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Location: Main Campus 3737 Wascana Parkway, Regina, Saskatchewan, Canada
Business Strategy
Rob Giberson
Wednesday, January 6, 2010
BUS 400
Professor: Rob Giberson
Office: ED 534
Telephone: 585-4877 (office)
536-2483 (cell)
Fax: 585-4805
Office Hours: casual
E-mail: @
Contact Information
Textbooks
. Beamish, Cases in Strategic Management (9th edition),
McGraw-Hill Ryerson, 2009.
Dess / Lumpkin / Eisner/Peridis, Strategic Management: Creating Competitive Advantages, 2nd Canadian Edition, McGraw-Hill Ryerson, 2009.
Contribution/Participation 20%
Term Project (Apr ?) 25%
Midterm Examination (Feb 24th) 15 %
Final Case Examination (Apr 14th??) 30 %
*** Each student may designate (in increments of 5%) where the final 10% of their grade is allocated to (from the above 4 categories) based on their strengths and preferences. A form will be posted during week 2 and decisions on where you allocate the grade must be made before the start of the first class of week 3. If a decision isn’t made by week 3 the default is that the grade will allocated to your final exam percentage (. 40% instead of 30%)
Evaluation
“It keeps me focused.”
The Approach
Strategy
Strategy
distinguishing pattern of the most important characteristics of the organization
the deployment of resources
current and future hoped-for businesses
product/market scope and focus
geographical coverage
approach to competition
policies that govern how the organization pursues its purpose
Strategic Management Process
Stakeholder Preference
Environment
Competitive, Intl, Social, Technical, Economic, Political
Resources
Capital, Equipment, Land, Intellectual, Functional Capabilities
Performance
Financial, Operational, Strategic
Strategy
Mission/Vision/Objectives
Competitive position
Competitive Advantage
Organization
Structure, Reward system, Staffing, Leadership, Support systems
Vision, Mission, Values and Strategy
Why are we in business ?
What do we want the business to look like in 5-10 years
How do we want to get there?
How do we intend to get there?
Four Levels of Uncertainty
“Luckily, I came across something that I think will save the company. Yesterday I bought these five magic beans...”
Strategy as Emergent
Strategy as Vision
Strategy as Fit
Strategy as Hierarchy
Strategy as Change
Strategy
Management
“getting things done through other people”
leadership in planning, budgeting, organizing, directing and controlling
Strategy
Strategic Management
the systematic process for planning (formulating) and implementing (execution) the decisions and action necessary to ensure success in terms of adding member/shareholder value
must have congruence with:
Strategic Management
Strategic Management
Purpose
Vision, mission, values
goals/objectives
Strategy
goals
product/market focus
competitive premise
business system focus
Strategic Management
Strategic Management
Organization
tasks
personnel
structure
systems
culture
Operations
Results
Resources
ALL IN RELATION TO THE ENVIRONMENT
Strategic Management Process
Stakeholder Preference
Environment
Competitive, Intl, Social, Technical, Economic, Political
Resources
Capital, Equipment, Land, Intellectual, Functional Capabilities
Performance
Financial, Operational, Strategic
Strategy
Mission/Vision/Objectives
Competitive position
Competitive Advantage
Organization
Structure, Reward system, Staffing, Leadership, Support systems
Next Class
Read Chapter 1 in text
Case: Research in Motion: Managing Explosive Growth (in case book).
Media Review group #1 due
Executive Summary group #3 due
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
Presentation to the Saskatchewan Chicken Industry Funds
Copyright - Garnet Garven University of Regina
