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Strategic ManagementJohn D. Macomber

Lecture Notes: Introduction

Concepts and Calendar

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Strategic ManagementCourse Introduction

Welcome and Introductions About John Macomber

Why Strategy?

About You

Overview of Topics and Calendar

Introduction of Concepts Expectations

Strategic Management Intro John Macomber

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Sample Analytical Framework Technology Strategies

ExternalAdvantage

InternalProcesses

ChangeIndustryStructure

Competein SameArenas

Scope of IT Initiative:

Intent

ofIT

Initia

tive:

DELL

L.L. Bean

WALMART

BECHTEL


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Why You?

You will be principals in firms You will have to decide what to do:

What markets?

What services?

Where to dedicate your time?

What kinds of people? You probably will be part of a team.


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Who are You?Introductions

Name From

Undergraduate Studies

Work experience, if any

What are you interested in?

What do you hope to gain from thiscourse?


- Self

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John Macomber Background

Construction CEO

George B. H. Macomber Co., $250 mm GC

Real Estate Partner 2,000,000 SF

Academic Thought Leader

System

Construction

Dot.com Entrepreneur (

Consultant, Director, and Angel Investor


Cisco, MIT Media Lab, Childrens Hospi tal

MIT: Strategic Management in the Design and Construct ion Value

Harvard: E-Commerce and the Internet in Real Estate and

Collaborative Structures, Inc. sold to e-Builder)

BuildingVision - Pursuing industry transformation

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Why these tools?

Linear conversation Lots of information

Organize thinking Lay out assumptions

PlanACTION!


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Industry Value System

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Calendar and Topics

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Strategic Planning: KeyConcepts

Steps in PlanningMarket Segmentation

Attractiveness: 5 ForcesGeneric Strategies

The Firm Value Chain

1-8


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The AEC/EPC Value System:

Operator

Labor Subcontractor

Constructor

Designer

User

Project

Land and

Consultant

Labor

Product


Owner/Engineer

Sponsor

Distributor

EndPermanent

Finance

Finance

Permissions

Material

Material

Building

Manufacturer

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Indicators of Segment Profitability:

Barriers toEntry Barriers toExit

Supplier

BargainingPower

Buyer

BargainingPowerExistingRivalry

Availability ofSubstitutes

Attractiveness of an Industry

of these forces.

Use them in selection of

segments.Strategic Management Intro John Macomber

Five Forces Model - M. Porter

or of a Segment is a function

segments - and in defense of

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Administration

Course Web Pages

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About the Case Method

Case Study = a business story Actual situation (could be fiction)

Messy!

Lots of information

Often no right answer

Like real life


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The Case Method and You:Preparation

Skim first for key issues Read carefully for relevant detail

What is going on?

How can you describe the choices?

Can you use ideas from the other

readings?


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Case Method:Class Discussions

Usually the instructor will have a structure to

guide the discussion Talk about the issues and choices

Discuss (argue) with your classmates

Sometimes there is a consensus

Sometimes you can find out what happened

Sometimes not! The learning is in the struggle.


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Expectations for theCourse: You Will

Study many real business situations Practice the core planning tools

Struggle with figuring out what to do

Be prepared to participate in planningfor your own firms

Be prepared to do the work to earnabove average returns.


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Strategic ManagementJohn D. Macomber

Lecture Notes: Introduction

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