Text Strategic Management and Business Policy 13/eChapter 1 Basic Concepts of Strategic Management

Text: Strategic Management and Business Policy 13/eChapter 1: Basic Concepts of Strategic ManagementTopic: New Ventures and Entrepreneurial StrategyLearning Objectives:1. Understand the benefits of strategic management.2. Understand the basic model and components of strategic management.3. Understand strategic decision-making in an entrepreneurial model.Video Title: Warby Parker: New Venture/Entrepreneurial StrategyLink:http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Warby_Venture.htmlSynopsisWarby Parker is an innovative new eyewear brand sold exclusive online. For every pairof glasses sold, one is donated to those in need. This video describes the strategicapproach to establishing the new venture of Warby Parker. By eliminating the middleman, this company is able to sell eyewear for a fraction of the cost of other retailers.Discussion Questions1. Describe the strategic approach pursued by Warby Parker in selling eyewear.2. Who is the target market for Warby Parker and how do they reach this market?3. Which category of risk do you think Warby Parker might be most susceptible togiven their current business strategy?Text: Strategic Management and Business Policy 13/eChapter 2: Corporate GovernanceTopic: Corporate Governance: Mission and VisionLearning Objectives:1. Understand how corporate governance can impact an organization’s vision andmission.2. Explain the importance of executive leadership in strategic management,specifically the establishment of the organization mission.Video Title: Warby Parker: Vision and MissionLink: http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Warby_Vision.htmlSynopsis1Warby Parker is an innovative new eyewear brand sold exclusively online. For everypair of glasses sold, one is donated to those in need. This video describes thedevelopment and execution of the organization’s vision and mission, as well as the rolethese play on daily operations.Discussion Questions1. What is the vision of Warby Parker?2. What is the organization Vision Spring and how does it relate to Warby Parker?3. Explain the “buy a pair, give a pair†program. What role does this program play inthe overall mission of Warby Parker?Text: Strategic Management and Business Policy 13/eChapter 3: Social Responsibility and Ethics in Strategic ManagementTopic: Social ResponsibilityLearning Objectives:1. Understand the relationship between social responsibility and corporateperformance.2. Recognize different views of ethics.3. Conduct a stakeholder analysis.Video Title: Warby Parker: Vision and MissionLink: http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Warby_Vision.htmlSynopsisWarby Parker is an innovative new eyewear brand sold exclusively online. For everypair of glasses sold, one is donated to those in need. This video describes thedevelopment and execution of the organization’s vision and mission, as well as the rolethese play on daily operations.Discussion Questions1. What is the vision of Warby Parker?2. List some of the examples of sustainable business practices discussed in the video.3. Who are the relevant stakeholders of Warby Parker? How is each stakeholder groupimpacted by the organization’s mission?Text: Strategic Management and Business Policy 13/eChapter 4: Environmental Scanning and Industry AnalysisTopic: Industry Analysis2Learning Objectives:1. Identify aspects of an organization’s environment that are most strategicallyimportant.2. Understand competitive forces within an industry.3. Understand the use of social media as a competitive tool.Video Title: Subaru America: The External EnvironmentLink:http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Subaru_External.htmlSynopsisSubaru America is a mainstream automaker offering middle-line priced automobiles.They offer a lot of value for consumers. The company experienced phenomenal successinto the 1980s, but had to redesign itself slightly with the introduction of the SubaruOutback to compete in the trendy SUV market.Discussion Questions1. How is Subaru using social media to help them remain competitive?2. Explain how Subaru’s sustainable business practices help make them morecompetitive.3. According to the video, what is the fastest growing segment of the American automarket? In your opinion, what factors are driving this trend?Text: Strategic Management and Business Policy 13/eChapter 5: Internal Scanning: Organizational AnalysisTopic: Internal AnalysisLearning Objectives:1. Identify core and distinctive competencies.2. Understand a company’s business model.3. Assess a company’s culture and how it might affect a proposed strategy.Video Title: iRobot: Competitive Strategy of Home RobotsLink:http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_iRobot_Competitive.htmlSynopsisiRobot was started just over 20 years in an effort to bring robots out of the lab and intothe real world. They are most known for the iRobot Roomba® vacuum cleaning robot.This product helped to change how people view robots. iRobot continues to develop3robotic products to change the way customers include robots in their daily life. As oftoday, the company has robotic products in over 6 million homes.Discussion Questions1. Which of the business models discussed in your text do you think best fits iRobot’sapproach to product development?2. Who is iRobot’s target market? How does this impact their product development?3. How would you describe the culture of iRobot? How does this culture impact theway this organization does business at all levels?Text: Strategic Management and Business Policy 13/eChapter 6: Strategy Formulation: Situation Analysis and Business StrategyTopic: Competitive Business StrategyLearning Objectives:1. Organize organizational information using SWOT analysis.2. Understand available competitive strategies.3. Recognize the competitive tactics that accompany competitive strategies.Video Title: iRobot: Competitive Strategy of Home RobotsLink:http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_iRobot_Competitive.htmlSynopsisiRobot was started just over 20 years in an effort to bring robots out of the lab and intothe real world. They are most known for the iRobot Roomba® vacuum cleaning robot.This product helped to change how people view robots. iRobot continues to developrobotic products to change the way customers include robots in their daily life. As oftoday, the company has robotic products in over 6 million homes.Discussion Questions1. Based on the information presented in the video, conduct a SWOT analysis oniRobot.2. Which of Porter’s competitive strategies best fits iRobot’s business model?43. How would you describe the culture of iRobot? How does this company factorcontribute to the competitive approach of iRobot?Text: Strategic Management and Business Policy 13/eChapter 7: Strategy Formulation: Corporate StrategyTopic: Corporate StrategyLearning Objectives:1. Understand different aspects of corporate strategy.2. Develop a parenting strategy for a multiple-business organization.3. Identify strategic options to enter a foreign country.Video Title: Oxfam America: International Strategy and MissionLink:http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Oxfam_International.htmlSynopsisOxfam America is an international relief and development organization. The companyworks in over 90 countries. It was founded in 1971. Oxfam America is headquartered inBoston, MA with 6 overseas offices in Latin America, Asia, and Africa.Discussion Questions1. Does Oxfam America pursue vertical growth or horizontal growth? Explain youranswer.2. Although not a typical corporate structure, explain how Oxfam America’s approachto strategic management coincides with the concept of corporate parenting?3. Which of the international entry options best describes Oxfam America’s approach toreducing poverty? Explain your answer.Text: Strategic Management and Business Policy 13/eChapter 8: Strategy Formulation: Functional Strategy and Strategic ChoiceTopic: Functional StrategyLearning Objectives:1. Identify functional strategies.2. Use a stakeholder matrix to aid in strategic decision making.Video Title: Ecoist: Strategic Product DevelopmentLink: http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Ecoist_Product.html5SynopsisEcoist was founded in 2004. It is based in Miami. The company uses raw materials thatare recycled to produce accessories such as purses and other products. The company“upcycles†waste. They work with companies like Mars, Coca Cola, and Frito Lay. Thecompany leverages these partnerships to develop other partnerships with companies suchas Disney.Discussion Questions1. Explain how Ecoist uses the product development strategy to market their products.2. How does Ecoist operations strategy support the company’s mission?3. Describe Ecoist’s stakeholders and how each of them influences the company’sstrategy?Text: Strategic Management and Business Policy 13/eChapter 9: Strategy Implementation: Organizing for ActionTopic: Organizing During Strategy ImplementationLearning Objectives:1. Understand the importance of synergy during strategy implementation.2. Identify the importance of structure to successful strategy implementation.3. Recognize stages of corporate development.Video Title: Oxfam America; Strategically Utilizing Music Outreach and CelebritiesLink:http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Oxfam_Celebrities.htmlSynopsisOxfam America is an international relief and development organization. The companyworks in over 90 countries. It was founded in 1971. Oxfam America is headquartered inBoston, MA with 6 overseas offices in Latin America, Asia, and Africa. Theorganization utilizes music outreach and celebrities to successfully market their mission.Discussion Questions1. How does Oxfam utilize music outreach and celebrities to implement their mission?2. How does Oxfam America use their strategy to select artists who will aid inimplementing their mission?63. Based on the information presented in the video, Oxfam America is in what stage ofcorporate development? Explain your answer.Text: Strategic Management and Business Policy 13/eChapter 10: Strategy Implementation: Staffing and DirectingTopic: Strategic Staffing and DirectingLearning Objectives:1. Understand the link between strategy and staffing.2. Discuss important issues in effectively staffing and directing internationaloperations.3. Assess and effectively manage a company’s corporate culture.Video Title: Root Capital: International StrategyLink:http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Root_International.htmlSynopsisRoot Capital is a way for capital and markets to work for small scale farmers indeveloping countries. Their mission is to grow real prosperity by investing inagricultural businesses that build sustainable livelihoods in Africa and Latin America. Itwas founded more than 10 years ago. There are 88 employees headquartered inMassachusetts.Discussion Questions1. Describe Root Capital’s strategy for staffing their operations in Africa and LatinAmerica.2. How do you think the mission of Root Capital impacts the organization’s corporateculture?3. Explain the international strategy of Root Capital.Text: Strategic Management and Business Policy 13/eChapter 11: Evaluation and ControlTopic: Evaluation and ControlLearning Objectives:1. Understand the basic control process.2. Apply the benchmarking process to product development.3. Develop appropriate control systems to support specific strategies.Video Title: Ecoist: Strategic Product Development7Link: http://media.pearsoncmg.com/ph/streaming/bp/2013/MGMT/Strat/Strat2012_Ecoist_Product.htmlSynopsisEcoist was founded in 2004. It is based in Miami. The company uses raw materials thatare recycled to produce accessories such as purses and other products. The company“upcycles†waste. They work with companies like Mars, Coca Cola, and Frito Lay. Thecompany leverages these partnerships to develop other partnerships with companies suchas Disney.Discussion Questions1. When analyzing Ecoist’s production process, what problems might they encounter intrying to initiate “input†controls?2. How do you think Ecoist environmental business model might impact its corporatevaluation?3. In your opinion, what are some of the challenges Ecoist might face in trying tocontrol their operations?8