CAPSTONE II ASSIGNMENTS

Suited for Business

A suit is the smartest choice for a professional woman and is the most important item in her wardrobe. Women today have more flexibility in suit choices. Pants suits are more widely acceptable for women in business today. If you choose to wear pants, opt for a matched or coordinated suit, rather than slacks and a jacket. A blazer is considered more casual and can be an option for a business casual look.

Suits in dark neutral colors such as navy, black, brown, purple, gray or olive green, are more authoritative. Be sure to select a shade that complements your coloring. If you are a very light, fair-skinned person, you will look overpowered by a black or dark suit. Instead, look for shades of camel, teal, blue or blue-gray. If black is your choice or is required by your company, soften it at your neckline with a light top and/or a light color accessory. You may want to replace the traditional navy suit with a shade of teal which is considered the "navy of the new millennium". Teal is one of the universal colors which means, it complements everyone's natural coloring.

Avoid suits in bright colors such as orange, yellow, hot pink, unless you are in a creative field where this look is not only appropriate but expected. A red suit is considered a new neutral; red is also a color that tells others you are prepared to stand out and be noticed. Wear it when you are dealing with a large group or convention and you want the participants to listen to what you have to say. A patterned suit is another choice; look for tweeds, checks, herringbone and subtle plaids.

The New Suit

The new suit also has a softer silhouette and simple design. Unlike a few years ago, today you don't have to intimidate anyone with huge shoulders. Shoulders are softer because of the fashion trend. You have many choices: the lapelled jacket either notched or shawl-collared; the V-necked tailored; the box jacket; and the cardigan with soft shoulders. The so-called two-piece or Channel-style suit, to be worn without a blouse, is another option; even though it is an elegant choice, it is not as versatile to mix and match with other pieces in your wardrobe. You may only be able to match the skirt with other jackets.

The non-lapelled and V-necked suit are styles that will accommodate many different necklines. A jacket without lapels would set off blouses or knit tops with high collars, jewel collars and even a simple V-neckline, allowing you to wear a scarf, or a necklace for variety. Wear high-quality pantsuits with silk or cotton blouses, fine-gauge cotton or silk shells.

Fabrics

The best fabrics for suits are the all-seasonal fabrics such as gabardine, lightweight wool, wool crepe, silk, linen, cotton and rayon blends. Most fabrics today have some stretch fiber added which makes the garment more flexible and less wrinkled. Linen is a cool fabric during the warm months, but it wrinkles so much that you will lose your polished look after sitting for more than an hour. Instead, buy linen and silk blends or linen and wool blends which give you comfort without the wrinkles.

Selection

When selecting a jacket, pay attention to the details of construction. It is important that you check the quality of a suit because, in general, accepted industry standards are lower for women's clothing than for men's clothing. Look for even trims and hemlines. Your suits and jackets are the most important item in your wardrobe, so select the best quality you can afford.

The Proper Fit

When deciding upon a jacket, be sure that it fits you properly. Examine the shoulders: Do they look natural and not severe? Excessive padding at the shoulders is passé. If you want to balance wide hips, try some moderate shoulder pads. Many women wear their jackets too small. Your jacket should not wrinkle across the back or under the collar and you must be able to button it easily. Even if you do not button your jacket, it must have enough space for a blouse, top, vest or sweater; buttons should never tug or pull, be loose or hang. Because you will need to button your jacket at least one of the buttons before any presentation, be sure that the lapels, buttons and vents look smooth and comfortable when buttoned-up.

Check sleeve buttons occasionally for replacement. Be careful not to stretch the pockets from carrying heavy contents. Be sure that the sleeve of the jacket touches your wrist bone; many times a half-inch makes a big difference. If you need the sleeves altered, it is a very worthwhile investment for a polished look. The length of the jacket will depend on two criteria: your body proportions and the fashion trends. If you wear pants, they should be creased and tailored, not tight or flowing. If the pants has pockets, they must remain closed. You need to choose current styles for your suits, skirted or pants, that flatter your figure and body proportions.


MEN

 

ATTENTION!!!

Dear Capstone II Students:

Please be forewarned of the following condition.

Senioritis is an acute inflammation of a student's emotional and mental approach to school when completion of their degree is near. Some seniors exhibit symptoms like apathy, carelessness, forgetfulness, excuse-making, lack of effort, etc.

Through countless hours of research, I have been able to discover and categorize two major types of Senioritis.

The first type of Senioritis is referred to as Graduphobia. This condition is one where the senior is unaware of his or her condition at the time, but often reflects an attitude of apathy, stating phrases such as, "What are they going to do, flunk me?" Usually sufferers from this illness compare LOC to high school in thinking that no one really cares how good or bad he or she may do in the last semester in school.

The second category of Senioritis is T.O.M.D. (They Owe Me Disease). If a senior suffers from T.O.M.D., he or she has usually done a mental inventory of how much has been spent on tuition, books and other fees over the past four years. When the total is realized, the senior then experiences feelings of anger and rage. A student suffering from T.O.M.D. may often say things like, "After all I have spent on this #$@!# college, I deserve a break. No way they will flunk me." Unfortunately though, professors usually do not understand the severity of T.O.M.D. and more often than not will go ahead and flunk that student.

Please be advised that in Capstone II, I will accept nothing but your best effort.
Please do not try to slide through your last semester.
Please do not assume that you will not fail your last course.
Please do not assume that I will give you a "C".
Please do not assume that I am amenable to excuses because it is your last semester.

Finally, it is my personal philosophy that a college Instructor should make learning fun. To this end, I try to make the classroom experience enjoyable. However, there may be a tendency for some students to mistakenly assume that because we have fun in the classroom, I am not serious about the academic performance of the class and of individual students. NOTHING COULD BE FURTHER FROM THE TRUTH! Please note that I am serious about your classroom performance.

Please be forewarned that the cure for Senioritis will be harsh, bitter and unpalatable.

Reoungeneria McFarland
LeMoyne-Owen College

 

 

 

TERM PROJECT - Due on Final Exam Day
1. Each student will be required to prepare a term project for the course. The term project will consist of the analysis and written report of a company according to the model and procedures established during the course.
2. The student will select a company and gain approval from the instructor prior to beginning work. The case (company) may not be a company from the current casebook or one that is assigned for the current semester. The company will be treated in real time, as is the second case assignment.
3. It is suggested that the students think about a company that holds some particular interest to him/her or use the program, compact disclosure or the Internet to come up with one.
4. The student must gain approval for the company or the instructor will not accept the results.
5. There can be no duplication of project cases for the semester. (No two students may do the same company).
6. The format for the report is as follows:

EACH OF THE FOLLOWING IS A SECTION AND SHOULD BE CLEARLY ANNOTATED AS SUCH:
1. History of the company.
2. Information about the Industry.
3. Company Mission. (Stated or implied). Present your analysis.
4. Company Objectives: (Stated and implied). Present your analysis.
5. Company Strategies.
6. Complete SWOT analysis. Include support.
7. Financial data for at least three years. (As a minimum, include the income statement, balance sheet, summary and all the ratios.)
8. Problems found. Specify the salient problem, and explain why selected.
9. Strategic alternatives available for the salient problem. Minimum of three mutually exclusive. Explain logic, feasibility, and give advantages and disadvantages.
10. Recommended strategic alternative.
11. Implementation plan (activity plan) recommended for the Company.
12. Evaluation and control plan.
13. Support materials for the Company. (Research documentation).

NOTE: The term project will be typed and double-spaced

Only the original copy will be accepted for a grade. ­ Facsimile copies are not acceptable, except in the support section.
All sections should be completed in "good" acceptable college form ­ each section is complete in itself. You may use any college/university approved style manual as a guideline for presenting endnotes and bibliography.

 

Project Firms - Give me your choices by email to "locmcfarland@yahoo.com.
(first email get their choice)
Citigroup,
General Electric
American Intl Group
ExxonMobil
Bank of America
HSBC Group
Royal Dutch Shell
McKeeson
Nissan Motor
Home Depot
Nestle
Sony
BP
LG
Marathon Oil
SBC Communications
ThyssenKrupp
AmerisourceBergen
Costco Wholesale
Robert Bosch
ABN AMRO Holding
Vodafone
Samsung Electronics
Ingram Micro
Johnson Controls
Tyson Foods
TIAA-CREF
Vivendi
News Corp.
Samsung Electronics
Adecco

 

I have deducted five (5) points fromthe following students for not submitting the NUCOR group presentation assessment:

Andrea Berry
Ashley Chamberlain
Datrin Delaney
Tiffany Furdge
Chenita Griggs
Jordan Hewitt
Teresa Jeffries
Nicholas Moss
Brennan Wright


I have assessed the following students for not submitting timely homework on 4/14/08.
Tacara Green
Ashley Chamberlain
Avery Yates

 

4/21 - Read Chapter 11. Submit your responses to the following questions on
              Chapter 11

1. What are the eight principal managerial components of the strategy-implementing/strategy-executing process?
2. Identify and briefly discuss the three facets of building an organization capable of proficient strategy execution.
3. Who is involved in the strategy execution process and who is ultimately responsible for making sure that the task of implementing and executing strategy goes well?
4. Describe at least 3 traits or characteristics of a core competence-where in an organization can a core competence be found and what is involved in building and strengthening a core competence. Give three examples of a core competence. 5. Explain what is involved in building an organization capability? What steps are required? How much time does it take? How hard is it? Support your answer. 6. Building competitively valuable core competencies, resource strengths and organizational capabilities can be a fruitful avenue to achieving sustainable competitive advantage. True or false? Explain.
7. What are the advantages of outsourcing non-critical and sometimes even critical value chain activities?
8. When it proves infeasible to outcompete rivals by crafting a superior strategy, the next best avenue to beating them out for industry leadership is to outexecute them-that is, beat them with superior strategy execution. True or false? Explain. 9. Explain the difference between a centralized and a decentralized organization structure. Which one is more likely to further the cause of good strategy execution? Why?
10. A decentralized organization structure is more likely to further the cause of good strategy execution than is a centralized organization structure. True or false? Justify your answer.
11. What is meant by empowerment of employees? How does it differ from delegation of authority? In what ways can empowerment of employees aid the cause of good strategy execution?
12. Identify and discuss the basic tenets, the chief advantages and the chief disadvantages of centralized organizational structures. 13. Identify and discuss the basic tenets, the chief advantages and the chief disadvantages of decentralized organizational structures. 14. Identify and briefly discuss/explain three of the five components of structuring a company's work effort to promote successful strategy execution.

 

4/18 - CASE PRESENTATION - Spectrum Brands
YOU MUST COMPLETE A THOROUGH ANALYSIS OF THE CASE AND PROVIDE A SUBSTANTIVE DISCUSSION OF THE ISSUES IN YOUR PRESENTATION.
YOU MUST UTILIZE CONCEPTS AND THEORIES DISCUSSED IN YOUR PRIOR CLASSES IN YOUR CASE ANALYSIS.
YOU MUST PRACTICE YOUR PRESENTATION TO THE EXTENT THAT IT IS SECOND-NATURE TO YOU. AS A RESULT, YOU WILL NOT HAVE TO READ FROM THE SCREEN BECAUSE YOU WILL ALREADY KNOW WHAT IS ON THE SCREEN.
YOUR PRESENTATIONS MUST FLOW SMOOTHLY FROM ONE SEGMENT TO THE OTHER.
YOU MUST SECURE YOUR TECHNOLOGY/LAPTOP IN ADVANCE SO THAT YOU WILL HAVE ACCESS TO IT ON THE DAY OF PRESENTATIONS.
EACH INDIVIUAL MUST DO THEIR SHARE OF THE GROUP WORK!!!

Your written case will be submitted after your oral presentations. You must email your powerpoint presentations to me at "locmcfarland@yahoo.com" after your class presentations (Failure to email your PowerPoint Presentations to me within 24-hours will incur a 5-point deduction from your presentation).

Your written case will be submitted after your oral presentations. You must email your powerpoint presentations to me at "locmcfarland@yahoo.com" after your class presentations (Failure to email your PowerPoint Presentations to me within 24-hours will incur a 5-point deduction from your presentation).

Please note the following rules:

1. Five (5) points will be deducted from the group case analysis for each member of any group that arrives after attendance is taken by the instructor.

2. The first group must start at 11:00 a.m. Ten (10) points will be deducted from the first group case analysis if you do not start at 11:00 a.m.

3. Each group must be prepared to start at 11:00 a.m.

4. Please take care of your personal needs before the presentations begin.

5. Please provide your presenting colleagues your undivided attention. If you are not interested in what they have to say, please pretend that you are interested. Please hold your conversations to a minimum so that you do not disturb your colleagues.

 

Questions to be covered in Spectrum Brand s Case

1. What is your assessment of the strategic moves that CEO David Jones made to globalize Rayovac's battery and flashlight business during the 1999-2004 period? Was globalizing a good strategic move? Why or why not?
2. Has Spectrum diversified into attractive industries? Do an industry attractiveness assessment using the methodology described in Chapter 9 to support your answer.
3. Which of Spectrum's business units have attractive degrees of competitive strength in their respective industries? Do a competitive strength assessment using the methodology described in Chapter 9 to support your answer.
4. Based on your industry attractiveness assessment and competitive strength assessment, what does your 9-cell industry attractiveness/business strength matrix look like?
5. Has Spectrum pursued a strategy of related or unrelated diversification? What strategic fits, if any, exist among Spectrum's sister business units? What resource fits, if any, exist among Spectrum's sister business units?
6. Given the data in case Exhibits 1, 2, and 4, what is your assessment of Spectrum Brands' financial performance? What pluses and minuses do you see in the company's financial results?
7. What strategic moves would you recommend that David Jones take to restore the company to profitability and boost its long-term performance prospects?


ORAL PRESENTATION for 4/18/08

1. PROFESSIONAL DRESS: (Suit & tie or Sport Coat & tie for Males; appropriate business attire for Females). It would be nice if the women were dressed better than the men.

2. VISUALS: A sufficient number to depict all sections on the format and to make your points.

3. Present the HISTORY OF THE COMPANY.

4. Present the MISSION and the OBJECTIVES, along with support and the analysis of each.

5. Present the THREATS and OPPORTUNITIES, along with the necessary support.

6. Present the STRENGTHS and WEAKNESSES, with support.

7. Present your FINANCIAL ANALYSIS. (Minimum of a financial summary and at least two financial ratios for each group. Explain what each ratio shows.)

8. Present the PROBLEMS found. Be certain to clearly depict the SALIENT PROBLEM that you propose to resolve.

9. Present your STRATEGIC ALTERNATIVES and address the advantages and disadvantages, as well as the Logic and Feasibility, of each. (You are required to generate a minimum of three mutually exclusive alternatives).

10. Give your RECOMMENDATION and explain WHY!

11. Explain your PLAN OF IMPLEMENTATION: (Be Specific, this is an activity plan, not general concepts.)

12. Discuss your recommended EVALUATION & CONTROL PROCEDURES for your plan. (If not included in the plan itself.)

13. Upon concluding your presentation, call for QUESTIONS. The team will then field questions from the audience. "All members of the group must present some portion of the analysis. If any member fails to do so, he/she will receive a "ZERO" for the oral."

Group 1 - Wright, Yates, Talley, Berry
Group 2 - Marr, Hewitt, Pritchett, Chamberlain
Group 3 - Griggs, Moss, Furdge, Jeffries
Group 4 - Green, Delaney, Clay

 

4/18 - BE ADVISED:
1. Your case presentations need more analysis and less material lifted straight from the text. I have already read the case. I do not need you to reproduce paragraphs of text material in your case.
2. Your analysis needs to be thorough. Until now, I have resisted the urge to provide a page minimum. Please take this under advisement.
3. NO READING in your oral presentations. If you do not know the material you should not present.
4. Please include concepts from chapters 1-9 in your case presentations.

 

4/18 - The SkyWest Inc. Case

Each group member is assess the other members participation in the case analysis. One or more persons may be judged as having made a greater contribution, with one or more other persons having made less of a contribution. I will consider how each group member allocates the points when calculating your final grade.

Here's an example for a 4-person group. Only ONE person for each percentage level.

Person A: 110% _______________________________

Person B: 100% _______________________________

Person C: 90% ________________________________

Person D: 80% ________________________________

You should not assess yourself (only the other group members). You should put YOUR NAME on the assessment and slide it under my door by Friday 4/11/08 at11:00 a.m.. If I do not receive your assessment, I will deduct 5 points from your case analysis grade.

 



















4/14 - Read Chapter 8. Submit your responses to the following questions on
              Chapter 8
  • 1. Identify and briefly discuss three challenges of competing in an emerging industry. (100-300 words)
    2. Identify at least four strategic approaches or options that are well-suited for competing in an emerging industry. (75-300 words)
    3. What kinds of changes in the competitive environment occur when an industry begins to mature? Identify three strategic approaches that are well-suited for this type of industry environment. (75-300 words)
    4. Identify at least two strategy elements that are well-suited for competing in rapidly growing markets. (75-300 words)
    5. Identify at least three ways that slowing market growth alters market conditions. Then identify two strategy elements that are well-suited for companies that are in an industry transitioning from rapid growth to industry maturity. (75-300 words)
    6. Identify at least two strategic approaches that are well-suited for competing in a stagnant or declining industry. (75-300 words)
    7. Companies in a stagnant or declining industry are doomed to having declining revenues and profits. True or false? Explain your answer. (75-300 words)
    8. What is the difference between a fast-exit strategy and a slow-exit strategy? (75-300 words)
    9. In what kinds of industry circumstances is an end-game strategy particularly worthy of consideration? (75-300 words)
    10. Identify at least two strategy options that are well-suited for competing in a turbulent, high-velocity market environment. (75-300 words)
    11. Identify at least three factors that cause the supply side of an industry to be fragmented. Describe three strategy options that are suitable for competing in a fragmented industry? (75-300 words)
    12. Explain why a company wanting to sustain rapid sales and earning growth needs a portfolio of strategies. (75-300 words)
    13. Briefly describe each of the primary competitive strategy options for companies that are industry leaders. (75-300 words)
    14. Identify and briefly discuss any three of the strategic approaches that are well-suited for runner-up companies. (100-300 words)
    15. Runner-up companies tend to be weakly positioned and less profitable than industry leaders. True or false? Explain. (75-300 words)
    16. What is a harvesting strategy all about and when does such a strategy make sense?
    17. When and why is liquidation a last-resort strategic option? (75-300 words)
    18. Explain the difference between a fast-exit strategy and a slow-exit strategy for a distressed or crisis-ridden business. (100-300 words)
  • 
    4/14 -  Quiz - Chapters 7 & 9

     

    4/11 - CASE PRESENTATION - SkyWest, Inc.
    YOU MUST COMPLETE A THOROUGH ANALYSIS OF THE CASE AND PROVIDE A SUBSTANTIVE DISCUSSION OF THE ISSUES IN YOUR PRESENTATION.
    YOU MUST UTILIZE CONCEPTS AND THEORIES DISCUSSED IN YOUR PRIOR CLASSES IN YOUR CASE ANALYSIS.
    YOU MUST PRACTICE YOUR PRESENTATION TO THE EXTENT THAT IT IS SECOND-NATURE TO YOU. AS A RESULT, YOU WILL NOT HAVE TO READ FROM THE SCREEN BECAUSE YOU WILL ALREADY KNOW WHAT IS ON THE SCREEN.
    YOUR PRESENTATIONS MUST FLOW SMOOTHLY FROM ONE SEGMENT TO THE OTHER.
    YOU MUST SECURE YOUR TECHNOLOGY/LAPTOP IN ADVANCE SO THAT YOU WILL HAVE ACCESS TO IT ON THE DAY OF PRESENTATIONS.
    EACH INDIVIUAL MUST DO THEIR SHARE OF THE GROUP WORK!!!

    Your written case will be submitted after your oral presentations. You must email your powerpoint presentations to me at "locmcfarland@yahoo.com" after your class presentations (Failure to email your PowerPoint Presentations to me within 24-hours will incur a 5-point deduction from your presentation).

    Your written case will be submitted after your oral presentations. You must email your powerpoint presentations to me at "locmcfarland@yahoo.com" after your class presentations (Failure to email your PowerPoint Presentations to me within 24-hours will incur a 5-point deduction from your presentation).

    Please note the following rules:

    1. Five (5) points will be deducted from the group case analysis for each member of any group that arrives after attendance is taken by the instructor.

    2. The first group must start at 11:00 a.m. Ten (10) points will be deducted from the first group case analysis if you do not start at 11:00 a.m.

    3. Each group must be prepared to start at 11:00 a.m.

    4. Please take care of your personal needs before the presentations begin.

    5. Please provide your presenting colleagues your undivided attention. If you are not interested in what they have to say, please pretend that you are interested. Please hold your conversations to a minimum so that you do not disturb your colleagues.


    ORAL PRESENTATION for 4/11/08

    1. PROFESSIONAL DRESS: (Suit & tie or Sport Coat & tie for Males; appropriate business attire for Females). It would be nice if the women were dressed better than the men.

    2. VISUALS: A sufficient number to depict all sections on the format and to make your points.

    3. Present the HISTORY OF THE COMPANY.

    4. Present the MISSION and the OBJECTIVES, along with support and the analysis of each.

    5. Present the THREATS and OPPORTUNITIES, along with the necessary support.

    6. Present the STRENGTHS and WEAKNESSES, with support.

    7. Present your FINANCIAL ANALYSIS. (Minimum of a financial summary and at least two financial ratios for each group. Explain what each ratio shows.)

    8. Present the PROBLEMS found. Be certain to clearly depict the SALIENT PROBLEM that you propose to resolve.

    9. Present your STRATEGIC ALTERNATIVES and address the advantages and disadvantages, as well as the Logic and Feasibility, of each. (You are required to generate a minimum of three mutually exclusive alternatives).

    10. Give your RECOMMENDATION and explain WHY!

    11. Explain your PLAN OF IMPLEMENTATION: (Be Specific, this is an activity plan, not general concepts.)

    12. Discuss your recommended EVALUATION & CONTROL PROCEDURES for your plan. (If not included in the plan itself.)

    13. Upon concluding your presentation, call for QUESTIONS. The team will then field questions from the audience. "All members of the group must present some portion of the analysis. If any member fails to do so, he/she will receive a "ZERO" for the oral."

    Group 1 - Wright, Yates, Talley, Berry
    Group 2 - Marr, Hewitt, Pritchett, Chamberlain
    Group 3 - Griggs, Moss, Furdge, Jeffries
    Group 4 - Green, Delaney, Clay

     

    4/9 - BE ADVISED:
    1. Your case presentations need more analysis and less material lifted straight from the text. I have already read the case. I do not need you to reproduce paragraphs of text material in your case.
    2. Your analysis needs to be thorough. Until now, I have resisted the urge to provide a page minimum. Please take this under advisement.
    3. NO READING in your oral presentations. If you do not know the material you should not present.
    4. Please include concepts from chapters 1-9 in your case presentations.

     

    4/9 - The NUCOR Case

    Each group member is assess the other members participation in the case analysis. One or more persons may be judged as having made a greater contribution, with one or more other persons having made less of a contribution. I will consider how each group member allocates the points when calculating your final grade.

    Here's an example for a 4-person group. Only ONE person for each percentage level.

    Person A: 110% _______________________________

    Person B: 100% _______________________________

    Person C: 90% ________________________________

    Person D: 80% ________________________________

     

    You should not assess yourself (only the other group members). You should put YOUR NAME on the assessment and slide it under my door by Friday 4/11/08 at11:00 a.m.. If I do not receive your assessment, I will deduct 5 points from your case analysis grade.

     

    4/7 - CLASS CANCELLED

     

     

     

     

     

     

    4/4 - CASE PRESENTATION - Nucor Corp.
    YOU MUST COMPLETE A THOROUGH ANALYSIS OF THE CASE AND PROVIDE A SUBSTANTIVE DISCUSSION OF THE ISSUES IN YOUR PRESENTATION.
    YOU MUST UTILIZE CONCEPTS AND THEORIES DISCUSSED IN YOUR PRIOR CLASSES IN YOUR CASE ANALYSIS.
    YOU MUST PRACTICE YOUR PRESENTATION TO THE EXTENT THAT IT IS SECOND-NATURE TO YOU. AS A RESULT, YOU WILL NOT HAVE TO READ FROM THE SCREEN BECAUSE YOU WILL ALREADY KNOW WHAT IS ON THE SCREEN.
    YOUR PRESENTATIONS MUST FLOW SMOOTHLY FROM ONE SEGMENT TO THE OTHER.
    YOU MUST SECURE YOUR TECHNOLOGY/LAPTOP IN ADVANCE SO THAT YOU WILL HAVE ACCESS TO IT ON THE DAY OF PRESENTATIONS.
    EACH INDIVIUAL MUST DO THEIR SHARE OF THE GROUP WORK!!!

    Your written case will be submitted after your oral presentations. You must email your powerpoint presentations to me at "locmcfarland@yahoo.com" after your class presentations (Failure to email your PowerPoint Presentations to me within 24-hours will incur a 5-point deduction from your presentation).

     

    3/31 - QUIZ on Chapter 7. Read Chapter 7. Submit your responses to the following questions:

    1. Briefly identify the special features of competing in foreign markets. (75-300 words)
    2. Explain how exchange rate fluctuations pose a risk to manufacturing companies who rely upon an export strategy to compete in foreign markets. (75-300 words)
    3. Discuss in some detail the difference between a multicountry strategy and a global strategy and give the pros and cons of each. (75-300 words)
    4. What circumstances call for use of a multicountry strategy for competing in international markets? When is a global strategy "superior" to a multicountry strategy? (75-300 words)
    5. A global strategy embraces the theme "think global, act global" whereas a multicountry strategy relies more on a "think global, act local" mentality. True or false? Explain. (75-300 words)
    6. Explain the differences between a "think global, act global" strategy and a "think global, act local" strategy. (100-300 words)
    7. Identify and briefly describe any four of the six generic strategic options for competing in foreign markets. (100-300 words)
    8. What are the pros and cons of using strategic alliances to try to enhance a company's ability to compete in foreign markets? (75-300 words)
    9. Discuss why a company desirous of competing in foreign country markets needs to pay close attention to the advantages of cross-border transfer of competencies and capabilities. Is such transfer often a key to competitive advantage? Why or why not? (100-300 words)
    10. Explain what a profit sanctuary is and why it is a competitive plus. (75-300 words)
    11. Explain why a company desirous of competing in foreign markets needs to pay careful attention to where it locates it value chain activities. (75-300 words)
    12. Under what circumstances is it advantageous for a company competing in foreign markets to concentrate its value chain activities in a select few locations? (75-300 words)
    13. Under what circumstances is it advantageous for a company competing in foreign markets to disperse certain value chain activities across many countries? (75-300 words)
    14. Briefly discuss why a domestic company desirous of entering foreign markets might see attractive advantages in forming strategic alliances with foreign companies. What are the risks and disadvantages of such alliances? (75-300 words)
    15. Explain why a global competitor with multiple profit sanctuaries is well positioned to outcompete a domestic competitor whose only profit sanctuary is its home market. (75-300 words)
    16. Identify and explain the significance of each of the following terms and concepts: (150-500 words)
    a.) Global strategy
    b.) Profit sanctuary
    c.) Multicountry strategy
    d.) Cross-market subsidization
    17. Identify and briefly describe a local company's strategic options in competing against global challengers if industry pressures for globalization are weak. (75-300 words)
    18. Identify and briefly describe a local company's strategic options in competing against global challengers if industry pressures for globalization are strong. (75-300 words)
    19. Identify five things a company needs to consider or do if it is to make the most of strategic alliances with foreign partners. (75-300 words)


     

     

     

     

     

    3/26 - Please go to the following web site: "https://www.eztestonline.com/125217/120645066349618.tp4"

    Sign on and complete the quiz. Please note the exact time you complete the exam and be prepared to give me that information on Friday. You MUST COMPLETE the quiz by Thursday morning at 8:00 a.m. Continue to check the web site on Wednesday and Thursday. Your results will be available on email after 9:00 a.m. on Friday. Please submit a copy of your results to me.

     

    The following students should schedule a meeting with me between 11:00 a.m. - 1:00 p.m. on Wednesday and 2:00 p.m. - 3:00 p.m. or on Friday. (Berry, Furdge, Griggs, Hewitt, Jeffries, Moss, and Talley).

     

    See the assignment below for Monday after the information on the case.

    3/28 - CASE PRESENTATION - Coach Inc.
    YOU MUST COMPLETE A THOROUGH ANALYSIS OF THE CASE AND PROVIDE A SUBSTANTIVE DISCUSSION OF THE ISSUES IN YOUR PRESENTATION.
    YOU MUST UTILIZE CONCEPTS AND THEORIES DISCUSSED IN YOUR PRIOR CLASSES IN YOUR CASE ANALYSIS.
    YOU MUST PRACTICE YOUR PRESENTATION TO THE EXTENT THAT IT IS SECOND-NATURE TO YOU. AS A RESULT, YOU WILL NOT HAVE TO READ FROM THE SCREEN BECAUSE YOU WILL ALREADY KNOW WHAT IS ON THE SCREEN.
    YOUR PRESENTATIONS MUST FLOW SMOOTHLY FROM ONE SEGMENT TO THE OTHER.
    YOU MUST SECURE YOUR TECHNOLOGY/LAPTOP IN ADVANCE SO THAT YOU WILL HAVE ACCESS TO IT ON THE DAY OF PRESENTATIONS.
    EACH INDIVIUAL MUST DO THEIR SHARE OF THE GROUP WORK!!!

    Your written case will be submitted after your oral presentations. You must email your powerpoint presentations to me at "locmcfarland@yahoo.com" after your class presentations (Failure to email your PowerPoint Presentations to me within 24-hours will incur a 5-point deduction from your presentation).

    Please note the following rules:

    1. Five (5) points will be deducted from the group case analysis for each member of any group that arrives after attendance is taken by the instructor.

    2. The first group must start at 11:00 a.m. Ten (10) points will be deducted from the first group case analysis if you do not start at 11:00 a.m.

    3. Each group must be prepared to start at 11:00 a.m.

    4. Please take care of your personal needs before the presentations begin.

    5. Please provide your presenting colleagues your undivided attention. If you are not interested in what they have to say, please pretend that you are interested. Please hold your conversations to a minimum so that you do not disturb your colleagues.


    ORAL PRESENTATION for 3/28/08

    1. PROFESSIONAL DRESS: (Suit & tie or Sport Coat & tie for Males; appropriate business attire for Females). It would be nice if the women were dressed better than the men.

    2. VISUALS: A sufficient number to depict all sections on the format and to make your points.

    3. Present the HISTORY OF THE COMPANY.

    4. Present the MISSION and the OBJECTIVES, along with support and the analysis of each.

    5. Present the THREATS and OPPORTUNITIES, along with the necessary support.

    6. Present the STRENGTHS and WEAKNESSES, with support.

    7. Present your FINANCIAL ANALYSIS. (Minimum of a financial summary and at least two financial ratios for each group. Explain what each ratio shows.)

    8. Present the PROBLEMS found. Be certain to clearly depict the SALIENT PROBLEM that you propose to resolve.

    9. Present your STRATEGIC ALTERNATIVES and address the advantages and disadvantages, as well as the Logic and Feasibility, of each. (You are required to generate a minimum of three mutually exclusive alternatives).

    10. Give your RECOMMENDATION and explain WHY!

    11. Explain your PLAN OF IMPLEMENTATION: (Be Specific, this is an activity plan, not general concepts.)

    12. Discuss your recommended EVALUATION & CONTROL PROCEDURES for your plan. (If not included in the plan itself.)

    13. Upon concluding your presentation, call for QUESTIONS. The team will then field questions from the audience. "All members of the group must present some portion of the analysis. If any member fails to do so, he/she will receive a "ZERO" for the oral."

    Group 1 - Marr, Hewitt, Pritchett, Chamberlain
    Group 2 - Griggs, Moss, Furdge, Jeffries
    Group 3 - Green, Delaney, Clay
    Group 4 - Wright, Yates, Talley, Berry


    PLEASE READ "Preparing an Effective Case Analysis"

     

    Your presentation will be assessed according to the following:

    ABSOLUTELY, POSITIVELY NO READING!!!
    ABSOLUTELY, POSITIVELY NO READING!!!
    ABSOLUTELY, POSITIVELY NO READING!!!
    ABSOLUTELY, POSITIVELY NO READING!!!
    ABSOLUTELY, POSITIVELY NO READING!!!

     

    3/24 - QUIZ on Chapter 9. Read Chapter 9. Submit your responses to the following questions:


    1. Identify and briefly discuss each of the three options for entering new businesses. Which one is the most popular in the sense of being used most frequently? (75-300
    2. Identify and briefly discuss each of the three tests for determining whether diversification into a new business is likely to build shareholder value.
    3. The attractiveness test is the most important test for determining whether diversification into a new business is likely to result in 1 + 1 = 3 increases in shareholder value (as opposed to simply a 1 + 1 = 2 type of increase). True or false? Justify and explain your answer.
    4. Explain the relevance of the following as they relate to building shareholder value via diversification:
    a.) The attractiveness test
    b.) The cost-of-entry test
    c.) The better-off test.
    5.. What is meant by the term strategic fit? What are the advantages of pursuing strategic fit in choosing which industries to diversify into?
    6. What is meant by the term resource fit as it applies to evaluating a diversified company's business lineup?
    7. Carefully explain the difference between a strategy of related diversification and a strategy of unrelated diversification.
    8. Identify and explain the meaning and strategic significance of each of the following terms:
    a.) Related diversification
    b.) Strategic fit
    c.) Economies of scope
    d.) Unrelated diversification
    e.) The attractiveness test (as it relates to a potential diversification move)
    f.) Divestiture
    g.) Corporate restructuring
    h.) The better-off test (as it relates to a potential diversification move)
    10. Which is the better approach to diversification-a strategy of related diversification or a strategy of unrelated diversification? Explain and support your answer.
    11. Discuss the pros and cons of a strategy of unrelated diversification.
    12. Shareholder interests are generally best served by concentrating corporate resources on businesses that can contend for market leadership. True or false? Explain your answer.
    13. What are the advantages and benefits of using an industry attractive-business strength matrix to evaluate a diversified company's lineup of businesses?
    14. Explain the difference between a cash cow business and a cash hog business.
    15. What does the industry attractiveness test involve in evaluating a diversified company's business lineup? Why is it relevant?
    16. Identify and briefly describe the six steps involved in evaluating a diversified company's business lineup and diversification strategy.
    17. What is the relevance of quantitatively measuring the competitive strength of each business in a diversified company's business portfolio and determining which business units are strongest and weakest?
    18. Why is it pertinent in evaluating a diversified company's business lineup to rank a diversified company's businesses on the basis of their future performance prospects?
     
    EXERCISE
    1. Explore the web sites of the following companies and determine whether the company is pursuing a strategy of related diversification, unrelated diversification, or a mixture of both:
    A. Berkshire Hathaway (50-150 words)
    B. News Corporation (50-150 words)
    C. Dow Jones & Company (50-150 words)
    D. Kimberly Clark (50-150 words)
     

     

     

     

    3/14 - QUIZ on Chapter 6. Please check the web site on Wednesday & Thursday for additonal assignments. Read Chapter 6. Submit your responses to the following questions:

    16. Go to www.google.com and do a search for "strategic alliances." Identify at least two companies in different industries that are making a significant use of strategic alliances as a core part of their strategies. In addition, identify who their alliances are with and describe the purpose of the alliances.

    17. Go to www.google.com and do a search for "acquisition strategy." Identify at least two companies in different industries that are using acquisitions to strengthen their market positions. Identify some of the companies that have been acquired and describe the purpose behind the acquisitions.

    18. Which of the five generic competitive strategies do you think the following companies are employing (do whatever research at the various company Web sites might be needed to arrive at and support your answer):
    a. the Saturn division of General Motors
    b. Abercrombie & Fitch
    c. Amazon.com
    d. Home Depot
    e. Mary Kay Cosmetics
    f. USA Today

    19. Under what circumstances might a company be ill-advised to aggressively promote sales of its product(s) at its Web site?
    20. What are the strategic advantages of being a first-mover? What are the strategic advantages of being a follower or "late mover"?

    21. In what sorts of circumstances is it strategically advantageous to be a fast follower or "late mover" as opposed to a first-mover?

     

    1. What are the advantages of strategic alliances and collaborative partnerships with key suppliers? (75-300 words)

    2. What are the merits of strategic alliances and collaborative partnerships for companies racing for global market leadership? Under what circumstances do they make sense? How do they contribute to competitive advantage? (100-300 words)

    3. What are the merits of strategic alliances and collaborative partnerships for companies racing to seize opportunities on the frontiers of advancing technology? Under what circumstances do they make sense? How do they contribute to competitive advantage? (100-300 words)

    4. Under what sorts of circumstances are mergers with or acquisitions of other companies a better solution than entering into partnerships or alliances with these companies? How do mergers and/or acquisitions contribute to enhancing a company's position?
    (100-300 words)

    5. What are the strategic advantages of a backward vertical integration strategy? (75-300 words)

    6. What are the strategic disadvantages of a backward vertical integration strategy? (75-300 words)

    7. What are the strategic advantages of a forward vertical integration strategy?
    (75-300 words)

    8. What are the strategic disadvantages of a forward vertical integration strategy?
    (75-300 words)

    9. What are the merits of outsourcing the performance of certain value chain activities as opposed to performing them in-house? Under what circumstances does outsourcing make good strategic sense?
    (75-300 words)

    10. Identify and briefly explain 5 types of offensive strategies.
    (75-300 words)

    11. What is a blue ocean strategy and what is its appeal?
    (75-300 words)

    12. Identify and briefly explain what is meant by each of the following terms:
    (200-300 words)
    a.) Preemptive strike
    b.) Brick-and-click strategy
    c.) Outsourcing strategy
    d.) Vertical integration strategy
    e.) A first-mover advantage
    f.) A first-mover disadvantage

    13. What is the purpose of defensive strategy? Give at least four examples of defensive moves.
    (75-300 words)

    14. What are the different types of Web site strategies that a company can employ?
    (75-300 words)

    15. What is the strategic appeal of a "brick-and-click" strategy?
    (75-300 words)

     

     

    3/10 - Read Chapter 5. Submit your responses to the following questions:

    1. What is the difference between competitive strategy and business strategy? (75-300 words)
    2. What are the five generic competitive strategies? Briefly describe each one and identify the type of competitive advantage that each strategy is aimed at achieving. (200-300 words)
    3. Describe the strategy of striving to be the industry's overall low cost provider. What does a company have to do to achieve low-cost provider status? (100-300 words)
    4. What market conditions and circumstances make a low-cost provider strategy attractive? What are the pitfalls in pursuing a low-cost provider strategy-what can go wrong? (75-300 words)
    5. What are the pros and cons of a broad differentiation strategy? (100-300 words)
    6. What are the distinctive features of a focused low-cost strategy? How does it differ from a low-cost leadership strategy? (100-300 words)
    7. What are the distinctive features of a broad differentiation strategy? Under what circumstances is a broad differentiation strategy appealing? (75-300 words)
    8. What are the distinctive features of a best-cost provider strategy? Under what circumstances is a best-cost provider strategy appealing? (75-300 words)
    9. What are the distinctive features of a focused differentiation strategy? How is it different from a broad differentiation strategy? (75-300 words)
    10. What is the difference between a low-cost leadership strategy and a focused low-cost strategy? (75-300 words)
     
    11. How does a focused differentiation strategy differ from a broad differentiation strategy? (100-300 words)
     
    12. In what market and competitive circumstances are focused low-cost and focused differentiation strategies attractive? (75-300 words)
    13. Describe the two basic cost-reducing approaches a company can take to become a low-cost provider in its industry. (75-300 words)
     
    14. What type of competitive advantage does a best-cost provider strategy aim at achieving? Explain what a company has to do to achieve this advantage. (75-300 words)
     
    Continue to check the web site on Saturday & Sunday for additional information.
     

     

     

    3/7 - Quiz Chapters 3 & 4.

    I have sent you PowerPoint presentations on Chapters 3 & 4.

    Ms. Green and Ms. Jeffries should contact your colleagues to get a copy of the PowerPoints.

    Check this web site each day for updates.

     

    3/1 - Submit your responses tothe following.

    1. Assume a firm is at a cost disadvantage with rivals because of higher distributor-dealer costs than rivals. Identify three strategic moves that it can make to restore cost parity. (100-250 words)
    2. Assume a firm is at a cost disadvantage with rivals because of higher supplier-related costs than key rivals. Identify three strategic moves that it can make to restore cost parity. (100-250 words)
     
    3. Explain why a weighted competitive strength assessment is conceptually superior to an unweighted one. (100-250 words)
    4. What is benchmarking and why is it a strategically important analytical tool? (100-250 words)
    5. What is meant by the term "best practices?" Why does it matter whether a company utilizes "best practices" in performing the activities comprising its value chain? (100-250 words)
    6. The ability of a company to perform value chain activities more proficiently or more cheaply than rivals is a potential source of competitive advantage. True or false? Explain and defend your answer. (100-250 words)
    7. Why does it matter whether a company is able to perform value chain activities more proficiently or more cheaply than rivals? Explain and support your answer. (100-250 words)
    8. In determining the various strategic issues that a company needs to address, managers need to consider both the results of its analysis of the company's external environment and the results of its evaluation of the company's resources and competitive position. True or false? Explain and defend your answer. (100-250 words)
    9. Why is it important for company managers to develop a "worry list" of strategic issues and problems that they need to address and to resolve? What should they consider to develop this list? (100-250 words)
    10. Using the information in Table 4.1 and the following financial statement information for Avon Products, (p. 129-131) calculate the following ratios for Avon for both 2003 and 2004:
    a. Gross profit margin
    b. Operating profit margin
    c. Net profit margin
    d. Return on total assets

     

    2/29 Submit your responses tothe following.

    1. Identify the five questions that form the framework of evaluating a company's resources and competitive position.

    2. Briefly discuss the meaning and significance of each of the following terms:
    a.) SWOT analysis
    b.) Core competence
    c.) Strategic cost analysis
    d.) Company value chain
    e.) Industry value chain
    f.) A weighted competitive strength assessment
    g.) Distinctive competence
    h.) Benchmarking
    i.) Activity-based costing

    3. Identify at least 5 indicators of whether a company's present strategy is working well.

    4. What are the three steps of conducting a SWOT analysis?

    5. Explain the difference between a company competence, a core competence and a distinctive competence. (100-250 words)

    6. Why do a company's core competencies matter in crafting strategy? (100-250 words)

    7. A distinctive competence represents a competitively superior resource strength. True or false? Explain your answer. (100-250 words)

    8. A core competence represents a basis for competitive advantage. True or false? Explain your answer. (100-250 words)

    9. A distinctive competence represents a basis for competitive advantage. True or false? Explain your answer. (100-250 words)

    10. Draw a typical company value chain and briefly explain why the proficiency with which a firm performs the activities comprising its value chain matters. (100-250 words)

    11. Assume a firm is at a cost disadvantage with rivals because its internal costs are higher than rivals. Identify five strategic moves that it can make to restore cost parity. (100-250 words)

     

    Be prepared for a Quiz on Chapter 4.

     

     

     

     

    2-25 Submit your responses tothe following

    Exercises
    1. As the owner of a new fast-food enterprise seeking a loan from a bank to finance the construction and operation of three new store locations, you have been asked to provide the loan officer with a brief analysis of the competitive environment in fast-food.
    a.
    Draw a five-forces diagram for the fast-food industry and briefly discuss the nature and strength of each of the five competitive forces in fast food.
    b.
    Do whatever Internet research is required to expand your understanding of competition in the fast-food industry and do a competent five-forces analysis.

    2. Based on the strategic group map in Illustration Capsule 3.1, who are Polo Ralph Lauren's closest competitors?
    a. Between which two strategic groups is competition the strongest?
    b. Why do you think no retailers are positioned in the upper right-hand corner of the map?
    c. Which company/strategic faces the weakest competition from the members of other strategic groups?

    3. With regard to the ice cream industry, which of the following factors might qualify as possible driving forces capable of causing fundamental change in the industry's structure and competitive environment?
    a. Increasing sales of frozen yogurt and frozen sorbets
    b. The potential for additional makers of ice cream to enter the market
    c. Growing consumer interest in low-calorie/low-fat/low-carb/sugar-free dessert alternatives
    d. A slowdown in consumer purchase of ice cream products
    e. Rising prices for milk, sugar, and other ice cream ingredients
    f. A decision by Hagen-Dazs to increase its prices by 10 percent
    g. A decision by Ben & Jerry's to add five new flavors to its product line


    4. What are the seven key questions which form the framework of thinking strategically about a company's industry and competitive environment?

    5. Explain the meaning and significance of each of the following:
    a.) Driving forces (50-250 words)
    b.) Strategic group mapping (50-250 words)
    c.) The bargaining power of suppliers (50-250 words)
    d.) Key success factors (50-250 words)

    6. What are the five competitive forces that comprise the five-forces model of competition?

    7. Identify five factors that tend to weaken the intensity of competitive rivalry among an industry's member firms.

    8. Identify five factors that tend to intensify competitive rivalry among an industry's member firms.

    9. Identify and briefly explain any two of the factors that influence the strength of competition from substitute products.

    10. Competitive markets are economic battlefields. True or false? Explain.

     

     

     

    2/22 - Answer the following questions.

    Questions ­ Due 2/22/08
    1. Draw the five-forces model of competition and briefly describe the relevance of each of the five forces in determining the overall strength of competitive pressures a company faces. Which of the five competitive forces is typically the strongest?
    2. Identify and briefly explain any four of the factors that influence the strength or intensity of competitive rivalry among an industry's member firms.
    3. Identify five factors that tend to intensify competitive rivalry among an industry's member firms.
    4. Identify and briefly explain any three factors that intensify competitive pressures stemming from the threat that new firms will enter the industry.
    5. Identify and briefly explain any three factors that lead to strong bargaining power on the part of suppliers.
    6. Identify and briefly explain any three factors that lead to strong bargaining power on the part of buyers.

    7. Identify and briefly discuss any three of the factors that influence the bargaining strength and leverage of buyers.

    8. Not all buyers of an industry's product are likely to possess the same degree of bargaining power or leverage over the terms and conditions under which they purchase the product. True or false? Explain.

    9. Identify and briefly describe five common barriers to entering an industry.

    10. Identify at least five common driving forces and briefly explain how each one can produce important changes in industry and competitive conditions.

    11. Explain why low switching costs and weakly differentiated products tend to give buyers a high degree of bargaining power.
    12. What is the strategy-making value of identifying an industry's key success factors?
    13. Identify four factors that affect whether an industry does or does not present a company with a good business opportunity?

    2/18 - See your email for "Case Questions". If you did not receive the email contact your group members.

     

     

    Next Case - 2/19/08(tentatively) - Case 6 (Eat2Eat.com)

    New Groups

    Group 1 - Marr, Hewitt, Pritchett, Chamberlain
    Group 2 - Griggs, Moss, Furdge, Jeffries
    Group 3 - Green, Delaney, Clay
    Group 4 - Wright, Yates, Talley, Berry
     

    2/16 - Quiz on Chapters 1 & 2

     

    2/11 - Please read Chapter 2 in your text (It is in the bookstore). Please answer the following questions from Chapter 2 in your text.

    1. What are the five phases of the strategy-making, strategy-executing process and what does each one involve? (150-500)

    2.
    What is the role and responsibility of a company's CEO in the strategy-making, strategy-executing process? (150-500)

    3.
    What are the roles/obligations of a company's board of directors in the strategy-making, strategy-executing process? (150-500)

    4.
    An organization's strategic plan consists of the actions which management plans to take in the near future. True or false? Explain and justify your answer. (150-500)

    5.
    What is the meaning of the term "balanced scorecard?" What are the merits of using a balanced scorecard in judging a company's performance? (150-500)

    6.
    Why does an organization need both financial and strategic objectives? (150-500)

    7. A well-conceived strategic vision helps prepare a company for the future. True or false? Explain and justify your answer. (150-500)

    8. (p. 29, 31) What are the qualities of a "well-stated" objective? Give an example of a well-stated financial objective and a well-stated strategic objective. (150-500)

    9. What is the strategy-making hierarchy for a diversified company? How does it differ from the strategy-making hierarchy for a single business company? (150-500)

    10. Identify and briefly discuss at least three obligations of a company's board of directors in corporate governance and the strategy-making, strategy-executing process. (150-500)

    Check the web page Saturday night and Sunday for additional information.

     





    Which is more important-a company's mission statement or its strategic vision? Explain.


    The task of crafting a company's strategy is typically a job for the company's whole management team, not just a small group of senior executives. True or false? Explain and support your answer.



     

     

    2/8 - Please read Chapter 2 in your text (It is in the bookstore). Please answer the following questions from Chapter 2 in your text.
     
    1. Explain the difference between financial objectives and strategic objectives. Give examples of each. (150-500 words)
     
    2. What is meant by the term "stretch objectives?" Is it important that companies establish stretch objectives? Why or why not? (150-500 words)
     
    3. Discuss the meaning of each of the following levels of strategy and indicate what level of management tends to take lead responsibility for crafting the strategy at each of the four levels: (200-500 words)
    a) Corporate strategy
    b) Business strategy
    c) Functional are strategy
    d) Operating strategy
     
    4. The achievement of financial objectives tends to be a lagging indicator of a company's performance while the achievement of strategic objectives tends to be a leading indicator of a company's future financial performance. True or false? Support and explain your answer. (175-500 words)
     
    5. Explain why an organization needs strategic vision. What purpose does a strategic vision serve. (175-500 words)
     
    6. Define and briefly explain what is meant by each of the following terms: (200-600 words)
    a. Strategic inflection point
    b. Strategic vision
    c. Strategic objective
    d. Strategic plan
    e. Strategic intent
    f. Strategic objectives
    g. Balanced scorecard

     

     

     

    Written Case - Minimum of 18 pages of text(NO EXCEPTIONS). This DOES NOT include the title page, table of contents, figures, graphs, tables, appendices, etc. A minimum amount of pages would most likely equate to a minimum passing score of "C" (ceteris paribus). Please do not be deceived in assuming that a submission of the minimum 18 pages is what the Instructor desires; it is not. It is just the minimum acceptable number of pages.

    2/1 - The Case presentation date has been changed to Monday, February 4, 2008. Please study the PowerPoint presentation and Chapter Notes on Chapter 2 that has been emailed to you. We will have a quiz on the Chapter Notes and PowerPont presentation of Chapter 2. The Chapter Notes and PowerPoint presentation is in your email box. If you did not receive the Chapter Notes and PowerPoint for Chapter 2, check with your group members of your colleagues. Each individual must bring a copy of the Chapter notes and PowerPoint to class..

    The Case presentation date has been changed to Monday, February 4, 2008.

    Please check the web page Thursday and Friday for additional information on the case presentation.

     

     
     
     
     

     

    WRITTEN CASE FORMAT for 2/4/2008

    Page 1. Cover sheet with the case title and the consultants' names.

    Page 2. Table of Contents (include the appropriate page numbers).

     

    Beginning on Page 3:

    Section 1: A. Statement of the Mission/Vision.

    B. Statement of the Objectives.

    C. Corporate Business Structure.

     

    Section 2: Financial analysis depicting the corporation's (company's) financial position. (Minimum of balance sheet, income statement, summary and at least two ratios from each financial category)

     

    Section 3. The environmental threat/opportunity profile (SWOT)

     

    Section 4: The Strategic Advantage Profile - core competence, competitive advantages, sustainable competitive advantages.

    * Present the firm's "Key Success Factors".
    * Discuss the Organizational Structure.
    * Identify the firm's business-level strategy - (Cost Leadership, Differentiation, Focused Differentiation, Focused Cost Leadership, Integrated Cost Leadership/Differentiation)

     

    Section 5: Discuss the problems found. BE CERTAIN TO DESIGNATE THE "SALIENT" PROBLEM AND EXPLAIN WHY IT IS SO!

     

    Section 6: The Strategic Alternatives, along with the advantages and disadvantages of each. Also address the logic and feasibility of each. (For purposes of this course, you must have at least three (3) mutually exclusive alternatives).

     

    Section 7: Give your recommendation and explain why!

     

    Section 8: DETAIL your recommended plan of implementation. This should be an activity plan, not general ideas. Discuss Evaluation and Control.

     

    Section 9: Present the citations, in an acceptable form, from all source material utilized.

     

    Section 10: Appendices (graphs, charts, and any additional information that assists in getting across your ideas. MAKE CERTAIN TO ENCLOSE A "HARD COPY" OF ALL YOUR VISUALS (REPORT SIZE PAPER ­ Optional: you may submit your visuals on a floppy, zip or CD).

     

    Section 11: Present the update material(s) for your case --- if any is found!! If none is found, be certain to express your endeavors to locate it. Update should consist of Highlights from then to now.

     

    THIS IS A REPORT: CLEARLY SEPARATE AND TITLE EACH SECTION AS SHOWN!

     

    PAPERS WILL BE TYPED (WORD-PROCESSED), DOUBLE SPACED ORIGINAL COPIES. APPEND MATERIAL MAY BE "COPIES" (CLEAN COPIES ONLY).

     

    EACH STUDENT SHOULD BE PREPARED TO STAY FOR ALL PRESENTATIONS (regardless of whether you have already presented).


    ORAL PRESENTATION for 2/4/2008

    1. PROFESSIONAL DRESS: (Suit & tie or Sport Coat & tie for Males; appropriate business attire for Females).
    2. VISUALS: A sufficient number to depict all sections on the format and to make your points.
    3. Present the HISTORY OF THE COMPANY.
    4. Present the MISSION and the OBJECTIVES, along with support and the analysis of each.
    5. Present the THREATS and OPPORTUNITIES, along with the necessary support.
    6. Present the STRENGTHS ,WEAKNESSES with support.

    7. Present the firm's "Key Success Factors".
    8. Discuss the Organizational Structure.
    9. Identify the firm's business-level strategy - (Cost Leadership, Differentiation, Focused Differentiation, Focused Cost Leadership, Integrated Cost Leadership/Differentiation)
    10. Present your FINANCIAL ANALYSIS. (Minimum of a financial summary and at least two financial ratios for each group. Explain what each ratio shows.)
    11 Present the PROBLEMS found. Be certain to clearly depict the SALIENT PROBLEM that you propose to resolve.
    12. Present your STRATEGIC ALTERNATIVES and address the advantages and disadvantages, as well as the Logic and Feasibility, of each. (You are required to generate a minimum of three mutually exclusive alternatives).
    13. Give your RECOMMENDATION and explain WHY!
    14. Explain your PLAN OF IMPLEMENTATION: (Be Specific, this is an activity plan, not general concepts.)
    15. Discuss your recommended EVALUATION & CONTROL PROCEDURES for your plan. (If not included in the plan itself.)
    16. Upon concluding your presentation, call for QUESTIONS. The team will then field questions from the audience.
    "All members of the group must present some portion of the analysis. If any member fails to do so, he/she will receive a "ZERO" for the oral."

     

    1/28/08 - Answer the following questions (125-300 words per question) based on the notes that I have sent to your email address. If you do not receive any notes/email from me on the "external environment" you MUST check with your group members of or any of your colleagues. I WILL NOT accept an excuse for failing to submit your homework on Monday 1/28/2008. I WILL NOT accept an excuse for failing to submit your homework on Monday 1/28/2008. I WILL NOT accept an excuse for failing to submit your homework on Monday 1/28/2008.

    1. Why is it important for a firm to study and understand the external environment? (125-300 words)
    2.
    What are the differences between the general environment and the industry environment? Why are these differences important?(125-300 words)
    3.
    What is the external environmental analysis process? What does the firm want to learn when using this process? (125-300 words)
    4.
    What are the six segments of the general environment? Explain the differences among them. (125-300 words)
    5.
    How do the five forces of competition in an industry affect its profit potential? (125-300 words)
    6.
    What is a strategic group? Of what value is knowledge of the firm's strategic group in formulating that firm's strategy? (125-300 words)
    7.
    What is the importance of collecting and interpreting data and information about competitors? What practices should a firm use to gather competitive intelligence and why? (125-300 words)

    INTERNET EXERCISE
    Firms rely on gathering and analyzing the general, industry, and competitor environments to assess their potential for global growth and profitability. Go to the website for the U.S. retail chain Wal-Mart at http://www.wal-mart.com. Wal-Mart's global expansion plans are extensive. List how each of the six segments of the general environment prompted Wal-Mart to expand into the markets that it has. Target is a major U.S. competitor of Wal-Mart. Check out the Target website at http://www.target.com.

    What are the firm's plans for global expansion?(100-150 words)

    What types of opportunities and threats would prohibit Target from taking Wal-Mart's route? (100-150 words)

    Is Target a future key global rival of Wal-Mart?(100-150 words)

    YOU WILL HAVE A QUIZ ON THE NOTES SENT BY EMAIL and the "Questions" above ON MONDAY 1/28/08.

     

     

    1/25/08 - CASE PRESENTATION - COSTCO
    YOU MUST COMPLETE A THOROUGH ANALYSIS OF THE CASE AND PROVIDE A SUBSTANTIVE DISCUSSION OF THE ISSUES IN YOUR PRESENTATION.
    YOU MUST UTILIZE CONCEPTS AND THEORIES DISCUSSED IN YOUR PRIOR CLASSES IN YOUR CASE ANALYSIS.
    YOU MUST PRACTICE YOUR PRESENTATION TO THE EXTENT THAT IT IS SECOND-NATURE TO YOU. AS A RESULT, YOU WILL NOT HAVE TO READ FROM THE SCREEN BECAUSE YOU WILL ALREADY KNOW WHAT IS ON THE SCREEN.
    YOUR PRESENTATIONS MUST FLOW SMOOTHLY FROM ONE SEGMENT TO THE OTHER.
    YOU MUST SECURE YOUR TECHNOLOGY/LAPTOP IN ADVANCE SO THAT YOU WILL HAVE ACCESS TO IT ON THE DAY OF PRESENTATIONS.
    EACH INDIVIUAL MUST DO THEIR SHARE OF THE GROUP WORK!!!

    Your written case will be submitted after your oral presentations. You must email your powerpoint presentations to me at "locmcfarland@yahoo.com" after your class presentations (Failure to email your PowerPoint Presentations to me within 24-hours will incur a 5-point deduction from your presentation).

    Please note the following rules are effective as of 1/25/08. 1. Five (5) points will be deducted from the group case analysis for each member of any group that arrives after attendance is taken by the instructor.

    2. The first group must start at 11:00 a.m. Ten (10) points will be deducted from the first group case analysis if you do not start at 11:00 a.m.

    3. Each group must be prepared to start at 11:00 a.m.

    4. Please take care of your personal needs before the presentations begin.

    5. Please provide your presenting colleagues your undivided attention. If you are not interested in what they have to say, please pretend that you are interested. Please hold your conversations to a minimum so that you do not disturb your colleagues.


    ORAL PRESENTATION for 1/25/08

    1. PROFESSIONAL DRESS: (Suit & tie or Sport Coat & tie for Males; appropriate business attire for Females). It would be nice if the women were dressed better than the men.

    2. VISUALS: A sufficient number to depict all sections on the format and to make your points.

    3. Present the HISTORY OF THE COMPANY.

    4. Present the MISSION and the OBJECTIVES, along with support and the analysis of each.

    5. Present the THREATS and OPPORTUNITIES, along with the necessary support.

    6. Present the STRENGTHS and WEAKNESSES, with support.

    7. Present your FINANCIAL ANALYSIS. (Minimum of a financial summary and at least two financial ratios for each group. Explain what each ratio shows.)

    8. Present the PROBLEMS found. Be certain to clearly depict the SALIENT PROBLEM that you propose to resolve.

    9. Present your STRATEGIC ALTERNATIVES and address the advantages and disadvantages, as well as the Logic and Feasibility, of each. (You are required to generate a minimum of three mutually exclusive alternatives).

    10. Give your RECOMMENDATION and explain WHY!

    11. Explain your PLAN OF IMPLEMENTATION: (Be Specific, this is an activity plan, not general concepts.)

    12. Discuss your recommended EVALUATION & CONTROL PROCEDURES for your plan. (If not included in the plan itself.)

    13. Upon concluding your presentation, call for QUESTIONS. The team will then field questions from the audience. "All members of the group must present some portion of the analysis. If any member fails to do so, he/she will receive a "ZERO" for the oral."

    Group 1 - 11:00 a.m. - 15 minutes - Chamberlain, Green, Griggs, Hewitt
    Group 2 - 11:20 a.m. - 15 minutes - Berry, Furdge, Marr, Tally
    Group 3 - 11:40 a.m. - 15 minutes - Clay, Moss, Pritchett, Wright,
    Group 4 - 12:00 a.m. - 15 minutes - Delaney, Jeffries, Yates


    PLEASE READ "Preparing an Effective Case Analysis"

     

    Your presentation will be assessed according to the following:

    ABSOLUTELY, POSITIVELY NO READING!!!
    ABSOLUTELY, POSITIVELY NO READING!!!
    ABSOLUTELY, POSITIVELY NO READING!!!
    ABSOLUTELY, POSITIVELY NO READING!!!
    ABSOLUTELY, POSITIVELY NO READING!!!
     

    CASE STUDY PRESENTATION

    COMMENT FORM

    Presenters Names:________________________________

    Title of Case:___________________________________

    Scores will range from 1-10 (1=Strongly Disagree/Poor, 10=Strongly Agree/Very Good)

    _____ 1. The problem was defined.

    _____ 2. The evaluation criteria were established.

    _____ 3. The policy alternatives were identified.

    _____ 4. The criteria were applied to the alternatives.

    _____ 5. The results were clearly distinguished.

    _____ 6. Suggestions were made for policy adoption and monitoring. Delivery/Format

    _____ 7. The presentation was well organized.

    _____ 8. The presenters used good grammar and spoke well.

    _____ 9. The presenters established good rapport with the audience (eye contact, posture, etc.)

    _____ 10. The presenters used good visual aids.

    Comments and Overall rating:_____

    Case Assignment Questions - Your presentation should not be formatted around these questions because "You Already Have a Format." Howeever, you should cover the information included in the following questions.


    1. What is Costco's business model? Is the company's business model appealing? Why or why not?
    2. What are the chief elements of Costco's strategy? How good is the strategy?
    3. Do you think Jim Sinegal is an effective CEO? What grades would you give him in leading the process of crafting and executing Costco's strategy? What support can you offer for these grades? Refer to Figure 2.1 in Chapter 2 in developing your answers.
    4. How well is Costco performing from a financial perspective? Do some number-crunching using the data in case Exhibit 1 to support your answer. Use the financial ratios presented in Table 4.1 of Chapter 4 (pages 98-99) to help you diagnose Costco's financial performance.
    5. Based on the data in case Exhibits 1 and 3, is Costco's financial performance superior to that at Sam's Club and BJ's Wholesale?
    6. Does the data in case Exhibit 2 indicate that Costco's expansion outside the U.S. is financially successful? Why or why not?
    7. How well is Costco performing from a strategic perspective? Does Costco enjoy a competitive advantage over Sam's Club? Over BJ's Wholesale? If so, what is the nature of its competitive advantage? Does Costco have a winning strategy? Why or why not?
    8. Are Costco's prices too low? Why or why not?
    9. Does Costco pay its employees too much? Does it make sense for Costco to compensate its employees so much better than the employees at Wal-Mart/Sam's Club? Why or why not?
    10. What recommendations would you make to Jim Sinegal regarding the actions that Costco management needs to take to sustain the company's growth and improve its financial performance?

     

     

     

    1/18/08 - Please submit to me the definition for the following terms. Cite the source of each definition. Please be prepared for a quiz on the following terms.

    1. National debt, Negative cash flow, Net sales, No-load fund, Noncontributory pension plan, Noncompete provision, Negative working capital, Normal Distribution, Nonsystematic risk, Earnings, Economic life, Equity, Expenditure, Expense, External funding, Extraordinary item, Income, Income statement, Indirect labor, Intangible asset, Internal rate of return (IRR), Operating budget, Operating expenses, Operating lease, Opportunity cost, Owner's equity, Overhead

    Check the webpage Wednesday evening for an additional assignment for Friday.

    Please study the PowerPoint presentation on Chapter 1. We will have a quiz on the PowerPont presentation of Chapter 1. The PowerPoint presentation is in your email box. If you did not receive the PowerPoint for Chapter 1, send me an email at "locmcfarland@yahoo.com" as soon as possible. If I were you, I would be prepared for both quizzes.

    Ms. Berry, please send me an email at "locmcfarland@yahoo.com" as soon as possible.

     

     

    1/14/08 - Please submit to me the definition for the following terms. Cite the source of your definition. Please be prepared for a quiz on the following terms.

    1. Greenmail, Going public, Going short, General partner, General ledger, General Agreement on Tariffs and Trade (GATT) Growth stock, Growth fund, Group of Five (G-5), Group of Seven (G-7), Gross profit, Gross profit margin, Gross domestic product (GDP), Balance of trade, Balance sheet, Balanced budget, Balanced mutual fund, Balloon Payment, Bank collection float, Bear, Black Monday, Blank check offering, Board of Directors, Bond, Bootstrap, Bottom fisher, Bracket creep, Bull market, Burn rate, Buy on margin.

    2. Discuss the "Industrial Organization Model" of Strategic Management and the "Resource-based Model" of strategic management. (Cite your sources)

    3. According to the Industrial Organization Model (IO), how does the firm earn above-average returns?

    4. According to the Resource-based theory, how does the firm earn above-average returns?

    5. What are vision and mission? What is their value to the strategic management process? (Cite your sources)

     

     

     

     

    Please use the following questions in preparing your written case analysis? (6 page-minimum) Your written case analysis will be submitted to me in class.

    Your PowerPoint presentation should include every member of the group and should be 15-20 minutes.

    Robin Hood Case Questions

    1. What problems does Robin Hood have? What issues need to be addressed?
    2. Do Robin Hood and Merrymen need a mew 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 actions 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 tin securing King Richard's release from prison?
    8. What action plan would you recommend to Robin?
    9. How should Robin implement the recommended plan? What actions steps will need to be taken to make the recommended strategy work successfully?

     

     

     

     



     

     

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    HailMary.mp3