix Sections to Support Written Report  Included Appropriate Tabs and Identification in Table of Contents _________ Total Score Received for Written Case Analysis (300 Points Possible) __________ 18