MHR 410Spring 2005Dr. Stan Abraham

A Brief Overview

Same Old, Same Old . . .

• Most courses on strategic management teach you ABOUT the topic and how companies fare using different strategies

• The textbook costs over $100• You’re tested on this knowledge in a mid-

term and final exam• You forget everything a week later

This Course’s Focus

• To learn what doing a strategic analysis involves

• To acquire the skill of doing a strategic analysis and presenting the results to a critical audience

• Take that skill with you when you finish the course and program• You won’t forget it in a hurry• You’ll enjoy the course more

What Do You Think?

• If you don’t like it, there’s still time for you to enrollin another section taught by anotherinstructor

What We Will Do Today and Next Tuesday

Today• See who’s here – take roll• Give this introductory presentation• Answer any questions

A week from today• Introduce ourselves to each other• Form groups• Take photos (to help me learn names)• Show you how to enter financial data into CASA

The Plan for the Quarter

Part I: Learning to use CASA on the Harley-

Davidson case (3 weeks)Mini-cases etc. (1 week)

Part II: Practicing strategic

analysis and making

presentations on 6 cases

(3-1/2 weeks)

Start: Getting underway

(1 week)

Part III: Final group- strategy presentations(1-1/2 weeks)

What Happens OUT of Class• Become familiar with CASA and then use it on

cases and project• Read the Abraham book carefully

• Get to know your group and have a good group experience

• Write two case analyses (one with my help and one with a full CASA analysis)

• Do one group case presentation and one case critique

• Do a group strategic-planning project on a real company and present it in class at the end of the quarter• Perhaps with the company’s CEO present

The Net Result

• You will have to take more responsibility for your own learning

• The more you do and the harder you try, the more you will learn and the more I’ll help you

• You should ask lots of questions all the time• The one thing that will enhance your learning the

most

My Roles

• To create a learning environment• To teach you how to do a strategic

analysis and use CASA• To facilitate class discussions• To provide help and feedback both in

class and out• In person during office hours and in class• By phone and e-mail seven days/week

How to Reach Me

• Campus office is Room 94-277• Campus extension is 2420• Campus e-mail is scabraham• Home telephone number is in the

syllabus• But don’t call after 10 PM ever (or after 8

PM on Sundays)• Don’t ask for feedback the day before (or

day of) a presentation

Grading

• Try to earn as many points as you can• Two papers – 10, 10+5 (CASA) points• Case presentation & critique – 20+5 pts• Participation – 15 points• Group final project – 35 points• Bonus (CEO attends presentation) – 5 points

• Compare your total to cutoffs in the syllabus• Note that your group grade (70%) could be

affected by your GCRF

The GCRF

• I assign each of you a Group Contribution Rating Factor (GCRF) at the end of the quarter• It affects the group portion of your grade

(70%) and takes the form of a multiplier• It ranges typically from 0.75 to 1.25• It is derived from confidential feedback you

give me at the end of the quarter about your teammates

• It is designed to motivate high participation and meaningful contributions to your group this quarter

The Two Written Papers

• Everyone turns in the H-D case• No CASA output required

• Your second case is the same one that you critique, and must be• Done as a group• Accompanied by CASA output• Turned in on the day that the group is

critiquing the case

Participation & Absences

• For class attendance, 6 points• For asking questions in class especially

after other groups’ presentations, 9 points• Only my perception counts

• Each unexcused absence over two loses one grade point

• Over five unexcused absences gets you an automatic ‘F’ in the course

(Un)excused Absences

• Absences are classified as ‘excused’ when

• You let me know before (or after) class why you are going to be (or were) absent

• The reason is reasonable (medical, family emergency, accident, Cal Poly trip, etc.) and some proof can be shown

• All other absences are ‘unexcused’

My Previous Classes . . .

. . . said they learned most about strategy from (order varies slightly from quarter to quarter)

• My coaching and feedback• Presenting a complete case analysis • Learning about strategic analysis doing the

Harley-Davidson case• Doing the group-strategy project• Critiquing the presentations

Criticisms

• Over the years, I have asked for—and received—criticism about the course and the way it was conducted• Such feedback has been instrumental in my

constantly modifying the course to improve it

• Two big changes this quarter—no quiz on the book and spending more time on weak areas• Based on strong feedback from last quarter

• I still expect you to read the book and become familiar with the course’s terminology

Selected Compliments from Previous Classes• “I liked the final presentations using real-world

companies”

• “We finally applied what we learned at this place to the real world”

• “The CASA tool is excellent and will be a valuable tool for the future”

• “Learning strategic planning is great fun -- a lot of work but a good learning tool”

• “I learned a lot from your clear feedback on our presentations”

Selected Compliments from Previous Classes (cont.)

• “I learned a lot and was able to apply what I learned throughout the course”

• “I like that we interviewed a real company”

• “I enjoyed the real-life application. This course is really the capstone of the business core”

• “It was a very good learning experience”

• “I’ve never had a teacher put in so much of his own time to help his students. I like the way the whole class seemed like a family”

Selected Compliments from Previous Classes (cont.)

• “It was realistic and applicable to any business. It forced me to use things I had learned in school as well as integrate my work experience. I wish all classes had a real-world component”

• “I liked the interactive format. Clear on what was expected”

• “Although very intensive, this class gave an overview of what it would be like to work at a middle-to-upper-management level”

Selected Compliments from Previous Classes (cont.)

• “The opportunity to be really challenged and think critically. I had heard that other MHR 410 classes are easier, but frankly I wasn’t interested in the easy route. I wanted to learn, and learn I did! The experience was great, but not without a lot of work”

• “The course gave us a chance to experience a strategic environment; it allowed us to break down a company and critique it”

• “I liked how the class was taught ‘hands on’”

Selected Compliments from Previous Classes (cont.)

• “I liked working in a group and that we always had help from you no matter what”

• “This is one course in which I actually learned something”• “This course taught me more about real-world experiences

than other business courses. TRULY A REWARDING EXPERIENCE!”

• “I learned a lot in this course. I now have a better understanding of business strategies as a whole”

• “This is not the typical class with little assignments, multiple-choice quizzes, etc. It makes you think; makes you analyze and ponder”

Selected Compliments from Previous Classes (cont.)

• “The CASA program is one of the best analysis methods I have learned thus far in college. [It’s] a program I will be able to use in the future as well. In fact… I am using [it] to analyze my father’s work and even business opportunities that my friend and I would like to pursue”

• “Thorough and candid feedback was very useful in learning and understanding the material better”

• “The course is very interactive. Learning and doing can be somewhat painful, and sometimes there’s a delayed learning curve, but it leads to growth”

Any Questions?