Systems Essentials of Strategic Management_8 pptx

1. The team should first decide on a framework or outline for analysis, as suggested in Step A.4. Although teams often divide the analysis work, each team member should follow Steps A.5 through A.8 to develop a preliminary analysis of the entire case and share it with team members. 2. The team should combine member input into one consolidated team analysis, including SWOT analysis, alternatives, and recommendation(s). Obtain agreement on the strategic factors and the best alternative(s) to support. 3. Divide further development and presentation of the case analysis and recommendation(s). Agree on responsibilities for the preparation of visual aids and handouts. As in written reports, scenarios and pro forma financial statements should support any recommendation. 4. Modify the team outline, if necessary, and have one or two rehearsals of the presentation. If exhibits are used, make sure to allow sufficient time to explain them. Check to ensure that any visual aids can be easily seen from the back of the room. Critique one another’s presentations and make the necessary modifications to the analysis. Again, style, grammar, and delivery are just as important in an oral presentation as is content. Prepare PowerPoint handouts as backup in case of computer problems. 5. Begin your presentation by handing out a copy of the agenda specifying not only the topics to be covered, but also who will deal with each topic area. Introduce yourselves. Dress appropriately. If a presenter misses a key fact during the class presentation, deal with it in the summary speech. 6. Encourage questions from both the instructor and classmates. You may wish to begin the questioning period by calling on someone you consider a friend who can be expected to ask a question you can easily answer. You may want to have one person act as a moderator who refers questions to the appropriate team member. [...]... resources, 173–175 Cash cows, 98 Cautious profit planner, 136 Cellular structure, 128 Center assessment, 137 of gravity, 56 responsibility, 154 Central American Free Trade Zone, 34 Chairman of the Board, 22 Chandler, A., 122, 136 Charmin, 80, 103 Chevrolet, 58 Chief Executive Officer (CEO), 23 Chief Operating Officer (COO), 23 Chief Strategy Officer, 24 Choice, strategic, 111, 116 Christensen, C M., 65... Assimilation, cultural, 142 Association of Southeast Asian Nations, 34 Assumptions, forecasting, 47 Aston Martin, 1 AT&T, 142, 152 Atom, 30 Autonomous work teams, 67 Avis, 134 Avon Products, Inc., 14, 47, 53, 109 B Baan, 156 Backward integration, 91 Bain & Company, 110 Balanced scorecard, 152 Baldwin-United, 125 Bankers Trust of New York, 138 Banking Act of 1933, 21 Bank of Montreal, 19 Bankruptcy, 96 formula,... Concentric diversification, 93 Concurrent engineering, 67 Concurrent strategic planning, 24 Conglomerate diversification, 94 Conglomerate structure, 58 Consolidated industry, 41 Consortium, mutual service, 86 Constant dollars, 167 Consumer price index, 112, 167 Continuous improvement, 109 Continuous systems, 65 Continuum board of directors, 18–19 of resource sustainability, 55 Contracts, management, 93 Controls,... capable of providing sufficient feedback on implementation activities and performance? Can it measure strategic factors? 1 Can performance results be pinpointed by area, unit, project, or function? 2 Is the information timely? 3 Is the corporation using benchmarking to evaluate its functions and activities? B Are adequate control measures in place to ensure conformance with the recommended strategic. .. transaction cost, 92 Economic value added (EVA), 152 Economies of scale, 38, 66 Economies of scope, 66 EFAS table, 48–50 Efficiency Model, 56 Electrolux, 138 Ellison, L., 123 Encirclement, 84 Encyclopaedia Britannica, Inc., 12 Engineering, concurrent, 67 Engineering R&D, 63 Enron, 17, 22 Enterprise Rent-A-Car, 134 Enterprise resource planning (ERP) software, 84, 156 Enterprise strategy, 27 Entrants, new,... Chief Strategy Officer, 24 Choice, strategic, 111, 116 Christensen, C M., 65 Chrysler Corporation, 2 Church & Dwight Company, 105, 106 Circuit City, 96 Cisco Systems, 9, 119, 121, 122, 126 Clayton Act, 21 Clorox, 85, 86 Coca-Cola, 7, 34, 62, 152 Code of ethics, 28 Colgate-Palmolive, 105, 106 Colt’s Manufacturing, 126 Common-size statements, 166 Compaq, 38 Compensatory justice, 28 Competency, 53 core, 53...A What kinds of programs (e.g., restructuring the corporation or instituting TQM) should be developed to implement the recommended strategy? 1 Who should develop these programs? 2 Who should be in charge of these programs? B Are the programs financially feasible? Can pro forma budgets be developed and agreed... integration, 60 Cultural intensity, 60 Culture corporate, 59, 115, 139–142 dimensions, 145 national, 145 Customer Solutions Model, 55 D D’Aveni, R., 3, 44, 82 Dean Foods, 44 Decision-making process, strategic, 13 Decisions, strategic, 11 Deculturation, cultural, 142 Defenders, 44 Defensive tactic, 83–84 Dell (Computer), 8, 38, 56, 68, 79, 82 Dell, M., 11 Delphi technique, 48 Delta Airlines, 92 Development, green-field,... functions and activities? B Are adequate control measures in place to ensure conformance with the recommended strategic plan? 1 Are appropriate standards and measures being used? 2 Are reward systems capable of recognizing and rewarding good performance? INDEX 360–Degree appraisals, 109 787 Dreamliner, 9 3M Corporation, 9, 19, 132 80/20 Rule, 157 A A&W, 87 ABB, 130 A C Nielsen Co., 46 Acquisitions,... Inc., 14 Behavior controls, 149 Benchmarking, 155 Benetton, 128 Bennigan’s Grill & Tavern, 96 Berkshire Hathaway, 58, 94 Best Western, 19 Bezos, J., 12 Blackberries, 54 Blogs, 68 BMW, 60, 80, 93 Board of directors, 17–23 chairman, 22 composition, 19–21 continuum, 18–19 organization, 22 responsibilities, 18 trends, 23 Body Shop, 24 Boeing, 9, 142 Bombardier, 94, 129 Boston Consulting Group (BCG), 3, . 109 Continuous systems, 65 Continuum board of directors, 18 19 of resource sustainability, 55 Contracts, management, 93 Controls, 149 guidelines, 157 Cooperative strategy, 8, 85 87 Coopers and Lybrand, 85 Core. 44, 82 Dean Foods, 44 Decision-making process, strategic, 13 Decisions, strategic, 11 Deculturation, cultural, 142 Defenders, 44 Defensive tactic, 83 84 Dell (Computer), 8, 38, 56, 68, 79, 82 Dell,. strategic management? 5. What is its level of involvement in strategic management? 6. How well does top management interact with lower level managers and with the board of directors? 7. Are strategic