Unit Six: Planning: Where are You Going? and How Do You Plan to Get There?

Part One: Assessment Activities

1. Self-Assessment: Effective Planning (Lussier, pages 148-149)

2. What is Your Strategy Quotient? 

Part Two: Email Application Activities

(Group assignment) I will assign your group a company.  Using our classroom analysis and the textbook information your team will write a report outlining  1) The mission, values, and vision of the organization (WHO)  2)  An analysis of the industry competitive environment using Porter's five force model and a SWOT analysis (WHY) 3) The objectives  the organization (WHAT)  4) The strategies of the organization (HOW), including a discussion of grand strategies and competitive strategies  5) An evaluation of the firm's business model-- is it working or does it need adjustment and if so what would your team suggest

(Individual assignment) Email me a memo listing three corporate mission statements.  Evaluate them on the basis of our classroom discussion (customers, key benefits, technologies).

Part Three: Textbook Assignment

Read chapter five in Lussier.

Part Four: Unit Outline with Reading Assignments

I. Developing  Values, Mission, Vision-- WHO 

    A. Building your company's vision. By: Collins, James C.; Porras, Jerry I.; Harvard Business Review, Sep/Oct96, Vol. 74 Issue 5, p65, 13p, 2 charts, 1bw

        1. Core ideology    

            a. Core values

               1. Johnson and Johnson's Credo  

               2. Starbucks

               3.  Levi Strauss Vision  

                    a. James R. Lucas, "Anatomy of a VISION Statement," Management Review Feb 1998 v87 n2 p22(5)

             b. Core purpose

                1. Mission Statements

                            a. Customers

                            b. Current products/services

                            c. Core Competencies  (benefits)

                                1. Slogans as a key to discovering core benefits

                                2. Core Competencies of the Corporation, HBR (#90311)

                                3. "How to Identify and Enhance Core Competencies," Planning Preview, Nov-Dec, 1994, pp 24ff INFOTRAC Genreal Busines File

                     2. The Rise and Fall of the J. Peterman Company. By: Peterman, John; Harvard Business Review, Sep/Oct99, Vol. 77 Issue 5, p58, 8p, 1c

                     3. The power of mission: aligning strategy and culture. Planning Review (a publication of the Planning Forum) Sept-Oct 1992 v20 n5 p10(4) 

IV. Analyzing the Environment-- WHY

    A. Tools

        1. SWOT Analysis  

        2. Business  Planning Model

        3. Overview of competitive analysis  

            a. Michael F. Porter, "Know your place: how to assess the attractiveness of your industry and your company's position in it," Inc., Sept 1991 v13 n9 p90(4)

                1. Focus    

                2. Differentiation

                     a. Discovering new points of differentiation. By: MacMillan, Ian C.; McGrath, Rita Gunther; Harvard Business Review, Jul/Aug97, Vol. 75 Issue 4, p133, 8p, 5c

        4. The BCG Model

        5. The Theory of Business (Peter Drucker, The Theory of Business, HBR, September-October 1994, #94506)

            a. Market structure, customers, technology

                   1. Competing on customer service: An interview with British Airways' Sir Colin Marshall. By: Prokesch, Steven E.; Harvard Business Review, Nov/Dec95, Vol. 73 Issue 6, p100, 13p, 4c

                    2. Exploiting the virtual value chain. By: Rayport, Jeffrey F.; Sviokla, John J.; Harvard Business Review, Nov/Dec95, Vol. 73 Issue 6, p75, 11p, 3 diagrams, 3bw
 

                    3. Creating New Market Space. By: Kim, W. Chan; Mauborgne, Renee; Harvard Business Review, Jan/Feb99, Vol. 77 Issue 1, p83, 11p, 2 diagrams, 5 graphs

V. Developing the Envisioned Future-- WHAT

    A. Goals

        1. Setting Objectives using the goal grid

                a. What is strategy? By: Porter, Michael E.; Harvard Business Review, Nov/Dec96, Vol. 74 Issue 6, p61, 18p, 3 diagrams, 1 graph, 2c

                       1. Strategy under uncertainty. By: Courtney, Hugh; Kirkland, Jane; Harvard Business Review, Nov/Dec97, Vol. 75 Issue 6, p67, 14p, 1 chart, 7 diagrams, 3 graphs, 3c 

                b. Strategy as revolution. By: Hamel, Gary; Harvard Business Review, Jul/Aug96, Vol. 74 Issue 4, p69, 14p, 1c

        2. The Balanced Score Card  

            a. Robert Kaplan and David Norton, "Keeping the Score," Financial Executive, Nov-Dec 1996, pp 30 ff   

VI. Developing Strategies-- HOW

    A. Grand Strategies-- Competitive positioning strategies

        1. Low cost-- broad or narrow

        2. Differentiated-- broad or narrow

    B. Growth Strategies

            1. New products in new markets

            2. New products in current markets

            3. Improved products in current markets

            4. New markets for current products

    C. Alliances

    D. Mergers and acquisitions

            1. Integration

            2. Diversification strategies

              a. Conglomerate

    E. Turnaround and retrenchment

        1. Lee Dranikoff, Tim Koller, and Antoon Schneider, Divestiture: Strategy's Missing Link, HBR, May 2002

VII. Approaches to Strategic Planning

    A. Analysis

        1. Henry Mintzberg, The Fall and Rise of Strategic Planning, HBR (#87407)

        2. Eric D. Beinhocker, Robust adaptive strategies. Sloan Management Review, Spring 1999 v40 i3 p95(1) 

        3. Strategic Intent,  HBR (#89308)

             a. Alan Meekings et al, "Implementing Strategic Intent," Business Strategy Review, Winter 1994, pp 17ff

        4. W. Chan Kim and Renee Mauborgne, Charting Your Company's Future, HBR, June 2002

VIII. The Business Model

    A. Joan Magretta, Why Business Models Matter, HBR, May 2002

IX. Putting the Pieces Together: Strategy at the Air Force 

X. From Strategies to Tactics and Planning 

XI. Measuring Results

    A. Critical Success Factors

    B.  Architecture of the Competitive Capabilities

    C. Keeping Score

        1. Using the balanced scorecard as a strategic management system. By: Kaplan, Robert S.; Norton, David P.; Harvard Business Review, Jan/Feb96, Vol. 74 Issue 1, p75, 11p, 2 charts, 3 diagrams, 1 graph 

XII. Why Do Things Go Wrong?

    A. Donald N. Sull, "WHY GOOD COMPANIES GO BAD," Harvard Business Review, July-August 1999 v77 i4 p42

XIII.  The Business Plan

    A. How to write a great business plan. By: Sahlman, William A.; Harvard Business Review, Jul/Aug97, Vol. 75 Issue 4, p98, 11p, 1 

    B. Developing a Business Plan