MBA-6010

Association for Strategic Planning
For interested parties fascinated with strategy, this site offers further information on the topic as well as a connection to likeminded professionals.

Drucker, P. F. (1994). The theory of the business. Harvard Business Review, 72(5), 95–104
The formulation of a strategy and strategic plan begins with the answers to three questions.

Mintzberg, H. (1987). The strategy concept I: 5 Ps for strategy. California Management Review, 11-24. https://doi.org/10.2307/41165263
What is strategy? Mintzberg defines and describes strategy as plan, ploy, pattern, position, and perspective--five definitions and considerations of some of their interrelationships.

Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93.
Awareness of the five forces - new entrants, buyer bargaining power, supplier bargaining power, substitute services or products, and competitor rivalry – and their relationships can help a leader understand the structure of the industry and stake out a position that is more profitable and less vulnerable to attack.

Films Media Group (2019). Swot analysis [Video]. Films On Demand.
This video presents the SWOT Analysis and how to use it to appreciate historical position and competitive context in terms of strengths and vulnerabilities. Management must know and comprehend this information to devise strategy and strategic plan. (Runtime 7:21)

Capsim. (n.d.). Capstone Team Members Guide.
The Capstone Team Members Guide is a concise information manual about the structure of the simulation, how to participate, and knowing performance outcomes. As information, the manual explains the industry context, consumer demand, and the market structure. On how to participate, the manual mentions the three critical foci of successful performance. Performance outcomes are the reports the simulation provides each competitor about its decisions and competition as a whole.

Warner, A. G. (2010). Strategic analysis and choice: A structured approach. ProQuest Ebook Central.
Read Chapter 1, Strategy as Process and Product or How to Build a Business Strategy Without Too Much Pain. Strategic planning and management require strategic thinking. This chapter introduces the intersection of these three concepts. The intent of this course is to introduce and foster the skills through theory and practice.

Goel, S. (2016). Financial ratios (First edition.). Business Expert Press.
Owners/investors, management, and lenders require information to measure, compare, and evaluate an organization’s strength, operations, and sustainability. Financial ratios, derived from financial statements, are this information. Each group has its own set of ratios. Each group must be able to converse with the other two groups. This text provides identification, description, formula, and explanation of financial ratios. This book is listed each week because this text is the learner’s first source on ratios. There is no assigned reading because you choose the ratio to examine in a given week. The average length is 3 pages.

Porter’s Generic Strategies (2018). Oxford Learning Lab.
There are three generic strategies, umbrellas, or themes that managerial leadership of an organization will choose amongst. The generic strategy is the kernel or seed of the strategic plan.

Harmon, A. (2020). SWOT analysis. Salem Press Encyclopedia.
The second step in devising strategy and strategic plan is appreciation of the historical position and competitive context in terms of strengths and vulnerabilities. A sound strategic plan builds on strengths and addresses vulnerabilities.