STRATEGIC MANAGEMENT AND SOCIAL RESPONSIBILITYROLE OF THE CEOAGENDA OF RESPONSIBILITIESPowerPoint PresentationSlide 5TEAM STRATEGIC PLANSlide 7Slide 8Strategic Audit and Decision Making: A StructureSTRUCTURE, CONT’DSYSTEM VIEW (CONT’D)Slide 12STRATEGY FORMULATION 13 Strategic Options - Clusters Strategy Implementation and Control MIS System Corporate Leadership/Culture RE: Ongoing ProcessMGMT 450 STRATEGIC AUDIT FORMATDELPHI FORCASTINGStrategic Management Information Knowledge vs. SystemStrategic Management Organ. Vs Information/SkillsStrategic Management ForecastingForecasting ModelsGlobal Models Corporate GovernanceJoe Smith and OutsourcingManagement StrategyTriad Leadership @ DrexelPorter’s Five Competitive ForcesMGMT 450 Strategy and Business Policy Internal Assessment of FirmsAlternative Strategies Defined and ExemplifiedSlide 27Slide 28Location AnalysisPoint Rating Scale of Noncost Factors (Sample)Developing Enterprise Strategy Industry Structure and Environmental Opportunities*Slide 32Executive Management Triangle Strategy – Technology - OrganizationOrganization Design Strategic AlternativesManagement – Union Relations Phases/ProcessesStrategic Alliance ModelStrategic Alliance Model - 2Table 1: The Proposed Strategic Alliances - AlternativesE Information Hub ModelSupply Chain Integration DimensionsInformation Distortion and The Bullwhip EffectBusiness Life Cycle - StarbucksCorporate CultureCountry ClustersSTRATEGIC MANAGEMENT AND SOCIAL RESPONSIBILITYPOWER POINT SET 4: MISCELLANEOUSROLE OF THE CEO•Strategist•Mentor•Visionary•Guru•Futurist•Champion•LeaderIndividuals (IT)Pre-Course - Bio & PictureIntro to Strategic AuditMINI CASE(s) As Assigned (S, S√, S√√)MIDI CASE - MID Term Exam (Letter Grade)TemplateFeedback Team Member RatingConstructive Comments [Peer Eval] - Maxi CaseOptional: Strategic Plan -- Career PlanAGENDA OF RESPONSIBILITIESAGENDA OF RESPONSIBILITIES (Cont’d)PARTICIPATIONTEAM (IT)Form Teams – Roles Weekly - Chapter Questions With key issues/answers email to Lead Discussion (Per Schedule)Maxi Case – Choice of company (approval) Prepare Report – Strategic Plan Template Present Strategic PlanMISC – Team Assignment – Micro Cases(B) MIDI Case: One (1), five (5) page (approximately), individually written case analysis (business plan) that must include:1. Your mission for the future of the organization.2. Your future objectives for the organization.3. Your analysis and quantitative forecast of industry and company.4. Your strategic decisions, i.e., actions, with results, to accomplish objectives.5. A three (3) year pro forma income statement.6. Your participation in class discussion and case debrief.TEAM STRATEGIC PLANMAXI: A STRATEGIC PLAN that incorporates two efforts:Effort 1: A 25 Page Written Report (Approximately)Effort 2: Team Discussion/PresentationEffort 1: A 25 Page Written ReportThe following must be included in the strategic plan report:•Future mission and objectives decided by you.•Analysis and forecast of social, technical, economic, and political forces with attention to global aspects.•Analysis of industry history and quantitative industry forecast on a global and domestic basis.•Illustration and source of a share analysis.•Evaluation of alternative strategies.•Decision on strategic course showing basis and actions, with results, required to achieve indicated performance goals on each major strategic action•Organizational process changes with schedules and budgets•Pro-forma financial statements, I.e., cash flows balance sheets, and income statements to show impact of decision in the short-term, intermediate-term and long-term for a minimum of 5 years.•Sufficient research, quantitative analysis, style, and organization to meet business planning standards.•Typed, doubled spaced, table of contents, number pages, exhibits, and indicate sources.Effort 2: Team Discussion/Presentation•Each team must run a one (1) hour maximum discussion or presentation of the case.•The presenting team also indicates its role and audience role, both f which must be internal to the organization.•For intelligent participation in the team case discussions and to help in the selection of the third individual case, each team must provide one copy of each of the following materials to every class member and the instructor:Strategic Audit and Decision Making: A Structure•Context - Environmental/Industry•SLEPT (Social, Legal, Economic, Political, Technological) Forecast(s)–Company–Industry–History - Now/Future•Mission - All Stakeholders–Internal, Transactional, Influencers, Vision, Core Values, etc.•Objectives (Qualitative, Quantitative)–Drucker Model (8) (E) - BelowSTRUCTURE, CONT’DPERFORMANCE - Design/AuditSystem View(A) ADAPTIVE - 3 QuestionsWhat is Business?What will business be? [as is]What should business be?(E) EFFECTIVENESS (Drucker 8)Market Human ResourcesInnovation Financial ResourcesProfit Material ResourcesSocietal Productivity(e) EfficiencyCost (versus) Scope/Quantity Quality TimeSYSTEM VIEW (CONT’D)Global Dimensions (MACROECONOMICS - Global; Clusters/Culture; Comparative Advantages, etc)SWOTInternal S - Strengths W - Weakness[Core Competence]External O - Opportunity T - ThreatPORTER’S ANALYSIS (Link to O.T.)National / GlobalBarriers to EntryGovernment ActionRivalry Among CompetitorsBarriers to ExitPower of SuppliersPower of BuyersAvailability of SubstitutesCONCLUSION: Attractive?STRATEGY FORMULATION13 Strategic Options - ClustersStrategy Implementation and ControlMIS System Corporate Leadership/CultureRE: Ongoing Process1. Market Penetration2. Market Development3. Product Development4. Backward Integration5. Forward Integration6. Horizontal Integration7. Horizontal Diversification8. Vertical Diversification9. Concentric Diversification10. Conglomerate11. Cooperative (Joint Venture) Strategic Alliance12. Defensive - Retrenchment - Divestiture - Liquidation13. Do NothingMGMT 450STRATEGIC AUDIT FORMATCONTEXTGeneral EconomyYouHistoryNowFutureMISSIONAll StakeholdersPrioritiesQUALQuant(SUCCESS)OBJECTIVES(Personal|Professional)3Q’sFormulation(A)e/EACTION(S) IMPLEMENTATIONAPPRAISAL Evaluation ControlTOOLSTECHNIQUESB\CRELEVANT ETCBEPOINT ISSUESSWOTPORTERRECOMMENDATIONS PRIORITIESEVALUATIONCONTROLREFORMULATION(REVISIT Model)DELPHI